I checked off a "Bucket List" item today. "Publish a book." Check. (For those who are interested, the title is "Lead With Your Customer" and launches in 3 weeks in Chicago at the ASTD international conference. Pre-sales are happening on Amazon.com. Check it out!)
The act of checking it off the list always seems to go so quickly...especially after all the time and effort that goes into actually DOING the activity. I guess that is true for anything big/important. In the end, it's mostly about the journey.
Here's the thing: This experience has me thinking about how we accomplish our life goals. I wrote up my first bucket list ("Must do") at age 12/13. I added a "Part Two" to it when I was about 18 and then again ("Part Three: Nice To Do") when I was in my early 20's.
I'm happy that I've completed about 80% of my combined lists, but now that I think about it, I'm NOT happy with how I've been slowing down in my list checking progress. It seems I used to accomplish 3-5 "wish list" goals a year. Now I'm lucky to do one a year. I'm now realizing the difference is that I used to finish a challenge, check it off, celebrate, then target the next one I wanted to experience - then start actively planning the next adventure. I've fallen down on that last part. Shame on me.
Lesson learned. No more settling. No more "getting too busy" with the distractions of life to live life (my pet peeve - which I am, ironically, guilty of right now.) Well, no more! I'm back on track! (Notice I didn't say that I was going to get back on track. If we really want to do something, we can always start right now. I've already selected my next challenge!) I'm halfway through planning my next tactical steps to bring it to fruition.
What about you? What have you been neglecting? Isn't it time to re-engage yourself and your dreams? You determine whether you life the life you desire or if you settle for living an average, passionless life. You only get one chance at this (yes, only one.) Take back your life today!
Think about it - but more importantly, do something about it...today!
Showing posts with label "anti-consultant". Show all posts
Showing posts with label "anti-consultant". Show all posts
Tuesday, April 27, 2010
Tuesday, April 6, 2010
Using Pain as a Tool...the Good Kind.
Let me begin by stating, for the record, that I'm NOT a masochist. I do NOT enjoy pain. When I am in pain, I generally get cranky. I'm not fun. Things tend to get nasty. Not good.
But, there are different kinds of pain. The most successful people identify what pain really is and how to manage it for our benefit.
Pain is feedback. Pain is our body's way of telling us that we are doing something beyond our ability at the moment. Just a natural little "head's up". We should pay attention.
Sometimes the pain is physical: Like a hand on a hot stove. Good that we're experiencing that sensation of pain - it warns us to move our hand - quickly - before more damage can be done. It can also be physical pain, as in "my muscles are sore from my new workout routine". This is simply saying that we're enduring the pain of building muscle. Again, a good thing in moderation.
There's also mental/emotional pain as well. Recent example for me? Writing/publishing a book (At the rpinter's now - due out in a month!) Painful. But sometimes, learning (like building muscle) requires discomfort in the pursuit of growth. (Boy, have I learned a LOT during this publishing process!) This kind of pain can be caused by everything from guilt, to fear, to mere impatience (me and the publishing process). When we are tested, we can often gain benefits useful for us later in life. I feel like my (painful) lessons during this book publishing process fall into that category. Like eating right, exercising, and being disciplined in finances - not always fun, but almost always "good for you".
I guess the key is understanding when pain is the good kind or the bad kind. When is it too much? At what point does it become "worth it"?
To me, a big part of that answer is tied into why you are doing it. Does it align with your values and purpose? Does it support the greater (than self) good? Is the process making you a better person as a result?
All I know is that when I get over the "soreness" (whether physical or mental/emotional pain), I typically feel like I've gained something of value...even if that is learning never to do THAT again. The trick is to pay attention every time so we don't go too far down a negative path.
That is what set the most successful people apart: They are aware and take action to do something about it. Every day.
Some people say it takes discipline to do that.
I say it BUILDS discipline to do that.
What are YOU building?
Think about it...but more importantly, DO something about it. Today!
But, there are different kinds of pain. The most successful people identify what pain really is and how to manage it for our benefit.
Pain is feedback. Pain is our body's way of telling us that we are doing something beyond our ability at the moment. Just a natural little "head's up". We should pay attention.
Sometimes the pain is physical: Like a hand on a hot stove. Good that we're experiencing that sensation of pain - it warns us to move our hand - quickly - before more damage can be done. It can also be physical pain, as in "my muscles are sore from my new workout routine". This is simply saying that we're enduring the pain of building muscle. Again, a good thing in moderation.
There's also mental/emotional pain as well. Recent example for me? Writing/publishing a book (At the rpinter's now - due out in a month!) Painful. But sometimes, learning (like building muscle) requires discomfort in the pursuit of growth. (Boy, have I learned a LOT during this publishing process!) This kind of pain can be caused by everything from guilt, to fear, to mere impatience (me and the publishing process). When we are tested, we can often gain benefits useful for us later in life. I feel like my (painful) lessons during this book publishing process fall into that category. Like eating right, exercising, and being disciplined in finances - not always fun, but almost always "good for you".
I guess the key is understanding when pain is the good kind or the bad kind. When is it too much? At what point does it become "worth it"?
To me, a big part of that answer is tied into why you are doing it. Does it align with your values and purpose? Does it support the greater (than self) good? Is the process making you a better person as a result?
