tag:blogger.com,1999:blog-59571896184001851082024-02-06T23:02:41.841-07:00The Bottom LineA resource for business, organization development, dealing with personnel, focus and goal development, process, and negotiations.Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.comBlogger51125tag:blogger.com,1999:blog-5957189618400185108.post-73174332619806062772014-09-08T06:14:00.001-06:002014-09-08T06:14:39.225-06:00It Is YourBus1: Foundation<iframe allowfullscreen="" frameborder="0" height="270" src="//www.youtube.com/embed/kJh7C19GytA" width="480"></iframe>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-35808037413626310692014-03-14T13:37:00.001-06:002017-11-07T22:14:42.093-07:00Business/Organization Success: The Keys<div dir="ltr" style="text-align: left;" trbidi="on">
In the seminar “The Three Keys to a Successful Business” we cover some critical components. They make the difference between optimal success and an “okay” business, or even more impacting, surviving or not surviving. Of course, these keys are not limited to business, but apply to any organization. In fact, they are helpful in normal, everyday, life.<br />
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Let me just share the model and the most important part, the foundation. We will talk about what the pillars represent in later issues.<br />
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The model looks like this: <span class="Apple-tab-span" style="white-space: pre;"> </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi_DMvo1oRaYAIdUvNUK1yhBjtdQux1_D_gLSaXnB7wvAHcMzZ_rDmdAo_CSnkmuTKuW1nlELHdVQPBtzFPB_V4P0NUMA2bCpDpP0TuR2oTO3jlKDBKv5QtLQXhnKWdZJqoCYKsUtyOFj8/s1600/SuccessModel.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi_DMvo1oRaYAIdUvNUK1yhBjtdQux1_D_gLSaXnB7wvAHcMzZ_rDmdAo_CSnkmuTKuW1nlELHdVQPBtzFPB_V4P0NUMA2bCpDpP0TuR2oTO3jlKDBKv5QtLQXhnKWdZJqoCYKsUtyOFj8/s1600/SuccessModel.jpeg" /></a></div>
<span style="white-space: pre;"> </span><br />
<span class="Apple-tab-span" style="white-space: pre;"> </span><span style="white-space: pre;"> </span><br />
The important foundation to all success is the willingness to learn. Business after business has declined or failed because leadership did not pay attention. For a long time the American automobile industry leaders ignored warnings and recommendations of people like W. Edwards (Bill) Deming, and the threat of foreign automobiles to the American market. However, the Japanese were willing to listen to Deming, and to learn. The results were almost devastating to American manufacturing.<br />
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On the other side of that coin, when Microsoft inundated the world with their brand of computers and operating systems, Apple came up with several innovations that not only kept them in the game, but actually elevated the company. They became very creative. They paid attention and were willing to learn.<br />
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<b>The moral:</b><u> Pay attention and be ready to change as needed, and when you think you know it all; you don’t.</u><br />
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Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-38482683579008478972014-01-06T14:07:00.000-07:002014-01-06T14:07:19.814-07:00Using what you have<div dir="ltr" style="text-align: left;" trbidi="on">
[NOTE: <span style="font-size: x-small;">next month – Wednesday, February 26, 1:00-4:00 PM, I will be doing a workshop on the components of optimally successful businesses through the Business Development Center at Boise State University, at the Micron Business & Economics Building. To register, call 208 426-3875.]</span><br /><br />You bought property in a high crime rate area. The purchase included a security fence, perimeter cameras, and a night watchman. The first night there is a successful break in. The question raised: what happened?<br /><br />A quick inquiry revealed that the night watchman was on vacation, the gate in the security fence was not locked, and the cameras were turned off. Your response is that someone really needs to wake up and use the system. Obviously, there is a problem here.<br /><br />I see organizations that operate as the story above – not in a physical/safety way, but in a not-paying-attention way. That is, they do not utilize the resources they have to assist them in optimizing their operation. Part of the problem is tied to success.<br /><br />Historically, American businesses have operated as if they were on a flat, calm sea that would last. Upon discovering the sea was a bit more stormy, their current stabilizer has been maintaining extra cash – a practice with some negative issues. There are other ways that cost very little.<br /><br />First, spend money and effort on the people on the front lines. Make sure the people who meet customers, know the organization philosophy and are well trained in their jobs. I continually see and experience deficiencies in front-line people. To the public, they are your company. If that means you need to spend more time and money on training these folks, do it.<br /><br />Second, go to department employees for suggestions. Don’t bring in an outside efficiency group. Start with the individuals in your own work force. They deal with the operations on a continual bases and over a longer period of time. You will save money, get some good advice, and develop stronger employee support.<br /><br />Like the security story, effectively using what you already have is sound practice in optimizing your success.<br /></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-13835090105466556932013-12-04T10:25:00.000-07:002013-12-04T10:25:30.584-07:00Getting more than what you paid for<div dir="ltr" style="text-align: left;" trbidi="on">
What is the profession that: (1) usually requires five years of university study to become licensed; (2) is claimed as one of the most important profession in the United States and world; (3) has an average starting salary of less than $35,000 a year in 2/3 of the states?<br /><br />If you guessed education, you were correct. Of course, if you were a public school teacher, this was no news to you. And if all things were equal there might not be a concern. However, all things are not equal. The average beginning salaries: business graduate (BS degree) $52,500; financial manager $123,260, paralegal (associate degree) $48,000; beginning plumber (some training) $41,116; sanitation worker - $35,283.<br /><br />The sad truth is that our country’s direction is dangerously out of focus. For example, a glance at the federal budget shows a huge defense budget compared to an almost indiscernible funding of education. (Translate that: our military pilots flying aircraft and weapon systems designed in other countries – not a pretty picture.) <br /><br />Critics like to point out what they see as deficiencies in education. My father used to say you get what you pay for. Of course, no one has ever had an expensive root canal have to be redone, or a doctor that made a wrong diagnosis, or a pipe job by a licensed plumber that had leaks, or money advice that proved costly instead of productive, and so on. There are no jobs or professions with perfect, or even near perfect records. And, of course, teachers get to work with individuals from all background and competency levels.<br /><br />Raising the national teacher base salary to $50,000 would not guarantee that everything would be perfect. However, it would certainly attract competent individuals and be instrumental in keeping the best.<br /><br />Do we get what we pay for in education? Actually, my father was to a degree wrong. In education, we actually get more than what we pay for. Imagine what we might get if we upscaled funding.</div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-20812272616810400632013-11-07T14:03:00.000-07:002016-12-21T11:01:20.460-07:00Don’t Forget – they do work for you<div dir="ltr" style="text-align: left;" trbidi="on">
“I’m the boss and you do what I want, the way I want it! You work for me!” I barked at an employee – I was in my early twenties and manager of a small operation. An employee was doing what needed to be done, but not the way I would have done it or the way I preferred it be done. He protested and noted how the task was being taken care of with the acceptable results. He grumbled about it, but gave in to my demand.<br />
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I have learned much since that incident. Three concepts impact the more productive way I operate with employees today.<br />
