Making Wishes Come True

Join Escoe Bliss and our colleagues at MacKenzie Corporation on April 26th, Make-A-Wish® Orange County will host the fourth annual Walk For Wishes® event at the Orange County Great Park in Irvine.  More than 2,000 walkers will participate in this event to support Make-A-Wish in their mission to grant wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength and joy.

WHY: Powered by wish families, volunteers, donors and friends, Walk For Wishes® is a nationwide Make-A-Wish fundraiser that celebrates the thousands of wishes that have already been granted, while raising funds for future wishes. By participating in one of the two walks taking place in Orange County and the Inland Empire this spring, you can help bring the life-changing impact of a wish to a child battling at life-threatening medical condition.
WHO: Anyone can be part of this special day! Individuals or teams can walk and join the festivities for a $25 registration fee per person. A Walk For Wishes T-shirt will be given to all registered participants!
WHEN and WHERE:
ORANGE COUNTY: Saturday, April 26
8 a.m. – Registration/Check-in
9 a.m. – Party begins!
Orange County Great Park- Irvine, CA
See directions below or go to: http://www.ocgp.org/visit/hours-directions/
* Important: There is currently no physical address to the Orange County Great Park. Please do not rely on GPS systems or online maps!
By participating in the Walk, you will raise funds to help grant the wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength, and joy. This fun walk and festival is an opportunity to be a part of something that can literally change the lives of children here in Orange County and the Inland Empire! It’s your chance to inspire, be inspired and help turn dreams into reality!
Registration is $25/person and includes a T-shirt and entry into the festival the day of the Walk.
You can register as an individual or a team. There are also opportunities available for Corporate Sponsorship—visit http://ocie.wish.org/content/walk-for-wishes-2014 for details! While the Walk is not competitive, there will be prizes for individuals and teams who reach fundraising milestones!
Types of Teams:
Corporate Teams: Teams comprised of employees, friends and family from local businesses.
Friends and Family Teams: Teams made up of friends, family and community members. This could be your family, your soccer team, your book club, or just a group of friends who love to have fun together!
Individuals: Don’t have a team to walk with? That’s okay! You can walk as an individual and be an important part of our event!  Join Team / Donate Here

The Simple Truths of a Complex Customer Experience

Customer service; it's external, internal, and based on personal perception and expectation. It's consistently changing experiences and interactions that are influenced by age, culture, current environment, and mood. Simply put: customer service is complex.

So how do you design effective procedures for your employees and develop a solid training program that satisfies such a wide variety of people and ever-changing factors? Though challenging, customer service training is vitally important for the success, sustainability, and profitability of your business unit, product, or service and it should be regarded as a top priority. In this blog we'll discuss the challenges of training for such seemingly unpredictable circumstances and why a company should focus on this crucial area of "soft-skills" development.

While attempting to find an engaging image for this post, I had an eye-opening discovery on the perceptions of customer service. I Googled the key words "royalty-free customer service images" and the first 100-200 images generated by my search were of a single person having a phone conversation on a wireless headpiece. While they appeared to be very friendly, smiley people, it occurred to me that a very important element was missing in the picture; the customer. 

This sample of pictures didn't properly illustrate that customer service involves an interaction between two or more people. The images would have left you thinking that good customer service simply requires a good looking twenty-something and hands-free technology; a laughable proposition. If it were that simple I would venture to say that the world of commerce would be overflowing with exceptional customer service and that the unemployment rate of our twenty-somethings would be nonexistent. So what is missing from this picture? There are companies that are known for their service. What sets them apart from the rest?

Let's start by reflecting on our own customer service experiences. Don't be surprised if some of the worst ones come to mind first. This is pretty normal. Often we are most affected by those negative experiences which seem to conflict strongly with our own expectations and these memories can be stronger. The good experiences don't upset our emotions as much as the bad ones do, and our complacency and satisfaction can actually make these positive experiences more difficult to recall. 

Think about certain businesses you frequent or a certain department within your company that you enjoy working closely with on projects. Perhaps it's the mechanic you bring your car to whenever there's an issue, the local bakery that you frequent to grab a pastry and a coffee, or the barber/beautician who is the only person you would trust with your unruly do. What is it about that particular product or service that keeps you coming back? Chances are it's multiple things and when all is said and done, it's the fact that you leave that experience feeling respected, satisfied, and quite possibly in a better mood than you were in before you went in. 

In order for someone to label their entire interaction or transaction excellent it should be positive from beginning to end; including the greeting, service throughout, closing of the sale, and any necessary follow-up.This is why it is important for any customer service training program to have a comprehensive training model. A successful customer service procedure cannot simply focus on a single aspect of the process. A talented training developer and facilitator focuses on providing a program that prepares the trainee for a comprehensive experience. 

Training for the bigger picture means that the approach must go deeper than providing canned responses. Trainees need to understand the mission and values of their employer, be knowledgeable about their product and/or service, and aware of the expectations that their audience (the customer) has for them. The purpose of customer service training is to provide the trainee with a good idea of what "full" service is and should be. The challenge is that "full" service is an evolving principle. The diagram below gives a good illustration of how drastically customer service communication has changed in a relatively short period of time.

Borrowed from: http://finntrack.co.uk/learners/marketing_strategy.html

This image helps us to consider customer service expectations from a generational perspective. You have one segment of the population that still remembers a world in which anything you bought or sold was done locally. Transactions were personal and face-to-face. This was even true in the workplace, where if you didn't understand a concept or a task you asked a supervisor or individual with more experience than yourself for insight and advice. 

Now a large segment of the population is more familiar and comfortable with ordering what they need online, turning to chat services when confronted with an issue, and may very well reference Google or Wikipedia before asking advice from another person in the office. Commerce today is set up in such a way that our younger generation can research, buy, return (if needed), and review a product or service without interacting directly with another person at any point throughout the process. 

Customer service interactions in the digital age can be drastically different, but the importance of a quality personal interaction is not extinct by any means. We are an inherently social species that will always desire to be received in a friendly manner and valued as a customer. All of the social media and time-saving tools in the world will not change this simple, yet fundamental fact.

