Mature Workers: An Undervalued Resource

Look at any business magazine or journal. You will see that the vast majority of “movers and shakers” featured are under age 50. Increasingly they are in their 30s and 40s. Why? Are those the real movers and shakers in the world of business? The fact is that corporations and large businesses, for the most part, value employees under 40 the most. By the time employees are in their 40s they are either executives or on they are not. Those who are not executives or at least on the executive track are viewed as being on the “pre-retirement track”. Most companies will do all they can to displace those employees with younger (and almost always cheaper) employees. Layoffs, early retirements and reorganizations confirm this fact time and again. So why should companies value mature workers?

Stability

Mature workers are often more stable in terms of their life style than their younger counterparts. Dating, job hopping, babies and post-college drinking binges are less likely to consume them during and after working hours. Workers age 50 and over view work as work and not source for dates or other social activities. Additionally, by age 50 most workers are established in their communities and are less likely to leave for greener pastures. While this is often seen as a negative, it should be viewed as a positive.

Teamwork

The vast majority of workers age 50 and over have extensive experience working as part of a team at work. Most have worked as part of many formal and informal teams. The more experience a worker has being part of teams, the more effective they are in the ever-changing environment where there are new formal and informal teams established daily. Mature workers are less likely to want to “show boat” but rather understand the value of everyone’s contributions to the team effort.

Flexibility

Since the early 1970s, the workplace has undergone huge social and technological changes. The generations age 50 and older have lived through all those changes. That has required and instilled in them a high degree of flexibility. Reorganizations, consolidation, flattening of organizations, computers, new technologies, recessions, go-go years and globalization have all forced great changes in the workplace and no generation since the Industrial Revolution has experienced that change more than the mature workers of today. Working through all those changes has enabled them to not only accept change but to embrace it.

Perspective

The more mature workers are, the more likely they are to have worked directly or indirectly in functions beyond their current primary one. Most younger workers in sales know sales. Or in accounting know accounting. Or in engineering know engineering. Mature works age 50 and over have perspectives beyond their current functions. Mature workers in sales may have engineering experience. Mature workers in accounting may have marketing experience. Or mature workers in engineering may have sales experience. The more functional and careers experiences employers have, no matter how “dated” they may seem, make them more valuable employees today.

Balance

Businesses today often hyper-focus on near term results. Employees over age 50 have experience 25+ years of business. That is over 100 quarters. Or 300 months. And more than 1300 weeks. There is a tendency on the part of younger workers to view every day, week and month as a crisis of results. There is nothing wrong with urgency. But urgency has to be balanced with the longer term. Businesses must balance short and longer term results. The ability of mature workers to see beyond the near term is one of the great strengths of their longevity in the workplace.

Expense

Finally, the media often talks about the expense of mature workers. Paid more due to their seniority and longevity. More vacations (sometimes). More medical expenses (sometimes). This is a fallacy. The turnover of younger workers, jumping from job to job for better offers and greener pastures costs companies much more overall than do mature workers. Also most mature workers put in as many, if not more, hours as their younger counterparts. When viewed on a total cost perspective, high turnover – high absence younger workers cost companies more overall than mature employees.

Business is about results. When all things are considered, companies are operating from emotion and conformity in their treatment of workers age 50 and over. The benefits that mature employees bring to the workplace including stability, teamwork, flexibility; perspective, balance and lower overall expense make mature workers a competitive advantage for any company or organization. It is amazing how few companies and organizations have taken steps to leverage that advantage to-date.

George F. Franks, III is the founder and President of Franks Consulting Group - a Bethesda, Maryland management consulting, leadership coaching and speaking practice.

Franks Consulting Group is on the web at: http://franksconsultinggroup.com

George can be contacted at: gfranks@franksconsultinggroup.com

Summer Time is Personal Development Time

People think of summer as a time to leave work early, take vacations, visit the beach and read a good book. Summer is good for all those things. But it is also the perfect time of the year for evaluating your professional life and addressing areas in need of personal development.

Evaluate

The first and most important step is to evaluate where you are versus your career and professional goals. Are you on track? Falling behind? Ahead of your peers? These apply not just to titles and compensation but also experiences and responsibilities. Where to you see yourself in a year? Five years? Are you on track to meet those career goals? If not, identify, as specifically as possible, the gaps and what steps you must take to address the gaps.

Education

Education, whether a college degree, an advanced degree or a professional certification is one of the most common gaps identified during the evaluation process. Young professionals and junior executives are often too busy and put off taking on additional coursework. This is a huge mistake. If it is not done early in the career it is never done. And bosses and more senior executives not only are forgiving when the educational work is taken on by workers early in their careers, they often cut them some “slack” in terms of their day-to-day workload to off-set it. Find a program, register for it and start in September. If too late for September, register for the winter program.

