Month: August 2012

the work ethic that never was (kids these days)

Kids these days… No one gives an honest day’s work anymore… Not like when I was coming up in the organization… What ever happened to people’s work ethic…

You’ve heard these words before. Maybe even said them. I suspect each generation will say these words about the next generation until the sun flares out and the earth dies several billion years from now.

I was recently re-reading Elbert Hubbard’s “A Message to Garcia” and it made me consider the possibility that the work ethic isn’t dead, that it isn’t dying. Perhaps it never really was alive.

Hubbard’s short pamphlet was originally written as rather inspired filler for a magazine and created such demand that it went on sell forty million copies in 37 languages. Clearly, his message struck a chord. It’s a great short read that’s less than three pages long. I came across it here, but you can find it all over the internet.

In it, the author laments how few people are willing to go above and beyond or even do the very basics of their job reliably and without coercion. And how surprising it is when someone does a job and does it well on their own initiative. Speaking of the man who delivered a message to General Garcia without hesitation, without question, and at great hardship, he exclaims:

By the Eternal! There is a man whose form should be cast in deathless bronze and the statue placed in every college in the land. It is not book-learning young men need, nor instruction about this or that, but a stiffening of the vertebrae which will cause them to be loyal to a trust, to act promptly, concentrate their energies; do the thing – “carry a message to Garcia!”

 

His frustration with the work ethic he saw displayed throughout society is clear. But it wasn’t written about the Millennials. Or Generation X. Or the Baby Boomers. It was written in 1899.

Kids these days…

the always only way?

The Objection

“But that’s the way we’ve always done it!”

Really, always?

Is that the way it was done 100 years ago? (no)

How about 50 years ago? (no)

20 years? (no)

10? (could be)

5? (possibly)

Perhaps you mean that’s the way you learned to do it because that’s the way it was being done right then? (yes)

 

The Bigger Questions

Even if it has been done that way for the past century, is it the best way now?

Just because it made perfect sense in the past, even when the past was only the day before yesterday, does it make sense now?

If you had to remove three steps from the process, which would be the least missed and the first to go?

If you were creating the process from scratch RightNowToday how would you do it?

Does it even need to be done at all?

hiring by proxy?

A huge challenge we face whenever hiring someone is that we can never have perfect information. No matter how big of a rock star a candidate was in their last position, we have no idea what the future holds or if their skills, interests, and personality will mesh with the job, co-workers, and the company. And that’s assuming that we know they were great. Most often we don’t.

What if they were a diamond in the rough in a past job, just held back by a lousy boss, poor job match, or personal issues they’ve since gotten past? What if they were so bad that their boss and co-workers give them glowing references just to get rid of them? [Yes, it happens. I even once had a team supervisor tell me that whenever they got a bad general manager, everyone would pull together and work hard to make the GM look great so the GM would get promoted and transferred. Apparently, getting a terrible boss promoted was easier than getting them fired.]

Not only will we never truly know what they were like in the past, there are few jobs where we can try them out. Sometimes we can do job simulations, but those can be tricky and still not provide good information. So, we end up using proxy measures where we measure one attribute in the hope and belief that it provides us information about another characteristic.

Assessments are proxy measures. We measure general cognitive ability in the belief that higher scores equates better performance. We assess personality because we think it gives us some sort of insight into their character and cultural fit. We test integrity hoping that there is a good enough correlation between what people say on paper and how they behave in real life. We do drug tests in the thought that if they are straight and sober today they will always be that way.

