Thanks to the input from many faithful readers I am going to completely reformat this newsletter. In the past, I concentrated on one idea and wrote an article on it, which created an article and not a newsletter.

In this new version, I will touch on a variety of topics pertaining to top performance. These topics will come from my work with clients, experiences and research. And, hopefully, from you the readers. Please send your thoughts, feedback, experiences and strategies for dealing with the various issues, and I will work them into future newsletters as appropriate.

First, one message has been sent loud and clear to me in the past month. Top performers do what they say they are going to do, and poor performers don't. This may seem simplistic, but trust me it isn't. I have witnessed high level executives who request information from direct reports and suppliers and then never follow-up with a phone call or e-mail to respond to the input. On the other hand, I have seen high level executives who go out of their way to take care of the details that they promise to deliver.

Here's two examples: I lent a video to a vice-president of a company who promised he would watch it and return it to me. Ten days later the video was returned with a thank you note. This person has been receiving promotions steadily for the past four years. His greatest asset is that he simply does what he says he will do.

In direct contrast, a mid-level executive committed to a 6 AM phone call with me. This was very rare for me to do, but it was the only time that would fit into his schedule. The problem was he never called. Then he never called with an explanation or an apology. This person has been struggling to be promoted for several years.

There is one simple difference between these two executives. It's not education or experience. One person said they would do something and they did it, and the other person said they would do something and they didn't.

What are your observations of this area of performance with the people you interact with?

Another difference between a top performing manager and a poor performing manager is the way they treat people. Again, two examples: I ate at a quick service restaurant earlier this week. An elderly woman was complaining that she paid $3.39 for a meal that was advertised for $2.39. The manager said that the price had been raised in the past week. The woman pointed to a sign on the menu board that said $2.39. She said, "If you're going to raise the price, at least take the sign down." The manager turned around, pulled the sign down and said, "There, now the sign is down." Then he walked away from the woman. After I picked myself up off of the floor, I walked out in disbelief.

The next morning I ate at another restaurant. The manager filled my orange juice glass three times, and then said to myself and the person I was meeting with that we could pull another table over if we wanted to have more room. She never rushed us at any point in time during our three-hour meeting.

Two people who were paid roughly the same amount of morning, but one was a poor performer and the other was a top performer.

Do you see how uncomplicated it is to separate from the crowd? Any thoughts. Send them to info@thecoughlincompany.com

Here's my book recommendation for this month: Mike Krzyzewski's Leading With The Heart. It is packed with practical ideas on being a highly effective leader and creating great teamwork. What's the best book you've read recently on being a top performer.

Question Of The Month: How do you generate new ways of delivering greater value to your clients?

I'll publish the ten best ideas next month. Take care and have a great month.

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E-mail info@thecoughlincompany.com