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<u>First: these employees do literally work <b>for me</b></u>. That is, what they do – their work – benefits me. Without them I would be in a world of hurt and could not do all of their jobs myself.<br />
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<u>Second: the better I treat my employees, the better they work, and the more productive they are.</u><br />
When I learned to really care about my people, their attitudes towards their work improved significantly. The overall success of the enterprise did too. It even showed up in their loyalty to me.<br />
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<u>Third: I do not know the best way to do everything.</u> Wonder of wonders, there are people who actually know more about their jobs than I do! Additionally, they can sometimes see flaws in the way I operate. I began to listen more and talk less. I learned that one of the smartest and most effective way to be successful, is to surround myself with the brightest and best, then continually listen to their observations and ideas. Another benefit is that they also start listening to me and my ideas.<br />
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There are a lot of disgruntled workers today. In fact, lately, they have been picketing for a fair minimum wage. They see the upper division folks and the CEO’s making large salaries and benefits, and American businesses making record profits, yet their pay checks show low wages. In a very real way that fact sounds like: ”we are the bosses, and you do what we say for the money we pay!”<br />
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Remember those people who work for you, and treat them like they are important; they are.<br />
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References you may want to review:<a href="http://www.youtube.com/watch?v=OwAY8QCvhsM"> Don’t Overlook the Trees for the Forest</a></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-72030307564748509942013-10-10T14:04:00.001-06:002013-10-10T14:09:59.655-06:00Put Your Money Where Your Face Is<div dir="ltr" style="text-align: left;" trbidi="on">
We were sitting in a showroom making some choices. The job of the representative meeting with us was to facilitate our decisions. Unfortunately, there were times when she switched hats, and acted as if she were the buyer. She expressed strong preferences and tried to push her opinion into our determinations. This happened enough during the meeting to become annoying. In fact, my companion became quite irritated, and stated that she would not meet again with this person. <br />
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As a business consultant, my habit is (1) to be a fly on the wall and observe what is positive and what could be perceived as negative (2) determine any underlying philosophies, practices, or procedures that contribute either positively or negatively to the organization, (3) determine what improvements might accelerate the greatest success, and (4) determine an actual process to make them work.<br />
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Dealing with the showroom person several things came to mind. <br />
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<b>First, this individual represents the company</b> – an organization of several hundred people. That is a critical fact to remember. You may have the most wonderful and competent group in the galaxy, but if the people on the front line meeting customers are poorly trained, negative, argumentative, or do not operate appropriately, your customers will never experience your proficiency. <br />
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<b>Second, the underlying training and support philosophy is probably backwards.</b> That is, it puts very little expenditures with the people who work most directly with the customer and more with the top management. That is kind of like buying a fast and expensive car and running on worn-out tires. No matter how fast the car can go, if the tires blow out not only does that put an end to the advantage of a fast car, it could be very dangerous to the point of destroying the car and driver. Ineffective up-front people can take down million dollar businesses. <br />
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<b>Third, turning that situation around is inexpensive and uncomplicated.</b> The key here is training and supervision. There is always a temptation to replace workers in an effort to find the right person. Even the “right” person needs attention. Additionally, replacing personnel is more expensive than is usually thought (see youtube <a href="http://tinyurl.com/n64d94t">http://tinyurl.com/n64d94t </a> determining the actual cost of hiring).<br />
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<b>Finally, don’t just do the traditional training program</b>. Usually, this first training is more mechanical – how to do their job. The important part in this scenario is the follow up that is geared to the needs of the individual. In the case noted, the lady basically knows her job. However, she needs coaching on how to be more effective.<br />
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I always recommend investing your money with front line people. They are how your organization is known. They are the inviters or the turner-awayers, they are the company representatives. They are your “face.”<br />
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Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-39807877210962484582013-08-20T10:59:00.000-06:002013-08-20T10:59:47.408-06:00It’s the Little Things<div dir="ltr" style="text-align: left;" trbidi="on">
“You’re good to go,” said Phil – of Phil’s Auto in Caldwell, Idaho. I was about to take a long trip. Before I left, I wanted someone to check out my high milage car.“What’s the charge,” I asked. “Nothing,” said Phil. “I must owe you something,“ I responded.” “Nope,” was Phil’s comeback. Phil, who has fixed my cars for about twenty years, is not only an excellent mechanic, but a smart business man. He knows that the little things mean a lot.<br /><br />“Little things” are not really little, but they don’t amount to much in money or time. They are the gestures, thoughtful comments, acts, and the many kinds of consideration that are positive and seemingly inconsequential. <br /><br />A realtor, Charlene Bragg, came to our house, spent time trying to help, but was not selected to represent us. She did nothing wrong. But because of a connection and a need better met by someone else, we did not use her. Her response was a nice note thanking us for allowing her to be of some service. She wished us well in our quest. Would we recommend her to someone who might be trying to buy or sell property? Absolutely, she would be at the top of the list. Her note was unnecessary but showed a maturity – she wasn’t upset because she had spent her time and was not selected – as well as a courteous consideration. Anyone could do what Charlene did; but many don’t; Charlene does.<br /><br />We are blasted with loud ads and continual, unwanted, pop-ups. These overbearing intrusions are negative stimuli to me. They glare and push, and not only miss the boat, to me, they are not even in the ocean! It is the little things that make the big differences in success and life – the smiles, the thanks, the little courtesies expressed, and services provided.<br /><br />So thanks to the waitress who’s enthusiasm was so genuine and positive, that I want to go back just to be part of the experience, and the car salesman who didn’t try to push me into a car, but merely made sure he was available and would help if I would like information or assistance.<br /><br />Pay attention to the little things – they are not really little. As Phil reminded me, as he declined my offer to pay him: “you’ll be back.” And I will.<br />
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Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-40005951414971720032013-07-08T17:07:00.000-06:002013-07-08T17:07:35.500-06:00Responding: courtesy and good business<div dir="ltr" style="text-align: left;" trbidi="on">
