Million Signatures

Posts Tagged ‘percent’

I work for a specialty after market auto parts retailer. We have no showroom, so around twenty percent of our business comes from the Internet while eighty percent comes from the telephone. We send out catalogs to those who request them or anyone who has placed an order in the last year. We also advertise in the back of automotive magazines. Needless to say, telephone sales are truly the lifeblood of our business. As of late, however, I’ve been wishing that weren’t the case.

My company’s business phone system has what I would call, the absolute most annoying hold message ever produced. My boss, the owner of the company, is a really nice guy. Unfortunately, he is a really nice guy with a very pronounced speech impediment. One day he decided that instead of the traditional hold music, he would play a repeating digital loop of him announcing our weekly specials. We are a very busy company. In fact, most days find our sales reps on the phone from the time we get in until the time we leave. As you might guess, with such a high volume of calls, many people are left on hold.

When our customers finally reach a sales rep, I would estimate that about thirty to forty percent of them do an impersonation of my boss… no kidding. The other sixty or seventy percent usually compliment us on the “funny voice” doing our ads. I’ve had a few who were offended by it, thinking we were trying to make fun of those with speech impediments. The thing is, almost everybody has something to say about the hold ads. I even had one customer complete an extensive order while doing his version of “the voice”. Since our boss is a really great guy, my coworkers and I are less than amused on one hand, yet highly entertained on the other. My only problem is that while most of my colleagues are spread out over a huge office, my cubical is right next to the boss’. I have to keep a straight face during some fairly good impressions.

I miss the hold music.

Only about 10 percent of managers work purposefully to complete important tasks, according to a 10-year study of managerial behavior across a variety of industries. The other 90 percent self-sabotage by busily engaging in non-purposeful activities, procrastinating, detaching from their work and needlessly spinning their wheels.

In a revealing study over a 10-year period, 1993-2003, authors Heike Bruch and Sumantra Ghoshal tracked behaviors of managers in a wide variety of industries (A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time, Harvard Business School Press, 2004).

They found that over 90 percent of managers fail to act purposefully in their everyday work. Bruch’s and Ghoshal’s study identifies four profiles of managerial behavior, as charted in a grid measuring focus and energy. Managers were charted as being high or low in focus, and they were charted as being high or low in energy.

High focus, high energy managers were described as Purposeful.
High focus, low energy managers were seen as Detached.
Low focus, high energy managers were described as Frenzied.
Low focus, low energy managers were seen as Procrastinators.

The Frenzied: Forty percent of managers are distracted by the overwhelming tasks that face them each day. They are highly energetic, but unfocused. But “the need for speed” prompts them to be unreflective. They could achieve more if they consciously concentrate their efforts on what really matters.

The Procrastinators: Thirty percent of managers procrastinate on doing their organizations’ most important work. They lack both energy and focus, spending their time handling minor details in lieu of what could make a real difference to their organizations.

The Detached: Twenty percent of managers are disengaged or detached from their work. They can be focused, but have no energy. They seem aloof, tense and apathetic.

The Purposeful: Only ten percent get the job done. They are highly focused, energetic, and come across as reflective and calm amid chaos.

The costs of unproductive busyness take a toll on both managers and their companies. Continual unreflective activity has a direct effect on an organization’s profits and managerial morale, as it’s ineffective and ultimately unsatisfying.

For example, frenzied managers often act in extremely shortsighted ways. Under extreme time constraints and the need to do more with fewer resources, they become adept at finding short-term solutions. As a consequence, they seldom take time to reflect, and neglect long-term issues. Frenzied managers demonstrate a well-intentioned, but desperate, need to do something-anything-which makes them potentially destructive.

Chronic procrastinators are generally recovering frenzied managers. Once they have learned that frantic, desperate actions are unsatisfying, many lapse into procrastination, losing energy and focus. It becomes all too easy for them to put off action altogether.

What distinguishes managers who take purposeful action from those who do not?

Willpower, discipline and clarity of purpose fuel the force behind energy and focus, enabling managers to execute action and to ignore distractions. Even when uninspired by the work and tempted by other opportunities, purposeful managers maintain energy and focus through will power, determination and clarity of purpose.

Next time you evaluate your managers’ performance, place them on the low/high Focus/Energy grid. Find out who fits the descriptions of Detached, Frenzied, Procrastinator, or Purposeful manager. Then see whether it is focus or energy that can be improved. Busyness for the sake of being busy without regard for results can lead to false assumptions.