Past experiences are proxy measures. And dangerous ones because they are heavily influenced by our own biases. We give too much weight to people being just like us (because we rock, so anyone like us should too) or just like our best employees. For example, some managers want the candidates to have a college degree even if it’s unrelated to the job because of what the manager thinks attaining a degree demonstrates. Or they want someone who played high school sports because of what they think it demonstrates. Or, they want someone who comes to the interview dressed to the nines. Or, they think any employment gaps are inexcusable. Or, or, or… Yes, these might demonstrate a person’s commitment, drive, determination, ability to work with others, set and achieve goals, etc. Or it might just demonstrate that they were able to survive off their parent’s money and binge drink for four years. Or that their parents required them to play sports and they loathed every minute of it and only finished because of their parents constant pressure. Or that they are all flash and no substance. Or that they took advantage of being young and unencumbered and traveled (and are far more mature and focused because of it). Or not. It could mean lots of things and we run the risk of overemphasising it’s significance.

As philosopher Alan Watts noted, “the map is not the territory.” The measure of the attribute is not the attribute itself. Proxy measures are useful because it’s often the best that we can do, but it’s important to remember that: 1) it might be measuring something other than what we think it measures; 2) it’s easy to forget that it’s a substitute for the real thing and just an approximation; 3) it can be heavily influenced by our own biases and prejudices. In other words, a candidate who excels on the proxy measures could still be a lousy employee and the candidate who does poorly could still be a superstar waiting to be discovered.

Your thoughts?

the one skill to develop

Want a leg up professionally? Need a career boost? Become a better public speaker.

I can hear the collective response: Ohhh, ugh, groan. Not public speaking. Yawn. That’s lame. Give me career advice I can use. Maybe more school or certifications. I hate public speaking.

And that’s a big reason why it’s such a powerful skill. So many people hate and fear public speaking that even a mediocre speaker really stands out.

Why public speaking?

It’s valuable in all fields and every position I can think of. Any position that involves speaking to another human benefits from better communication.

I have met leaders from numerous countries and cultures and cannot think of a single one who wasn’t an adequate public speaker. Speaking and communication skills are crucial to being an effective leader.

Your skills get noticed much more quickly. Who does leadership remember: the talented wallflower or the talented person who speaks up, interacts, and leads discussion?

It’s (relatively) easy to learn. You’ve already been speaking to people almost your entire life.

You can use it personally and professionally. In fact, if you are involved in community, school, or church groups, you’ll find plenty of opportunities to put your public speaking skills to use.

 

Suggestions?

This is a big topic and books can and have been written on it. That said, there are a couple of things that really helped me:

1. Your audience is pulling for you. Most of the people listening hate public speaking so they empathize strongly with you. They feel your pain and want you to succeed. Unless you are a professional speaker, they are very forgiving of mistakes.

2. They don’t know what they don’t know. This was the most freeing realization for me. The audience doesn’t have a script. They aren’t verifying that you are saying what you intended to say. They will never know if you make minor mistakes or leave something out. Relax.

3. Know the central point and always speak from there. There’s two sides to this. First, when preparing, always stay focused on the central point and strip away anything that doesn’t directly support it. Second, if you get off track, don’t worry about what you had intended to say, just speak from the central point and you’ll be ok.

4. Put some heart in it. No matter how dry the topic, you can find ways to connect to the audience’s humanness. People respond to their emotions, not logic. You are speaking for a reason – to offer insights, inspire, persuade, influence – otherwise you could just send an email.

5. The audience is always asking themselves, “Why do I care about this? What’s in it for me?” so you should always be answering that as you speak.

6. Introverts can have a great advantage as speakers. Never confuse being introverted with being shy because it’s not the same thing at all. And being talkative can be counterproductive when it comes to public speaking. Introverts seem to be good as staying on track, keeping it concise, and providing great insights and analysis.

7. Good speakers work hard at it. You never see all the preparation that went into even a short presentation. That speaker who looks relaxed and glib and gives a great presentation likely spent hours preparing and practicing and worrying and sweating. Very, very few can ad lib a good presentation. Those who can are almost always relying on years of experience. Rest assured, it is completely normal to need to invest a lot of time getting ready.

