HM's Food & Wine Magazine » Dr. Marc Clark

From the Rim We Can See More Clearly Giving Constructive Criticism

Dr. Marc Clark — Mon, 17 Aug 2009 11:26:02 +0000

As I stood at Merriam Point, located on the westerly rim of the crater, I was taken aback by the magnificence of the view. From my vantage point I could see Devil’s Backbone, Phantom Ship Overlook, Pumice Castle, Skell Head and Wizard Island.
There are few places in the world that command overwhelming awe from observers, but Crater Lake certainly does. It is a caldera lake positioned in the south central region of Oregon, located in the Northwest U.S. The lake is famous for its deep rich blue color and water clarity. The caldera (a Spanish term for caldron) is some four thousand feet deep. The lake is 5 by 6 miles across with an average depth of 1,148 feet. Its deepest point has been measured at 1,949 feet deep though as with any lake its depth fluctuates with the climate. The lake was formed around 7,700 BC by the collapse of the volcano Mount Mazama. The crater is surrounded by a twenty-mile circle of cliffs, tinted in subtle shades and fringed with pine, hemlock, and fir trees.
Crater Lake is the deepest lake in the United States, the second deepest lake in North America and the ninth deepest lake in the world. The caldera rim of Crater Lake ranges in elevation from 7,000 to 8,000 feet.
If you are adventurous you can walk the Cleetwood Trail to the boat tour landing. From this point you board a small craft (sits 20 to 30 people) to begin an amazing water tour of the crater. While on board I heard the captain giving constructive criticism to his first-mate on how to properly steer the vessel which would ensure the safety of their passengers. The captain spoke in such a positive tone that it got me to thinking about how all of us communicate to one another.
From time to time we find ourselves in a position of criticizing the actions of others, where giving constructive criticism to another is warranted. The question is, “How do we handle the situation in order to achieve our desired goals and expectations without offending those we are dealing with?” ANSWER: One must handle such an event delicately. The purpose of criticizing is not to lower a person’s morale or self-esteem but to concentrate on developing the individual.
Always criticize actions and behaviors, not people. Evade comments such as “You have.., You are.., You’ve done…” Avoid making the criticism personal. Concentrate on turning the discussion into a winning situation for all the parties involved. Anticipate a rebuttal and be prepared to discuss. Always provide specific examples for the behavior or actions that are being criticized. Be firm, fair and to the point. Seek comments from the individual as to how they can change things to improve the situation. Compliment their thinking as much as possible.

When giving criticism:

Control your tone of voice, rate of speech and pitch, and be mindful of your facial expressions and body language. Actions do speak louder than words.

Set the tone of the discussion by establishing a positive atmosphere. For example, begin with an opening phrase such as, “You’re a good worker however let me show you how you can achieve a higher performance rating by changing some work behaviors.”

Think of the words you are going to use when criticizing. How would you feel if someone said them to you? Be selective.

Practice what you are going to say before you actually say it. Let the flow be natural and honest. Make note of your tone of voice.

Keep your emotions and anger under check. There is no need to ever go off half-cocked.

