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What I've Learned in TCU

This month we're bringing you guest blog posts from people on our team who are enrolled in TCU classes. They'll be sharing their experiences and things they've learned. Today we're hearing from Mo Elmeligy.

I’ve always asked myself what it would be like to work with a team where everyone is rowing in the same direction.

How would it feel to work with people who put the team before themselves? How would it feel to work in a company that has core values? How productive could we be if we learned how to manage our priorities and not waste our team’s or our own time?

I asked myself questions like these for years. Until Telcion.

I’m lucky to be at a place now where everything makes sense.

I know where the company is going and what my role is, and I have a great team. While there’s a stellar work environment, what really makes me excited about working here is that you really feel that the company cares about you as an individual.

Telcion offers Telcion Communications University (TCU) classes that had the answers to all my questions. I feel that I am growing, learning new skills, and thinking differently. TCU also allows me to really connect with and get to know others outside of my immediate team. Now that is remarkable for any job, but especially remarkable for a company where most employees work remotely.

I joined Telcion 6 months ago, and recently attended a few TCU classes that I’m excited to share about.

What the Heck is EOS?

What makes a company successful?

Is it the people? The issues? The vision? The processes? The traction?

According to EOS, or Entrepreneurial Operating System (the heart and soul of Telcion), it’s all of the above. Each of these components were central to our reading and discussions as a class.

In this class, I learned about rocks… yes, rocks. Rocks are 90-day project priorities that everyone sets.

Why are they called rocks? Well, it comes from a great example of how if you are given a pile of rocks, ranging in size from grains of sand to large pieces, and try to fit them in a jar from smallest to largest, you can’t. But if you take the time to organize the rocks in varying priorities, and make the sand fill in the cracks, success!

This translates directly into our workday and efficiency in that sometimes working in order of size is not the best strategy. Rather, it is better to organize work by priority.

Core Values

I was also happy to learn the core values of the company from our CEO, Lance Reid. Lance spent two hours of his time with our class, telling us all about Telcion and how it started, and how our core values keep us successful and on track.

Our core values are: Curiosity, Transparency, Work Ethic, and Selflessness. I remember during my interview process as I had different levels of interviews with the leadership team, the one thing they all had in common was the reiteration of the company’s core values and how important they are. This made me wonder how great the team would be if these are the values the company was born with.

I would love to share with you my favorite highlight for each core value.

To ask the right questions, a healthy dose of curiosity is needed. We can be curious about the technology that we are selling, or in understanding more about our clients to better help them with their complex business problems.

For me, transparency and honest feedback is the fuel to my energy. At Telcion, the leadership team makes sure that we always know where the company stands in terms of performance, results, and goals. We set our rocks together and we row together to beat those goals. No one will ever look down on you here for making a mistake as long as you’re being transparent and learning from those mistakes.

Work Ethic
Work ethic involves understanding and implementing what is needed to help the company achieve its goals, and helping our clients solve problems while creating a raving fan experience for them. And the best part is, Telcion always encourages us to maintain work life balance.

Simply, team before self.

Raving Fans

Being in sales, and especially as a managed service provider, it is all about creating a “Raving Fans” experience for our clients.

In the Raving Fans class, I learned how to always “deliver plus one.” This is all about being consistent in delivering what our clients expect from us, and then adding one percent to it. This can be done by understanding our client's vision, and then focusing on one or two things to fill in the gaps.

I also learned to “meet first and exceed second,” which means to always start with the limit and don't offer too many services that you cannot deliver, because one negative experience can affect your entire future relationship with a client. After meeting expectations, we should exceed after and be consistent. This “creates a vision of perfection centered on the customer.”

Final Words

Not only is the content in TCU engaging, but it has been so refreshing to get to know people outside of my immediate team and be given the opportunity to grow together. And guess what? It is on company time too, so it is a couple of hours of catching up even in the middle of the workday to invest in and learn from each other.

I feel like these classes have helped me to set my goals straight and always to motivated to deliver more, knowing that there’s always room to learn new things.

This article was contributed by Mo Elmeligy, Business Technology Consultant at Telcion.

Deconstructing Dysfunction

This month we're bringing you guest blog posts from people on our team who are enrolled in TCU classes. They'll be sharing their experiences and things they've learned. Today we're hearing from Quinn Flud.

I’ve always been interested in telling stories. For me that has always centered around filmmaking. Unfortunately for me, and every other wannabe filmmaker out there, that profession stays comfortably in the back of our heads, as far from reach as possible. The job that I would love to get but wasn’t ever sure how to obtain.

So like every dreamer, I got a normal job, sure that one day I would just stumble into my chosen profession. This particular job was different from day one. Right off the bat, it was supposed to be temporary. Just something to hold me over while I moved back to the area. I started on the cabling crew at Telcion and did that for a number of weeks.