Furthermore, quality customer service training is not exclusive to the hospitality industry. In fact, it's not even exclusive to an external focus. Quality service is just as important internally. A company that pretends to be one thing to it's customers, but does not practice the same values within is not fooling anyone. It truly is as simple as the saying, "Practice what you preach." 

This is why an expert training professional who can design and develop a custom training solution is worth their weight in gold. A seasoned professional can assess a current culture, their goals, and their audience and develop a program that will benefit multiple divisions. Setting service expectations is a major shift that requires deliberate and careful planning.

Our team is currently working with a client on a major visitor experience initiative. The challenges are diverse; the client is striving to engage multiple generations and cultures, overcome some public misconceptions, and continue to keep pace with their own extraordinary growth. While fast-paced growth can create some challenge, it is also a great source of motivation. We are already beginning to see the fruits of our efforts presenting themselves in the internal interest and excitement for the new training program. The team is encouraged by their growth and excited about cultivating even greater success.

Do you see service related challenges in your own personal or professional environment? If you do, our team of expert trainers would love to hear about your experience and provide you with some useful tools and insights in our April edition of the Insider. 

As an added bonus, the first four readers to either share a customer service experience or ask our training experts a question on the topic in the comments below will not only receive helpful feedback, but a Starbucks gift card as well! Share with us how the evolution of customer service into the digital age or generational variations in service expectations have affected your work or consumer experience. Our team is in the business of exceptional service and we want to hear from our readers about how we can help.

Do you have a question or concern and don't want to leave a comment? We'd love to hear from you! Just email or call (949.336.6444).

April 1st - 5th: The Annual Escoe Bliss Suit Drive to Benefit Working Wardrobes

Escoe Bliss is proud to support Working Wardrobes in their mission to empower men, women, young adults, and veterans overcoming difficult challenges to confidently enter the workforce and achieve self-sufficiency.

Please join with us this year and donate your gently-worn professional clothing! (See below for giving guidelines.)

April 1st - April 5th

8 AM - 5 PM

Escoe Bliss Professional Resources

16520 Bake Pkwy., Suite 155

Irvine, CA 92618

GIVING GUIDELINES

• All sizes of men’s and women’s clothing
• Plus sizes are especially needed
• Must be clean and on a hanger
• Clothes should be in good condition: No tears, holes, broken zippers, etc.

ACCESSORIES

• Purses and shoes
• Ties, belts, scarves, and costume jewelry
• Men’s and women's shoes and women’s purses are in short supply and most needed

Questions or concerns? Please contact Regina Feldmann, Brand Ambassador & Suit Drive Coordinator. 949.336.6444

Welcome to the World Baby Blake!

Introducing...Blake David Atkins
Born: December 27, 2012 to his proud parents, Jolynn and David Atkins
Weight: 7lbs. 7oz.
Height: 20 inches

A message from the Atkins Family:
"Thank you to our friends and colleagues in the Escoe Bliss family who have reached out with words of support and encouragement. Our son Blake is such a blessing! A first born brings so much excitement and so many new amazing life lessons. We are over the moon and truly appreciate everyone sharing in our joy." -Jolynn and David

Congratulations, Jolynn and Dave!

Drilling Down for Operational Excellence: In Leaner Times, U.S. Businesses Scrutinize Policies & Procedures

In the wake of President Obama’s historic healthcare law—the Patient Protection and Affordable Care Act of 2010—the U.S. hospital industry, for one, has had to take a closer look than ever before at operational effectiveness and efficiency. This year, Escoe Bliss has partnered with a world-class hospital in Los Angeles to deliver state-of-the-art Policy & Procedure training using the institution’s existing Policy and Procedure Management software. Escoe Bliss’ consultant Diana Berger has developed and facilitated a structured sequence of hands-on writing workshops tailored to students at all levels, from a wide range of departments. 

While many firms can send in a consultant who can simply write a policy or procedure document, Escoe Bliss has set out to provide something more. Our Excellence in Policies and Procedures program sets itself apart in three important ways:

1. It is an entirely new approach to P&P writing, which actively engages personnel from different departments within a company.
2. Our team of experts, lead by Diana Berger, can be architects (if called upon) to design an entire P&P hierarchy (either for the company as a whole, or a single department).
3. Through this new approach we have developed turnkey training systems geared to the diverse backgrounds of a wide range of students from nearly every level in the organization.

When it comes to developmental work on policies and procedures, Escoe Bliss can service a company at any level.

Needless to say, the importance of reassessing current policies and procedures is not exclusive to the healthcare industry. In this challenging economic environment all organizations can benefit from a training program that enriches and revitalizes existing policies and procedures while, at the same time, drawing from the knowledge base and creativity of their current talent. 

To learn more about our workshops in policy and procedures excellence and the benefits of this program, please contact our office at 949.336.6444 or by email. 

Powerful Partnerships

As the nation moves away from the election and looks toward the future, we thought that it may be a good time to talk about the power of partnerships. Assuredly many are relieved that elections are in the past. After the barrage of political mailers, signs, phone calls, commercials, and frustrating statements on social media sites, we are all ready to move on to a friendlier status quo. The relentless bickering of election season almost makes holiday shopping sound desirable (perhaps I'm just telling myself that to get motivated).

Now that the elections are over, our political leaders can return their focus to the issues that are important to our culture and community. The ability to pass measures and make change hinges on whether or not our community leaders can work together and agree on certain terms. The ultimate goal of any representative with an agenda is to strive for bipartisan support. Bipartisanship is a desirable (yet hard to come by) situation in which differing political parties come to an agreement on several aspects of an issue. Even politicians know the power of partnerships. 

In the corporate world, partnerships are the pulse of innovation and growth. Start-ups as well as established companies that have stood the test of time put time and resources into cultivating strong relationships with all of their stakeholders (i.e. Investors, strategic partners, employees, and customers). 