All I know is that when I get over the "soreness" (whether physical or mental/emotional pain), I typically feel like I've gained something of value...even if that is learning never to do THAT again. The trick is to pay attention every time so we don't go too far down a negative path.
That is what set the most successful people apart: They are aware and take action to do something about it. Every day.
Some people say it takes discipline to do that.
I say it BUILDS discipline to do that.
What are YOU building?
Think about it...but more importantly, DO something about it. Today!
Sunday, February 28, 2010
How To Lose Loyalty
Interesting how a few weeks can make such a difference!
Toyota, previously the driving public's darling of the automotive industry, has been reeling ever since the revelation of problems with the accelerators in some of their best-selling models. Toyota went from media darling to media target. How will Toyota fare? What does this situation show us about loyalty - and how to earn it/keep it?
Well to begin with, unless Toyota makes some MORE blunders (the company's decision to delay the recall and then admitting it was for financial gain was a huge misstep), I expect they will stop the bleeding, turn things around, and be on top once again very soon.
Here's the deal: Earning loyalty in business is the same as earning it in our personal relationships. Both start with getting your attention, then getting to know each other. Finding similarities in values, preferences, and interests. Occasionally, one makes a mistake - but if there's been sufficient deposits in the "emotional bank account", AND open/honest regret AND sufficient behavior change, the relationship can be repaired. For this to happen there MUST be value for BOTH sides. Common ground. It needs to be worth the effort.
Yes, Toyota screwed up. Safety is a non-negotiable when it comes to driving. But they've built up a lot of deep relationships with many, many years of consistent safety, excellence and service. If they make the proper recovery, their reputation and future opportunities will be as impressive (or nearly so) as it was before.
The lessons are:
1. Always be wooing your significant other (in this case, your customers are the significant ones)
2. If you really care, you'll do what's in their best interest
3. If you screw up, and you really care, you'll make an obvious effort to fix the problem AND fix the relationship...based on what the offended party deems appropriate
Loyalty is rarely earned by "faking it" in front of the customer. We all know when we're being conned. If the relationship is fake, then these kinds of mistakes will ultimately be fatal - and any loyalty gained will be lost. If the relationship legitimately has value, it's not by accident. It's because you've taken action on the things that matter to the customer.
Toyota can rediscover that truth and get past this...as soon as they SHOW it (not just talk about it) and the media finds another whipping boy - which should be any day now.
What are YOU doing to earn loyalty? What are you doing to KEEP it?
Think about it. But more importantly, do something about it...today!
Toyota, previously the driving public's darling of the automotive industry, has been reeling ever since the revelation of problems with the accelerators in some of their best-selling models. Toyota went from media darling to media target. How will Toyota fare? What does this situation show us about loyalty - and how to earn it/keep it?
Well to begin with, unless Toyota makes some MORE blunders (the company's decision to delay the recall and then admitting it was for financial gain was a huge misstep), I expect they will stop the bleeding, turn things around, and be on top once again very soon.
Here's the deal: Earning loyalty in business is the same as earning it in our personal relationships. Both start with getting your attention, then getting to know each other. Finding similarities in values, preferences, and interests. Occasionally, one makes a mistake - but if there's been sufficient deposits in the "emotional bank account", AND open/honest regret AND sufficient behavior change, the relationship can be repaired. For this to happen there MUST be value for BOTH sides. Common ground. It needs to be worth the effort.
Yes, Toyota screwed up. Safety is a non-negotiable when it comes to driving. But they've built up a lot of deep relationships with many, many years of consistent safety, excellence and service. If they make the proper recovery, their reputation and future opportunities will be as impressive (or nearly so) as it was before.
The lessons are:
1. Always be wooing your significant other (in this case, your customers are the significant ones)
2. If you really care, you'll do what's in their best interest
3. If you screw up, and you really care, you'll make an obvious effort to fix the problem AND fix the relationship...based on what the offended party deems appropriate
Loyalty is rarely earned by "faking it" in front of the customer. We all know when we're being conned. If the relationship is fake, then these kinds of mistakes will ultimately be fatal - and any loyalty gained will be lost. If the relationship legitimately has value, it's not by accident. It's because you've taken action on the things that matter to the customer.
Toyota can rediscover that truth and get past this...as soon as they SHOW it (not just talk about it) and the media finds another whipping boy - which should be any day now.
What are YOU doing to earn loyalty? What are you doing to KEEP it?
Think about it. But more importantly, do something about it...today!
Saturday, December 26, 2009
Getting Experienced...In A Good Way
As a collector of quotes - and life experiences - I just came across an aphorism by Louis L'Amour that is my current favorite: "You can't learn anything from experiences you're not having".
So much meaning. So few words.
Business life is too often full of mere talk. People analyze and study and discuss and have meetings and argue and write reports and present and talk some more...and wonder why nothing gets done!
In order to get new results, we have to "do new". "New" requires learning. Learning requires engagement. Engagement requires action. In short: Having experiences.
Ironically, the most successful people are those that take action before there's a 99% chance of success. They leap earlier - 80%? - and learn along the way. This earns them a competitive edge.
The key? That edge is NOT just the results of the action. What creates the real edge is their experience...what they gained from actually taking action.
