EXECUSCOPE January 1992

Sharpen Your Executive Ear

To spot trends on the rise, executives need to fight the urge to tune out the world. Instead they need to develop an executive ear. This ear listens to what people are really saying. Here's how to sharpen your hearing:

* When customers don't buy, figure out why.

* Learn from customer complaints.

* Talk often with competitors. Share non-confidential information and analyses in a friendly way.

* Assume workers are self-directed. Listen to their needs. Delegate power to meet common goals.

* Set high standards for yourself and your subordinates. Help goals be a benefit rather than a burden to workers.

* Tune in to your company's larger vision, to society, and to the feelings of your immediate subordinates.--The Effective Executive, August 19, 1991.

Match Attention Span to Job

If your business suffers from high employee turnover, you might consider your workers' attention spans. Are people in jobs that maximize their natural instincts to focus on a project for years, weeks, or somewhere in between?

Some people are long-distance runners in terms of attention spans. They stay interested in the same job for decades and are excited by subtle differences in their work. They are mainstays in certain departments.

Middle-distance runners need a job change after four to six years. They generally have good people skills.

Sprinters love short-term assignments with definite start and stop dates. They get bored when there is no end in sight. They thrive when organizing special events.

Match the attention span to the job, and you'll be using your employees most effectively. Look at resumes for clues when hiring.--Entrepreneur, August 1991, p. 42.

Capitalize on Workers' Potential

Employees who have worth beyond their regular duties are invaluable to your company. They may have unused talents or the potential to grow into better jobs. They may be able to handle emergencies or unexpected activities without preparation. To nurture these workers without playing favorites, establish appraisals of potential.

Appraisals of potential project the hard data of the past into the indefinite future.

In these appraisals, the employee talks about hopes and ambitions. His or her immediate supervisor talks about promotion or transfer possibilities. In short, the appraisal finds out if the aims of the employee and the resources of the company are compatible. Here are some guidelines for effective appraisals:

* Know the worker's abilities well. Pushing people beyond their talents can be harmful.

* Understand potential jobs and their requirements. Building false hopes is worthless.

* Identify qualification gaps. Help the promising employee develop the skills needed for the hoped-for job.--Human Resources Update, Aug. 25, 1991.

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What Do Secretaries Want?

With the advent of computers, a secretary's job has expanded from typing and filing to include even middle-management duties. Secretarial status is on the rise and many managers are giving secretaries the respect they deserve. Despite these gains, fewer workers are willing to be secretaries today.

Treating your support staff well is more than nice. It is a wise and cost-effective investment in the smooth operation of your business. With secretarial replacement costs at about $15,000, it is worth your while to keep clerical help happy. Here's what secretaries say they want:

* career development in finance, computer literacy, and management

* flexible tasks and hours, with no one looking over their shoulders

* to be kept in the know; to be included in staff meetings

* a manager who goes the extra mile to help

* to be relieved of lying or running personal errands for their bosses

* mini-evaluations at the end of each day rather than yearly reviews

* pay matching their worth.--Business Ethics, July/August 1991, p. 27.

Try a Benefits Survey

To find out what your employees like and dislike about company benefit programs, try a formal employee survey. Psychologist Colleen O'Neill says a survey is especially helpful in targeting segments with extreme feelings.

In certain cases, interviews with focus groups work the best, she says. They handle complex issues, spark creative solutions, and find out why people feel the way they do. For more candid answers, however, try confidential questionnaires. O'Neill offers these survey tips:

* Don't limit answers to "yes/no" or "good/bad."

* Pretest the survey on a small group.

* For full cooperation, announce the survey before it's administered.

* For the fullest participation, give the survey during working hours.

* Give employees feedback promptly, linking results to future changes.

* Develop a plan.--Behavioral Sciences Newsletter, Aug. 12, 1991, p. 2.

