RobertSchultek

About Bob Schultek

Bob has more than 30 years of service as a senior sales and business development executive, CEO and business owner. His expertise includes customer-partnered business development, strategic planning, sales management, customer service, operational alignment, lean process analysis and improvement, quality assurance, and performance management. He has worked in the energy, medical device, bioscience & pharmaceutical, discrete and process manufacturing, packaging and distribution, communications and information technology, and business-to-business service industries.

3 Qualities of a High Performance Culture

Bob Schultek
Author of
The Gauntlet

“Culture can account for up to half of the difference in operating profit between two organizations in the same business.” (Heskett @ Harvard) Consider these 3 qualities of a high performance culture:

Across the organization, there is a shared ownership for customer success and business progress. People understand how they create value by making a difference for customers, for each other and for the Company. The purpose and profit motives for the business are aligned. Cross-functional collaboration and initiative are encouraged in the relentless, strategic pursuit of innovation and improvement that is necessary to preserve current customers, develop new relationships, and sustain the enterprise. Leaders inspire their people to invest discretionary effort in making things better, enthusiastically providing opportunities for them to act. Leadership appreciates that the Company’s people are its most sustainable competitive advantage and invests accordingly in their development. There is transparency and a structure for leaders to engage with personnel, exchange ideas and collect feedback. It is understood that each employee’s ability to master their responsibilities and do meaningful work is strengthened through mindful, one-on-one dialogue with their manager about goal achievement, consistency of expected behaviors and career development.

How closely does your business resemble this model?

How might you strengthen your organization’s culture?

By |October 9th, 2019|Grolistic, Growth & Leadership Insights|0 Comments

Conflict and Commitment

Bob Schultek
Author of
The Gauntlet

There can be no team commitment without a dialogue that captures every team member’s opinion. And without commitment, there can be no shared ownership of a decision, and no shared accountability. 

As a leader, you may believe that you already know the best way forward. You may be reluctant to open a discussion which could generate information that is inconsistent with your preconceived conclusions. You might even feel that your ideas are threatened by such a dialogue. 

But the best decisions emerge by first acknowledging that what you don’t know is far greater than what you do. So, your objective for opening a team conversation about a pending decision is not to convince the others that you are right, but to discover what more should be known before the decision is made. Could vital information be missed by not hearing all perspectives? 

Providing an opportunity for emotions to be vented and conflicting opinions to be shared enables the exploration of multiple perspectives, which is how we learn. Reaching commitment requires that you be as eager to listen to other ideas as you are to promote your own. Seek to gain as great an understanding as possible about competing ideas. Encourage […]

By |October 2nd, 2019|Grolistic, Growth & Leadership Insights|0 Comments

The Hard Part

Bob Schultek
Author of
The Gauntlet

When I was a CEO, one of the lessons I learned over and over again, was that our business lived on the street, with the customers…not in our facilities. 

While our Operations personnel made essential contributions to the success of the business, delivering on promises made by our marketing, sales and customer service folks, they operated primarily with established expectations and known variables around product, process, and due dates. They challenged the status quo to make us better, improving quality, efficiency and profitability; they generated data to accelerate decision-making, and ensured that we got paid. The business could not have succeeded without their commitment, initiative and consistently fine work. 

But despite reliably meeting the multitude of challenges confronting them, their efforts were not the hard part of growing the business. 

The hard part was, and continues to be, earning a customer’s attention and trust. It’s discovering what a customer values and why, and then appreciating that this insight evolves with time to meet their customers’ changing needs. It’s about recognizing our responsibility to earn their trust every day. 