It's an edge that can be realized no other way.
So, connect the dots for yourself this year. Step out in a way that you never have before - and experience more...learn more...grow more.
You'll soon see it makes all the difference in the world.
And your world will never be the same.
Isn't that what you want? A better life?
Go out and get some more experience...in a good way! ;)
Think about it, but more importantly do something about it...today!
So much meaning. So few words.
Business life is too often full of mere talk. People analyze and study and discuss and have meetings and argue and write reports and present and talk some more...and wonder why nothing gets done!
In order to get new results, we have to "do new". "New" requires learning. Learning requires engagement. Engagement requires action. In short: Having experiences.
Ironically, the most successful people are those that take action before there's a 99% chance of success. They leap earlier - 80%? - and learn along the way. This earns them a competitive edge.
The key? That edge is NOT just the results of the action. What creates the real edge is their experience...what they gained from actually taking action.
It's an edge that can be realized no other way.
So, connect the dots for yourself this year. Step out in a way that you never have before - and experience more...learn more...grow more.
You'll soon see it makes all the difference in the world.
And your world will never be the same.
Isn't that what you want? A better life?
Go out and get some more experience...in a good way! ;)
Think about it, but more importantly do something about it...today!
Friday, November 20, 2009
The Hidden Side of Success
Just wrapping up the next phase of who-knows-how-many-phases-it-will-take conference calls with my publisher exploring the many steps of the process in getting a book actually published. Seems vaguely familiar to most transformation efforts I've led over the years.
At first, you walk into the brand new (to you) situation and get hit with a tidal wave of new information. Despite years of wide-ranging experience, it's not what you know that causes potential problems. It's that you don't know what you don't know.
Of course, knowing that gives you an advantage.
The key to success is to explore what is, at that moment, hidden to you. Data. Information. Relationships. Opinions. Perspectives. Blind spots. Misunderstandings. Assumptions. Hidden agendas. Ego. Fears. Untapped potential. Hope. Courage. Heroism.
There are always clues - and solutions - hidden inside the organization. The secret is rooting it out. To do this, you need to actively go to where the answer hide. Almost always where the employees and customers meet.There are two rules when exploring these uncharted territories: 1. Follow the money (the measurement of value), 2. Follow the time (the measurement of priority) and 3. Follow the customer (external and internal - employee) experience (the measurement of relevance).
Secrets never are discovered in an office - only out where real life happens.
So, my goal for learning this publishing process is to, at every step, keep my ears and eyes open to everything that is happening. Ask questions and listen/learn. Expect to be surprised - and to uncover unknown challenges. Keep the big picture in mind, and have the courage and tenacity to keep climbing that mountain.
Eventually, the view gets clearer...and the air gets cleaner......and the goal is achieved.
What challenge are you facing right now? Are you really following the clues or your predetermined expectations?
Think about it. But more importantly, do something about it...today!
At first, you walk into the brand new (to you) situation and get hit with a tidal wave of new information. Despite years of wide-ranging experience, it's not what you know that causes potential problems. It's that you don't know what you don't know.
Of course, knowing that gives you an advantage.
The key to success is to explore what is, at that moment, hidden to you. Data. Information. Relationships. Opinions. Perspectives. Blind spots. Misunderstandings. Assumptions. Hidden agendas. Ego. Fears. Untapped potential. Hope. Courage. Heroism.
There are always clues - and solutions - hidden inside the organization. The secret is rooting it out. To do this, you need to actively go to where the answer hide. Almost always where the employees and customers meet.There are two rules when exploring these uncharted territories: 1. Follow the money (the measurement of value), 2. Follow the time (the measurement of priority) and 3. Follow the customer (external and internal - employee) experience (the measurement of relevance).
Secrets never are discovered in an office - only out where real life happens.
So, my goal for learning this publishing process is to, at every step, keep my ears and eyes open to everything that is happening. Ask questions and listen/learn. Expect to be surprised - and to uncover unknown challenges. Keep the big picture in mind, and have the courage and tenacity to keep climbing that mountain.
Eventually, the view gets clearer...and the air gets cleaner......and the goal is achieved.
What challenge are you facing right now? Are you really following the clues or your predetermined expectations?
Think about it. But more importantly, do something about it...today!
Wednesday, October 28, 2009
I Believe Too!
Just came across a wonderful quote by John D. Rockefeller that covers volumes in one paragraph. Definitely worth reading - and re-reading - to get the full value. I hope you enjoy it as much as I did (and continue to)...
“I believe in the supreme will of the individual and in his right to life, liberty and the pursuit of happiness. I believe that every right implies a responsibility, every opportunity, an obligation; every possession a duty. I believe that the law was made for man and not man for the law; that government is the servant of the people and not their master. I believe in the dignity of labor, whether with head or hand; that the world owes no man a living but it owes every man an opportunity to make a living. I believe that thrift is essential to well-ordered living and that economy is a prime request of a sound financial structure, whether in government, business or personal affairs. I believe in the sacredness of a promise, that a man's word should be as good as his bond; that character-not wealth or power or position- is of supreme worth. I believe that the rendering of useful service is the common duty of mankind and that only in the purifying fire of sacrifice is the dross (waste matter) of selfishness consumed and the greatness of the human soul set free. I believe in all-wise-and all-loving God, named by whatever name, and that the individual’s highest fulfillment, greatest happiness, and widest usefulness are to be found in living in harmony with His will. I believe that love is the greatest thing in the world; that it alone can overcome hate; that right can and will triumph over might.”