One day as I was getting in the work van to head back from a job site, I got a message from Lance. (Lance is the CEO, so I felt like this message was kind of a big deal.)

“I'd like to meet up with you and talk about some video production stuff I'm working on and how you might be able to help me with that.”
Twenty-four hours and one meeting later, I was hired as the first official full-time videographer for Telcion. It was a whirlwind. I’m still not quite sure how it happened so fast, but I was extremely lucky to fall into it. I guess it’s like they say, “When preparation meets opportunity, you get luck”. 

The first day was great. Everyone was kind and it was clear this team was going to be unlike any other that I had been a part of before. I was free to do my job, without having to worry about any office politics.

Shortly after I started, Lance announced the first class of TCU.

“TCU is an internal program that seeks to add value to our employees in the areas of leadership and management.” -Michelle Padilla, creator of TCU

Up until this point, I had been taking mental notes of how this place was run. They were very simple observations but after a while they compounded on one another and I started to get a fuller picture of the kind of company I was working for. And the opportunity to learn from the people who had been crafting this culture for the better part of two decades was something I wasn't going to pass up.

Learning to Salt French Fries

Every job I’ve ever had up to this point starts the same way: stand behind the counter and learn how to use the register, or sit down at your desk and learn how to operate the computer system. Of course I can’t forget my personal favorite—stand in front of the french fries and learn how to salt them. It was hot, greasy, and you’d better hope you didn't have a paper cut. That one turned into a week long exercise. As you can imagine it was a mess.

Building trust is essential for any relationship, but I have found that with many of my past working relationships that can be hard to come by.

Starting out fairly early, I noticed a pattern in most coworkers' behavior. Most first days are pretty predictable. I’d show up for work, and get paired up with someone to train me. They would take me on a small tour of the business and, if I was lucky enough, give me a rundown of my responsibilities. All pretty standard stuff.

Usually forced into the conversation are comments like Watch out for so-and-so, Don’t try to impress anyone, and Keep your head down. I find that people really seem to like sharing their emotional baggage with the new guy. Half the time, the person in question is on trial for a crime they didn't ever commit. This kills the trust in an organization. But like they say, “one bad apple spoils the whole bunch.”

I don’t think that’s exclusive to the jobs I pick either. It seems like whenever someone I know starts a job, they begin to take on the attitude of the company culture that they’re working in. And who can blame them? It’s much easier to adopt the company's culture than to go against the grain and forge your own path.  Unfortunately, many companies have a culture that isn’t worth adopting.

Someone once said “Show me your friends and I’ll show you your future.” I’d like to riff on that: “Show me your coworkers and I’ll show you your attitude.” Usually it’s hot, salty, and an absolute mess.

In a word: dysfunctional.

Dysfunction. Everyone’s got it. No one wants to talk about it.

Dysfunction is tackled head on in the book “The Five Dysfunctions of a Team” by Patrick Lencioni. Out of every book assigned in TCU, so far, this one has been an absolute standout. 

It follows the story of Kathryn Peterson, the new CEO at Decision Tech. After spending her first two weeks observing the existing company culture, Kathryn sets about uniting a team that is all but broken. 

Patrick’s style uses story as a vessel to deliver a message that I’m sure has humbled many leadership teams and changed many companies. The key to all of this exists in the characters. Each one is an archetype of the many people you may encounter in an organization.

Very often, I found myself sitting in the offsite meetings with Kathryn and her team watching the dysfunction unfold in my head. It’s also not uncommon to find yourself making connections to past coworkers and recognizing their behavior in these characters.

Before I knew it, I started to feel justified in my past behaviors. I even started to pat myself on the back. Yep, I knew it was so-and-so’s fault, they used to do that all the time. Or That’s exactly why I found them so intolerable.

This is exactly the Trojan Horse that Lencioni intended it to be of course, because after a while, any feelings of self-satisfaction turn to dust and you’re left with the glue that holds this book together. This book isn’t just about the people I’ve worked with, it is about me. It’s about that time that a wave of humility washes over you and you realize that this little red book just called your bluff.

Trust, Conflict and Smoking Rugs

Trust is misused so often that its impact is lost.

Most people’s definitions of trust “centers around the ability to predict a person's behavior based on past experience.” I think that's half true but, “In the context of building a team, trust is the confidence among team members that their peers’ intentions are good, and that there is no reason to be protective or careful around the group.”

That is a tall order for any team. I think it’s most people's nature to hold back how they really feel about something. They will do anything to avoid their feelings on a subject. Some are worried about their reputation, they may be concerned with conflict of any kind. A lot of people are worried about their career in general.

More often than not, regardless of the reason, holding back is only going to hurt the team in the long run.

The ability for a team to buy into this model is a direct result of their leader’s buy-in. A leader needs to show some level of vulnerability. This requires being willing to risk losing face in front of the team. Unfortunately, it’s not a risk unless you can lose, but if you won’t take that risk, no one else will.