Like any skill, no one is great at public speaking right from the start. It takes time and practice and patience to improve. But, it is also well worth the effort because it’s a skill that sets you apart.

how do i know what to do? priorities for success

It is possible to show up early, stay late, be busy, and work hard on all the wrong things. It’s possible to give it your booty kickin’ all on some pretty stupid things. Spend enough time and effort on the in the wrong places and you can turn the bottom line into a sieve.

So, how do you know if you’re focused on the right things? Only you know your business, goals, and priorities, but I can share some guidelines to help you sort things out.

ONLY spend time, thought, and effort on actions that are:

* Legal, moral, and ethical. This is a baseline given. If you can’t get this one right, the others don’t matter. I realize that only taking actions that are legal, moral, and ethical would shut down major chunks of entire industries, but we find over and over again that the short-term gains of taking legal or moral shortcuts are crushed out by the potential long-term consequences. Cut corners long enough and someone is going to find out and make your life absolutely miserable.

1. Beneficial to the customer experience. Take care of your customers and they’ll take care of your business. Hurt the customer and they’ll hurt your business. Be indifferent to the customer and they’ll hurt your business. My tip to all businesses: Spend your time and effort worrying about the fifth sale to me, not the first. I might buy from you once but if you make it painful or forgettable I probably won’t buy from you again and I certainly won’t recommend you. Make the process so remarkable that there is no question that I’ll be making my second, third, fourth, and fifth purchases from you.

2. Beneficial to the employee experience. Ultimately, your business lives or dies based on your employees. Treat your employees as though you need your them more than they need you. Operate from that philosophy and you’ll be fine. Treat your employees as though they are easily replaced cogs and you’ll soon have your company staffed with the people who have so few options left in their lives that they are easily replaced cogs.

3. Beneficial to the long-term success of the business. Yes, certain reports and paperwork must be done. No, you can’t buy every employee a Porsche as a signing bonus. No, you can’t operate without a balanced budget. Yes, decisions and tradeoffs and compromises must be made according to the mission and vision of the business. Just don’t confuse “convenient and short-sighted” with “long-term success.”

Anything else is box-checking bureaucracy. If you can’t justify an action under one or more of these conditions, why are you working on it? If you can’t show a direct connection between an action and a legal and ethical benefit to the customer, employee, or business, that action is doing far more harm than good. Stop it.

[Note: this is an expanded version of a response I made on Laurie Barkman’s “Passionate Performance” blog post People Say (and Do) The Darndest Things. She had a great example of a manager whose actions probably followed policy but were a stupid waste of time and hurt the employee experience (which hurts the customer experience, which hurts long-term success).]

don’t ask if you don’t care

“Did we use a travel agent?” My daughter was filling out a customer survey card during breakfast at the hotel.

Amongst all the “how would you rate…?” questions was a question asking how we reserved the room. A good thing to ask really. If I owned the hotel, I’d certainly want to know how my customers were finding and booking rooms because it would let me know where to direct my marketing efforts.

Except…

In a classic example of truly bad survey design, there were only two possible answers: travel agent or toll-free reservation number. This would have been a poor question 15 years ago because I can think of at least three other possible answers: 1) I didn’t make reservations. We just chose the hotel as we were passing through; 2) I called the local hotel number (not the nationwide toll free number); and 3) Other: [fill in the blank].

Today there’s this thing called the “Internet” which the hotel apparently hasn’t heard of. That opens up more reservation options, although I could probably narrow it to two: 1) the hotel’s website; and 2) a travel website such as hotels.com, Travelocity.com, etc.

So just what are they doing with the information they gather? I try to picture the marketing meeting where someone says with a straight face that 83% (or whatever) of their guests use travel agents and the rest use the 800 number. Someone, someone, someone at that meeting would have to ask about online reservations. And the survey would be updated to gather better information.

Because it was a bad survey before it was a woefully outdated survey, I can only conclude that they truly don’t care about my answer. If no one is giving that question’s results even causal scrutiny, it’s pretty safe to assume that the rest of it is being ignored as well.