Every sentence = pretty deep stuff. The question now is "What do YOU believe"? and "Are you living your life in way that reflects that?"
And, most important, "If not, why"?
Think about it - but more importantly, do something about it...today!
“I believe in the supreme will of the individual and in his right to life, liberty and the pursuit of happiness. I believe that every right implies a responsibility, every opportunity, an obligation; every possession a duty. I believe that the law was made for man and not man for the law; that government is the servant of the people and not their master. I believe in the dignity of labor, whether with head or hand; that the world owes no man a living but it owes every man an opportunity to make a living. I believe that thrift is essential to well-ordered living and that economy is a prime request of a sound financial structure, whether in government, business or personal affairs. I believe in the sacredness of a promise, that a man's word should be as good as his bond; that character-not wealth or power or position- is of supreme worth. I believe that the rendering of useful service is the common duty of mankind and that only in the purifying fire of sacrifice is the dross (waste matter) of selfishness consumed and the greatness of the human soul set free. I believe in all-wise-and all-loving God, named by whatever name, and that the individual’s highest fulfillment, greatest happiness, and widest usefulness are to be found in living in harmony with His will. I believe that love is the greatest thing in the world; that it alone can overcome hate; that right can and will triumph over might.”
Every sentence = pretty deep stuff. The question now is "What do YOU believe"? and "Are you living your life in way that reflects that?"
And, most important, "If not, why"?
Think about it - but more importantly, do something about it...today!
Monday, October 12, 2009
Who's YOUR Most Loyal Customer?
I just returned form delivering the Pre-Conference workshop for the Society for Human Resource Management's Strategy Conference in Phoenix. We visited several world-class operations - including the Westin (one of the upscale Starwood hotel brands), Cold Stone Creamery (making ice cream buying a real experience) and the famed Mayo Clinic.
During the visit to the Mayo, several professionals spoke to my group revealing the best practices that have created the Mayo reputation/brand. The Chief Human Resource Officer, the Human Resource Manager, and the Operations Manager all shared amazing information that, according to the attendees, was extremely helpful from an operational standpoint. The interaction that made the most memorable impact was when a "customer" volunteered to share his experience with the group.
This patient just happened to overhear that our group was going to be there and offered to recount how he was treated during his liver transplant...just 5 WEEKS EARLIER. He went on about how the clinical aspects were over his head, but every Mayo employee he worked with took the time to, not only educate him so he could make the best choices - or execute his multiple procedures and surgery impeccably, but that they interacted with him in a way that made him know they CARED.
Tragic that experiencing the "care" in "health care" is so rare these days.
This "customer" went out of his way to prepare, drive out, and stand in front of a group of strangers to brag about an organization he is loyal to.
Impressive. That spoke volumes to everyone in the room. Passionate customers who are justifiably loyal usually have that affect.
Mayo earns that loyalty - and reaps the benefits as well.
The question is: Who is/are YOUR most loyal customers? Are they sacrificing to be an advocate for YOUR company? Have you EARNED that commitment?
Think about it - but more importantly, do something about it...today!
During the visit to the Mayo, several professionals spoke to my group revealing the best practices that have created the Mayo reputation/brand. The Chief Human Resource Officer, the Human Resource Manager, and the Operations Manager all shared amazing information that, according to the attendees, was extremely helpful from an operational standpoint. The interaction that made the most memorable impact was when a "customer" volunteered to share his experience with the group.
This patient just happened to overhear that our group was going to be there and offered to recount how he was treated during his liver transplant...just 5 WEEKS EARLIER. He went on about how the clinical aspects were over his head, but every Mayo employee he worked with took the time to, not only educate him so he could make the best choices - or execute his multiple procedures and surgery impeccably, but that they interacted with him in a way that made him know they CARED.
Tragic that experiencing the "care" in "health care" is so rare these days.
This "customer" went out of his way to prepare, drive out, and stand in front of a group of strangers to brag about an organization he is loyal to.
Impressive. That spoke volumes to everyone in the room. Passionate customers who are justifiably loyal usually have that affect.
Mayo earns that loyalty - and reaps the benefits as well.
The question is: Who is/are YOUR most loyal customers? Are they sacrificing to be an advocate for YOUR company? Have you EARNED that commitment?
Think about it - but more importantly, do something about it...today!
Sunday, September 20, 2009
Sowing (and Reaping) O.A.T.S.
Ahhh...the beginning of a new week. Always seems to be both a wide-open seven days of possibility and, at the same time, not enough time to complete the ever-growing list of "things I've got to do". While planning for the week may seem intimidating, it becomes MUCH easier when you have a system to follow. One such approach is the OATS formula:
O: Objectives - First identify what your goals are. What results do you want to achieve by the end of the week. Write them down and rank each one.
A: Activities - For each goal, write down what you need to actually do (think behaviors) to bring each objective to fruition. This is the "Who" part of the formula.