Skills

Everyone has skill gaps. Whether it is technology, writing, public speaking or analytics and financials, evaluate your specific areas of skill deficit. Summer is an excellent time to take classes, do reading or on-line work to fill in those skill deficits. Summer is also a good time to practice your newly enhanced skills at the workplace.

Reading

Professional journals and books abound. Find those that are most directly related to not only where you are today but where you want to be professionally in five to ten years. Read all you can at the professional and technical level. White papers on professional topics are always good to have in your arsenal of knowledge for meetings too. Find out what the movers and shakers who are above you in the organization are reading. Read those books and journal and then read others in addition to those.

Networking

One of the biggest mistakes that employees of corporations and large organizations make is failing to network OUTSIDE of their company or organization. During the summer, make the time to find the top professional organizations in you field and geographic area. Many are less active in the summer but still look for new members. Talk to colleagues and also search on-line. Belonging to one or two top local professional organizations is a smart move by establishing yourself outside of your company or organization in additional to expanding your professional knowledge.

Mentor

Everyone needs a mentor. Whether you are in the mail room or the CEO's office. Find someone inside your company or organization who has more experience and is at least two levels above you (if you are the CEO, you already have mentors). Ideally the personal should work for the same company or organization although they may be in the same field or profession and work elsewhere. Summer is an excellent time to find and establish a mentor relationship. Be candid about your goals and objectives and what you are looking for from your mentor. Experience, candor and “chemistry” are crucial for the relationship to be productive.

Special Projects

Most businesses and organization have too much work and too few people due to vacations during the summer. It is an excellent time to volunteer for additional work outside of your area of expertise. The goal is to gain additional professional experience and exposure to more executives and other contacts. Business planning, new marketing plans or new product launches are all terrific opportunities for meeting these goals. But remember that special projects are almost always in additional to rather than in place or the normal day-to-day responsibilities and workload.

While other co-workers are relaxing on the beach or fishing at the lake, you can more effectively prepare for where you want to be in five years. Effectively use the opportunities provided by the different pace of the workplace during the summer to your professional advantage.

George F. Franks, III is the founder and President of Franks Consulting Group - a Bethesda, Maryland management consulting, leadership coaching and speaking practice. George has over 25 years of experience with businesses of all sizes globally plus non-profits and other organizations. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.

He can be contacted at: gfranks@franksconsultinggroup.com

Franks Consulting Group is on the web at: http://franksconsultinggroup.com

The Formula for Success in Leadership

The best leaders I have met over the years have had several traits in common. Those aspiring to become leaders in business, government or other organizations would be well served to review these and take them to heart.

As quaint as it sounds, there is no substitute for hard work. The most successful leaders I have encountered worked hard at the beginning, middle and ends of their careers. They got in early. They left late. They took on additional responsibilities. They welcomed special assignments and task forces. They did not look for the easy jobs or to pass off the challenging tasks to others. Hard work is the foundation for success in leadership.

There are lots of generalists in all professions. The difference is when the generalists have built up their general knowledge of their profession as a result of being experts in whatever area they were working in at the time. Great leaders learn everything they need to know to do their current job and more. As they move on to the next job they do the same thing. They do not stay put for the most part. They build a portfolio of being expert in many areas within their profession. While it may be possible to “get by” through just knowing enough, the true leaders who are successful learn all they can in each job.

There are many egomaniacs in the world of business, government and other professions. While they may get most of the headlines and other media coverage, they are not the great leaders of our time (or any time). The greatest and most successful leaders are selfless. They approach problems for the best solutions. They do not care who gets the credit. In most cases, they direct the credit and the attention away from themselves and to others. This process serves to make teams and organizations more effective and more successful in turn.

Leaders young and not-so-young need mentors. A mentor is not just someone who can pull the leaders along by way of their coattails. It is someone who listens, provides advice, points out the “landmines” along the way and can tell the bad along with the good. Every great leader has had a mentor. Many have several mentors throughout their professional lives. The mentor a leader has at the beginning of their career may not be the mentor they have at mid-careers or as a successful senior executive or professional. The key is to find someone who one respects and who is willing to take the time to build a mentor relationship.

Everyone makes mistakes and has disappointments. Successful leaders in business, government and the professions accept their shortcomings, learn from their mistakes and move on. Those who dwell on mistakes or are so cautious as to rarely have missteps are unlikely to become great leaders.

