Julie Hiipakka: July 2009 Archives

My VOIP provider at home sent me a letter (yes, the old fashioned kind that comes in the mail) informing me my service will be discontinued this fall and that I need to find a new provider.

This is the second time I've chosen a provider that ultimately goes out of business. (No, I'm not a betting woman. This is one example of why.)

Interestingly, both times I've searched for a provider, I've looked at websites where customers rate the various services and chosen highly rated providers. The first time, my provider started strong and then their service quality collapsed as their business imploded; this time, I've had no complaints but the company's decided to discontinue the offering.

My real question has nothing to do with Voice Over IP, really, because despite this post, that's a topic I prefer not to think about:

1) What motivates a person to do those reviews? Do really bad experiences motivate MORE than really good ones?

2) How come I've been wrong twice?

You tell me.

 Here's how to play:

1. Watch this thing (it is less than a minute long)
2. Answer the poll question below
   
3. Use "add comments" below (be sure to include your name) to answer two questions for me:
1. What is the reason for rating you just gave?
2. If the agent asked you what she should do differently, what would you suggest (if anything)?

Every Aquent staff member who comments gets entered into a drawing for free Aquent swag we have on hand, and the best comments will be included in a future LS Presents. And your colleagues will think you are very smart.

Don't groan. We didn't say you'd win a pony.

I'm reading Emotional Intelligence by Daniel Goleman (I tend to read the hot books about five years late) so I'm thinking a lot about feelings this week.

Interesting bit from the book: Martin Seligman conducted a study of MetLife salespeople. He convinced MetLife to use a different screening process than usual, and screen for optimism. The people that scored high on optimism but failed their usual screening process ended up selling 21 percent more in their first year and 57 percent more in their second year compared to those who passed MetLife's typical screening process and considered themselves pessimists.

 When I was agenting, I found talent with average or slightly-above-average skills with upbeat attitudes and flexible workstyles to be more successful on assignment for us than the gurus who were cynical or jaded.

So does attitude matter more than ability? You tell me, folks.

image by Mr. Benn

A lot of staff I talk with are looking for ways to get more done. A recurring theme? "I make a to-do list or a daily plan, but I can't get through it or stick to it because new things keep coming up!"

The next time you're approached with a new task, and you planned to do something else, ask yourself these questions:

1. Do I have to do that RIGHT now?
   
2. Could that new thing wait an hour or two - or three?
3. Could someone else do this?
4. What's the opportunity cost of me NOT doing what I planned to do?

There are good reasons - at times - to deviate from your plan, especially in a rapidly changing team environment. But there are good reasons not to also. Just make sure YOU are choosing.

image by smenon