I received a letter today from a man who writes music. His request of me was that we publish his music. We do publish and sell our own music world wide (www.copypackmusic.com), However, with over a hundred selections of our own, and that being merely a part of what we do, we are not really interested in dealing with a whole new facet. <br /><br />One of the things he wrote caught my attention and should be of interest to you. <br /><br />This gentlemen wrote: “ Your response can be a simple e-mail or a ‘yes’ or ‘no’, but you will have afforded me the professional courtesy of a response...” <br /><br />There are few things as annoying to me as the lack of a response to an application, a concern, an inquiry or an offer to serve. Regardless of the other parties reasoning, what that treatment says to me is that I am really not important and/or they believe themselves as something extra special and at a level above. I don’t do business with those people.<br /><br />I have found it very rewarding both personally and in business, to make every effort to communicate with legitimate interests regardless of the level or the source – friend or foe. We are not talking about spam, form advertising, or phishing expeditions. Our reference is to genuine inquiries. Let me continue my story.<br /><br />I called the man in Louisiana who wrote the letter. While I could not accommodate his wishes, I could provide suggestions and support for his efforts. I do not consider myself an industry leader nor any great paragon of wisdom. However, by his response, just the fact that I bothered to call, made his day a little better. And on the business side, that call may have little affect; however, it certainly won’t hurt.<br /><br />As the top leader in organizations, I have always had a practice of returning every call directed to me. I have volunteered to meet with individuals and groups – regardless of animosity, differences, or concerns. I have to honestly say that this has been the most productive practice in circumventing grievances, reducing law suits, increasing productivity, gaining support, and improving my effectiveness as a leader, and ultimately, the organization’s success.<br /><br />I have many good and bad examples of this principle. Let me just close with the following question: we spend many dollars trying to get the attention of people, but do we take the opportunity and listen to those whose attention we already have? </div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-34844369906765255012013-06-05T15:28:00.000-06:002013-06-05T15:28:07.246-06:00Cheap tactics <div dir="ltr" style="text-align: left;" trbidi="on">
Do you get tired of the constant advertising flood experienced when operating on the internet? Have you found this insidious disease even attached to words on your own web site or blog?<br />Additionally, does it bother you to download” free” software only to find it won’t work until you pay a fee – a fee that was never mentioned until after you downloaded.. <br /><br />Don’t get me wrong. There is nothing wrong with advertising or charging for software. They are both legitimate business components. Individuals and companies have been advertising forever. And the development of good software takes time and effort; the developer deserves to be paid. <br /><br />The difference is in the attitude and the approach.<br /><br />When I go to my blog or web sites and find word links that I did not put there, and to products and services that have nothing to do with my sites, I get rather irritated. Additionally, no permission was either requested nor granted. It is like someone coming into your store, putting up a sign, setting up their wares, and starting a selling operation without so much as a comment! Or it is similar to someone adding their name to your business card and selling under your organization.<br /><br />If you run one of these “beat the consumer to death” operations and it feels like I am being harsh, I am. In my opinion, these are totally unethical practices that cheapen everyone involved. <br /><br />To respond, there are a couple of things I do.<br /><br />First, if they are on my sites, as soon as they are discovered, I get rid of them. Yes, unfortunately, they will be back, and yes, I will get rid of them again.<br /><br />Second, as a consumer, I don’t care if they have the greatest products or software, I will never purchase from them. And I mean <i>never</i>!<br /><br />It is unfortunate to see inappropriate approaches to selling. Many organizations take pride in service and ethical behavior. Unfortunately, some do not; they have replaced it with sleaziness and divisiveness. <br /><br />Along that same line, although a number of you have expressed the opinion that my monthly blog is of value, if you, however, you see it as an imposition, just let me know and I will take you off the list.<br /><br /></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-69798604652606332072013-05-09T14:28:00.000-06:002013-05-09T14:28:23.040-06:00EFFECTIVENESS part two – Process<div dir="ltr" style="text-align: left;" trbidi="on">
We can determine the most grand and appropriate focus for ourselves and for our organizations. But, like an airplane on the ground that just looks pretty, our focus is of minimal worth until we fire up and make it fly. How do we do that? What do we do to support the move toward focus?<br /><br />First, we need to be convinced that the future is not something that just happens, but it is something we create. In the words of Peter Drucker, “The best way to predict the future is to create it.” In reality, we do create it; we become who we think we are, and our organizations are precisely where – because of our actions and responses to outside events – we determined they would be. Granted, there have been some pretty horrific events that made our ability to adapt extremely difficult. Regardless, there were some companies that failed, while similar companies, succeeded. <br /><br />Second, we have to know where we are. In a certain organization, the supervisor of a significantly technical department, quit. Leadership moved a supervisor from a totally different area into leadership of that department. This individual did not understand what these people were doing, and never spent the time to learn. Understandably, he was completely ineffective.<br /><br />To maximize your movement and efficiency toward your focus, you must know where you are. Those who are working in the current environment – employees, supervisors, children (in a family) can provide a meaningful and accurate picture. Of course, statistics, past record, and other data are also important.<br /><br />Third, develop steps that precisely and efficiently move toward your focus. Continually ask yourself if the goals and functions are the best to get you where you wish to go. If they aren’t, delete or modify.<br /><br />Throughout, involve your people. Particularly involve the front line folks – the people who have to operate using the processes and procedures required. I have seen business after business succeed marginally or fail completely because leadership thought they knew it all. “Thought they knew it” is key here. It was not because they purposely tried to destroy their organization. They just did not ask the right questions of the right people. Thus, their basis for decisions were flawed.<br /><br />There are other areas of importance. However, remember: while focus is critical, so is the process to move towards it. The more effective the process of alignment and actual operation, the greater probability of success.</div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-69310907361792908702013-04-15T12:06:00.000-06:002013-04-15T12:09:09.273-06:00EFFECTIVENESS<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: large;">E</span>ffectiveness is a measure of how well we achieve a desired effect or objective. It applies to everything – business, leadership, parenting, relationships, sales, etc. Thus, understanding and applying the principles and the components can be critical in any endeavor.<br />
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There are many factors in effectiveness. I have put them under three main headings: focus, process, and people.<br />
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<b>Focus</b></h2>
Focus is the basis for the total operation. It is the basis for all decisions, and it is present by design or default. That is, if you do not have a focus, you do. As confusing as that might sound, an examination of every operation in every phase of life reveals an all-encompassing movement.<br />
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Focus should not be confused with goals. Goals are steps along the way that move toward the focus.<br />
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Determining focus is really quite simple. Time allocation and intensity of that time is one measure. Financial commitment and expenditures are also measurements. Goal determination and alignment are another.<br />