Never criticize in public, but always praise in public. >>Read More

Nothing Mysterious About Customer Complains and How to Handle Them

Dr. Marc Clark — Sun, 12 Jul 2009 08:03:54 +0000

I am intrigued by stories and folklore about an ape-like cryptid to inhabit the Himalayan region of Nepal and Tibet. To many people indigenous to these regions this mythological creature goes by the name of Yeti and/or Meh-Teh. To the outside world it is known as the Abominable Snowman. The scientific community largely regards the Yeti as a myth, due the lack of evidence, yet it remains one of the most famous creatures of cryptozoology (the search for animals which are considered to be legendary or otherwise nonexistent by mainstream biology).
In his book Mount Everest The Reconnaissance, Colonel Charles Howard-Bury includes an account of crossing the “Lhakpa-la” at 21,000 feet where he found footprints that he believed were made by a large loping gray wolf, however his Sherpa guides believed that the tracks must be that of “The Wild Man of the Snows” to which they gave the name “Kang-mi” which in translation means “snowman”. It wasn’t until a news article written in 1921 that the term “Abominable Snowman” was attached to this legendary creature.
Over the years scholars, researchers, and fable seekers have argued and complained that without credible proof the Yeti is just the figment of other people’s imagination. Such opposition should be seen not as a negative but as an opportunity for dealing with differences of opinion and improving one’s skills for resolution.
Differences of opinion in the business world can lead to customer complaints. Complaints do happen and they have to be addressed. Customers who have a problem or complaint sati factually resolved are more likely to come to your business again then customers who have had an uneventful trip to your business. When you go above and beyond the call of duty, it creates positive word of mouth among your customers.
TAKE A LOOK WITHIN YOURSELF
It is important that we have a handle and awareness of our won personalities, our own possible reactions, and our own limitations and abilities to assist someone who is upset.
Self-awareness and self-knowledge are very important tools, which are useful in any type of interpersonal communications. They are the prerequisites to maintaining control of situations that require both tact and diplomacy. Both of these tools used properly lead to self-confidence.
An associate, who is knowledgeable about his job and himself, is able to maintain a level of confidence and professionalism even in stressful situations. It is this consistent self-confidence that allows for the maintenance of calm and composure in handling complaints or any type of conflict.
A customer complaint or problem is actually an opportunity to secure business in the future. There are a number of easy to follow rules for handling an upset customer:
•    LISTEN     As the customer explains the problem, give the customer your undivided attention and let them vent if they are angry. Listen to the entire complaint. Keep in mind that it is not you that they are angry with, but the situation. Do not interrupt or jump to conclusions. Be careful not to wear your heart on your sleeve. Stay calm and professional.
•    ACCEPT FEELINGS    Be willing to accept the others person’s feelings. Don’t oppose them or try to defend your business or yourself.
•    CLARIFY THE SITUATION    Identify the root of the problem (focus on fire, not smoke.) >>Read More

Gaining Staff Commitment: It is as Simple as A-B-C

Dr. Marc Clark — Wed, 24 Jun 2009 06:34:47 +0000

“Put me in coach, you bet I’m ready to play!” Every coach loves that type of player attitude and mind set. Managers and business owners also love to hear those words from their associates. A “can-do” and “will-do” attitude is key to getting your staff engaged and committed. How does one build such a workplace esprit de corps? It is as simple as ABC.
Here are the ABC’s of securing associate commitment to the company’s culture, mission and objectives, while strengthening them as a team player.
A    -Acknowledge: Always make the time to tell the staff how much you appreciate them and their contributions.
B    -Benefits: Provide something that the competition doesn’t (training and education, industry certification, flexible work schedule, competitive wages).
C    -Communicate: Share company objectives and plans. Aid staff in “buying in” and taking personal ownership.
D    -Determine Hot Triggers: Identify those things that reenergize your staff. What gets their motor moving?
E    -Encourage Risk Taking: Remind employees of all the chances other coworkers took that failed. Show confidence in their judgment.
F    -Forgive & Forget: Everyone makes mistakes. Live, learn and let go.
G    -Guide: Help associates navigate through workplace challenges. Outline expectations.
H    -Honesty: Being honorable is the best policy, even when the news is unpleasant. Honesty begets respect.
I    -Incentives: Set up incentive programs that tie associate achievement to company success.
J    -Job Descriptions: Update on regular basis to keep them current.
K    -K.I.S.S.: Keep it so simple.
L    -Listen Actively: Allow associates to share their opinions, concerns and opinions.
M    -Mediocrity: Weed out workers who are inadequate, incompetent and unskilled.
N    -Negotiable: Be willing to see things from different perspectives while being open minded.
O    -Opportunity for Growth: Establish paths for associates to achieve their personal goals with the organization.
P    -Pay: Good rule of thumb..Equal pay for equal work. Male or female.
Q    -Quantum Leap: Establish a work environment that reinforces innovation and creative thinking.
R    -Reward All Producers: Every contribution is valuable to the success of the company. Reward accordingly.