T: Time - The "When" part of the formula is not only establishing a deadline, but also estimating how much time each goal/action will require. I try to add an extra buffer to allow for unexpected developments. If the unexpected development is that nothing unexpected came up, then my unexpected development is that I have extra time to accomplish new adventures!
S: Schedule - Once you have the previous details in place, you can place them appropriately in your calendar. Take into consideration when you do your best work (we all have different preferences/bio-rhythms, etc.) One tough obstacle is that few people place as high a value on time commitments to themselves as they do to commitments made to others. Make yourself and your plans a priority!
Simple and to the point. Try it out and see if this works for you. If you sow your OATS now, you'll be reaping that investment into you (and your life plans) soon!
Think about it - but more importantly, do something about it...today!
O: Objectives - First identify what your goals are. What results do you want to achieve by the end of the week. Write them down and rank each one.
A: Activities - For each goal, write down what you need to actually do (think behaviors) to bring each objective to fruition. This is the "Who" part of the formula.
T: Time - The "When" part of the formula is not only establishing a deadline, but also estimating how much time each goal/action will require. I try to add an extra buffer to allow for unexpected developments. If the unexpected development is that nothing unexpected came up, then my unexpected development is that I have extra time to accomplish new adventures!
S: Schedule - Once you have the previous details in place, you can place them appropriately in your calendar. Take into consideration when you do your best work (we all have different preferences/bio-rhythms, etc.) One tough obstacle is that few people place as high a value on time commitments to themselves as they do to commitments made to others. Make yourself and your plans a priority!
Simple and to the point. Try it out and see if this works for you. If you sow your OATS now, you'll be reaping that investment into you (and your life plans) soon!
Think about it - but more importantly, do something about it...today!
Sunday, May 31, 2009
"Poor" Service...That I Loved!
Just returned from a business trip in Curacao, an island just north of Venezuela (yep, business!) I had taken a taxi/bus into the downtown area (they essentially pick up people as they pass them along a particular route) to videotape some vlog entries, and was returning back to the resort where I was staying.
As I entered the taxi/bus, the driver asked me in (very) broken English if I had been to Curacao before and whether or not I was in a hurry (I was obviously not a local). I said (in irreparably broken Spanish) yes - many years ago - and not really. This was not surprising, as anyone who has been to a Caribbean island understands the "island time", go-with-the-flow mentality - which I personally appreciate as part of enjoying their culture.
This is where the story gets interesting.
Rather than traveling the typical direct route from the town center to my resort, she deviated wildly. Among her SIDE trips - waaay off the route:
picked up her daughter from school
picked up her sister from the grocery store
picked up her son from school
dropped off her sister at her house
stopped at a gas station to say "hi" to a friend (30 seconds)
picked up a family member
All the while, the driver would comment to me about different things she was driving by. After the above-listed stops (45 minutes into what should be a 10 minute trip), I started to wonder if I had miscommunicated my destination...and then it hit me:
I didn't care.
I was loving the exclusive experience that I was having. I was enjoying seeing things that are very much "off the radar" for anyone visiting the island, and soaking in the real culture of these people - my primary passion when it comes to travel.
What some would consider "bad" service" was actually one of the highlights of my visit there.
Interestingly, about the time I was wondering about what was going on, I unconsciously glanced at my watch and she immediately proceeded to drive directly to my resort. Her keen attention to my non-verbals (and broken "verbals") allowed her to gauge my enjoyment of the experience in real time, and adapt accordingly.
She only asked for the standard rate for the original trip (just US$2.00) and I more than doubled it for (an unheard of) tip.
I think if we all could gain quite a bit by following her example. Focusing on customizing every experience will always set you apart from the competition - and pay off nicely.
Next time I'm in Curacao, you can bet I'll be looking for this taxi driver again!
Think about it...but more importantly, do something about it - today!
As I entered the taxi/bus, the driver asked me in (very) broken English if I had been to Curacao before and whether or not I was in a hurry (I was obviously not a local). I said (in irreparably broken Spanish) yes - many years ago - and not really. This was not surprising, as anyone who has been to a Caribbean island understands the "island time", go-with-the-flow mentality - which I personally appreciate as part of enjoying their culture.
This is where the story gets interesting.
Rather than traveling the typical direct route from the town center to my resort, she deviated wildly. Among her SIDE trips - waaay off the route:
picked up her daughter from school
picked up her sister from the grocery store
picked up her son from school
dropped off her sister at her house
stopped at a gas station to say "hi" to a friend (30 seconds)
picked up a family member
All the while, the driver would comment to me about different things she was driving by. After the above-listed stops (45 minutes into what should be a 10 minute trip), I started to wonder if I had miscommunicated my destination...and then it hit me:
I didn't care.
I was loving the exclusive experience that I was having. I was enjoying seeing things that are very much "off the radar" for anyone visiting the island, and soaking in the real culture of these people - my primary passion when it comes to travel.
What some would consider "bad" service" was actually one of the highlights of my visit there.
Interestingly, about the time I was wondering about what was going on, I unconsciously glanced at my watch and she immediately proceeded to drive directly to my resort. Her keen attention to my non-verbals (and broken "verbals") allowed her to gauge my enjoyment of the experience in real time, and adapt accordingly.