Here are 3 reasons why we operate with a partnership based business model:

1. "If you build it, they will come." When Ray Kinsella (Kevin Costner) began hearing voices in the 1989 movie Field of Dreams even his loved ones began to question his sanity. It seemed illogical and irresponsible for a farmer to sacrifice potentially profitable fields for an unreliable dream. But don't all innovative ideas involve some sort of risk? History has shown that in order to achieve greatness, people must be willing to dream and make bold choices. A partnership that is built on a shared vision and mutual goals has the power to make dreams become a reality. Apple founders Steve Wozniak and the late Steve Jobs would probably attest that common strength, motivation, values, and objectives can quickly turn a garage office into a multi-billion dollar business. 
2. "Two heads are better than one." Any project will have its challenges, so why not approach those challenges with a diverse pool of knowledge and expertise. A partner's strengths and unique background can complement ours, fill in for our own weaknesses, and result in a stronger product or service. The key to balancing the contributions of two or more people is making sure you are maintaining open communication. Problems can erupt when passionate opinions conflict, but a successful partnership will understand the value of different perspectives and strive to reach a healthy agreement.
3. "It takes a village..." The premise of this statement is that a child is raised both in the home as well as in the community. Couldn't the same be said for the growth of a business. Success is not solely determined by internal actions. In fact, in the competitive market, success is ultimately determined by external support, reactions, and popularity of a product or service. Once an organization has lined up effective internal practices, it then becomes important to have a strong external network. An external network can help build brand awareness and can serve as a targeted audience for product demonstrations. The more you partner the wider your network will be, which means you're setting yourself up for an enthusiastic reception and access to resources that may provide some additional constructive feedback. 

At Escoe Bliss, building partnerships is a critical element of our business. We strive for meaningful connections with all of our consultants and strategic partners. Our team of experts is not merely a database of resumes; they are individuals with whom we share project experiences, association connections, and a common network. We qualify each individual in our network as a business partner. Do we have similar strategic goals? Do our communication styles align? Is this someone who operates by the same basic values and ethics that we do? What do clients and colleagues have to say about them?

Similarly, we approach client relationships with the same mindset. In order to provide successful training and communications solutions to meet client deliverables, our team prides itself on understanding client needs, objectives, desired results and team dynamics. Escoe Bliss talent and resources combined with those of our clients serve as the foundation for successful projects and positive outcomes.

The well known historical icon and successful businessman, Henry Ford, once said, "Coming together is a beginning; keeping together is progress; working together is success." Throughout history, partnerships have been the fuel that continues to propel our industries, societies, and bureaucracies forward. We learn, grow, and profit both personally and professionally from cultivated partnerships. Partnerships truly are one of the most powerful forces in the quest for progress. Making room in your professional and personal objectives to care for these relationships will be time and resources well spent. 

We want to hear from you! Share your internal and external experiences and thoughts on the value of powerful partnerships.

Thank you in advance for your participation in this discussion.  All comments will be entered into a drawing for Starbucks gift cards ($20 value). The winner will be announced on the blog as well as our Facebook page at 12 noon (PST) on Wednesday, 11/21/2012.

What better way to say thank you to a partner than sharing a collaborative conversation over a steaming hot latte, tea, or cup of joe?

Little Boy Bliss

November is a time for us to give thanks and take time to appreciate the gifts of life, love, and family. This holiday season the Escoe Bliss team has some very particular good news that we are so grateful for and excited to share with the rest of our community. 

It is with great joy that we announce the upcoming birth of baby boy, Blake to Jolynn Atkins, VP of Strategic Operations & Consulting Solutions, and her husband, Dave! Jolynn and Dave will welcome their little bundle of joy to the world at the end of December. The entire Escoe Bliss family is eagerly awaiting Blake's arrival and we can't wait to share in the happiness that his life will bring to Jolynn and her family. 

Jolynn will continue with day to day operations until December 24 and then will be taking maternity leave effective December 26, 2012. She will be returning on February 25. Jolynn wants our Escoe Bliss community to know that her work is such a joyful part of her life and she is honored and humbled to be able to come to work every day and collaborate with so many talented people!  She is excited to return and cannot wait to share her new adventures as a mom and to continue as Vice President assisting in our clients’ strategy and growth in 2013.

While Jolynn enjoys her maternity bliss, our core team will ensure that all operations and processes continue to meet and exceed the expectations of our clients, consultants, and industry partners. Regina Feldmann (Gormanly) and Julie Gritzmacher are prepared to manage all project management, quality assurance, new project initiatives, invoices, billing, and finances.

We hope you will join us in wishing Jolynn, Dave and Blake much health and happiness in the months ahead. Stay tuned for our "Welcome to the World!" blog. We'll make sure to provide a picture or two of the beautiful baby boy!

Thank you again for your continued partnership and support!

Photo courtesy of Allan Helmick Photography

The Replacement Ref Asks "Dear EB"

Dear EB:

I have a co-worker who has a bad habit of interrupting people. At first, she was just interrupting conversations or instructions. It was frustrating, but it wasn't anything that we couldn't simply acknowledge and then go back to the conversation at hand. Also, no one has really been too upset with her as it's quite obvious that she does not realize that she's doing it. However, a few days ago, a few of us noticed that she has started to interrupt people when they are talking to clients. 

Recently, I was meeting with a client to discuss some of the new services I could offer her. I had just finished explaining one of our new services - and when I say just finished, I mean the final word in the sentence had just left my mouth - when she jumped in to remind me about another service we provide. She was not a part of the conversation, but she inserted herself into it nonetheless. I felt fortunate that the client I was working with knew me well and has a lot of respect for me. Had I been meeting with a new client, it's possible that she could have thought that I was not familiar with all of our services and it could have made her less likely to have confidence in me and what I can do for her. A few hours later, I saw her interrupt another co-worker who was meeting with another new client. This co-worker was telling the client about a service package we provide and she interrupted our co-worker mid-sentence to tell this new client about some service options. Again, she was not part of the conversation. The new client actually gave her a harsh look that she seemed to be oblivious to.

This is my problem. I think that this woman genuinely thinks she's helping us out and has absolutely no idea how her behavior is effecting our communication with our clients. Despite her good intentions, we need to figure out some way to address and put an end to the behavior. My boss and I have discussed it and he would like me to talk to her about it. I am not her superior per se, but I am senior to her and in the event of my boss' absence, I am in charge. My boss has told me in the past that he would like to see me get into management, so I think he wants me to take this on in order to give me some conflict resolution experience. Do you have any suggestions on how best to approach this subject with her? 