The topic of personal balance has been overdone by the media and in professional literature. Most successful people are, at face value, hyper focused on their career goals or their profession. But once this is pealed back, most of them are people with varieties of interests. They take time to exercise and participate in sports. And their families and friends are quite important to them, even if the time they have to spend with them is limited. Those who can “have it all” are rare, but the most successful leaders to find ways to balance their professional lives with their personal interests, their health and fitness plus the role of family and friends.

The model of the successful leader is a dilemma today. Do we look to political leaders? Do we look to CEOs? The industrial titans of the past? The great leaders from military history? By reading biographies of the great people past and present, future and current leaders can gain insights into how they can become better and more successful leaders. Readers see time and again the roles played by hard work, expertise, humility, mentors, resilience from failures and balance.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. George can be contacted at: gfranks@franksconsultinggroup.com

Franks Consulting Group is on the web at:

http://franksconsultinggroup.com

Is It Time to Look For a New Job?

Whether working for a company or organization for a year or decades, it is always difficult to decide when to move on to another employer. There are certain signs that any individual can look for around the work place. While may of these seem like common sense, others are more subtle and are just an important, if not more so.

Time in the job

Consider how long you have been in the same job with the same title performing the same function. If it is longer than twenty-four months and a new job for the same employer is not pending, then it may be time to look for a new job. Consider changing jobs within a company or organization every eighteen to twenty-four months. Anything longer labels you as a “lifer” in the role.

Promotion

Are others around you in similar roles and organizations getting promoted and you are not. Ask yourself why. If they have similar functions, skills and background and they are getting promoted about you, it is time to move on.

Raise

Even though it is one of the last taboos, raises and bonuses are important indicators of who is valued and who is not. If others are getting raises and bonuses and you are not, it is time to change jobs. If others are getting larger raises or bonuses than you are, then it is time to move on too. Bosses make lots of excuses and reasons for disparity in pay treatment. Do not let these stories persuade you to stay in place. Follow the money as they say.

Ranking

Many organizations now rank employees within departments, divisions or other teams and work groups. If you are not ranked number one or two – then it is time to move on. The money and the promotions will always go to the top people. Being in the middle or the bottom just means you have a job – and only for the present.

Appraisal

If the six month or annual appraisal is anything but glowing, then it is time to move on. Most bosses are even more generous in performance appraisals than they are with raises and bonuses. As such, if the appraisal does not have you walking on water, then you are less than valued in your current role.

Training

Most companies, organizations and businesses have annual training budgets. If you are only getting the minimum or the mandatory training, then it is time to move on. If you are being offered extra training or special executive training, this may be a good sign when balanced with the other points raised here. Similar to ranking, extra and special training is a sign that you are valued and being developed for beyond the current job or role.

Business Trips

While business trips are often less than they are show as in movies and on television, companies and organizations usually only send the best people to meet with customers and executives. Travel is also a sign of value. If others in your department or team are traveling and you are not, ask yourself why. This too may be a sign that it is time to look for a new position.

Recognition

Beyond pay, bonuses, appraisals, travel and training, recognition is important. When was the last time you got a plaque, a certificate, a letter from one of the top leaders in the organization? If the answer is you never have or it was so long ago that you cannot remember, and then it is time to move on. If what you do is valued in your mind but is not recognized and rewarded, it is time for a new job.

Meetings

While not the sign of prestige that they once were, important meetings are an opportunity to shine in front of peers, bosses and executive leaders. Are you included in the important meetings or told not to bother to attend. If you are told to just do you work and others will attend the important meetings then it is time to look beyond your current job.

Development Programs

Most companies and organization have programs for future executives – for the “jet jobs” or “fast tracks”. If you have been with a company less than five years and you have not been asked to participate in one of these you need to know why. And if the answer is that you were not selected for it but others were, then it is time to look elsewhere.

Promotion List

Companies have “bench strength” also call leadership continuity programs. If leader A is gone then B is ready to step into her shoes. If you are not slated to slip into someone’s position by way of a succession plan after at least two years with a company or organization, then it is time to move on. Again, this is something to talk with your boss or supervisor – or her boss or supervisor – about.

The hard reality of work is some people move up the ladder. Other people stay put. And still others are the first to go when there are budget cuts and reorganizations. Take steps to make sure you are always in that first category. That will not always mean staying where you are working currently. But it will mean that you are taking care of NUMBER ONE – and that is the most important thing in any job or occupation.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com

International Business Success

There is a lot of talk today about being “global”. What does global mean? A person of the world? Every country is as different. So is every locality and city or town. The skills a business person needs to be successful in international business go beyond being global. While not comprehensive, this list based on over a dozen years of international business experience should help.