Taking a closer look at applicant resumes: amazing what you might discover

Dr. Marc Clark — Sun, 17 May 2009 07:45:55 +0000

The vastness of space. Its height, depth, and width immeasurable. Its mysteries are spell binding. Stretching from everlasting to everlasting. It boggles ones mind.
In the constellation Serpens, which is about 6,500 light years from earth, there is an object called the Eagle Nebula which is 6 light years wide. Forming within the Eagle Nebula are the “pillars of creation”, which are gas pillars in a star forming region. Remarkable photos have been taken of these pillars by the Hubble Space Telescope.
The Hubble was launched on April 24th, 1990 and has been providing scientist and the public with spectacular images of deep space for over nineteen years. Its weight is 24, 500lbs, orbit height, 347 miles, travels at 17,000 mph and takes approximately 97 minutes to make one complete orbit around the earth. It is one of the most technologically advanced pieces of equipment placed into space and has helped researchers make important discoveries about our universe, ranging from stars to galaxies, to planets and cosmology. The Hubble has also given astronomers insight into the history and fate of our universe
Just as the Hubble gives researchers their first real glimpse of the unknowns of space, resumes can be a great tool for managers to get their first real glimpse at a potential hire. The way that the resume is organized, the flow of information and the way the information is shared says a lot about how the candidate will perform should they be hired. There is an old rule of thumb that says, “The best indicator of future performance is past performance”. And there is truth in this.
To follow is a listing of “red flag” spots that you should be mindful of when reviewing an applicant’s resume. If you should come across one or more of these spots, it should trigger a set of questions from you that will get to the heart and true meaning of what was or wasn’t written.
RED FLAGS ON RESUMES THAT SHOULD GENERATE FURTHER DISCUSSION BETWEEN INTERVIEWER AND INTERVIEWEE:
•    Disorganized flow of information
•    Leaving out dates either in education and employment
•    No chronological listing of work
•    No contact information for past managers/supervisors
•    Exaggeration of accountabilities and responsibilities
•    Pages and pages of task details
•    Summary of work history by type rather than listing business name, job title and contact information
•    Unsubstantiated overview of personal strengths
•    Entitlement mentality: Job duties listed but no measurable accomplishments
•    Accomplishments do not describe where and when they were made
•    Positions out of line with level of personal qualifications

>>Read More

You’re Not Dreaming: Self Discipline is a Reality for Managers

Dr. Marc Clark — Sun, 26 Apr 2009 08:09:50 +0000

Upon returning home from presenting at a number of conventions and conferences I found laying on the top of my office desk a fascinating book by Gustavus Hindman Miller entitled,”10,000 Dreams Interpreted: An Illustrated Guide to Unlocking the Secrets of Your Dreamlife”. This paperback caught my interest immediately and intrigued me due to the fact that I’m a prolific dreamer. I dream all the time, I always have. More times than not however I have been perplexed about what I was dreaming and have sought to interpret the meanings attached to the people and places, seasons and elements, and mysteries and messages behind these nightly encounters. Over the centuries many great books of historical and revealed religion show traces of a universal and significant belief in dreams. Shakespeare, Goethe, Napoleon and even Plato assigned to certain dreams prophetic value.
Some dream and take their revelations quite seriously, while others fall into the category of day-dreamers. Such individuals find themselves, more times than not, in a compromising position. For managers responsible for creating a constructive and optimistic work environment, to day dream while on the job is not an option. Managers must be self- disciplined in order to protect themselves from workplace liabilities.
The following are some practical guidelines for managerial conduct and behavior in the workplace. (Not only read, but consider applying!)
 Understand the Law: Managers must be familiar with all local and governmental statutes and should be educated regularly in upholding and implementing them. Managers can avoid liability by recognizing when such laws are implicated, such as when employees make valid workplace request. It is a manager’s responsibility to be up-to-date on governmental policies and regulations. This should be a top priority in any manager’s mind.
 Follow Company Policies and Procedures to the “T”: Employers address a number of work related subjects in their human resources policies, operational manuals and employee handbooks. The policies, procedures and standards are designed for all to abide by, not just the rank and file. >>Read More

Measuring Your Training Effectiveness Will Cut Waste

Dr. Marc Clark — Thu, 19 Mar 2009 06:03:21 +0000

Children and adults alike find their imaginations stirred by the accounts given of a man called Noah, who with his family built an enormous ark. According to information gathered on ark design and dimensions, the ark was 300 cubits long, 50 cubits wide and 30 cubits high. The cubit was a common unit of measurement in ancient times, but the length of a cubit was determined differently by each nation. Some considered a cubit to be the distance from the elbow to the middle finger; others thought it to be the distance of the entire arm; while still others measured it as the length of a newborn baby. A cubit could vary in length from about 45 to 58 cm or 18 to 22 ½ inches.
Using the cubit’s lower standard of 45 cm, we find that the ark measured 75 feet wide, by 450 feet long, by 45 feet high. That would make the ark considerable larger than a football field and about three stories high.
It is thought that the arc was divided into three floors, providing a total of 101,250 square feet of living space. All of this space was usable, since the ark did not require engines to propel it through the water. Also it is speculated that the ark would have had a gross volume of about 1.5 million cubic feet and a displacement a little less than half that of the Titanic at about 22,000 tons.
How does one go about building such a remarkable engineering marvel? No doubt through accurate measuring and vigilant awareness of work performance.
Possibly we can learn something from Noah’s managerial technique and style. How do you know that your hotel/restaurant employees are doing a good job? Those customers who take the time to fill out a comment card may tell you, and you probably have a gut feeling about the caliber of your employees’ work. But unless you are measuring their performance against a predetermined set of standards, you just do not know for sure. >>Read More

