Customer driven or customer ignorant

5 10 2006

“When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.” – Gerry Harvey

Talking about it or Doing it.

  • There are organizations that talk about serving the customer.
  • There are organizations that do what customers want.

Enemy or Friend

  • There are organizations that perceive and react to the customer as an adversary.
  • There are organizations that listen to, seek out and embrace the customer and the customers ideas.

Products or Solutions

  • There are organizations that create products and services because they can, and hope that the customer will find them.
  • There are organizations that innovate and create better products and solutions for the customer.

Now take the word “organizations” and replace it with “governments”.

“This may seem simple, but you need to give customers what they want, not what you think they want. And, if you do this, people will keep coming back.” – John Ilhan

Related Links

There are no new management and leadership ideas

 





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

2 10 2006

Everyone wants to be in charge. Being the leader seems to be a universal goal of most people working today.

Do you really want the job, or just the title and benefits?

A leadership position requires the use of many abilities and skills which most of us do not have, or do not have fully developed. It requires sacrifice and discipline. A leaders life is filled with decisions that are not black and white.

It’s all about people, motivating, directing, and evaluating, listening and learning with them.

A leader is often lonely, but never alone. Highly criticized and analyzed by their own team and by outsiders. Must be flexible and adaptable, and at the same time firm and unwilling to compromise.

Are you ready for the job?

Guide vs. Signpost. Do you enjoying pointing people in the right direction, telling them where to go? This is not leadership. A signpost points the way, offers no resources or plan and no strategies on how to get there.

Leading others is far different from pointing the way. Leaders take responsibility for everything that happens during the journey, they prepare strategic and contingency plans, provide resources, and keep their people motivated and on the right road.

Teaching vs. Criticism. Able to see the flaws in others, their work and their results? The ability to find flaws is important only if you use these opportunities to teach others how to prevent or improve their performance or results. Pointing out flaws and errors for any other reason is not part of the leadership function.

Coaching vs. supervision. Telling others exactly what to do, and how to do it, is part of a supervisory role, not a leadership position. Leaders are coaches, they convince others to create and embrace goals and objectives, and to use approved systems and methods in order to achieve them.

Fair compensation vs. jackpot rewards. Do you think leaders and managers make a lot of money for doing nothing? Leadership demands personal responsibility and acceptance of risk. No one gets into a leadership position without sacrifice of some sort. These qualities are paid for and compensated with higher salaries and often perks and privileges different from the other members of the organization. It is compensation well earned, and the entire organization should understand this. It should never be looked upon as a jackpot, or undeserved compensation. If the organization does not view it this way, it’s time to modify the compensation packages or get a leader in place that leads and earns the respect and support of the others organization members.

Related Links

Leadership – who do you want to lead

What defines an exceptional leader

Leadership by default





Leadership – who do you want to lead?

27 09 2006

One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer

The semi-mystical mix of qualities, attitudes and behaviours that make or define a leader will provide plenty of material for business writers for years to come. The focus is often on what makes the person a leader or what actions define a leader.

How about looking at the situation from another point of view.

What kind of followers or team do you want to lead?

Are you seeking a group that can be easily manipulated and accept your commands without questioning your authority?

Do you want to lead a team of highly independent people who might question the goals and direction of the group at any time?

Do your followers believe you are the smartest, toughest or most courageous in the group?

What kind of people, attitudes, beliefs, and behaviours would your “ideal” followers have, and why?

Determining the qualities of the group you desire to lead, can provide insights into your leadership style and goals. It will give some definition of what leadership qualities you expect to project to others, and what qualities or responses you expect to see reflected in your team, and their behaviours.

Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.” –Garry Wills in Certain Trumpets: The Nature of Leadership

Related Links

What Defines an Exceptional Leader

Leadership by default

There are no new management and leadership ideas





Where do you draw the line?

12 09 2006

I found the news that Jimmy Wales of Wikipedia has decided not to censor the Chinese version of Wikipedia to be of great interest (Read This).  Not because of the politics of access to “free” information and government censorship, but because he said “NO” and held true to his convictions.

All to often in today’s world we compromise.  It might be for money, it might be to avoid problems, but we agree to something we know is not correct, or is not our first choice.

The ability to say “no” and to maintain your vision of your company, your ideals or goals is in my opinion admirable.  I am saddened when I see decisions made, and principles “reorganized” in order to make an extra dollar or avoid a conflict.

How often do you draw the line at work and refuse to compromise your hopes, goals, values, ethics and morals?

Related Links

Boing Boing

Asia Media

Wikipedia





Showtime – how do you want to live your life?

8 09 2006

I’ve had limited experience in show business. The highlights of my entertainment career include the magic show I produced and starred in at age 8, various band performances, and a walk-on supporting role as a wise man in a Nativity play. Oh wait, I forgot to mention, my biggest show business role. I was involved in retail sales.

Retail sales can be a limiting and brutal environment, physically and emotionally. But it is one of the best environments for learning and practicing how to perform with and for others.