Sincerely,
The Replacement Ref


Dear Replacement Ref:
You have a few challenges in this situation! First, since you don’t know what your co-worker’s intention is when she is speaking up in these situations, you may be making some assumptions that may or may not be true. Those assumptions could impact the way you interact with her. Second, the fact that nobody has told your co-worker that her behavior is inappropriate, has actually reinforced the bad behavior – that may be why you have seen it expand to more situations. Third, since you are not your co-worker’s superior, feedback may be more difficult for you to give and for her to receive than if you were her boss.

Don’t despair. Even with these challenges, here are some strategies and techniques for you to consider.

Let’s start with the first challenge – intent. When faced with a person behaving in a way we deem “wrong,” it’s helpful to spend some time considering the person’s intent. In this case, let’s imagine what her intent might be when your co-worker interrupts. If we focus on negative reasons, we might include; she wants attention, she thinks she knows more than anyone else, or she wants the client to like her better than her colleagues. If we focus on positive intent, we might include; as you said, she thinks she’s helping, she wants to be part of the team, she wants to be sure the client knows all of the options, or she’s just excited and can’t contain herself. You may have other thoughts about what her intent might be.

When we ascribe negative intent to someone’s behavior, we tend to respond to them in a negative way. On the other hand, when we assume a positive intent, we are more likely to approach our conversation with them in a positive way. So, I recommend you start by imagining a positive intent for your co-worker’s behavior to focus on as you prepare to meet with her.

Now, let’s look at the second challenge. As you indicated, your co-worker probably isn’t aware of her behavior. And, if she is, she certainly is unaware of the impact her interrupting is having on her colleagues and the clients. This is a situation that could call for a couple of strategies. First, you may need to clarify roles, and second, you may need to have a feedback conversation.

While the interrupting is a behavior that is showing up in a variety of settings, let’s look specifically at the client situations. I wonder if your co-worker and you both agree on her role in client meetings? If she doesn’t have a specific role or place on the agenda of the meeting, she won’t know when or how to participate. So, a first conversation might be to clarify roles in an upcoming meeting. That might sound like “In our meeting today, I’ll take the lead role with the client. Your role is to observe and make notes. Also, I would like you to respond with your ideas or thoughts when I ask you if you have additional comments to add to what has been said.” You may find role clarity is all that’s needed to shift her behavior with clients.

The reality, however, is that you are likely to also need a feedback conversation. I say this since the behavior seems to show up frequently and in a variety of situations. The most successful feedback conversations are dialogues rather than one person telling the other what they’ve done wrong. When you can get the person engaged in looking at the situation with you, you increase the odds that she will listen and help identify a solution.

A model I like to use is Observation, Impact, Options, Agreement. Let’s look at how you can use this model for a conversation with your co-worker.

You might start with; “I noticed in our client meeting this morning that you spoke up before I finished what I was saying. Did you notice that too?” (Observation) Wait for her to respond.

Then to continue to engage her, you might ask, “If you were the client, how might you have interpreted the way that interaction went?” (Impact) Your goal is to get her to start thinking about how she is perceived when she interrupts.

You might also say, “I’m sure you don’t intend to cut people off. I wonder if we can identify a positive way for you to contribute to meetings without interrupting.” (Options) Let her share her ideas if she has them. Then you can offer your own. You might say, “May I share an idea with you?” Then, “It would work well for me, if you would wait until I ask you for your input.” Or, “If you have something to share before I ask you, would you wait for me to complete what I am saying before you speak?”

“What will you try in our next meeting?” (Agreement)

As you have acknowledged, the fact that you aren’t your co-worker’s superior is an important factor to consider. Choosing a neutral location for the conversation rather than your office is important to keep her from feeling that you are “bossing” her. Also let her choose the time. You can say, “I’d like to debrief our client meeting with you. When’s a good time for you?” You can also start the meeting with, “What did you think went well about our client meeting this morning.” Then ask “What do you think we should do differently next time?” After she responds to each question, you can add on your thoughts, and that will transition you into the above conversation. Notice how location, timing, and letting her share first all create a more equal playing ground for the conversation.

My final thought is this. Be clear on your intent for this conversation. If you are clear that you want to help your co-worker learn and grow and be successful, you have a much better chance of seeing her change her behavior than if your intent is to put her down, put her in her place, or something else negative!

About Our Dear EB Author: Susan Gerke is an accomplished consultant specializing in facilitation, coaching, and curriculum development. Susan is the co-developer of Go Team Resources, a complete team-training and team building resource.

If your organization is experiencing or anticipating changes in leadership, organizational structure, or any major shift in operations, contact Escoe Bliss (949.336.6444) to find out how our team of experts, like Susan, can help you achieve project success.

Ask Dear EB: Are you experiencing a challenging situation at your workplace and you'd like advice from Dear EB? Just send us an email and an expert Escoe Bliss consultant will respond with helpful and applicable advice via Blogging With Bliss and our next issue of The Insider. We pledge to keep all information anonymous and confidential.