She only asked for the standard rate for the original trip (just US$2.00) and I more than doubled it for (an unheard of) tip.
I think if we all could gain quite a bit by following her example. Focusing on customizing every experience will always set you apart from the competition - and pay off nicely.
Next time I'm in Curacao, you can bet I'll be looking for this taxi driver again!
Think about it...but more importantly, do something about it - today!
Monday, May 11, 2009
Important Or Imperitive?
Ultimately, running/growing a business is all about making decisions. I believe the real problems are created because people fail to adequately prioritize.
Nearly all companies have espoused Standards or Values. The problem occurs when a decision needs to be made, the team reviews the Standards - which are all of equal importance - and begin the ever-familiar process of arguing which is the best route to take to solve the problem.
At issue is having numerous important Standards actually gets in the way of effectively and efficiently resolving the situation. When all the Standards are equally important, then the entire operation can come to a standstill - only becoming "unstuck" when someone has superior political weight (authoritative position or influence) to push a decision through the process.
This could all be avoided if the Standards were prioritized. If every company created a "forced choice" of their Standards/operational guidelines and ranked them according to what was the most important (then second most important, etc.) from the CUSTOMERS' perspective, you could actually use it as a tool. Once identified, they only need to be defined, communicated to everyone in the company, and reinforced/measured (accountability).
Once this is done, I've seen numerous companies see immediate improvement on, not only the decisions that teams were making, but also the alignment of employees behaviors with the corporate culture. When the building blocks of the business is organized, there is less agonizing in the operation.
Think about it...but more importantly, act on it...today!
Nearly all companies have espoused Standards or Values. The problem occurs when a decision needs to be made, the team reviews the Standards - which are all of equal importance - and begin the ever-familiar process of arguing which is the best route to take to solve the problem.
At issue is having numerous important Standards actually gets in the way of effectively and efficiently resolving the situation. When all the Standards are equally important, then the entire operation can come to a standstill - only becoming "unstuck" when someone has superior political weight (authoritative position or influence) to push a decision through the process.
This could all be avoided if the Standards were prioritized. If every company created a "forced choice" of their Standards/operational guidelines and ranked them according to what was the most important (then second most important, etc.) from the CUSTOMERS' perspective, you could actually use it as a tool. Once identified, they only need to be defined, communicated to everyone in the company, and reinforced/measured (accountability).
Once this is done, I've seen numerous companies see immediate improvement on, not only the decisions that teams were making, but also the alignment of employees behaviors with the corporate culture. When the building blocks of the business is organized, there is less agonizing in the operation.
Think about it...but more importantly, act on it...today!
Monday, April 13, 2009
Right Tool + Wrong Approach = FAIL!
Okay, I saw something interesting today (I think every day holds something interesting to notice if we pay attention). Anyway, walking into a store from the parking lot, a man was trying to help a teen-aged girl who had locked her keys in her car. He had a "slim jim" (an illegal tool that cops and n'er-do-wells use to gain access into a car quickly when needed) and was doing his best to unlock the door.
Here's the hilarious/relevant part...
Normally, when you use this tool, you slide it between the window and the door and run it along the length of the door until you find the locking mechanism (do NOT ask me how I know this). Done correctly, it typically takes about 5-10 seconds.
Based on the expressions on both their faces (and the sweat pouring off the guy), it was obvious this guy had been working at this problem a long time. Unfortunately (...wait for it...), he was placing the "slim jim" into the TOP of the window and bending it, etc. like people used to do when using a coat hanger to unlock the old flared door locks!
It took me a minute or so to enjoy the humor/stifle my laughter before I offered to help. (Of course, I'm not admitting actually using the illegal tool to help, I'm just saying "I helped"...ahem.)
Anyway, it's interesting to me how this situation mirrors business life in other ways. We can have a great tool that really works well, and screw it up by using the tool the wrong way. Sometimes our old thinking/approach undermines the new tool. The resulting failure is then mistakenly blamed on the tool and not the person wielding the tool. This is why is so valuable to have someone who has been there and used the tool - successfully...in real life, not just theoretically - to show the way.
I've noticed something else very interesting: When experienced people who have had real success with the real (new) tools are successful in making things dramatically improve - the people who used the same tool ineffectively are typically mystified - often making lame excuses such as the successful people "have better circumstances" or "there must be something missing that caused me to fail".
Self-deceived whiners. The truth is, if someone - anyone - is successful with an approach/tool, then that approach/tool can be adapted to fit your circumstance...if the critical aspects are implemented properly.
Think about it...but more importantly, act on it...today!
Here's the hilarious/relevant part...
Normally, when you use this tool, you slide it between the window and the door and run it along the length of the door until you find the locking mechanism (do NOT ask me how I know this). Done correctly, it typically takes about 5-10 seconds.
Based on the expressions on both their faces (and the sweat pouring off the guy), it was obvious this guy had been working at this problem a long time. Unfortunately (...wait for it...), he was placing the "slim jim" into the TOP of the window and bending it, etc. like people used to do when using a coat hanger to unlock the old flared door locks!
It took me a minute or so to enjoy the humor/stifle my laughter before I offered to help. (Of course, I'm not admitting actually using the illegal tool to help, I'm just saying "I helped"...ahem.)