Keeping Cool Under Criticism

You may have no problem with the calm and rational criticism given in performance reviews. But what about criticism by people who have no business giving it? Here are eight types of criticism and how to handle them:

1) Helpful suggestions by peers. Thank the person for the idea and good intentions, even if you don't agree with the criticism.

2) A formal grievance about an agreement that has been violated. If possible, use an arbitrator to settle the dispute rather than go to court.

3) Allegations about your conduct. If the claims are true, agree to them, explain any extenuating circumstances, and try to remedy the situation. If they are false, deny them. State your case quietly and give hard evidence.

4) Criticism sandwiched between compliments. Thank the person for caring enough to criticize you, as the late Robert Kennedy did masterfully. When attacked viciously he reportedly once said, "I deeply appreciate your being so candid in giving me your frank opinions. I know that you, in turn, will appreciate my frank opinion of you. And you are going to get it."

5) Direct attacks on your character or motives. First pause. Forget a counterattack or being defensive. Then try turning the tables with humor.

6) Defamation of reputation or character. Build a case for libel or slander if your reputation, earning power, or career prospects are damaged. You need proof that somebody has slandered or libelled you and that the statements are untrue. Ask the person for a retraction and an apology.

7) Rumors and gossip. Trace the rumor to its source. Demand an apology to you and a retraction to anyone told the rumor.

8) Sarcasm, abuse, and bullying. Keep a written record of times you were intimidated. Confront the bully with specific examples and say you will take recourse if the intimidation continues. Thank the bully for listening.--The George Odiorne Letter, August 23, 1991, p. 1.

PCs Double as Fax Machines

Before you buy another fax machine, consider adding on to your personal computer or laser printer. For as little as $400 to $1,000 you can turn your printer into a plain-paper fax-receiving unit. Or, if you send and receive faxes, add a fax board and your PC can do both--without printing anything.

Fax peripherals have improved since being introduced in 1985. Business people now see their value. Before you buy, keep these points in mind:

* To receive a fax, your PC or printer has to be on, even after hours. If you're working on your PC, an incoming fax can be stored until you're ready.

* Fax boards can't send clippings or drawings unless you add a scanner.

* You may need more printer memory.--Working Woman, August 1991, p. 36.

Emphasize the Bottom Line

To impact the company as a whole and get the credit deserved, human resources (HR) professionals need to show how they affect the bottom line. Reporting data about hiring, turnover, and promotions isn't enough. Even assigning costs and benefits to specific programs isn't adequate. HR managers need to show the economic benefits of alternative strategies.

An HR department can easily demonstrate how it has or will become more effective and efficient during a period of time. Here are some applications:

* Analyze the cost benefits of various recruiting strategies on a yearly basis. Compare total costs, cost per hire, time to fill, and performance ratings. Anticipate the cost benefits of alternative strategies.

* Anticipate improvements in productivity using an incentive system rather than an existing merit increase system.

* After a training seminar, study the decrease in errors, anticipate how long errors will continue to decrease, and predict savings to the company.

Documenting the data in an analytical way shows strategic thinking and a focus on asset management.--Personnel Journal, May 1991, p. 53.

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Polish Your Public Speaking Style

Presenting your ideas clearly and powerfully is vital whether you're talking to employees, managers, or outside audiences. Here are some tips from Timothy Burke, a Los Angeles management education specialist.

* Convert nervous energy into enthusiasm. Thorough preparation can reduce anxiety. Burke says, "You can never make the butterflies go away, but you can learn how to make them fly in formation."

* Focus your talk. Figure out why you were asked to speak, who your audience will be and what they will know, and the purpose of your presentation. These factors help define the content of your talk.

* Organize your presentation. Here are four methods: 1) by topic, 2) in chronological or sequential order, 3) comparing and contrasting, or 4) a preview, clear transitions between topics, and an ending summary.

* Involve your audience. Help them identify with the topic. Mention the name of someone you know in the audience. Ask questions.

* Relate to your audience in a way that's natural to you. Move and gesture from time to time. Look confident. Stand straight. Establish direct eye contact. Smile. Develop a style that suits your personality.