Nine Tips for People-friendly Forms

Many people think of forms as an unnecessary evil—a steep foothill in an organization’s paper mountain range. But forms can serve several useful functions in your company. If you think of them as information templates, then you also may think of forms as efficient vehicles for gathering the same kind of information from many sources. Forms work well and reduce operating time and expense if they are designed and used according to the following nine tips:

1. Name the form so its purpose is clear. Avoid using general terms such as “Administrative Request.” That is too vague and may force users to spend extra time locating the form they need. Be more specific.
2. Maintain the expected order of fields. Use headers that are standard for your organization to easily identify the form. Sequence fields logically, for example: Forms chronologically, or most important information to least, or highest value item field to least value. If your organization’s standard memo lists Date first, then To, next From, and finally Subject, maintain that order for all memos. Staff who expect to see the date first will be able to quickly file and retrieve completed memos chronologically. If they expect to see the subject last, they can thumb through a pile of memos quickly, scanning for a topic. If a group of forms requires the last name first, but one form specifies the first name first, many people will complete the form incorrectly or cross out, white out, or erase information. Or they may start with a new blank form. In any case, extra time and stock will be consumed needlessly.
3. Avoid hiding small but essential fields where they may be overlooked. It is easy to miss a social security number field between two large comment boxes. Emphasize the often-overlooked field, for example, by surrounding it with extra space, using bolder text, or repositioning it to a more prominent location on the form.
4. Design the form to be clear without instructions. No one wants to read a lengthy procedure to discover how to fill out a form. Make the form so clear it can be completed independently. However, if instructions are required, place them on the form itself, not in a separate procedure manual. If the form is printed in bulk, have those essential instructions printed on the back. If the form is computer-generated on demand, position instructions on the face of the form, generally at the bottom or top to help users find information quickly.
5. Position field names clearly with their corresponding fields. Don’t make users guess whether they need to write above a field name or below it (or to the left or to the right of it). Place field names close to their corresponding fields.
6. Use a single form for multiple duty. If the same information is required for several different forms, consider consolidating the forms. Sometimes a single form can be used to feed information into a data base accessible by each of several functions, for example, sales, inspection, and shipping. 
7. Identify each form with a number and revision date. To simplify and control maintenance processes and ensure that only current forms are being used, identify each form with a number and revision date. Key the form number to other documentation covering the same function or process, such as an ISO 9001 quality system manual, standard operating procedures, or records (or all of these).
8. Avoid referencing individuals’ names or telephone numbers, except if the form is online or otherwise economical to revise, or if the information is hard to find elsewhere. Organizations change. Rerouting forms to other individuals or placing multiple telephone calls is expensive and delays an organization’s transactions.
9. Automate forms where practical. Competitive companies often contain resources considerably by automating their forms, whether designing them through computer software, creating computer-generated templates, or implementing a “paperless” online forms system, including online approval.

A people-friendly form is one that helps employees submit important information, gather it, locate it, approve it, and move it quickly to where it is needed.

Escoe Bliss Professional Resources has an expert team of consultants that can help your company improve processes and operational efficiency. Please call (949.336.6444) or email if we can partner with you on your organizational needs.

The Toxic Avenger Asks “Dear EB”

Dear EB:

I need some advice on how to deal with a toxic person in the workplace. One of my co-workers, "Rob", is kind of a jerk. He is rude and sarcastic when communicating with his teammates and with clients. He only does the work that he likes, and he manipulates others into doing the work he doesn't like. He lies to cover up any of his mistakes and short-comings. In addition to all of this, he considers himself to be the office "prankster." The only problem is, his pranks aren't funny. In fact they are extremely inappropriate and offensive. They typically exploit another person and make them look stupid, while, of course, making him seem superior.

Several attempts have been made to discuss this gentleman's behavior with his immediate supervisor and when that failed, with her immediate supervisor. However, nothing has been done to hold this man accountable for his behavior. In fact, I have a feeling the supervisors aren't taking these issues seriously at all.

I have accepted the fact that this man is not going to change or be fired and that I'm going to have to find a way to accept that until I can find a new job. How should I structure my communications with this man to ensure that I can get what I need from him in order to complete my own assignments? What are some strategies I can employ that will minimize the effects of his horrible attitude on my own morale? What can I do to help boost the morale of the rest of the team who have also been affected negatively by his behavior? 

Thanks in advance,
The Toxic Avenger

Dear Toxic Avenger:
Thank you for writing. Your decision to take positive action by reaching out for suggestions is evidence of your natural leadership. You have chosen to make a difference in a situation where compassionate management is essential. Well done!

In the scenario outlined above, a state of affairs has developed that places a strain on you along with department team members. Consequences may also be felt in the overall business because when relationships are impacted, productivity is delayed, and that drives up costs. Change is required at each level from the individual, to the departmental, and finally the organizational.

During the days ahead, consider that you don't know the full scope of Rob's motivations. There is more than what you see at the office; there may be circumstances outside the workplace that influence his behavior. Additionally, he may be unaware of how deeply his conduct is felt by others.

Take this opportunity to show your desire for mutual respect through your professionalism. Address issues as they arise. Quietly, take Rob aside when there is a workflow matter or inappropriate behavior which directly affects you, and share your concerns or questions. Help him become attuned to the various interpretations and the impact of his actions.

Prepare for your conversation by clarifying your goals. Be specific. What is the desired outcome? Define the dependencies in your mutual work areas, and be prepared to dispassionately and concisely discuss those intersection points. Review the current objective and existing problems without adding blame for past events.

For example: "Today our goal is to improve manufacturing schedule forecasts to support supply management. The current issue is that when required data is not received by the 15^th of the month critical reports are delayed. This holdup forces inconsistent forecasting estimates and therefore manufacturing schedules become challenging for supply management."

Arrange time to meet with Rob, and stay focused on the goal at hand when you do. During the subsequent discussion, take time to listen while keeping an open mind to Rob's responses. Different expectations can evolve into a new arrangement in which the requirements for both parties are acknowledged and can be successfully accomplished. This type of interaction works for teams too. Specific planning discussions often progress into facilitated team sessions to review general workflow, handoffs, and role responsibilities. From here process improvements emerge because the stage is set to share ideas and focus on a common goal.

In the event there is minimal improvement after your meeting with Rob, schedule a private conference with your supervisor. Provide a detailed, yet, neutral account of the problem. The same applies when inappropriate "prankster" behavior occurs. Speak with your supervisors in a timely manner. Do not wait for resentments to fester--deal with issues quickly to eliminate work distractions and prevent frustration.

However, if after bringing the issues forward to leadership, you still find the results unsatisfactory, it is time to ask yourself some tough questions. "Have I done all I can do to improve this situation?" If you answer no, what else is left for you to do? Are you willing to do it? If you decide that you have done your best, define your next steps and take action.

In the meantime, consider how each person individually influences the energy of the workplace. Every word spoken and every action taken creates a far-reaching ripple within the team. These ripples are the responses that either contribute or detract from the essential foundation of mutual respect and trust.