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For example, researching information for the book <i>The Wrong Bottom Line . . . Still</i>, I examined a past federal budget. Regardless of the rhetoric and championed projects, expenditures revealed that the military was the very strong leader in the discretionary appropriations. Education, science, and other purported focuses were almost too small to be seen. Examination of the United States federal budget reveals that we are the world’s cops instead of leaders in education. This, of course is just one measure, but it is valid.<br />
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Another good appraisal of focus can be obtained by asking employees on what they perceive the direction of the organization.<br />
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Remember, the real focus your organization, operation, or, even the family will be somewhere; you are heading in a direction either by design or default. It is always best to make a thought- through determination so that energy and resources are aligned with where you really want to go.<br />
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The other two factors in effectiveness – process and people will be in later newsletters. They are also available in <i>The Wrong Bottom Line . . . Still</i>.<br />
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<span style="font-size: small;">[NOTE: Starting in the fall, I will be teaching a series
of classes on effectiveness at the Stevens- Henager campus, Nampa,
Idaho. For additional information on classes or the DVD email:
rummler@appliedfocus.com]</span> </div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-87968630706934508072013-03-08T13:49:00.000-07:002013-03-12T06:03:18.010-06:00Perception, Perception, Perception<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-size: large;">R</span><span style="font-family: Arial,Helvetica,sans-serif;">ealtors often explain the value of property by the descriptor: location, location, location. In dealing with people – employees, customers, leadership, and even families – the success descriptor should be: perception, perception, perception. Why? Because perception affects every facet of our thinking and our actions – how we interpret what we hear, see, believe, think, feel, and more. And very importantly, perceptions can vary significantly from person to person. Additionally, because we often view our perception as “the” perception, or as fact, it can create problems, and as the story related below, even humor.</span><br />
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<span style="font-family: Arial,Helvetica,sans-serif;">Dr. Foster Cline, of Love and Logic fame, sent this little story to me. We have used it before but it is worth reading again. He calls it: Laughing In The Middle Of The Night </span><br />
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<span style="font-size: x-small;"><span style="font-family: Arial,Helvetica,sans-serif;"><span style="color: purple;"> <span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;">At 3:00 in the morning, I’m up to download some coffee in the middle of the night. </span></span></span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> So, crawling back into bed, Hermie [Foster’s wife], asking about my coming to bed after she had turned </span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> in: “Honey, what time did you finally turn in last night?” “About 12:00”<br /> With slight reproach, she notes, “You probably watched a movie.”<br /> “Yeah, I watched an old Star Trek movie.”<br /> “What was it?”<br /> Admitting it wasn’t necessarily worth two hours out of my life, I admit, “It was about a ‘B’”<br /> “About a bee?” she inquires.<br /> “Yeah, about a ‘B’, I respond.<br /> To me, she was showing surprising interest in a scifi flick and she asks, “Tell me about it!”<br /> “Well,” I answer, it was about a possible clone of Captain Picard, and the clone’s threat to the Federation.”<br /> “And it was about a bee?” My gosh, I think, she really is interested! “Yeah, about a B”. </span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> Surprisingly, she wants to know still more about a Star Trek movie of all things: “Well, tell me about it!”<br /> I answer, surprised, “You want to know more!?”Well, okay, </span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> “The clone was working with the Romulans, but they turned on the clone, so it all worked out </span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> and the Federation was saved.”<br /> “But where does the bee come in?”<br /> “Honey, it was an okay movie but it just wasn’t that great.”<br /> “Yeah, but I still want to know about the bee.”<br /> “Well, the special effects were okay, but the acting and story line….. I don’t know… It was just dated.”<br /> With a little frustration, out of no-where, it seems to me, she says, “Just tell me about the buzzy bee.” </span></span></span><br />
<span style="font-size: small;"><span style="font-family: Georgia,"Times New Roman",serif;"><span style="color: purple;"> And all of a sudden the light of mutual misunderstanding dawns on us both, and we laugh and laugh.</span></span></span><br />
<br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Although this is obviously about communication, the underlying problem was perception. </span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"></span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">On a more serious note.</span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">A school district had a program designed to bring the staff closer together. Individual staff members throughout the year gave gifts or treats to their most disliked. The superintendent participated. At the end of the year when everyone removed their masks, so to speak, the superintendent was very much surprised to discover that the individual who had selected him and who had negative feelings was a person he considered a friend. Why? The problem dated back to a single event and perception. This individual had made a suggestion to the superintendent. He had enthusiastically responded with: “great idea – where did you get it?” He thought he was very positive, but she felt insulted – after all, she was obviously not smart enough to come up with good ideas on her own – this must have come from someone else. </span></span><br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><br /></span></span>
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Being aware of differences in perception will help us understand others better and consider more carefully our words and actions. There are several ways to do this. Many are presented in <a href="http://www.copypackmusic.com/TheWrongBottomLine.html">“The Wrong Bottom Line . . . Still,”</a> some in previous articles, and some will be covered here later.</span></span></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-59739773722338872462013-02-05T09:51:00.000-07:002013-02-05T09:51:06.654-07:00Basic principles – completely honest?<div dir="ltr" style="text-align: left;" trbidi="on">
Recently, there was a question asked regarding a leadership practice: was it really necessary to always be and act completely honestly. That brought to my mind a number of incidences and many conversations – one just yesterday – and questions about some principles. Let us evaluate a few.<br /><br /><b>Treating others as you would be treated – necessary or not</b>. The individual talking with me yesterday shared that a company he had been with treated him like “dirt;” he found another position.<br /><br />Size does not matter. After viewing the inconsiderate firing practice at a subsidiary of world-known HP, I refuse to support them in any way, and will not be making purchases from that company again. <br /><br />Treating people as you want to be treated is an eternal principle that makes a difference. I have continually warned that organizations that pay poorly, show little respect for their workers, and take advantage of the current employee glut, will eventually find it difficult to fill needed positions. Actually, that is already happening.<br /><br /><b>Total honesty – necessary or not.</b> An individual, second in command, spent considerable time undercutting his leader. Eventually, the governing board elevated him to the top spot. However, because of this and other dishonest action, those working with him and under him, did not trust. It wasn’t long before the under-cutter lost his position.<br /><br /><b>Always being right – necessary or not. </b>Sometimes leaders do not accept responsibility for errors they make. Sometimes they even blame others. Although making mistakes is not a reputation you want, being human is. Accepting responsibility for reasonable errors can actually increase support.