The failure to build trust sets the stage for the second dysfunction: fear of conflict. As Lencioni says, “Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.”

Realistically, conflict between coworkers is inevitable. But it is amazing how often a typical management team will go out of their way to avoid conflict of any kind, opting instead to sweep it under the rug, regardless of the damage it may cause.

Sweeping it under the rug doesn’t sound so bad. In fact, it sounds pretty normal, and it feels like the path of least resistance. Out of sight, out of mind. More often than not though, it’s really more like throwing your rug on top of a fire. Sure, you’ll cover the fire, but you’ll also burn your rug and be left wondering where all that smoke came from. Destructive tactics like this will eventually ruin a team. 
 Of course, I have only discussed two of the five dysfunctions in this book. The others include a lack of commitment, avoidance of accountability, and inattention to results. These dysfunctions all build upon one another. Understanding just how important it is to be able to identify and deal with these dysfunctions when they pop up is key. Healthy teamwork comes down to practicing these simple truths over a long period of time. You have to stick with it.

If you are trying to change the culture in an organization, it’s not going to happen overnight. Even once it has changed, it still requires regular maintenance. If you don’t, then it can be easy to fall back into the same old trap.

While none of the concepts in this book are overly complicated, Lencioni says “this is about embracing common sense with uncommon levels of discipline and persistence”. If an organization is up for it, I think it is worth the read. It might just save your company from drowning in dysfunction, and maybe, if you're lucky, you can save a few rugs along the way.

This article was contributed by Quinn Flud, Videographer at Telcion.

Telcion Communications University: Growing Business Through People

Have you ever thought about what your ideal place to work would look like? Well, I have, and I can tell you that I am living the dream. Not only that, but I also get to be a part of creating the dream for others.

I’ve always had a passion for growing in knowledge and skills. In my personal and professional circles I’m known for being the person who asks, “What’s next to learn or achieve?” I started at Telcion as an administrative assistant and over the years worked my way up to the executive level by working hard and being curious. The attribute of always asking what can I learn or what more can I do has served me well.

Creating Telcion Communications University

When our CEO asked about starting some type of educational program at Telcion for our employees, of course I raised my hand and said, “Oh, please let me do this.”

We began to consider what a formal leadership program would look like. How could we add the most value to our employees? How could we meet people where they are and help get them to where they want to go? How could we provide them with skills for advancing their careers as well as enhancing their life skills?

We started by looking at how we created the leadership foundation for Telcion and for us personally. The entire executive leadership team has a passion for reading, so that played a big part in the creation of TCU.

We wanted to help employees learn:

  • How to hire
  • How to manage people
  • How to manage time
  • How to resolve conflict in a healthy and safe environment
  • How to trust your teammates (and what it looks like if there is no trust)
  • How to hold yourself as well as your co-workers accountable in a kind and healthy manner

We also wanted to create classes that would show the employees where they are in their leadership journey and learn what their leadership style might be. This is not something that many people know off the top of their head, so students have been very receptive to learning about their styles.

TCU has four different sections:

100 Series

The 100 series is recommended for all new employees to help them understand the Telcion culture, the EOS system, the process to make sure our clients are treated to Telcion standards, and more.

200 Series

The 200 series is focused on employees who want to grow into a possible middle-management role or are even just interested in growing in this area all together. There are classes on self-analysis of their individual leadership style, how to lead in an EOS environment, how to hire and several more in this area.

300 Series

The 300 series is for individuals looking to advance in their leadership journey and dig in deeper to gain advanced knowledge. These classes are focused on building effective habits, sales philosophy, deeper conflict resolution topics and more.

400 Series

Finally, the 400 series is focused on strategic leadership management, change management, innovation, and leading teams. It is the final series at TCU and takes about 7 months to complete.

Completing the entire series of classes takes about three and a half years. Attending all of the classes is not required, but it is an option.

Growing Business Through People

I have had several colleagues ask me why. Why do we put so much effort into teaching these classes and helping employees grow? Why do we give them valuable tools & help them develop talents that they could possibly take to another employer?

We don’t look at it that way. We give them tools and talents, but the main reason we created TCU is to add value to them personally. The second reason is to help them to grow within Telcion.

If we’re doing our job correctly, they’ll want to continue to use their talents at Telcion. We hope we are providing a culture and environment that makes employees want to stay and grow with Telcion. However, if employees do have opportunities they cannot turn down and they gained value while being employed at Telcion, we feel that is a win. They leave better than when they came.

This month, we look forward to sharing more about TCU from the perspective of individuals who have completed some of these classes. You’ll hear about their unique experiences with TCU and what they've learned so far.

This post was contributed by Michelle Padilla, COO/CFO at Telcion.

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