Anyway, it's interesting to me how this situation mirrors business life in other ways. We can have a great tool that really works well, and screw it up by using the tool the wrong way. Sometimes our old thinking/approach undermines the new tool. The resulting failure is then mistakenly blamed on the tool and not the person wielding the tool. This is why is so valuable to have someone who has been there and used the tool - successfully...in real life, not just theoretically - to show the way.
I've noticed something else very interesting: When experienced people who have had real success with the real (new) tools are successful in making things dramatically improve - the people who used the same tool ineffectively are typically mystified - often making lame excuses such as the successful people "have better circumstances" or "there must be something missing that caused me to fail".
Self-deceived whiners. The truth is, if someone - anyone - is successful with an approach/tool, then that approach/tool can be adapted to fit your circumstance...if the critical aspects are implemented properly.
Think about it...but more importantly, act on it...today!
Sunday, February 8, 2009
Timing (of ACTION) Is Everything
Ever notice the process of HOW people/organizations manage to become launched into success far above the rest in the industry? Yes, what they do (and how they do it) is a key part - something thousands of books go into great detail about. But the other component critical to success is the timing.
It's often said that it's all about timing - but the action taken must go hand-in-glove for anything of real value to result.
There are naturally occurring economic cycles that often dictate when strategic leaders/companies optimize their potential. There's a "sweet spot" of time when decisive action can be taken that launches success far above the competition: when the competition is too scared to take action themselves.
We're entering that phase right now - the "bottom" of the economic correction is nearing, and the smartest leaders are preparing their employees to launch a sustained service-based customer relationship way of doing business - and leveraging that real difference in their marketing - to steal customers from the competition.
Well, to be more accurate - EARN customers away from the competition.
Customers are going to be much more careful with how they spend their money. And they are remembering how they've been treated by the other options in the industry. They want a great value - which means superior product and experience for the price. Customers who feel they've been mistreated in the past are angry at the lack of honesty, respect, and care they have received...and are looking for a business that earns their loyalty.
That experience doesn't come by accident. Smart leaders are training/preparing now (timing!)to launch an "all out blitz" of great service to customers in an industry of mediocre competitors that mistakenly think they are given acceptable service.
And the customers will make the smart choice.
And the timely action of the wise leaders will pay off...big!
And the industry will wonder "how did I lose so much of my market share to this competitor?" and "how long will it take me to recover?"
But at least you knew...right? Right??
Think about it...but more importantly, act on it...today!
It's often said that it's all about timing - but the action taken must go hand-in-glove for anything of real value to result.
There are naturally occurring economic cycles that often dictate when strategic leaders/companies optimize their potential. There's a "sweet spot" of time when decisive action can be taken that launches success far above the competition: when the competition is too scared to take action themselves.
We're entering that phase right now - the "bottom" of the economic correction is nearing, and the smartest leaders are preparing their employees to launch a sustained service-based customer relationship way of doing business - and leveraging that real difference in their marketing - to steal customers from the competition.
Well, to be more accurate - EARN customers away from the competition.
Customers are going to be much more careful with how they spend their money. And they are remembering how they've been treated by the other options in the industry. They want a great value - which means superior product and experience for the price. Customers who feel they've been mistreated in the past are angry at the lack of honesty, respect, and care they have received...and are looking for a business that earns their loyalty.
That experience doesn't come by accident. Smart leaders are training/preparing now (timing!)to launch an "all out blitz" of great service to customers in an industry of mediocre competitors that mistakenly think they are given acceptable service.
And the customers will make the smart choice.
And the timely action of the wise leaders will pay off...big!
And the industry will wonder "how did I lose so much of my market share to this competitor?" and "how long will it take me to recover?"
But at least you knew...right? Right??
Think about it...but more importantly, act on it...today!
Monday, January 26, 2009
Stopping The Pain
What does it take to finally take action and really stop the pain - for the long term? In the face of this economic downturn, companies are resorting to issuing layoffs in a desperate attempt to stay solvent.
The shame of it all? It won't help them.
Layoffs are short-term reactions that create long-term problems.
World-class companies know that in times of crisis, real character is not built - it is revealed. The true colors of a leader is evident in times such as these. If they say "people are our most important resource" and then opt to lay them off, their lack of integrity is there for all to see.
And employees (current or future) will remember.
Even employees who are left working after the layoff will remember...and the natural consequence is "survivor's guilt", lack of trust in the company, a focus on self (preservation) rather than the team...the list goes on.
The more effective option is to engage the employees in creating (and, therefore, owning) the solution. Focus on "your most valuable resource" guiding themselves out of this mess. With the right processes/tools, innovation leading to success in the face of these situations build teamwork/success.
And, yes, they will remember this too. You will enjoy the natural consequences of that. Nice.
Think about it...but more importantly, act on it...today!
The shame of it all? It won't help them.
Layoffs are short-term reactions that create long-term problems.
World-class companies know that in times of crisis, real character is not built - it is revealed. The true colors of a leader is evident in times such as these. If they say "people are our most important resource" and then opt to lay them off, their lack of integrity is there for all to see.
And employees (current or future) will remember.
Even employees who are left working after the layoff will remember...and the natural consequence is "survivor's guilt", lack of trust in the company, a focus on self (preservation) rather than the team...the list goes on.