Retail sales is all about people, it is not about merchandise. Listening to what people want and helping them find it. You are performing all day, and when you realize this, it can be an exhilarating and fun experience. You can prepare, rehearse and modify your performances daily.

What am I talking about? Performing? Exactly. If you assume the role of an enthusiastic, informed and helpful person you can give something to each person you encounter during the day. You will feel great about yourself and the client or co-worker walks away with an unexpected gift of meeting and connecting with a positive human experience.

I was involved in the fresh flower industry. Olga and I opened a “bucket-shop”, which at the time was an innovation, and dedicated ourselves to making every customers experience distinct and important.

No one buys flowers because they have to. They are sought when one wishes to celebrate a birthday, anniversary, birth of child, graduation, religious holiday, or wedding. They might be using the flowers to recognize an illness or death, as a thank you, to recognize a special person, to say I love you or I’m sorry, or as a emotional pick me up.

Flowers are objects that represent an emotion. Customers were not buying flowers. They were seeking a symbol of their feelings or the feelings they wished to transmit. Isn’t that true about most consumer items?

Understanding this, how can you NOT be enthusiastic about coming to work and giving your best performance?

During the time clients were in our environment, we were part of their search to represent their emotions, our advice was of great importance in order to find the right symbol, the perfect flowers. It was much more than a commodity transaction.

It’s important to recognize that false enthusiasm isn’t going to work. You have to believe in yourself, your abilities and knowledge. You have to believe that you are going on-stage everyday, and that your “performance” has to be genuine. You have to listen to the people around you, and determine what they are really seeking, and help them get it.

People used to stop in and visit us to get a shot of enthusiasm and positive attitude. There was always a smile, a greeting. The environment was light, fun, open, accepting. It was an amazing experience for us and for the clients. We gave a positive attitude, and customers gave us back more positive attitude.

All it took was our dedication to providing the best “performance” we could manage, everyday, no matter who was in the audience.

It’s “showtime” in your life every morning (remember Rob Schneider’s performance in “All that Jazz”?). It’s your decision to assume the role you are going to play. Will it be the angry, grumpy, distracted, negative you? Will it be the upbeat, enthusiastic, focused you?

It’s “showtime” right now.

It’s always “showtime”.

Related Links

Change your life – change your attitude

Passion – Enthusiasm – Common Sense?

Motivation, what gets you out of bed?





10 Things you should never do on a Friday afternoon

24 08 2006

To complement my list of 10 things you should do on a Friday afternoon (Link), here are some of the activities that should be avoided on Friday afternoons.

Things you should never do on a Friday afternoon

  1. Initiate a major project
  2. Schedule any type of meeting or seminar with customers or employees
  3. Give an employee review
  4. Make important strategic business decisions
  5. Ask people to work extra hours
  6. Give bad news to the office, your team or co-workers
  7. Raise your rates or product prices
  8. Obsess about or relive any failures that occurred during the week
  9. Go out for a 3 martini lunch and come back to the office complaining
  10. Give the boss an ultimatum or try and force a decision

Related Link

10 things you should do on Friday afternoon





How to systematically analyze any situation for better decision making

24 08 2006

The ability to analyze and make decisions is one of the most important qualities of anyone in a leadership and management position.

How to systematically analyze any situation

  • What does the information I have really mean or reflect?
  • What are the questions I should be asking in order to increase my understanding of the situation?
  • Who are the people who have the information and answers to my questions?
  • Ask the questions and accumulate the required information.
  • What are the fears, expectations, limits and points of view of the involved parties?
  • What have I learned, and what am I going to do about it?

Example: Imagine that your salesforce reports that customers are demanding delivery of your products to their store two times a day, at 9:00 AM and 4:00 PM, instead of the current delivery schedule of 3 times a week. What do you do?

Begin the analysis.

What does this mean? The customers needs or desires have changed. Our salesforce has detected a change in the marketplace.

What questions do I need to ask to understand this? Why is the customer requesting the change? Who requested the change, is it driven by costs, lack of inventory space, new management, competitors? What do our people think about this? What customers are requesting the change?

Who are the people with the information and answers to my questions? Your sales-force and logistics department. The CEO, purchasing managers and warehouse managers of our customers. Who is going to contact them and get more exact information about the situation?

Expectations and points of view of those involved? The sales-force knows that without this change they will lose customers and market share. The customer’s executives and purchasing managers have found an method to reduce inventory and stocking costs with your competitor. The warehouse managers are losing personnel and control and are unhappy. There are significant costs associated with implementing and operating the program. Your competitors are aggressively investing in order to take away your market share.

What have I learned and what am I going to do about it? You discover that a competitor is providing deliveries twice a day, and stocking the customers shelves, reducing costs for the customer. They have made significant investments in trucks and personnel in order to provide this service. Your top 20 customers are affected now. Failure to provide equal or improved service will result in the loss of the customers and your market share. It’s time to bring in the company decision-makers and create an appropriate solution and response.

Related Links

Was Peter Drucker right, is it all about attitude?

9 Steps to better decisions