Posted tagged ‘Management’

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Documenting Processes Create Opportunities

March 11, 2010

Documenting processes is typically a very good idea. Here are a couple of reasons.

(1) It clarifies what needs to be done in each process and allows you to eliminate unnecessary steps thereby increasing productivity and saving staff time and associated costs

(2) It is useful for training new staff; In fact the process flows can be part of an orientation program

(3) It allows the company to identify time consuming steps that would benefit from automation

(4) When selecting new software, it allows you to test the software in the context of what you actually do rather than the features of the software. In fact, the candidate software company can prove their mettle by showing where they add value by eliminating steps and improving workflow in addition to their features.

(5) If you are in a business that is heavily regulated, this documentation is typically prized and can be used as a sales tool to demonstrate the discipline in the business

As to how often they should be done and reviewed – and for the reasons noted above – I’d recommend that this be treated as living documentation and used regularly when making changes to the way work is performed, software created etc. This effort is only valuable if it becomes part of the company fabric and has a purpose.

I just completed a project where I managed the process flow analysis of a 300 person company and designed a software assessment process for them. I’d be happy to talk with anyone who wishes to discuss this further (david_blumenthal@msn.com)

Categories: Hiring, Strategic Plans
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How NOT to Apologize

January 14, 2010

Earlier this week, Mark McGwire “came clean” on his use of steroids. Among the analyses that I read, one noted how major league baseball was getting quite good at learning how to apologize. It’s even become somewhat of a formula.

First, you issue a press release. Then you arrange a sitdown interview with a favorably inclined organization such as MLB Network – although you should have an accomplish journalist interview you. After that, make yourself available to some media outlets to answer questions. When that is all complete, have a couple of interested parties laud you for stepping forwrad. Presto! You’re done and everyone will allow you to move on with your life.

Only problem — the public is not responding favorably at all — which leads us to thinking about why this is so.

A closer examination of McGwire’s apology statement offers some lessons for all of us in how to apologize.

  1. “Now that I have become the hitting coach for the St. Louis Cardinals, I have the chance to do something that I wish I was able to do five years ago.” Apologize because it is the right thing to do not because you are afraid of the consequences. Try not to make your apology self serving. Sincerity and motivation are important.
  2. “Looking back, I wish I had never played during the steroid era.” Got it…shame on the era for forcing me to take steroids. Take responsibility.
  3. “During the mid-90s, I went on the DL seven times and missed 228 games over five years. Don’t load up your apology with statistics. It makes it look like the statement was written by a third party and not you.
  4. I experienced a lot of injuries, including a rib cage strain, a torn left heel muscle, a stress fracture of the left heel, and a torn right heel muscle. It was definitely a miserable bunch of years and I told myself that steroids could help me recover faster. I thought they would help me heal and prevent injuries too.” Alot of other players were hurt and they chose to stay within the rules. Eliminate the rationalization. Don’t make excuses.
  5. “I’m sure people will wonder if I could have hit all those home runs had I never taken steroids. I had good years when I didn’t take any and I had bad years when I didn’t take any. I had good years when I took steroids and I had bad years when I took steroids.” Still, Mark, everyone seems to think that steroids makes players better hitters. Don’t minimize or ignore the impact of your transgression.
  6. “Baseball is really different now – it’s been cleaned up. The Commissioner and the Players Association implemented testing and they cracked down, and I’m glad they did.” Hard to tell if you are glad they cleaned it up or glad that they waited until you left the game. Don’t kiss up.

Here’s perhaps a more effective apology built on acknowledging, apologizing and doing something constructive about it.

I cheated. I let you down. I was wrong. I’m really sorry.

And here’s what I’m going to do about it. I’m going to speak to high school and college kids and pour my own money into getting kids to know cheating is wrong and steroids are dangerous.

It’s the least I can do…and I’m open to any other suggestions you might have as to how I can make amends for what I have done.

Now that would be an apology…


Categories: Crisis Management, Leadership
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Trends that You Should Worry About…

January 1, 2010

Lately, I have been “heads down” more than ever working with companies on redefining their strategies. In these conversations, I am often asked what surprises me the most. Here are a few observations.