Trust is vital in life and paramount in professional interactions. It is built on credibility and behavior, by demonstrating the expertise required to successfully fulfill the job responsibilities coupled with clear communication skills and considerate conduct. Trust is defined by saying what you mean and doing what you say you'll do -- every time.

We thrive in an environment of trust, where there is a shared vision, transparency, and dedication to a common goal along with a sense of fun. People feel empowered and act accordingly; they are committed to the well-being of their workmates and sustainability of the company.

In this situation you have the chance to build trust and lead the way through change; by recognizing the opportunity, identifying and evaluating potential options, and then taking appropriate action, transformation occurs. You can play a vital role in that process. In summary:

1. Maintain open communication.
2. Define what you need from your teammates and learn what they need from you.
3. Develop shared expectations.
4. Request assistance from management to improve workplace harmony and productivity.
5. Reflect on job satisfaction and decide on your personal course of action.

Wishing you and your team all the best.

Judith Lukomski
Organizational Development and Change Consultant

About our Dear EB author: Judith Lukomski is a recognized change expert who brings a fresh perspective, proven methodologies, and transformational tools to client collaborations. Leveraging best practices and introducing New Dimension™ systems synthesizing logic, intuition, and creativity she delivers original Organizational Design and Readiness solutions for sustainable success. Ms. Lukomski merges practical experience with new business models to facilitate bottom-line success for clients. Building on the principles of shared passion, purpose, and profitability she is dedicated to ensuring a positive future for all!

If your organization is currently experiencing or anticipating changes in leadership, software systems, organizational structure, or any major shift in operations, contact Escoe Bliss (949.336.6444) to find out how our team of experts, like Judith, can help you achieve project success.

The Next Chapter of Escoe Bliss

This year marks an exciting time for Escoe Bliss as we welcomed Nathan and Debra Rager to our corporate team! The Ragers are successful entrepreneurs with a track record of turning ideas into a thriving businesses.  

Escoe Bliss founder Dr. Adrienne Escoe was very selective in her search for a new owner who would continue her legacy and protect the culture and well known reputation of Escoe Bliss. Nathan Rager's experience and education embody the Escoe Bliss mission, values, and ethics that have been practiced since our establishment in 1994. 

As we welcome fresh faces to the team, our promise to provide "Talented People & Exceptional Service" continues to remain at the forethought of our daily operations and relationships. The Escoe Bliss team that you know remains intact with Jolynn Atkins as an executive leader and the same support staff who are always available and ready to assist. Together, we are excited about Escoe Bliss’ business expansion and developments for 2013 and the years ahead. 

Learn more about Nathan Rager in the Q&A below and connect with him on LinkedIn.

1. Give us a brief description of your life prior to Escoe Bliss? 
   From a very early age I was involved with the day-to-day operations of the family business. Unlike most children my age who were busy with sports, the arts, or hanging out with friends, my free time was split between working in my family's state of the art meat processing facility or in the fields of the family’s commercial farm operation (founded in 1927 by my great-grandfather). In conjunction with my primary education, I was exposed to twenty years of a real-life education in business. My college years led me to Ohio State University and eventually into my first business venture. In 1994 I founded what would become a well-established and respected food service company. The primary mission was serving quality food products to clients. Those clients varied from Fortune 500 companies to locally owned factories, and included healthcare facilities and universities. In 2007 the company was purchased by a competitor with whom I spent the next three years managing the acquisition and change process.
2. Which attributes initially drew you to Escoe Bliss and helped you decide that this was the right business opportunity?
   The existing and established business appealed to me on many levels. Escoe Bliss is a small business made up of knowledgeable, passionate, and energetic personalities, and from my perspective this provided a solid foundation for growth and future success.
3. What can clients, consultants, and partners expect to see from Escoe Bliss looking forward into 2013?
   I have the utmost confidence in the established business model of Escoe Bliss and the ability of our team to continue to meet and exceed the expectations of our clients and partners. I look forward to working from this well-established base to further develop and market the potential and capabilities of Escoe Bliss.
4. What contributions are you looking forward to making to the Escoe Bliss team? 
   I am eager to meet all of our consultants and clients in an effort to further understand what we do right and what we can do better or differently to continue to meet and exceed their needs in the future.
5. Just for fun. When you’re not working, what would we find you doing?
   I enjoy spending time with my wife (my high school sweetheart), Debbie, and our four children; Isaac, Eli, Micah, and Mia. I enjoy cooking but not cleaning, fresh lemonade but not lemons, college football but not college baseball, and a sense of humor but not a sense of entitlement. And finally, I prefer a pint of Guinness over a glass of wine.

Nathan and Debra along with the entire Escoe Bliss corporate team are looking forward to a bright future together. Our Escoe Bliss culture of respect, responsibility, and responsiveness will continue, and our goal of helping clients achieve project success through custom communication and training solutions remains our driving purpose and priority. Thank you for joining us as we turn the page and begin the next chapter of "Talented People...Exceptional Service!"

The Equal Opportunity Advocate Asks "Dear EB"

Dear EB:

I have a coworker who's incredibly smart and talented, and really wants to contribute as much as she can to the rest of the team. A lot of the times, this means that she does the most talking in meetings and brainstorming sessions, effectively removing the chance for any other team members to contribute their ideas and have their voice heard. It's getting to the point where it's having an adverse effect on the growth of the team, and so I'm wondering, what is a good way to bring more balance to the contributions in order to allow other team members' voices to be heard?

Sincerely,
The Equal Opportunity Advocate


Dear Equal Opportunity Advocate:

Your question certainly brings back similar times for me working with peers—feeling “caught” in situations where others’ or my ideas are being blocked from being aired. It does not matter on over-contributors’ intents—their actions are blocking good, great, or perhaps the best ideas from being shared and therefore positively affecting results.

First, I commend you on wanting to take action. Too many times, I have witnessed the same behavior on intact work teams. Instead of taking positive action, the team members attempt to fix or control the over-contributor and then the team members become even more frustrated that their efforts did not magically work.