<br /><br /><b>Spending time with, and listening to others – necessary or not</b>. There is nothing that gains as much support – whether at home or at work – than sincerely paying attention to others – including those with the lowest, menial jobs. People need that attention; their ideas need to be expressed and heard. It is amazing how much can be learned and how much support can be gained just by paying attention to people..<br /><br /><b>Providing service – necessary or not.</b> Sometimes our focus becomes skewed – we may think sales, sales, sales or production, production, production. However, the most successful individuals view their positions, regardless of the industry, on the service they, or their product, provides. What service do you provide to your employees? What service do you facilitate by the product you deliver to customers?<br /><br />There are many other basic principles. Before deviating it is wise to stand back and evaluate the decision. (Other ideas: <a href="http://www.amazon.com/s?ie=UTF8&field-author=Roy%20Rummler&page=1&rh=n%3A133140011%2Cp_27%3ARoy%20Rummler">The Wrong Bottom Line . . .Still: Critical Components</a>)<br /></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-62643540877837571782013-01-03T10:10:00.000-07:002013-01-03T10:10:20.936-07:00Never Before Experienced<div dir="ltr" style="text-align: left;" trbidi="on">
Viewing the new powder snow outside my window reminded me that in almost every phase of our organization and our lives, we automatically limit ourselves. What does that have to do with powder snow?<br /><br /> The powder snow reminded me of my skiing days when it was such a pleasure to find new snow that had never been touched by ski, snow shoe, noisy snow machine, or even a deer or a furry animal. There was no worry about the past – how it had looked yesterday. There was just the glory of that beautiful site and the opportunity it provided within the next few moments.<br /><br /> In life and in our operation, often we allow past experiences, past habits, past practices, and past failures to play a dominant, even stifling role in new beginnings – in progress. A very wise person noted that every day is a new, untouched opportunity and experience. It is a day that has never been lived – never been touched by anyone, a day that has no limits. That is so profound. Your new day – today – is like that virgin snow.<br /><br /> Yes, we must reckon with those things that have passed. We have to deal with those situations today that were created yesterday. However, too often we limit our vision, a belief in possibilities, our relationships, our growth, and even our happiness and success by the past.<br /><br /> Everything on this Earth that we do today has always been possible. Airplanes could always have flown. Spacecraft could always have reached the moon. Computers could always have done what they do. Yesterday’s impossibilities are today’s common practice. There is really nothing new except the visions of the future; living too much in the past limits our vision of the future.<br /><br /> Were I to work with your group, I would start with two questions: (1) imagine the possibilities in your business/industry in the farthest future; (2) how would you change this organization today and in the future – no limits – to move toward those possibilities? <br /><br /> Your next hours, days, and weeks have never been experienced by any human regardless of their education, experience, position, country, or whatever. Each hour is new. We do not have to operate as we always have; we have the power to see and act in new and inspiring ways. Much like Scrooge, modifications can be made that will ultimately transform the future.</div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com1tag:blogger.com,1999:blog-5957189618400185108.post-75390177278573153092012-12-05T10:35:00.000-07:002012-12-05T10:35:04.296-07:00A success constant<div dir="ltr" style="text-align: left;" trbidi="on">
<b>Some things change; some things don’t</b>.<br />No longer do we see engineering students on college campuses caring slide rules. No longer do we submit punch cards to white coated technicians working in the computer room. Today, calculators are on every phone, libraries fit on tiny storage units, and computations that used to take all night, are done in an instant. However, some things do stay the same.<br /><br />One of those is critically important to progress in any field, in any business, in any life. It is the foundation for all success. The lack of it is one of the main contributing factors to failure. What is this special and important component? It is the openness to learning.<br /><br /><b>Openness to learning</b><br />A survey of a hundred people, asking if they are open to learning, will probably get a hundred positive responses. A survey of those with whom they work or supervise, however, will most likely not get the same percentage. So, why the discrepancy?<br /><br />There are many reasons. The first on your list is probably the workers’ lack of understanding, or their misperception. And, there are other reasons, such as the definition of learning, a restriction on who can teach us, a belief in our own wisdom, the perception that our understanding is the understanding, and so on. While some of these may be very valid, – that is, our education, experience, perception and understanding are important – they can stifle our progress and the progress of those around us.<br /><br /><b>First, it is important for us to realize that while we may know much, we do not know it all</b>. There is no one bright enough, educated enough, or experienced enough, to know everything.<br /><br /><b>Second, we need to be sincerely interested in learning every day.</b> Productive learning is not a cram course; it is a bit by bit, every day a little. Taking classes and attending workshops can be important, but they should be merely stimulations to further exploration.<br /><br /><b>Third, it is important to be open to learning from all sources</b>. Particularly in organizations, it is important to pay attention to what those in the trenches believe is real, and to willingly examine those perceptions. These people know much. We must be willing to learn from them. They know more specifics about their situation than all of the clinicians and celebrated business writers do.<br /><br />I continually advocate management by walking around – spending time with workers and employees at all levels. There is much acclaim regarding a television program were the CEO signs up to work in the industry, then, after spending time in that position, he or she reveals the true identity. Although that is a nice idea, to me it is pathetic that the employees don’t recognize their leaders. If your employees don’t know what you look like, you probably don’t know what they think; it is time you got out of the office and spent time with them.<br /><br /><b>The bottom line: regardless of your organization – home or multi-billion dollar enterprise – the foundation for success is the sincere openness to learning.</b></div>
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<b><span style="font-size: 14.0pt;">Leadership and the flock</span></b><b> </b></div>
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Leaders play the most significant and critical role as catalysts and energizers in the development of focus, goals, people and the ultimate success or failure of the organization.<br />
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<span style="font-size: small;"><b>Recognizing Leadership</b> </span><br />
An individual with whom I worked once asked if I knew why the lead goose in a flock was the leader. This individual had a ready wit, and this question could be assumed to have a funny or pun ending. Rather than make a lot of guesses that would probably be in error, I said, “I don’t know.” He answered, “because the other geese are following!” At first, that seemed like a typical groaner. However, as I thought about it, I began to understand the significant wisdom in that statement. Leadership is more than a spot in the formation, or a title or slot on an organization chart. True leadership is identified by followership. A human leader, just like the lead goose, breaks the ground in front and makes it easier for the rest of the flock. Human leaders also set the pace and the direction. <br />
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<b><span style="font-size: small;">A Qui<span style="font-size: small;">ck Che<span style="font-size: small;">c<span style="font-size: small;">k</span></span></span></span></b><br />
