Get the mission statement off your website

24 11 2007

Do you read the corporate mission and vision statements on websites or in corporate promotional material?

I don’t.

In fact, I find them to be insincere, ambiguous and completely useless to the customer, and most of the time useless to the company itself.

So why do many corporate websites include them?

Does someone in the sales and marketing department believe that customers find this information important or believable?

Objectives, goals, mission and vision are important in an organization.  They define where we are going, and help in making decisions about how to get there.

You don’t need a mission or vision statement to be successful.You will need to make certain everyone in the company knows where they are going and are focused and motivated on getting there.

Customers will see the results.

You don’t have to tell them what you are trying to do.


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Top 10 reasons for poor customer service and their solutions

13 11 2007

Customer service, the interaction between the client and the supplier is an integral part of the purchasing and user experience, and as such, is the key to continued success in business.

What are the reasons for poor customer service?

Top 10 Reasons for poor customer service and their solution

1.    People are not trained.  When an organization does not spend the time to fully train their people the consequence is poor service.

Solution:  Dedicate resources (time and money) for training and reinforcement.   Employees should be fully informed about company goals, the products and services.  Emphasis and training should be focused upon the importance of listening and responding to the customer’s requests.  People can only do the job if they are given the right tools and objectives.  It costs money to train people.  It will cost more if you decide not to train them.

2.    People don’t care.  Selecting the correct personality is crucial for your business success.  Apathetic or self centered personality types have no place in a business that requires customer contact.

Solution:  Focus the selection and evaluation process to identify personalities that do not fit the required profile.  Get the wrong people out immediately, it also sends a clear message to everyone.

3.    Sabotage.  Angry or frustrated employees can actively work to sabotage and try to destroy the company.

Solution:  Keep honest and open communications with employees.  Informally and formally review performance, goals, objectives and feelings to stop potential problems before they reach the customers.  Get these people out of the front lines immediately.

4.    Employees don’t believe in the company, product or service.  If the image, marketing and promotion of the company is quite different from the reality, workers will not be able to sustain a positive attitude in the face of problems they know exist.

Solution:  Be honest.  Work closely with customer service, marketing and quality control to identify real problems and fix them.  Don’t let  marketing advertise over problems, solve them.

5.    Personal problems reflected in work.  When an employee’s personal life is in crisis or out of control, they may exercise control, aggression and negativism toward customers in an attempt to put some part of their life in order.

Solution:  Clear communications with employees:  If their personal life is affecting work performance, talk about it.  Time off, access to counseling or just listening may prevent more serious problems.

6.    Burnt out.  Too much negative, too many complaints can lower a person’s level of commitment and move their positive and helpful attitude to an apathetic one.

Solution:  Constant communication helps to identify who is burning out and why.  Get customer service people together to talk of success and how to deal with the frustrations.  Provide recognition or incentives for excellence in dealing with problems.

7.    Not providing the correct solutions to customers, lack of empowerment.    There is nothing worse than dealing with an employee who listens to a problem, then shrugs and says they have to ask someone else in the company to intervene and provide a solution.

Solution:  Give the people on the front lines the authority, power, tools and ability to solve problems.

8.    Don’t see the benefits – don’t understand their role in the company. 

Solution:  Employees project an image of the company.  They are the company.  They should be reminded of their importance and value to the customer and to the company.  Incentives, recognition, training and constant reinforcement are important.

9.    Apathetic from hearing the same problems over and over.  A fundamental role of the customer service division is to provide constant feedback on how customers view the company, the products and the service.  If this feedback is not analyzed and acted upon by upper management a feeling of apathy and frustration is created.

Solution:  Set up a model and procedure for the accumulation, analysis and implementation of solutions for the problems identified by customer service.

10.    Incentives/salary not tied to results.

Solution:  If you insist that the company depends upon people, and that people are the key to success, implement compensation packages, evaluations and incentives that support and reinforce this.

Related Links 

Are you listening to what the customer needs?

Broken Promises

Give this away

Don’t find a solution, find a way to make it better





Are you listening to what the customer needs?

9 09 2007

I have been involved in a series of meetings with business owners regarding problems in their companies. 

Declining sales and market share due to international competitors, inability to compete or a decline in the entire industry sector are some of the reasons mentioned.