Navigating the Company’s Waters is Easy if You Have Established Rules

Dr. Marc Clark — Wed, 18 Feb 2009 11:08:01 +0000

The Panama Canal is a sight to see. A remarkable piece of engineering marvel. It runs 51 miles long, that cuts through the Isthmus of Panama, connecting the Atlantic and Pacific Oceans. There are three locks located throughout the canal. They are the Miraflores, Pedro Miguel and Gatun. The locks are seven stories high, 1,000 long and 110 feet wide. The locks had to be built because of the terrain. The highest point is 85 feet above sea level.
There are no pumps on the canal. Valves allow water to pass from the higher elevations to the lower ones by the power of gravity. Water accumulates in man-made lakes produced from the tremendous amounts of rainfall in Panama. Each time a ship goes through a lockage, 52 million gallons of water are used. While in the locks ships idle while they are guided by electricity-powered “mules” attached to the ship with cables.
Because Panama is in the shape of an “S” the Atlantic Ocean lies to the west of the canal and the Pacific Ocean to the east, reversing the normal orientation. Also the canal runs north to south, not east to west. To transit the canal from one ocean to the other, it usually takes a ship 8 to 10 hours.
When navigating the waters of the canal the ship’s captain turns over control of the ship to the Panama pilots. The chief pilot will instruct the ship’s captain as to the speed and direction of the vessel. The chief pilot also will tell the tug operators, line-handlers, and locomotive engineers what assistance they need to provide, while the pilot remains in contact with the Panama Canal TCC and each lock tower. The captain relays the pilot’s instructions to his crew members, who perform the proper maneuver. Strict rules are established and followed to ensure the safety of all involved and to protect the canal and locks from unnecessary damage. >>Read More

Ingredients Necessary for Becoming a Seasoned Professional Hospitality Salesperson.

Dr. Marc Clark — Tue, 13 Jan 2009 07:31:20 +0000

What is the common link between Birria, Olla Podrida, Haleem, Tharid, Chankonabe, Waterzooi, and Pot au feu? If you said they were flowers, sorry. Names of rivers? Wrong again. How about shades of colors? Believe it or not they are types of stews enjoyed by people all around the world.

I love stews and can remember my grandmother combining a wide variety of ingredients when making up one of her concoctions. Her stews included any combination of fruits, such as tomatoes and peppers, vegetables, like beans and potatoes, sausages, meat, seafood and poultry. Her stew-cooking liquid ranged from stock to wine, from water to beer (that’s right beer).

And her flavoring & seasonings were just out of this world. She would always cook her stews at a relatively low temperature, to simmer and not boil, to allow the flavors to combine. Sometimes Mama, as I would call her, would thicken her stew with the use of flour, cornstarch or arrowroot, depending on the consistency she wanted to create. And every once in a while she would put in a pinch of this or a dash of that just for good measure.

The level of attention that went into the making of one of my grandmother’s stews could be a good indication of how one should proceed in combining the necessary qualities, talents and competencies for becoming a professional salesperson in the hospitality industry.

The term “salesperson” generates many responses. Most common are: high pressure, over-ambitious, aggressive, dishonest, hard sell, huckster and the list just gets worst. The answers are quite different when we ask for a description of a professional salesperson. Terms such as: friendly, well-mannered, competent, honest, respectful and thorough come into play.

How does one obtain this level of recognition? >>Read More

The “Human” In Human Relations

Dr. Marc Clark — Fri, 26 Dec 2008 19:50:07 +0000

Holy Mackerel! This is interesting. Have you ever heard of Poodwaddle.com? Well it is a website that I came across while doing some research on the net. The home page contains links to a number of support pages that contain some fascinating facts about the world’s population (births, deaths, and illnesses), consumption of world resources, things happening with the world environment and all in real time.
Did you know that the world’s population is at 6,685, 144, 693? That males lead females by over 24 million? That both China and India top a billion, one hundred million people each? That the European Union is made up of 499 million people? The United States over 304 million people? That those under the age of 15 make up 1.8 billion of the world’s population? Those 15 to 64, 4.3 billion, and those 65 and over 534 million? WOW! The numbers are mind boggling.
And to top it all off, as the world clock ticks away the seconds, minutes and hours of the day, nothing in the world stays stationary, everything is temporal, everything is constantly changing.
All these numbers got me thinking about the variety and diversity of people that make up our workplaces. All work environments are a smelting pot of cultures, ideas, beliefs and differences. It is important for those in a managerial position today to understand that the core of human (employee) relations is an ongoing person-relationship building process. It takes commitment, desire, emotional stability, time, talent and constant effort to do thing right. >> Read More