The hard part is navigating unclear expectations, unknown variables and rapidly changing circumstances to promptly propose viable solutions for the customer, and then helping them choose […]

By |September 25th, 2019|Grolistic, Grolistic, Growth & Leadership Insights|0 Comments

3 Ways to Nurture Innovation

Bob Schultek
Author of
The Gauntlet

Businesses seek to create value by moving faster, being more agile, and unleashing innovation. An innovative culture challenges people to take risks, promotes curiosity and learning, and encourages independent thinking that cultivates engagement, enthusiasm and meaningfulness. All of which strengthens your competitive advantage. Here are 3 ways to nurture an innovative culture:

Consistently communicate that innovation is essential for the success and sustainability of your business. Your personnel must understand that it is not optional. Promote collaboration with customers to develop novel concepts which meet their needs while enabling them to achieve an aspiration. Provide time and space to brainstorm during weekly meetings or independently with associates. Establish guidelines for ideas or suggestions to ensure that those submitted cite quantifiable benefits like revenue generation, quality or productivity improvements, or cost/time savings. Launch a cross-functional team to evaluate and prioritize proposed ideas and suggestions using these guidelines. Allow sufficient time for innovative ideas to develop. Encourage champions, recognizing and rewarding those whose innovations are validated, and the managers who excel at motivating their teams to improve and innovate. Drive fear of failure from your workplace. Leaders who react negatively to a new idea or a failed attempt, create a fear of failure that constrains innovation. […]

By |September 18th, 2019|Grolistic, Growth & Leadership Insights|0 Comments

The Value of “Why”

Bob Schultek Author of The Gauntlet

Asking “why” produces valuable insight. 

Asking why requires reflection that leads to understanding, often uncovering root cause. Challenging people to think is what stimulates discovery, solutions and growth. 

In a customer relationship setting, asking why establishes what a customer truly values, beyond their expressed need.   

In a quality assurance scenario, asking why something happened, after learning what occurred or how it occurred, accelerates the diagnostic evaluation and identification of productive remedies. 

In an employee development situation, asking why communicates a deeper level of empathy, beyond what can be accomplished through active listening alone. 

But when employing a why question, be aware of two caveats. 

First, because reflection is the objective for asking why questions, allow time for the respondent(s) to answer. This could involve waiting a few minutes, or perhaps sending everyone off to think about the issue, research possible reasons, and return later with an answer. 

Also, the tone used when asking a why question makes all the difference. If your tone is accusatory, reflection about cause will be replaced by reflection about self-defense, producing minimal productive insight. 

How often are you employing why questions?

How has asking why accelerated discovery and decision-making in your operation?

By |September 11th, 2019|Grolistic, Growth & Leadership Insights|0 Comments

Moment of Truth

Bob Schultek Author of The Gauntlet

In every customer relationship, there is the moment of truth – the moment when something goes wrong. 

It’s in that moment, when your promise has been broken, that your customer experiences the real nature of your business. What your company truly values is exposed. 

When a business is young, every customer relationship is precious. Promises made to customers reflect a personal commitment and depth of caring that adds value to an offering and cultivates a customer’s trust. 

As the business grows, so does its awareness of risk. There’s more to lose. Policies are created to protect what has been earned. Policies generate procedures, which then require a bureaucracy to manage them. In time, to justify its value, the bureaucracy defends itself – often during moments of truth. What prevails in your moments of truth? Is it your promised care for a customer expressed in your company’s values, or the policy that claims to make things right but is actually intended to protect your company? Which approach enables you and the customer to move forward? In moments of truth, how well your business demonstrates care and commitment is what makes the difference. It’s your people who reveal how much you care – people with the […]

By |August 28th, 2019|Grolistic, Growth & Leadership Insights|0 Comments

3 Ways to Strengthen Emotional Intelligence

Bob Schultek Author of The Gauntlet

The better a leader relates to and works with others, the more successful he or she will be in building teams that collaborate, take ownership and deliver results. A leader’s strong interpersonal skills enable the creation of connections and the development of trust necessary to help teams achieve goals and drive change. Understanding how their emotions and actions affect those they lead, and engaging openly and transparently with their team, enables these leaders to guide, challenge and sustain their people. These are qualities that define strong emotional intelligence. 

Emotionally self-aware leaders find it easier to be empathetic. Leaders whose drive to achieve is coupled with a positive outlook and adaptability generate an emotional edge that motivates action. Helping employees realize how they make a difference cultivates a sense of appreciation that inspires the extra effort necessary for teams to deliver improvements. 