Solutions that were discussed and debated including cutting costs of raw materials, increasing worker efficiency, lowering logistics costs, streamlining the administration and related costs, government intervention and protection, outsourcing and even forming alliances with the international competitors.

What struck me as incredibly odd was that not once were the customer’s needs mentioned.

Not once did anyone mention creating new ideas, products or services for the customer.

There was no discussion of investing in new technology because “things are difficult now”.

There was never a comparison made between the marketing and promotion, branding or image of the competitors versus the company’s marketing, promotion, branding and image.  Why not? 

Every comment or observation focused on lowering production and logistics costs to the customer, never on increasing the benefits to the customer.

All that mattered is “how can I sell at a lower price”.

That’s right.  The entire future of these companies, and in some cases entire industries are focused on how make their products for less.  How to beat the Chinese, Indonesia or Brazil or whatever developing country has access to cheaper raw materials or labor. 

Common sense tells us this is not a viable, long -term solution.

Each of these companies has stated in their publicity, website and in their mission statements that their focus is on the customer and on customer service.  Why aren’t the customer’s needs and future needs part of the search for solutions when sales are declining?

If the customer really truly cares only about price, your product is a commodity. 

If the customer only cares about price, they don’t care about your company’s service, advertising and promotion, attitude or participation in their business.

If you really think that the low price will guarantee the sale, cut out the customer or technical service.  Take away financing.  Take away delivery and logistics.  Forget environmental and worker protection.  Reduce your inventories.   Standardize your prices and order sizes.   Cut down on sales and promotion. 

Call me when your sales skyrocket and the money pours in. 

I suppose it’s normal when sales fall, to attack costs, and costs are a fundamental element in being competitive in certain goods and services.

It is not the only element.  It may not even be the most important one for your customer. 

It probably is the easiest area to change quickly, and requires no investment.  People like easy solutions that don’t require investment. 

The relationship with your customer, the ability to meet their needs with your product or service and allow them to make a profit is what makes business click.

How well do you know your customer? 

What problems are they facing?

Is your contribution to their product important, significant or fundamental in their success?

Do they see you as simply a supplier of a commodity or an integral part of their supply chain and future?

Have you explored how you can work with them to make them more competitive?

Once this has been accomplished, bring the results to the boardroom and start the discussion of how to aid declining sales and deteriorating margin.

Don’t stop with the easy solutions.

Look for the difficult solutions, the ones that require compromise and long-term commitment.

Look for solutions that require investment of resources; time, money, and ideas. 

These are the solutions that the competitor focused on cost is not interested in. 

These are the solutions that will provide confidence and mutual opportunities for growth.





Leading your team to mediocrity

15 06 2007

“Too many chiefs and not enough indians ”

Slow Leadership has a post entitled Too Much Leadership that reminded me of a key concept required to effectively lead and manage people, and insure success in our organizations.

The willingness to pitch in and do the work along with the team.

There is no miracle formula to sustained success.

It’s about getting the work done.

It’s incredible important that we raise our hands to volunteer and roll up our sleeves, and not just point our fingers and give orders.

It creates a sense of camaraderie, provides an understanding of what are co-workers are dealing with, and shows a spirit of “doing what it takes” in order to make the business work.

The desire to “be the boss” somehow leads people to think that they are exempt from work, or entitled to give orders instead pitching in.

Being the leader involves identifying and eliminating the bottlenecks that affect your people in their work.

Supervision and coordination of work activities is part of that managerial responsibility.

Assuring that everyone gets their job done efficiently is what will make you a successful manager.

Best way to understand what that takes is to jump into the fray once in a while, listen, learn, work and think how to make it better or more efficient.

Do more and supervise less.

Start using your whole hand at work, and not just your index finger.