In situations like this one, you can choose between two separate approaches or instead opt for a combination approach. The best approach will depend on the people you work with and the dynamics of the group. The direct approach would be to address the over-contributor in a personal, one-to-one manner. In a different team dynamic, it may be best to reach out to a team leader in a private meeting where you can voice your concern and propose a resolution.

When I experience counter-productive situations with peers, I try to remember something one of my past leaders told me: assume positive intent. At times the pace of work and stress can be high and I even fail by acting hastily before taking some time for reflection—we are human. I then remember to take a pause and try to reflect on why the person chose to act the way that I observed. Speaking from my experience, it typically comes down to the fact that others have allowed the behavior to go on for so long in the work environment combined with the person, in your case the over-contributor, receiving continuous, positive reinforcement.

Following the first path, consider how the over-contributor tends to receive feedback based on past situations. Does she tend to be open to listening and taking in feedback? Does she tend to become defensive? How would she react if you approached her one-to-one outside of earshot of others in your work environment and you asked, “I see we have an upcoming brainstorming meeting—do you have a minute to chat?”

If you take the lead to approach her, then what has worked for me is to frame the conversation from your experience and impact on you, and possibly others. For example, in a very calm, relaxed facial, and open body posture, you might say, “I know that we are going to brainstorm new system processes changes. During past brainstorming sessions, I notice that based on your knowledge and past experience, you always have much to offer. However, at times, I can see that not all the other voices, mine included, are being heard, which then influences our teaming and ownership on the new changes. I was wondering how we could resolve this so that while you get your ideas out, we all also get the opportunity to express at least one of our ideas aloud for discussion. What are your thoughts?”

Be prepared—as she may challenge you for examples. Be factual by briefly stating a few actual observations you experienced from a most recent meeting. For example, “When we were discussing a resolution on addressing the data results from last quarter, you were the first to speak and shared your full list of eight ideas before anyone else had an opportunity to share. When it came time for others to chime in, nothing was shared.” Direct the conversation towards working on a solution where everyone knows they'll have the opportunity to share.

If you decide not to take the direct path and/or you do and it does not work the way you intended, you should directly address your team leader. In fact, your team leader should be stepping up to create the environment where all ideas are brought out “on the table” from everyone—even those who typically might be reticent to speaking up at meetings—as you never know who might offer an even better approach or an enhancement.

From what I can infer from your question, and my experience, teams tend to forget that they need expectations set for all meeting types—they assume that everyone knows. I would approach your leader in the same fashion I shared for the over-contributor, for example, you could say, “Before we are in the scheduled brainstorming meeting—do you have a minute to chat?” During your meeting, you can open the discussion with, “I would like to suggest that we establish team expectations for all brainstorming meeting sessions. For example, we have 11 on our team. We should be told that we must come prepared with at least one—the more the better—idea to address the new system processes changes. At the meeting, everyone needs to share their one idea before we go back around to the first person. Preferably, we should start discussing either randomly or with the person who tends to be quiet. We never know who might have a part of the solution. What are your thoughts?”

At this point, your leader might open the discussion to possibly accept what you are suggesting as well as ask you what actually transpired to nudge you to make this suggestion. Again, focus on your positive intent—wanting to build team camaraderie and explore all potential solutions. Do not use the discussion to throw the over-contributor “under-the-bus”. Instead, focus on facts of your experience from past meetings, such as, “Well, in the last meeting on addressing the data results from last quarter, Karen began and ended the discussion by sharing eight ideas before anyone else had an opportunity to share—and therefore be heard and validated.”

As previously stated, addressing behavioral situations that impact productivity on a peer-to-peer basis can be very challenging. However, you owe it to yourself to help create a productive team environment—plus you are now practicing an important skill required for all effective team leaders. Your best direction between which path to take depends on the affability of the over-contributor and the level of comfort you have in your work relationship with her.

Good luck to you and your team as you move forward!

Robert Gasdick
Training Delivery & Design Consultant

About Our Dear EB Author: Robert Gasdick has 26 years of progressive experience in the banking-related industry and human resources. As an external consultant/trainer he facilitates courses in areas such as leadership, management, communication, conflict resolution, change, presentation skills and business writing.

Escoe Bliss is proud to count Mr. Gasdick among our team of talented consultants. Please contact us to learn how we can provide your company with customized training solutions.

Ask Dear EB: Are you experiencing a challenging situation at your workplace and you'd like advice from Dear EB? Just send us an email and an expert Escoe Bliss consultant will respond with helpful and applicable advice via Blogging With Bliss and our next issue of The Insider. We pledge to keep all information anonymous and confidential.

Connecting the Dots Between "Talented People...Exceptional Service"

If you've seen the home page of our website, our email signature or brand documents, two of the first things you will notice are our company name and motto. Our motto, "Talented People...Exceptional Service," does a great job of summing up who we are and what we do. What about the three dots in between? Those three dots are a quiet yet integral part of the Escoe Bliss brand and motto. They represent the communication and development that take a group of talented people and pull them together into a team that believes in and applies exceptional service every day to everyone the members interact with. Escoe Bliss doesn't have a patent on talented people. Talent is all around us. Talented people are reading this blog, sitting in your offices and conference rooms, and buying your products or services. 

The Escoe Bliss consulting team effectively connects the dots between your people and your service, whether internal or external. Our experts know the importance of each of those three dots, what they mean for your company, and how to transform a pool of talented people into an exceptional and engaged team.

This year the core team at Escoe Bliss headquarters is connecting our dots by utilizing an external, trusted strategic partner to facilitate continued team development and growth. Go Team consists of distinct training modules that can be employed precisely when they're needed -- a just-in-time program. The team can choose which modules will be most beneficial at any given time. We might start with a Setup for Success module (operational guidelines, purpose, goals, or roles), or push the team in areas of opportunity using a See You at the Top module (building trust, sharing leadership, managing change). There are modules that deal with ongoing challenges (communication, decision making, conflict resolution, and more). The program consists of eighteen modules in all, and you can repeat whenever and wherever needed.