Exercising these 3 behaviors on a daily basis can strengthen your emotional intelligence:

Practice active listening. Focus on hearing the spoken and unspoken message instead of rehearsing your response; recognize when body language is inconsistent with the words spoken. If you have difficulty reading an employee’s emotion, ask the person to describe how he or she feels about the information they’re sharing and why they’re […]

By |August 21st, 2019|Grolistic, Grolistic, Growth & Leadership Insights|0 Comments

Productive Apologies

Customer relationships are valuable, fragile, and not to be taken for granted. It takes time to build trust with a customer; destroying it can happen in just a few incompetent minutes. 

Bob Schultek
Author of
The Gauntlet

Relationships are intimate. People, not organizations, create them – by listening with empathy to one another, and then connecting to resolve a problem or achieve an aspiration. When something goes wrong, these human connections make the difference – it’s when they’re needed most. But too few organizations have trained, empowered or rewarded their employees to invest the time and emotional effort necessary to leverage them. 

A business naturally worries about being held responsible when things go badly, but when this happens, it’s already too late for such concerns. You’re already being held responsible. The question is what to do about it. Avoiding the problem, or delaying a response, only aggravates an already negative situation. 

The best option is to accept responsibility and contribute to the relationship by apologizing -not to make those who are harmed disappear, but to leverage your human connection with the customer. Your relationship can be strengthened by directly and promptly acknowledging your customer’s concerns and expressing regret for how your failure may have hurt your personal relationship; and then by acting to resolve or improve the situation, i.e. collaborating to refine the defective system that caused the problem. Your apology builds a bridge that enables you and your customer to move forward together. 

An effective apology includes:

Acknowledging to […]

By |August 14th, 2019|Grolistic, Growth & Leadership Insights|0 Comments

Discovery Defeats Commoditization

Bob Schultek
Author of
The Gauntlet

The market cultivates commoditization – easy access to information, simplistic assessments meant to hastily define you, and alternatives that prioritize price over value. All is done with minimal dialogue, to hasten the transaction, saving time and money for the supplier, and perhaps for you too. If your objective is to be perceived as a commodity supplier, then this process is effective for you. 

But if your strategy is to be distinctive, then you must find an efficient means to discover what a customer values, and then propose solutions that will deliver the required benefits. 

A discovery process reveals how your knowledge and expertise, delivered through your product or service, creates value for the customer. It uncovers a customer’s unstated needs, along with their stated ones, and resolves why these are important. Asking the right questions, in the right order, clarifies the customer’s current circumstances, their aspirations in addition to needs, and the barriers to be overcome so goals can be achieved. The resulting dialogue heightens the customer’s sense that prompt action is necessary, while providing insight into their decision-making process. 

Discovery motivates the customer to do most of the talking, providing you with an opportunity to demonstrate empathy, competency and a commitment to […]

Leveraging “Liminal Space”

Leaders are expected to improve results by driving productive change…to improve processes, to move faster, to increase agility, to make things better. 

Bob Schultek
Author of
The Gauntlet

But before change can occur, a decision to change is necessary. No one can be compelled to change…they must be influenced or inspired to invest time and energy in transformation. But imagine if leaders could pro-actively expedite this decision to help their teams discover elevated capabilities and transform the way their work is done. 

Once a person decides to pursue a change, they cross a threshold, leaving behind ‘what was’ while seeking to discover ‘what can be.’ This time and space where something is left so as to pursue what’s next, is called “liminal space”… and experiencing it is essential for a change transformation to occur. The word “liminal” is derived from the Latin root, limen, meaning “threshold.” So liminal space is the “crossing over” space where all transformation takes place. 

Throughout our lives, we encounter many liminal space moments that disrupt our routine and provide opportunities for us to reconsider our choices, our priorities and our way forward. These moments command our attention, making us feel as though time is standing still. They happen frequently at big change events like weddings or funerals, or may result […]

By |July 31st, 2019|Growth & Leadership Insights|0 Comments