<span style="font-size: small;"><span style="font-size: small;"> </span></span>If you are titled as a leader and find the group straying and determining to push off without you, or if they are following because they have to, it is time for a careful check. Sorry to break the news, but if they are not following willingly, you are not leading.<br />
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<b><span style="font-size: small;">This May Mean You</span></b><br />
<span style="font-size: small;"> </span>It is critically important you realize that this discussion is not just about CEOs, directors, managers, or what have you. Remember, even ducks have leaders. You may be a line worker, a laborer in the field, the mother in the home, a teacher, or the president of Ford Motor. Regardless of your title or position, there may be several ducks following you (even little ducks, mom).<span style="font-size: small;"> How are you helpin<span style="font-size: small;">g your "fl<span style="font-size: small;">ock?"</span></span></span><br />
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[Additional reading: The Wrong Bottom Line. . . Still] </div>
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Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com1tag:blogger.com,1999:blog-5957189618400185108.post-82529767757446006092012-10-09T07:37:00.002-06:002012-10-09T07:37:44.025-06:00Million-dollar word: good or bad<div dir="ltr" style="text-align: left;" trbidi="on">
Listening – particularly to the people in the organization – can be worth millions. It can provide valuable information and can boost support and morale. But it is only the key that unlocks the door; someone still has to actually open the door. While usually helpful, the process can also be destructive – a couple of examples.<br /><br /><b>Example one</b>: A large chain has an open door policy. Personnel may address the regional director without negative consequence. That is an excellent policy. However, the organization does not take the next step of responding to the information.<br /><br /><b>Example two:</b> an organization decided to espouse an idea, provided information to the staff about the new changes, then operated as usual.<br /><br /><b>The success formula is: Ask →Listen → Respond</b>. <br /><br />That does not necessarily mean you must do. It does mean you will acknowledge and implement the ideas and recommendations where possible and where they will prove productive. <br /><br />Appropriate ideas should be brought up in staff meetings and the originator acknowledged. Where appropriate, a committee can be formed to examine the idea and report back to the group with possible action recommendations. Put the idea originator as the chair of the committee.– even if it is a clerk, a checker, a stock boy. This will have a profound affect on the personnel. Do review with your associates prior to the implementation of this proposed process so they know what to expect.<br /><br />As I observe different organizations, I hear words like “team” or “crew,” or “associates.” Some are real and some are not. If yours is one of those, make it real.<br /><br />(For a suggested process, see: <a href="http://www.amazon.com/Wrong-Bottom-Line-Still-ebook/dp/B007Q2N08E/ref=sr_1_8?ie=UTF8&qid=1349789743&sr=8-8&keywords=roy+rummler"><i>Wrong Bottom Line Still: Critical Components</i></a>, change activity 25, page 128).<br /></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-51965508255897096202012-09-17T09:41:00.000-06:002012-09-17T09:41:20.710-06:00“Million-dollar” follow-up – Critical Information<div dir="ltr" style="text-align: left;" trbidi="on">
In an effort to not add my clutter to your e-mail load, I have made it a habit to write only once a month. However, because of the tremendous response to the million-dollar word article, I felt it important to add the second part of that concept. I will keep this short. <br /><br />This facet of listening is essential.<br /><br /><u><b>First, the most important persons for you to listen to is your employees. </b></u>No, it isn’t your patrons. They are important. It is the people who work for you, who day-to-day spend time in your shop. These are the people who see what goes on. They have important insight about procedures, habits, and practices in your organization.<br /><br /><u><b>Second, do not give out lengthy questionnaires</b></u>. No one likes to do them, and they often don’t ask the right questions anyway. Your people do not need something more to do. <br /><br /><u><b>Do give them a questionnaire that asks them four questions:</b></u><br /> 1. What do you like about the organization that you would like not to be changed?<br /> 2. What do you like least about this organization and that you would like to see changed?<br /> 3. What do you like about me as a leader that you would like to see me maintain? <br /> 4. What about me as a leader would you like to see changed? <br />Additional comments: <br /><br /><u><b>Do not do as I heard about a company this week, hire an expensive consultant</b></u> to evaluate your group. Your group already knows what you need. And, a clerical person can compile all of the comments from your people.<br /><br />If there is some mistrust of leadership, or if you have any thought that some individuals might not give you the honest truth, there are ways of making sure that the information is anonymous, and that they know it. All of this and much more is in the book “The Wrong Bottom Line . . . Still” chapters 8 and 10, but you don’t have to buy the book (although I don’t discourage that idea) You can actually read <a href="http://www.amazon.com/The-Wrong-Bottom-Line-Still/dp/1461045959/ref=sr_1_12?ie=UTF8&qid=1347894595&sr=8-12&keywords=roy+rummler#reader_1461045959">pages 91 and 92 on Amazon</a> – (just click; I have it already marked--you may have to put "Activity 16" in the "search inside the book").<br /><br />Promise not to bother you until October. Of course, if I can be of help anytime just email or call (rummler@appliedfocus.com; 208 249-1280).<br /></div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com1tag:blogger.com,1999:blog-5957189618400185108.post-12999821321639655702012-09-07T08:11:00.001-06:002012-09-07T08:11:44.604-06:00Million dollar word<div dir="ltr" style="text-align: left;" trbidi="on">
A particular company once had a motto: one picture is worth 1000 words. That may be true. But there is one word that if internalized is worth not pictures or words, but thousands of dollars – even millions of dollars. And this word was taught to me by a 17-year-old boy. You may have heard my story before–I relate it in my book “<a href="http://www.amazon.com/s?ie=UTF8&keywords=roy%20rummler&page=1&rh=i%3Aaps%2Ck%3Aroy%20rummler"><i>The Wrong Bottom Line . . . Still</i></a>,”– but it holds the key to the million dollar word.<br /><br />A number of years back, one of my sons came home from a high school event. He was upset – very upset. I, the all-knowing father, began to “fix” the problem. In frustration, this young man exclaimed to me “dad, shut up and listen – please just listen!” I was stunned. My children did not talk to me that way. Caught off guard, I stopped talking. At that point my child began to unload a flood. After he had purged his frustration, he then asked for my input.<br /><br />The word and the concept I learned at that point was to shut my mouth and open my ears and my mind to learning– to listening.<br /><br />Too many bosses, too many directors, too many supervisors, too many teachers, too many parents talk too much and listen too little. The foundation for the greatest success is built on openness and willingness to learn. We don’t learn much when our mouths are open. We do when we close our mouths and open our ears–when we listen.<br /><br />Listen to your patrons. Listen to your associates. Listen to those you supervise. Don’t listen as a courtesy. Listen to learn. In my interview with worker after worker, I find great ideas that no one in the upper bracket wants to listen to. Listening builds teamwork,. Listening improves operations. Listening builds morale and support. Listening saves businesses and increases profits.<br /><br />Businesses can be saved, operations made more effective and efficient, disputes dissipated, relationships improved, and sales increased, if we but employ the million dollar word: listen. </div>
Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-23137611732850940342012-08-09T11:57:00.002-06:002012-08-09T11:57:48.399-06:00Think<div dir="ltr" style="text-align: left;" trbidi="on">
