Put Your Money Where Your Face Is

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.

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.

Dealing with the showroom person several things came to mind.

First, this individual represents the company – 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.

Second, the underlying training and support philosophy is probably backwards. 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.

Third, turning that situation around is inexpensive and uncomplicated. 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 http://tinyurl.com/n64d94t  determining the actual cost of hiring).

Finally, don’t just do the traditional training program. 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.

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.”

It’s the Little Things

“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.

“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.

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.

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.

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.

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.

Responding: courtesy and good business

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.

One of the things he wrote caught my attention and should be of interest to you.

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...”

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.

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.

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.

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.

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?

Cheap tactics

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?
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..   

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.

The difference is in the attitude and the approach.

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.

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.

To respond, there are a couple of things I do.

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.

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 never!

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.

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.

EFFECTIVENESS part two – Process

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?

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.

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.

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.

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.

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.

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.

EFFECTIVENESS

Effectiveness 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.

There are many factors in effectiveness. I have put them under three main headings: focus, process, and people.

Focus

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.

Focus should not be confused with goals. Goals are steps along the way that move toward the focus.

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.

For example, researching information for the book The Wrong Bottom Line . . .  Still, 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.

Another good appraisal of focus can be obtained by asking employees on what they perceive the  direction of the organization.

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.

The other two factors in effectiveness – process and people will be in  later newsletters. They are also available in The Wrong Bottom Line . . . Still.

[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]

Perception, Perception, Perception

Realtors 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.

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   

   At 3:00 in the morning, I’m up to download some coffee in the middle of the night.    
   So, crawling back into bed, Hermie [Foster’s wife], asking about my coming to bed after she had turned 
   in: “Honey, what time did you finally turn in last night?” “About 12:00”
    With slight reproach, she notes, “You probably watched a movie.”
    “Yeah, I watched an old Star Trek movie.”
    “What was it?”
    Admitting it wasn’t necessarily worth two hours out of my life, I admit, “It was about a ‘B’”
    “About a bee?” she inquires.
    “Yeah, about a ‘B’, I respond.
    To me, she was showing surprising interest in a scifi flick and she asks, “Tell me about it!”
    “Well,” I answer, it was about a possible clone of Captain Picard, and the clone’s threat to the Federation.”
    “And it was about a bee?” My gosh, I think, she really is interested! “Yeah, about a B”.    
     Surprisingly, she wants to know still more about a Star Trek movie of all things: “Well, tell me about it!”
    I answer, surprised, “You want to know more!?”Well, okay, 
    “The clone was working with the Romulans, but  they turned on the clone, so it all worked out 
     and the Federation was saved.”
    “But where does the bee come in?”
    “Honey, it was an okay movie but it just wasn’t that great.”
    “Yeah, but I still want to know about the bee.”
    “Well, the special effects were okay, but the acting and story line….. I don’t know… It was just dated.”
    With a little frustration, out of no-where, it seems to me, she says, “Just tell me about the buzzy bee.”    
    And all of a sudden the light of mutual misunderstanding dawns on us both, and we laugh and laugh.

Although this is obviously about communication, the underlying problem was perception.

On a more serious note.

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.

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 “The Wrong Bottom Line . . . Still,” some in previous articles, and some will be covered  here later.