The biggest surprise to me has been the pace at which whole industries have begun to disappear. As fast as one charts the list, another one needs to be added. The postal service, newspaper and magazine publishing, television, and retail stores are just a few.

Last week, I went into a high end department store to buy a present for a newly engaged couple. I went to the registry and met with the manager. She told me that 80% of the gifts for a couple is now purchased on line. This is good news for the retailer because it can pay less commission, as there is no sales rep involved in the purchasing transaction.

What was shocking to me was that manager told me that when an item is returned to the store, it gets applied as a negative sale to her commission. She is running harder just to stay in place. And the store is comfortable making her role obsolete.

Another recent trend that I find fascinating is the increasing need to create engines as opposed to creating businesses. Zappos is a great illustration of this process done well.

Zappos had become an Internet business legend, so to speak, for its ability to sell footwear. Its use of social media to promote and service its business is very well known.

In July, Amazon announced its intention to purchase Zappos. The deal closed in November.

Today, less than two months later, Zappos has transformed itself into a clothing site. The engine that it has designed and the practices that it has implemented are being used to allow it to enter a whole other segment of the clothing industry.

What does all this mean to you?

For starters, if you have been doing business in a traditional way, start rethinking your business model because your next competitor can come from anywhere.

Categories: Crisis Management, Leadership, Sales, Strategic Plans, Strategy, Visioning
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Problems vs. Opportunities

December 21, 2009

The single greatest issue in addressing a client’s or colleague’s needs is understanding what we are trying to solve or manage in the first place. The reason this is so critical is because misunderstanding what the desired outcome is supposed to be typically results in the wrong solution.

Here’s a simple example. If we want to entertain ourselves and our friends on a Saturday night, we can ask what are the options? Once we add criteria or constraints, the choices narrow. For example, determining that we are on a budget of, say, less than $50 per person might eliminate tickets to a Broadway show. Deciding that we had to be back by 11 pm to relieve the babysitter might mean that we have to stay local.

What it all comes down to, in management speak, is clearly defining the problem. Solving the “right” problem usuall produces a subset of choices that will yield outcomes for which we would be happy.

Words, here though, are very important.

If one shifts from a problem definition to an opportunity definition, the options will become richer, the choices more exciting. And with that will come far greater and more robust ways of creating an outcome.

After all, wouldn’t it be more fun for you, your clients and colleagues to create an opportunity rather than solve a problem?

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In us we trust?

October 14, 2009

From time to time, the world sends us reminders about a value or function that we need to master or at least address better. Lately, I’ve noticed a single word keeps surfacing – trust.

Patrick Lencioni, author of The Five Dysfunctions of a Team, says that trust is the foundation of teamwork. Without trust and vulnerability, one cannot have a candid conversation. And without a candid conversation there can be no conflict, which would lead to understanding each other’s perspectives and ultimately creating commitment, accountability and results.

Healthy organizations have a culture of trust. There, trust means the ability to also believe that one can count on one another and that we each share a common purpose.

Isn’t the whole healthcare debate in Washington really about a lack of trust in the numbers, positions and beliefs of our leaders?

And a fundamental reason regional peace talks fail between countries is often because neither party trusts the other.

If we wish to rebuild our country, industries, school systems, and families, perhaps it is time to revisit this fundamental underpinning.

Categories: Leadership, Strategy
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Dealing with Unexpected Consequences and Seth Godin

October 2, 2009

So how does, one deal with unintended consequences?

Honestly and quickly.

As part of my explanation, I will begin by telling you that I am a fan of Seth Godin. He considers himself a marketer and entrepreneur and agent of change. What I love most about him is that he makes me think.

Godin recently launched Brands in Public. His company, Squidoo, was going to set up a place that would aggregate content from around the Web, highlighting the good and informing of the bad, while letting the companies respond to the feedback. Not a bad idea – and his business model for doing this would result in annual payments from each of these companies totaling about $5,000.

The criticism came due to Godin’s decision to actively set up 200 of these ‘Brands In Public’ lenses (consider a “lense” like a location or site) before launch without the consent of the companies involved. The companies would be locked out of the lenses until they decided to sign up and pay up for the almost $5,000 a year service. At which time the lens would be unlocked. Some called it brandjacking, with online branding effectively taken hostage with a price on its head for release.

