Too often, consultants, coaches, and speakers strive to provide all the answers. Recently, as an experienced leadership facilitator, I led a workshop for the management team of a mid-sized company—key decision-makers in their organization. Rather than overhauling their mindset, I took a fresh approach. To kick things off, I posed a direct question:
“If an organization avoids honesty about its challenges and keeps sweeping issues under the rug, it will never overcome them. So, what challenges are you facing?”
The room grew tense. Eyes darted, chairs shifted uncomfortably, as everyone waited for someone to speak first. The CEO broke the silence—a strong leadership move; leaders should lead by example.
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He identified a key issue in their service-based industry: struggling to meet deliverables. Heads nodded in agreement. But through deeper probing, I uncovered the root cause—a symptom everyone overlooked.
Fix the root problem, not just the symptoms.
This is common. We often treat symptoms like a disease rather than the underlying condition, complicating simple issues by missing the real problem.
For this team, the core issues were twofold: Sales weren't setting clear customer expectations. When deadlines loomed, they'd prioritize easier cases instead of addressing delays head-on or anticipating setbacks. Meanwhile, frontline employees felt undervalued. These “trenches” workers—handling the files—only heard from leadership during crises, via urgent emails with constant negative feedback.
Delivery delays stemmed from flawed processes, which traced back to strained relationships. Naming these root challenges unlocked progress. We crafted targeted solutions.
Set expectations and deliver.
Top organizations clearly define customer expectations—and consistently meet them.
The best restaurants excel not just in food, but in the full experience crafted by servers alongside quality products. In business, salespeople are those servers: bridging the 'chef' (delivery team) and client, managing expectations.
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I love when a waiter says, “Mr. Ham, for your steak cooked to perfection, expect about 20 minutes.” Delivered in 18? I'm delighted—expectations exceeded.
Clear sales-stage expectations prevent backend dissatisfaction. When issues arise, tackle them immediately. This company built in buffers for common delays, aligning reality with what customers knew to expect—boosting consistency.
Invest in people.
Healthy individuals create healthy employees, who build thriving businesses.
A janitor who feels integral to the company's image keeps spaces spotless. That sense of value starts with leadership. As a former salesperson, I thrived when executives stopped by for casual, non-work chats. Human connections signal genuine appreciation.
Philosopher William James noted, "The deepest principle of human nature is the desire to be appreciated." Valued people deliver their best. To get the best from your team, appreciate them first.
In the workshop, I urged leaders to truly invest in frontline processors—treating them as full team members, not just task-handlers. Shift from crisis calls to regular, people-first check-ins.
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Organizations must confront challenges honestly—transparency is step one. Clear expectations empower wins, from a $30 steak to multimillion-dollar deals. Finally, value people in action, not just words—live the belief that they matter.
It's straightforward: Be honest. Set expectations. Value people.
Post-workshop, the CEO emailed: “Thank you for the powerful reminders, Matt.” His note made me smile. Complex problems often need simple reminders.
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