* Keep visuals large and simple. Don't put more than six bullets on a chart. Spend only one or two minutes talking about a chart.

* Handle questions with interest and courtesy.

* Don't talk too long. A maximum of 20 to 30 minutes with 10 minutes for questions is ideal.--Supervisor's Bulletin, August 30, 1991, p. 1.

Page 2 & 3

Secretaries -- 15

Benefits -- 13

Criticism -- 27 (16 on p.2, 11 on p. 3)

PCs Double -- 10

Bottom line -- 16

Page 2, 39

Page 3, 42

Total 81 lines

Forecasts, p. 2:

The savings -- 9

There's a pickup -- 10

Beer -- 16

Findings, p.3:

Maternity -- 10

Room Service -- 15

National -- 7

Planning -- 8

Shorts, p.4:

Six -- 10

Most CEOs -- 5

The most stressful -- 4

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Forecasts

The savings rate in the U.S. will go up every year for the next 30 years, predicts economist Barry Asmus, Ph.D. Baby boomers are moving into the high savings part of their lives, which spells economic growth for financial institutions. He also predicts that the whole banking system will soon expand beyond the traditional services.

There's a pickup but no boom in housing and car sales, reports The Kiplinger Washington Letter. Housing will slowly come out of the woods. Construction starts will begin heading up again in 1992. The Southwest and Rockies will be among the first areas to revive. As for autos, expect a slow, gradual recovery. The 1992 model year will be better than the last one for cars and trucks.

Beer by remote control could be the draft of the future. Two Florida firms sell dispensers that allow places with alcohol permits to sell beer in more sites without adding workers. An attendant receives payment and signals the machine by remote control to dispense the beer. One attendant can oversee the machine from a hotel lobby or other central spot. Officials in at least two states, however, are at odds with the idea. Michigan drafted a rule barring liquor dispensers. An Alaskan official says operating the dispensers there would legally difficult. The machines are currently used in Florida.

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Findings

The Maternity Leave Peril

Famous talk show hosts aren't the only women who have to watch out for their jobs when they take maternity leave. Fully 23 percent of women taking leaves to have babies aren't rehired, despite laws to the contrary. Two percent of the women who take leaves for other medical reasons aren't rehired. Two researchers studied 2,000 Ohio employment discrimination claims from 1985 to 1989.

Room Service and Modem Links

Hotels across the country are spending big bucks to give business guests the technological amenities they want. The Fairmont in San Francisco spent $600,000 to add dual-line speaker phones, modem links, and voice mail to all rooms. The Westin Hotel Galleria in Dallas put in two-line phones in 26 executive rooms but left out the other 404 rooms for cost reasons. In other hotels, the phone console is now a nerve center. A touch-sensitive screen adjusts the light, temperature, and television. In Dallas, the Adolphus provides private offices for guests' fax machines and computers.

National Health Care?

Two thirds of top corporate executives favor some form of national health care. Of the 500 polled, 43 percent support national health insurance. Some 28 percent want mandatory employer health benefits and 24 percent favor government coverage for the jobless.

Planning for a Long Retirement

Are you looking ahead to your golden years? Americans expect to live an average of 23 years in retirement, a Gallup poll found. About 66 percent of non-retired persons have begun saving for retirement. The people most likely to plan ahead are 35 to 54 years old, married, and earning $75,000 or more.

Page 4

Shorts

Six alternative fuels are now being tested in the Los Angeles area. Federal Express is using the fuels in 103 vehicles during normal deliveries. Special fueling stations dispense compressed natural gas, electricity, ethanol blends, liquefied petroleum gas, methanol, and a new, reformulated gasoline. Auto makers and various agencies are funding the two-year test.

Most CEOs at young, fast-track firms turn to senior executives and directors when they want advice. Management consultants are last on the list, behind bankers, relatives, and friends.

The most stressful city to visit is New York, say business travelers. The Big Apple is followed by Chicago, Los Angeles, Boston, and Washington.