Lob Lots Over the Net with Funny Earlobes

How about this for a silly waste of research money? Three professors and a doctoral researcher found that work teams have a 20% advantage in performance outcomes when led by someone whose earlobes don’t match perfectly.
     The researchers—from Aston University, University of Lancaster, and University of Birmingham, all in the UK—even spent time developing an explanation for their finding. The explanation begins with musings on why the finding runs counter to what we might expect: We are genetically programmed to like left-right symmetry in people’s physical appearance. Evolutionary biologists say it’s because an irregular body on the outside can signal abnormal chromosomes inside. In most cultures and organizations, the symmetrical are more likely to be selected as leaders.
     Then the explanation for the research finding takes an twist: To succeed, those without symmetrical features must develop skills in persuasion, and this means recognizing others’ needs and appealing to others’ emotions. That’s why the teams led by those with mismatched ear lengths, wrist widths, and finger lengths were more productive.
     The lesson for retailers? Even if you and your staff are paragons of balanced left-right beauty, you’ll lob more balls over the net profit benchmarks when you show empathy as you coach employee teams.

• Privacy. There are circumstances where it’s helpful to have other employees overhear the coaching of a single employee. Better yet is coaching a group of staff at one time. The ongoing feedback and coaching you give to staff can be done on the store floor, although not in front of customers. Still, when it comes to formal performance appraisal, meet in a private setting with expectations of confidentiality.
• Calm, concerned demeanor. Use a normal voice volume, pitch, and pace. Because there might be strong emotions, you’ll want to listen to yourself as you talk and stay aware of your posture and gestures. It can be difficult to tell an employee about areas in which they need to make improvements in order to meet expected standards.
• Accurate accounts of cause and effect. Give examples of situations in which you saw the employee perform. Say what you saw and heard the employee do or fail to do. It is important to then explain what the consequences were for the success of your store. New staff often don’t know this. Long-term staff too often forget it. And the rest of your staff will benefit from being reminded.

For your profitability: Sell Well: What Really Moves Your Shoppers

Click below for more:
Manage Staff Performance with Respect
Fix the Problem, Not the Blame
Emphasize Empathy in Providing Services
Show Complainers Respect, Concern, & Empathy