Sometimes we applaud the fast thinking, ever correct abilities of computers. My usual response to that is that they are glorified adding/text machines. However, there are times when I think they show more intelligence than we humans. Sometimes our actions make little sense. Let me share some examples as an encouragement to use our abilities to “think.”<br /> <b> People willing to help me out – or out of my money</b><br /> I received a card in the mail inviting me to a complementary dinner accompanied with some sage advice. The topic for the evening was entitled, “The Government Wants YOUR Retirement.” Using my ability to reason, that offer either sounds like:<i> out of the goodness of our hearts, and because we have your best welfare in mind, we are paying for your meal and providing life-saving information,” </i>or, “<i>we are looking for non-thinking clients who we can stampede into signing up with us so we can make money, and we are willing to invest in a dinner because our return will be worth it. Further, we mail these to individuals who are in retirement age because they will react more strongly, and are more likely not to be as sharp as younger folks.”</i> So, if I were to partake of their recommendations would I be a benefactor of their kindness, or would they become benefactors of my money?<br /> <b> Asleep on the job</b><br /> As a supervisor, have you ever noticed workers falling asleep in their cubicles? Perhaps you have even noticed some extra nodding during your discourses at meetings. Is your first response to ding them on the supervisory reports or their evaluations? Do you have thoughts of replacing them? First, review your own actions. Certainly, you have never had the sleep bug bite you at your desk. Of course, you have never felt sleepy – even closed your eyes – during a long meeting. Well, some of us have. So what do you do with your employees?<br /> First, what is your focus, your objective, your goal? It should be to assist those you supervise in being as productive and successful as possible. That being the case, reprimanding and treaty employees negatively will be of less value than meeting their needs – even if it goes against your traditional grain. In light of the overall objective of moving forward and producing effectively, it would be of greater value to encourage the tired individual to take a break – even a 15 min. nap. If you do, you’ll find a very appreciated worker who will come back refreshed and more productive.<br /> <b>Summary</b><br /> The plea here is to treat human beings as human beings – to think instead of just compute. No, it is not babying people. It is being considerate and treating them as you would like to be treated. It is not only the humane way to operate, it is the most honest way; it is also the most productive way.<br />
Of Related Interest: <a href="http://www.youtube.com/watch?v=BqKPt7mBHCQ&list=UUR5o51O6LsfpT7mMAVNS4sQ&index=1&feature=plcp">Cost of Hiring</a></div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-7517173391299690972012-07-07T16:17:00.000-06:002012-07-07T16:17:13.390-06:00<div dir="ltr" style="text-align: left;" trbidi="on">
As we celebrate America’s Birthday, we often think of the way American businesses are innovative. Sometimes, however, we may note, how they have failed to look ahead.<br /> In order to maximize our potential, it is important we look into the future and anticipate and create appropriately. Although there certainly have been some significant business success, there have been some significant misses as well. A “miss” often not recognized is the one that deals with people. It is also one that can have lasting ramifications. While commodity production can be altered significantly within a comparatively short time, there are personnel problems on the horizon that will be much more difficult to manipulate.<br /> Many American workers feel they are being exploited. That is, they are paid poor salaries and expected to produce more. Exacerbating the problem is a belief that the money is there to pay better wages – leadership is being paid exceptionally well. Because of the tough economic situation and extensive layoffs, workers are willing to accept these conditions. This will not go on forever. As the economy improves, if worker conditions do not improve, several personnel factors will begin to impact the business world.<br /> <b>First</b>, as businesses expand – as they eventually will – there will be a need for more workers. That will provide new opportunities for people to make choices – find better jobs. Individuals who work for companies that take advantage of them, will have opportunity to find better situations. The resulting lack of needed skilled workers will create problems, expenses (see:<a href="http://www.youtube.com/watch?v=BqKPt7mBHCQ&list=UUR5o51O6LsfpT7mMAVNS4sQ&index=3&feature=plcp"> Hiring - The Cost</a>) and lower quality for those organizations. <br /> <b>Second</b>, with greater personnel needs will come competition. Those organizations that refuse to improve wages and conditions, will find fewer competent workers willing to accept positions. And, even if improvements are made, reputation and past practices will have an effect on the quality of the hiring pool.<br /> <b> Third</b>, many workers who have found it difficult to find employment, are changing occupations. Many have chosen to go to school and become qualified in higher demand fields. This shift will further stress businesses as they look for qualified employees.<br /> <b>Fourth</b>, as the low-end worker pool decreases in size, there will be a tendency to continue outsourcing to countries with lower pay standards. However, as the world continues to move toward become one giant connected industry, the standards of all workers will elevate, and the cost will rise; that is already happening. That coupled with the fact that maintaining offices in foreign countries will become more expensive, will result in that avenue becoming less attractive.<br /> <b>Lastly,</b> the longer it takes American businesses to take this trend seriously, the greater problem it will create. That brings us to the foundation for Critical Cornerstones for Success.<br /> Critical Cornerstones For Success, systematically considers the essential components required to achieve maximum success in any endeavor–business and profession to success in the home (see:: T<a href="http://www.amazon.com/s?ie=UTF8&keywords=roy%20rummler&rh=n%3A283155%2Ck%3Aroy%20rummler&page=1">he Wrong Bottom Line . . . Still: Critical Components.</a></div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-54054246855120558932012-05-15T16:57:00.002-06:002012-05-15T16:57:47.628-06:00Graduation or commencement<div dir="ltr" style="text-align: left;" trbidi="on">
This is the time of year of excitement. Having been a high school principal, I can tell you from experience that there is a lot of anticipation, difficulty in concentration, and even craziness among seniors. Stop any member of that class in the hall and they can tell you exactly how many days until graduation – that starts sometime after Christmas.<br /> Then, there comes a change. Particularly during the graduation ceremony – even though there are a lot of smiles and joyous sounds – there come some tears and soberness, and a realization that what they longed to leave, doesn’t look so bad; it will be something that many of them miss. No longer will they have the schedules, checks and balances, and concerned adults. In their new life, they may punch a card, but an absence will still be an absence whatever the excuse. If they go on for advanced schooling and don’t show up for class, the attendance secretary won’t call to see if everything is okay. <br /> These confident high school seniors begin to realize that graduation is not merely the end of something; it is the commencement – the beginning of something new.<br /> At graduation ceremonies, these “mighty” seniors remind me of kindergarten children; they actually have that look in their eyes. Now, some may disagree. My recommendation for those individuals, is to visit a nearby university. I have also had the opportunity to teach at that level. It is amazing how young and often unsure the new freshmen look and act. They seldom resemble those recent self-assured seniors; a transformation has happened.<br /> There is a message here for everyone. Regardless of the business you run, the organizations in which you’re involved, or the household in which you dwell. Commencements don’t come in twelve years, in four years, or in two years. Commencements come every day. You have never lived this day before. You have never lived tomorrow. In fact, many will not live tomorrow – some know that, and others don’t. There is no time to be disrespectful to patrons, condescending to employees, surly at parents, mad at kids, or generally hurtful to others.<br /> It is wise to remember the old politician’s saying (not remembered by many politicians) when you are slinging mud, you are losing ground. <br /> Make every new commencement – every new day – something positive, exciting, and beneficial. If that brings a groan, do an attitude adjustment. Remember, the beauty and enjoyment of life is not in a plushy casket at the end; it is in the process along the way.<br /><br />[While you are pondering all of this, go visit the Book Nook, Hastings, ShopKo, Walmart, and the many other local stores, and pick up a gift for your favorite graduate – high school or college.]<br /></div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-54079031845579227762012-04-27T07:46:00.001-06:002012-04-27T07:46:31.928-06:00Leadership sets the example<div dir="ltr" style="text-align: left;" trbidi="on">