Related Links

Successful Managers should be breaking the rules

Slow Leadership:  Too Much Leadership

20 ways to guarantee failure as a manager 





20 ways to guarantee failure as a manager

15 06 2007

A guide for the new leader who wants to alienate all employees and fail as quickly as possible in their new management position

  1. Immediately purchase new office furniture and redecorate your office.  Spend a lot of money and make your office look very different from any other office in the company.
  2. Insist on new computers, cell phones and software for your use only.
  3. Spend several days working on your title, the press release announcing it and how your business cards look.
  4. Insist and “fight over” small insignificant details and decisions in meetings, leaving big decisions and “big picture” items in limbo.
  5. Treat the people in the organization as if they are there for your convenience and well being.  Be as rude as possible in your communications.  Demand, never ask.
  6. When in meetings and conversations, always answer the ringing telephone, type and send Blackberry messages, read and respond to all incoming email and instant messages.  Interrupt frequently and ask people to repeat themselves because you were busy.
  7. Plan company workshops or events aimed at creating a new atmosphere of “community” at work for weekends or after work hours, and preferable with short notice.
  8. Avoid sharing any information about your goals, ideas and strategies about the company with employees.  Always talk about theory, never get specific.  Keep it fuzzy and out of focus.
  9. Don’t listen to any ideas, solutions or complaints from employees or managers who report to you, especially if they have been with the company for a long time.
  10. Make strong permanent opinions about the company and employees, solely on the basis of discussions with top management and the business owners.
  11. Take lots of “business trips”  and attend every professional seminar and conference possible, do not take anyone from the company with you.  This is especially effective if the company is suffering from cash flow problems.
  12. Talk about implementing massive changes, re-inventing methods and strategies, promote innovation and tell everyone that money is not an issue for them to worry about, at the same time focus all your energy on cutting costs, and minimizing the organization.
  13. Immediately terminate some employees because someone told you to do it.
  14. Insist that everyone in the company learns how to work with a new software program that you like.
  15. Request reports and analysis from all managers and department heads, then several days later, repeat the request.  Don’t read or respond to any report and never acknowledge that you have received it.
  16. Schedule many inter-departmental meetings at odd hours, don’t provide an agenda, then cancel them at the last minute, or just don’t show up.
  17. Always refer to customers as if they were something evil and undesirable.
  18. Constantly remind employees that before you came to the company they were primitive and uneducated, without a clue as to what business is all about.
  19. Hire consultants, lots of consultants, expensive consultants are best.
  20. Never make a decision by yourself, always try and find total consensus on all issues.

Related Links

Motivation, not the leaders job

Leadership, do you want the job or just the title and benefits 





Can we allow ourselves to work and enjoy it?

5 06 2007

 I’d like to work with Tim Smit.

I determined that halfway through an article in the BBC News article by Peter Day entitled  Tim Smit’s Monkey Business

I think it would be quite an experience.

A supportive and demanding environment, requiring the daily application of personal and professional skills.

Optimal results would be demanded, incompetence not tolerated and everyone would be focused on achieving positive and focused results.

Creativity and innovation are sought out and rewarded.

It might even be fun.  In fact I’m sure it would be.

Fun and rewarding in the sense that the people working with Tim are doing what they want do to, have the skills to do it, they work with people they like, and are focused on achieving something, together.

That’s a great definition of my ideal workplace.

Take a look at some of his management “rules” for his current project, The Eden Project

  •  Wants to work with people he likes, interviewers must provide a 10 minute performance of something entertaining
  •  Seeks extroverts with opinions, not seeking “yes men”
  •  Job interviews take two days and include potential subordinates
  •  Don’t make important decisions at work, do it over dinner or a glass of wine when you are relaxed and more “human”
  • Take responsibility for your job and actions, don’t pass it on to others
  • Once a year make dinner for your co-workers, read a book you don’t want to read and report on it, forced activity in order to broaden your horizons

We focus too much on specific business skill sets and abilities in business and management as a “guarantee for success”.

We forget that we are human beings, and work and interact with other human beings.

Business is all about participating in a community.

If you, your product or your service is wanted and desired by the community, they purchase it, a profit is probably generated.

We are successful.

Is there anyone who comes to work and doesn’t think they have to have the skills to do their job, to interact with others as a team, and be productive?

Do we need to hammer this into our people any more?

A little fresh air, creativity and innovation is in order.

Time to create a community and social organization, with the goal of creating a product or service.

Creating an active, open environment where ideas can be developed, forcing ourselves to learn new skills, having a relationship with those around us,  great ideas.

Keep on eye on Mr. Smit, his project and his ideas.

Some sort of financial, social or commercial success for his project will turn his ideas loose upon us and maybe change the world.

I can hardly wait.

Related Links

Tim Smit’s Monkey Business 

The Eden Project 

BBC Four Profile – Tim Smit

Successful Managers should be breaking the rules

Weird ideas that work 

Are you on the right team?