Survey design is hard – practically a science onto itself – and really easy to do badly. Customer surveys are a great way to get useful information to improve your service, refine your product line, or do a better job with internal customers. I don’t admit to knowing anything about survey design for the same reason I don’t admit to knowing anything about hanging sheetrock. But if I did know anything, I’d give this advice: If you care, then care. If you don’t care, that’s fine, but don’t pretend you do.

A good rule of thumb for surveys (and basic human interaction): Don’t ask the question if you don’t want to know the answer.

lessons from used tires

It’s pretty easy to confuse flash for substance. To think that we’ll do better once our surroundings, our products, our marketing are better. Once we have the nicer office, we’ll keep it better organized. Once we have a better brochure, we’ll be better salespeople. Once the new software is set up, we’ll provide better service to our customers. Once we redo the lobby, we’ll get more business.

And it’s a lie. We tell it to ourselves because flash is easier than substance.

Appearances do matter, but delivery matters more. Looks can give credibility to a first impression, but results keep people coming back. All else being equal, flash will attract more attention, but things are rarely equal.

I was reminded of this lesson over the weekend. My truck needed new tires so I headed over to my favorite tire shop on Saturday morning. It’s a business that most would say are doing everything wrong. They:

Only sell used tires. Used tires are not sexy.

Only carry popular sizes. Need something special ordered? They don’t do that.

Don’t advertise (as far as I know). If they do it’s in the local trader classifieds.

Don’t have any product displays. No pretty pictures of families traveling in their car, tough four wheel drives adventuring through the back country, or sports cars gripping the road at high speed. The only display they have is a shop with tires stacked to the roof. If you’re buying from them you want tires, not a lifestyle validation.

Don’t have individual bays for each car. They have a shaded concrete slab that’s about three cars wide. It looks like a race car pit crew decided to work in a driveway.

Don’t have a reception area. There is no lobby. The office is where you go to pay and it’s off to the side. There isn’t even a dedicated person to greet you.

Are off the beaten path where you would never pass by in your daily activities. You’d never even find them accidentally. They are in a rough and forgotten part of town. Not dangerous, just poor and long neglected.

Look well worn. The shop is old galvanized metal and looks like it belongs on a weathered farm. The office is the size of a small garden shed and is clearly an afterthought. The business name was painted on the outside once, but has long since faded and been obscured.

Don’t pamper the customer. You could wait in the office but probably don’t want to. Most just sit outside near the cars on plastic chairs.

The appearance doesn’t inspire confidence. There is no flash. Judging by looks you’d assume they can barely afford to be in business. And you’d be wrong simply because of what they get right. They:

Are friendly. They talk to and joke with their customers. They enjoy their work and their customers and it shows. Many repair shops are terrible with customers and these guys really stand out.

Are fast, fast, fast. Saturday morning and I was in and out in less than an hour. Done and on with my day.

Are busy. It is always a beehive of activity. The place would look abandoned EXCEPT for all the people and cars always there.

Greet you quickly. Despite all the noise and chaos of power tools, cars, people, etc. I have never waited more than 30 seconds before someone noticed me and came over to help me.

Know who they are and what they do. They don’t pretend to be anything else or waste the customer’s time trying to do something they can’t.

Thrive on repeat business and word of mouth. I’ve bought at least four sets of tires from them and every time I’m there it seems that most of the other customers are just as enthusiastic and have been coming to them for years.

Are empowered. There is no visible chain of command, no noticeable differentiation between employees. Everyone is helpful and everyone helps.

Have freakishly low prices. Seriously. They clearly aren’t spending money on their location, buildings, or marketing and the customer benefits. They’ve used what most would consider a major disadvantage (location and appearance) and turned it into a huge competitive advantage.

Are not a “me too” business. They have the segment to themselves. While others fight and scramble for their piece of the pie, these guys found a niche where they get the whole pie for themselves.

Want you to come back. Too many businesses stop caring the second they have your money. Not these guys. The manager/owner stopped working on a car as I left to shake my hand and tell me to come by if I needed anything, had trouble with the tires, or wanted them rotated.