Recently, there has been a discussion on Linkedin entitled “ is it okay for a leader to bend a rule or policy?” Although the answers have come back mixed, a number have been quite supportive of the idea that it is okay for leadership to disregard rules and policies to some extent. <br /><br />On the plausible and positive side there are some reasons that can make sense. For example, to lean toward the accommodation of a customer even though policy may indicate a different path. And perhaps applying common sense in a poor-policy situation sounds like an acceptable variance. But these are traps, and there are better ways.<br /><br /><b>First</b>, in arguments against deviation from policies by leadership, are legal issues; bending the rules is a legally dangerous choice. It opens the opportunity for successful lawsuits and grievances, as well as criticism and the loss of jobs – as in the recent Secret Service escapade.<br /><br /><b>Second</b>, if leadership sets the example of disregard for policy, it opens the gate for everyone else in the organization. For the boss to proclaim or demonstrate that he or she can do whatever because he or she is the boss is not only poor leadership, it creates tremendous resentment within the group.<br /><br />So, how does one get around policy. <br /><br />First, policy that is inappropriate, outdated, unnecessary, or just plain stupid, should be dumped. If, on the other hand, it is one in which some discretion in favor of the customer, for example, really needs to be made, change the wording. Instead of an ironclad decree, try substituting the word “recommended.” “At the discretion of” can also be a way of accepting the intelligence of the individual involved while at the same time providing a checkpoint that must be considered.<br /><br />A good test is to put yourself in the subordinates position: how do you like it when your superiors disregard rules and policy, but you get called on the carpet for little infractions? One of leadership’s goals ought to be to build a team. That doesn’t happen when one individual can do whatever while the rest have to follow the rules. In a way, to you, this boss person feels like a cheat.<br /><br />The best leaders play the game fair. If it doesn’t work, fix it. Otherwise, observe it.<br /></div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-65679918382643430162012-04-10T10:27:00.000-06:002012-04-10T10:32:22.186-06:00Building others–and you<div dir="ltr" style="text-align: left;" trbidi="on">
It really doesn’t matter how old you are, how famous, or what your position, personal attention makes a difference.<br />
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If you want to get close to children, get on the floor with them. You will be amazed at how much more involved with you they become. If you are a teacher, paying attention to individual students makes a big difference in their success. As the top dog in your department, your store, or your organization, you can make significant inroads and great impact when you deal human to human.<br />
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A couple of examples on the positive side. I contacted the manager of the local WinCo food store. This is a large store with many employees. I had a question. I called the manager. Instead of someone down the line, he answered the phone. He dealt with my question openly and honestly even though part of the answer was not to my liking. He was fair, straight, and personal. When I went into the store to talk with him, he was very willing and friendly. Will I shop at that store again? Absolutely.<br />
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A superintendent of the Boise public schools was riding in an elevator. He was recognized by a district teacher. She introduced herself and told him about a program she was running in her classroom. He said he would like to see it and that he would drop by sometime. Not too long after that meeting, she was surprised to find him in her classroom, remembering her name, and sincerely interested in what she was doing. As she related the story to me, she glowed. He made a positive lasting impression: he really was interested in her, the classroom and what was going on with kids.<br />
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A couple of negative examples. I knew a local politician who routinely called and asked for my input. He was elected governor. From then on, he did not even know me. Another politician – a representative to the congress – continually asked for input. However, when my input did not agree with his philosophy, I received no communication back. To these individuals, I became invisible, unimportant, and of little consequence. Would I vote for them? Absolutely not.<br />
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One of the best things you can do for your business or associations, even family, is to pay sincere attention to individuals. Not only will it be good for your business, situation, and them, it will benefit you. You will become a better listener and a better learner. <br />
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As always, when you are building others, you are building you.<br />
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[You can still get your free download of the new book: "The Wrong Bottom Line. . . Still: Critical Components." Offer ends Monday, April 16. Email to rummler@appliedfocus.com]</div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0tag:blogger.com,1999:blog-5957189618400185108.post-15360629854581759612012-03-24T12:06:00.000-06:002012-03-24T12:06:10.081-06:00Spring and the right wall<div dir="ltr" style="text-align: left;" trbidi="on">
Stephen Covey notes that it is commendable and necessary to exert efforts to “climb the ladder” to reach our goals. However, he sagely advises us to make sure the ladder is propped against the “right” wall–our energy is exerted appropriately. <br /><br />As blossoms bloom and flowers begin to spring up to the warming sun, it is a good time to look ahead and back, to make sure our “ladders” and our efforts are propped the most productive way. <br /><br />Sometimes we get into a habit of operating based on what we have always done. That isn’t necessarily wrong. A lot can be positively said for maintaining an established routine, organization, or process. However, have you checked that process against your focus or proclaimed mission? Spring is a good time to take a new look.<br /><br />First, what is your focus? Why does your organization exist? Hopefully, the answer is tied into a benefit or service, not to just making money. Hopefully, your legacy will be more than a beautiful casket at the end of your journey. <br /><br />Second, are your objectives, goals and processes aligned as closely as possible to that focus. Is all of your hard work–your ladder to climb–leaning against the right wall? Are your efforts and energies aligned to get the maximum? Is what is done the result of careful consideration or merely a holdover from the past? <br /><br />While watching those tulips struggle through the soil with colorful blooms, pause and take a few minutes – or hours – by yourself, with your team, or even in your family. Review what you are all about and determine if you are moving toward that vision.<br />
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<br />[In a short time I will be making my new book: <i>The Wrong Bottom Line and How to Fix It… Still: Critical Components</i>, available.]</div>Anonymoushttp://www.blogger.com/profile/16247124771881818725noreply@blogger.com0