The more effective option is to engage the employees in creating (and, therefore, owning) the solution. Focus on "your most valuable resource" guiding themselves out of this mess. With the right processes/tools, innovation leading to success in the face of these situations build teamwork/success.
And, yes, they will remember this too. You will enjoy the natural consequences of that. Nice.
Think about it...but more importantly, act on it...today!
Tuesday, December 2, 2008
Employee Engagement = Organizational Improvement
I just finished up a consulting project that centered on improving the client organization's business performance. In this particular situation, they had several problems: low customer loyalty (repeat/referral), inefficient processes, high turnover. The client expected some expensive and drawn-out intervention to fix it. If they had gone with a typical consultant, they likely would have been correct.
But they hired my team ("the anti-consultants") ...and they were thrilled to be wrong.
In this particular instance, well-placed effort on engaging their employees created a ripple effect that positively impacted everything else - especially in challenging times. It works like this:
Connect with (really engage/care for) the employee =
1. higher morale/teamwork/productivity (more ownership, buy-in, and passion)
2. more efficiencies (employees are the closest to the operations and know how to improve it)
3. higher satisfaction/loyalty (employees are closest to the customer and can create better relationships - which, coincidentally, have been modeled by leadership as part of the engagement effort.)
Isn't it wonderful to see a business achieve it's potential? They especially appreciate that these dramatic improvements are occurring while the economic environment is killing off the weak businesses, injuring the average businesses, and rewarding the businesses that invest wisely in developing their people.
It's never too late to improve...right up until the "death rattle".
What are YOU doing to engage your employees/save your business during this difficult time?
Think about it...but more importantly, act on it...today!
But they hired my team ("the anti-consultants") ...and they were thrilled to be wrong.
In this particular instance, well-placed effort on engaging their employees created a ripple effect that positively impacted everything else - especially in challenging times. It works like this:
Connect with (really engage/care for) the employee =
1. higher morale/teamwork/productivity (more ownership, buy-in, and passion)
2. more efficiencies (employees are the closest to the operations and know how to improve it)
3. higher satisfaction/loyalty (employees are closest to the customer and can create better relationships - which, coincidentally, have been modeled by leadership as part of the engagement effort.)
Isn't it wonderful to see a business achieve it's potential? They especially appreciate that these dramatic improvements are occurring while the economic environment is killing off the weak businesses, injuring the average businesses, and rewarding the businesses that invest wisely in developing their people.
It's never too late to improve...right up until the "death rattle".
What are YOU doing to engage your employees/save your business during this difficult time?
Think about it...but more importantly, act on it...today!
Sunday, November 23, 2008
Anti-Consultants Unite!
Can someone PLEASE come up with a new term for an ethical and skilled professional who is hired as a freelancer to provide expert opinion about how to genuinely improve a business operation and get legitimate results for the client?
Most consultants have made "consultant" a bad word. It really ticks me off to see what the plethora of inexperienced, unskilled, ignorant, and selfish out of work people who throw together a website and business cards have done to ruin an important and needed industry. It is pathetic and shameful!
The Small World Alliance team is currently working on a project and discovered that our client has hired a string of "consultants" previously, and each one bungled things so badly that the organization was in danger of going under. These "consultants" came in, dispensed poor advise, and then abandoned them while they struggled to implement the badly-designed plan.
Unfortunately, my team seems to find ourselves "cleaning up" after these corporate rejects fail to meet their lofty promises. Why doesn't someone invent some kind of corporate stun gun to jolt these "consultants" to their senses? I would pay dearly (and take a LOT of personal satisfaction) to start using it on these people.
Let's unite and begin to hold these people accountable. Spread the word about poor performance and broken promises! Let's all commit to due diligence before investing in someone to come in - make sure they have the background, experience, and the passion to deliver real results, especially in these difficult times!
And please, PLEASE...call me first (the "anti-consultant")...not AFTER these "consultants" have made things worse. You - and your entire organization - deserves better.
Think about it...but more importantly, act on it...today!
Most consultants have made "consultant" a bad word. It really ticks me off to see what the plethora of inexperienced, unskilled, ignorant, and selfish out of work people who throw together a website and business cards have done to ruin an important and needed industry. It is pathetic and shameful!
The Small World Alliance team is currently working on a project and discovered that our client has hired a string of "consultants" previously, and each one bungled things so badly that the organization was in danger of going under. These "consultants" came in, dispensed poor advise, and then abandoned them while they struggled to implement the badly-designed plan.
Unfortunately, my team seems to find ourselves "cleaning up" after these corporate rejects fail to meet their lofty promises. Why doesn't someone invent some kind of corporate stun gun to jolt these "consultants" to their senses? I would pay dearly (and take a LOT of personal satisfaction) to start using it on these people.
Let's unite and begin to hold these people accountable. Spread the word about poor performance and broken promises! Let's all commit to due diligence before investing in someone to come in - make sure they have the background, experience, and the passion to deliver real results, especially in these difficult times!
And please, PLEASE...call me first (the "anti-consultant")...not AFTER these "consultants" have made things worse. You - and your entire organization - deserves better.
Think about it...but more importantly, act on it...today!
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