What can we learn? Reputation matters. Attitude matters. A focus on long-term service matters. Speed matters. Results matter. What you deliver matters. Caring about the customer matters.

What other lessons can we take from this? How else does this apply to HR, leadership, sales, Realtors, health care, and everyone else?

destined for greatness?

The tattoo sweeping along the convenience store clerk’s neckline above her shirt collar caught my eye. In a pretty cursive script it stated, “Destined for Greatness”.

The store was in a barren part of the Southwest in the kind of town where people leave from but no one moves to. It would be easy to snigger and make cynical jokes about her destiny not kicking in yet. It would be simple to sell her short based on her surroundings. That was my initial reaction. But the more I thought about it the more I realized that I don’t know her story. I don’t know if she was a part-time clerk, a manager, or the owner. I don’t know if the business was struggling or if she had built it up from nothing. I don’t know if her role was a landing point or a stepping stone. I don’t know her backstory, situation, or dreams. I don’t know how she defines “greatness”.

All I do know is that it is so easy to sell our selves short. To pretend settling for mediocrity is being humble and modest. It is so easy to look down from the stars, stare at our shoes, and choose life goals that are “realistic”. To set the bar so low we have to be careful not to trip over it. To give up before we’ve even gotten started. And to taunt and derail anyone who thinks there’s more and wants to seek their own path.

And it’s so rare to find someone willing to take a stand for who they are and who they want to be. To announce it to the universe, regardless of what the universe thinks.

Is she destined for greatness? Absolutely. Why shouldn’t she be? We all are – if we choose it.

idiot previous manager

In my life I’ve owned many, many cars and motorcycles. Most were used and some were practically used up. If you’ve ever bought a “pre-owned” vehicle (particularly a cheap one) you know you may be buying someone else’s problems. The previous owner may have ignored maintenance or made modifications and repairs that didn’t make much sense, were stupid/silly, or just unexplainable. Sometimes, the previous owner was – I’m being generous here – an idiot.

Some car-types call these people DPOs, which stands for Dips**t Previous Owner. As in, “I’m spending this beautiful Saturday afternoon replacing the seatbelts that the DPO removed.” Or, “How did the DPO manage to crack the frame on this motorcycle in three places?” Or, “How did the DPO get so many cigarette burns in the upholstery without setting themselves on fire?” [true stories]

Deep down I know two things: 1) the behaviors that created these results made sense to the person at the time; and 2) when buying used vehicles you always need to factor in the time, money, and effort that may be required to find and fix any possible weirdness caused by a DPO.

Which has me wondering if we need to carry this concept over into the business world. How often do leaders come in excited to manage their new team only to discover that they need to clean up the mess, carnage, or general dysfunction left behind by the previous manager? How often are leaders blindsided by issues the previous manager created and then left behind to be mopped up by someone else? How often are leaders stuck with the legacy of the person they are replacing?

The previous leader may have been great or they might not have. There are many, many terrible managers in the world. Even those with the best of intentions don’t always do a good job. I like to give people the benefit of the doubt and assume that they are doing the best they can with what they have, but it’s worth acknowledging that the previous manager may have made mistakes. Might have done some things that don’t make sense to anyone else. Perhaps they were – I’m being generous here – an idiot.

Maybe we call them DPMs or IPMs (Idiot Previous Manager). As in, “Thanks to the IPM’s tyranny, no one on my team is willing to make a decision or even voice an opinion.” Or, “Because the IPM refused to hold anyone accountable, I’m stuck dealing with several people who should have been fired years ago.” Or, “The IPM ran this place like a fiefdom and it’s going to take months to rebuild relationships with other departments.”

Just like buying a used car that may have had an idiot owner in its past, it’s useful to recognize that the previous manager may have been an IPM and plan time, money, and effort to correct problems and issues they left behind.

Thoughts?