To date, we have completed Getting Grounded in Team Basics, Establishing Team Purpose and Goals, and Building Team Trust modules. Each one has done an extraordinary job at leading our team toward thoughtful discussion and has helped create some very relevant outcomes for our current and future business needs and goals. Dedicating just a small amount of our time to the modules has yielded an enormous benefit. For detailed descriptions of the modules and helpful ideas for where your team can start, visit the Go Team website. If you'd like to hear more about our Go Team successes, why we can't wait for our next session, or to learn how to incorporate this custom training solution into your team building call or email us.

Blogging with Bliss contributor Regina Gormanly is Brand Ambassador & Project Coordinator at Escoe Bliss. She finds her bliss by writing and managing content for Escoe Bliss' social media. Regina's love of learning and communication are the driving forces behind her blogs.

Is Energy Management Child's Play?

Everyone is familiar with time management. It's either a skill you've mastered or something you're working hard to improve. Some professionals have their calendars synced, task lists efficiently organized, and days tightly scheduled from start to finish, while others (perhaps more creative types) operate more freely, and with less structure. So which way is the right way? Suppose they are both correct. It is possible and energy management is the reason why.

Energy management takes time management to a deeper level and argues that in order to achieve maximum productivity, you need to do more than just plan your time and set goals for tasks. In order to properly manage your day, you need to evaluate which tasks are going to require the most energy and plan so that you have the energy you need, when you need it.

There are many articles circulating in the media right now about energy management and other topics related to efficiency and work-life balance. The popularity of the subject isn't really surprising when you consider that the vast majority of us are interested in making the best use of our time. Productivity and concentration can be hard to find in our busy, super-connected world that is constantly bombarding us with distractions, updates, and immediate access communication. So, how do we stay focused and task-oriented amid the information onslaught? The key is using energy carefully and purposefully.

There are experts who argue that to keep our energy levels high, we need more time off and shorter work days. (These experts are my personal favorites.) In an ideal world, this would be the obvious fix, but in the real world less work and extended vacations are unlikely solutions. The overwhelming consensus is that we bring the energy drain on ourselves by packing our schedules with too many activities and bombarding our brains with constant media distractions. There might be some truth to these thoughts. Think of how often your smart phone informs you that you have a new voice mail, text message, or email in just one hour of time. But try to tell aspiring med students they should dial it back a few notches, busy parents balancing work, family, and life that they need to cut something out, or successful C-level professionals that they don't have their priorities straight, and you better be ready for a backlash of eye rolls, sarcasm, and possibly a flying object or two.

Before making any drastic changes in lifestyle, perhaps it is easiest to start with the simple. With summer upon us, we are surrounded by the gentle reminders of childhood and light hearted activities such as playing outdoors, settling down with a good book, and enjoying time with family and friends. This leads one to wonder if some of the basics of energy management can be found by connecting with our inner child. 

Why do children seem to have an endless supply of energy? Their secret isn't a groundbreaking one. They are taken care of -- and people who are taken care of flourish. So, if we want to flourish in our careers or help our businesses to succeed, we need to take care of ourselves and our employees. Here are five simple energy management techniques that we can glean from our inner child:

1. Eat well: Provide yourself with regular, balanced, and healthy meals. No skipping breakfast, working through lunch, and then picking up fast food on your way home. Don't underestimate the power of good nutrition and what it can do for your focus, creativity, and productivity. 
2. Sleep: Do yourself a favor and set a bedtime. In each day there is much to get done and there never seems to be enough time to do it all. Denying your body and brain the rest they need to renew will only start you off with a disadvantage tomorrow. There is personal variation in regards to the magic number for a perfect night’s sleep. But that’s the great part about being an adult; you know how much sleep you need. Now just make sure you’re giving yourself the opportunity to get it.
   
3. Avoid energy vacuums: Energy vacuums are elements of the adult world that consume our energy or distract us during what could be our most productive times. We can't avoid distractions all day, because work and life just won't allow for that. However, you do have the power to avoid, or at least lessen your distractions for a small part of the day. By simply paying attention to how you work, you should be able to easily figure out when you are usually at the top of your game. It may be the first 90 minutes of work in the morning. Others may not be morning people, so for them it could be late morning or early afternoon. Whenever that time is, make it yours; turn off or silence your phone, close your email, and politely let co-workers know that you're focusing on projects during this time. Making time for you and your thoughts for an hour or two will have a huge impact on your productivity.
4. Dream/Imagine: The magic of truly believing that most anything is possible enables us to continue creating new and different things and keeps our minds free of barriers and discouragement. As adults we can get very comfortable with what is and forget to spend some time focusing on what could be. You may be past the point of becoming an astronaut or a race car driver, but the journey toward the best version of yourself, your product, or your business is a never ending one. "Bigger and better" isn't out of reach, it's right there with you if you have some energy for it.
5. Celebrate the big and small: As children, every drawing, misshapen clay pot, and good report card was adored and displayed by those who loved us, but in adulthood recognition is much less frequent. Every now and then, a co-worker or friend might see me do the smallest thing and then hear me exclaim a quiet, but celebratory, "Ta-da!"  I don't really think I'm super awesome because I've just emptied my wastebasket, but what I've done is cheer myself on, and it feels good to get credit for doing something right. By celebrating the small, you will start a chain reaction of motivation. Maybe for you, "Ta-da!" is too vocal, so figure out what feels celebratory for you (i.e., checking things off your to-do list, taking a short break, grabbing a snack or a drink from the break room, etc.) and give yourself credit for the work that you do well. 

A recent article in the Harvard Business Review stated, "To effectively reenergize their workforces, organizations need to shift their emphasis from getting more out of people to investing more in them, so they are motivated—and able—to bring more of themselves to work every day." This is true for organizations, but it is also true for us individually. Are you treating your parents’ pride and joy the way you should be? If you’re not, then maybe it’s time to make a few small changes.

Ta-da! 

Blogging with Bliss contributor Regina Gormanly is Brand Ambassador & Project Coordinator at Escoe Bliss. She finds her bliss by writing and managing content for Escoe Bliss' social media. Regina's love of learning and communication are the driving forces behind her blogs.