Needless to say the reaction to the model and its implementation was harsh.

However, Godin’s response was swift.

In his daily blog post, two days after launch, he wrote:

The response from the brands we’ve shared it with has been terrific, but other people didn’t like elements of it. And they were direct in letting me know.

The goal of the program is to invite brands into the conversation that’s already going on around the web, to make it easy for them to do it on their terms. I talked with a brand manager yesterday who explained that this is exactly what he’s been trying to do for his company, but the corporate website systems make that difficult for him. We want to open the door and to permit large brands a way to get started without having to roll their own solution.

One way we tried to encourage that was to build 200 sample pages, pages brands could adopt. Alas, some people felt that this was inappropriate, so we’ve recalibrated and we’ll take those pages down before the end of the day.

When a brand wants a page, we’ll build it, they’ll run it and we’ll both have achieved our goals.

Part of the magic of the web is that you can adjust as you go, particularly if you’re willing to listen.

I apologize if anyone was confused by my original post, and we’re looking forward to having major brands and non-profits using this tool the way we intended–to join in to the conversation that’s already happening all around us. Thanks as always for reading.

Putting aside the questions of whether Godin’s idea and implementation were appropriate, he does get points for addressing the problem honestly and in a hurry and that, I think, earns him the right to try again.

* * * * *

As to my post the other day about my recent experience with Continental Airlines, I received this response from Continental’s Customer Service Manager, Denise Epstein.

Your letter has brought up several very valid points. These are consequences that I have pondered, however, you have put them in words in a thoughtful and straightforward manner.

I will include your letter with the original complaint that was filed on your behalf. This includes your contact information if our management team needs to contact you.

I’ll let you know if it goes any further…

Categories: Crisis Management, Leadership, Sales, Strategy
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Unintended Consequences, Decisions and Continental Airlines

September 27, 2009

Decisions only scare me when I don’t understand their consequences. If I do, and as long as those consequences are acceptable, I’m fine. That’s why when confronted with a challenging decision, I always try to investigate what could result from it. It’s important to me that I weigh the potential positive and negative consequences.

My recent trip from San Francisco dramatized the importance of doing so.

Continental Airlines prides itself on “flying right.” Their brand is built on attentive service and well-planned departures and arrivals. In fact, in a press release earlier this month, I found this quote — “Continental’s corporate culture is based on treating customers and co-workers with dignity and respect,” said Diedra Fontaine, Continental’s director of diversity and sales development. “Dignity and respect are key principles of our Working Together cornerstone.”

Continental’s recent decision to charge for bags is a terrific example of unintended consequences and illustrates how a set of negative consequences can jeopardize a brand.

Continental, like many airlines, saw this additional baggage charge as a way to increase revenue. Their customers, however, responded by deciding to take more and more of their luggage on the flights so they could avoid the additional fees.

The unintended consequence: With more than 25 people waiting to get on board this plane from San Francisco, the overhead bins were completely filled. The flight attendants at the gate then proceeded to offer free baggage check-in to all those that had yet to board.

Some passengers took the attendants up on their offer and the gate and boarding ramps were transformed into luggage check–in areas. The attendants scrambled to check the luggage at the entry of the plane. This was difficult for them because the physical location made this problematic and most assuredly, assuming they were trained to do so, it was certainly not what these attendants intended to be doing at this time.

Many passengers chose not to check their luggage. They had to stow their bags underneath their seats, resulting in uncomfortable rides for many, many passengers and difficult entries and exits from where they were seated. More passengers also stood in the aisles for portions of the flight simply to stretch their legs.

As to those poor flight attendants…

They were trying to get the flights to take off on-time because that is one of the areas that Continental evidently measures.

Once the plane took off, the flight attendants rudely rushed to pass out the meals. The were frustrated and like most people put in similar situations, they never had the chance to regain their “balance” and they performed their work the way someone would do it if they were upset.

These were the short-term unintended consequences.

The long-term ones, of course, concern the brand and image of Continental.

And if these become tarnished enough, Continental may discover that the revenue that they gained in no way compensated for the customers that they lost.

Categories: Leadership, Sales, Strategy, Uncategorized
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