Travel

For the international business person, travel is a way of life. Long distance air travel can be especially brutal. The best advice is to arrive one day before any important meetings or conferences to adjust to any time difference. In the air, eat, sleep, work and read but do all in moderation. Air travel gluttony is common among international travelers. The on thing you cannot do is exercise on an airplane.

Lodging

Stay where your host, whether a local office or a client recommends. While cost is a consideration, so is safety, convenience to meeting locations and services provided. This is the home away from home so chose it with care.

Meals

Eat in moderation. Business travel is not the time to make up for every diet that one has ever been one. There is the temptation to eat more than usual. On the other had, when with people who live locally, whether colleagues or clients, ask what they recommend when dining together. Apart from allergies, one should be open to eating local cuisine.

Drinking

Some cultures drink more than Americans. Some drink less. And some not at all. The best advice is to drink in moderation or not at all. Similar to eating, international business travel is not the time to beat ones college drinking record. It is not healthy and it is insulting to clients and colleagues.

Dress

Most American business people, even after the business casual trend, still dress much more casually than business people internationally. Find out from local colleagues or even clients what attire is appropriate. If you do not know, dress in traditional business attire (suits for men and for women). This can always be dressed down if appropriate. Dress like you mean business but more importantly, dress appropriately. The same applies to evening dinners and functions outside of business hours.

Meetings

Be at meeting early. Do not leave until the meeting is over. Even if others leave to take calls, do not do so except at scheduled breaks. Eat in moderation if lunch is brought in. Do not drink too much coffee but bottled water is good. Clean up after yourself after the meeting. And do not sit in the meeting with your laptop and read your email. That is rude. Do make sure you bring plenty of business cards. Introduce yourself to everybody. Do not interrupt, raise your voice or swear. If you have other calls, schedule them for the evening when not meeting with the clients or your colleagues.

Recreation

In the evenings it is common to have dinner with clients or colleagues. After dinner is often a time to relax, exercise and catch up on some work before the next day. If staying over a weekend or taking a day off, visit local historical sites, museums, cultural events and also shops and restaurants. Staying in the hotel doing work is not healthy and it does not make one more internationally-minded or cultured.

Communication

Find out how your clients and colleagues prefer to communicate when not face-to-face. E-mail is common today. Conference calls are important too. Video conference calls can be very effective. Snail mail and faxes are less and less common today but are still necessary from time-to-time. Keep all communications clear, crisp and to the point. On international conference calls, listen more than talk. And do not interrupt. Ever. Take notes or minutes and make sure they are distributed within one business day of the call. Never e-mail jokes, gags, anything obscene or off-color. Do not swear or raise your voice on calls or video calls. Listening and patience are valued in most non-US cultures.

Language

While most non-US business people speak 2-4 languages most from the US speak 1 or perhaps 2 and not well. To this end, speak clearly in English. Be patient if asked to repeat or explain. This is especially true on conference calls. It is acceptable to pick up local words or phrases. Make sure they are appropriate and that they are pronounced flawlessly. Do not make a joke out of local words or phrases. This is insulting to clients and local colleagues.

While business has a lot to do with finance, technology, human resources, research and development and law, it has more to do with people than anything else. To that end, doing business internationally is about people. By traveling and working with dignity and respect for customers and local colleagues, one is taking the first step toward the extensive skills needed to be successful in international business.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the International Coach Federation and the Institute of Management Consultants (USA).
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's web log is: http://consultingandcoaching.blogspot.com

New Employees: How to Treat Them Right

One of the biggest challenges for any supervisor or manager is dealing with new employees. While new employees range from chronic underachievers to future CEOs, the essential activities for the supervisor are the same. Every good supervisor needs to focus on training, objectives, feedback coaching, more training and career development.

Training

Just because an employee has a college degree, a CPA, an MBA or other academic or professional credential does not mean they are trained to do a specific job. One of the first roles of a supervisor is to insure that the people on her team are trained. Some training is common for all employees such as general administrative practices. Others are specific to a technology such as a system or a tool. Finally, there is training that is role specific. It is the responsibility of every supervisor to insure that each employee is trained in each of these areas. It is best to set expectations before training, to follow-up after training and then to review how the training is being utilized after the employee has had an opportunity to use it in the job.

Objectives

Management by Objectives (MBO) appear to be making a strong comeback after a number of years in disfavor due to other management philosophies and motivational tools. It is up to every supervisor or manager to insure that her employees have objectives. The objectives should be specific, measurable, attainable, realistic and time-bound. The objectives need to be reviewed with the employee by the supervisor. The employee should have an opportunity to provide input and ask questions about the objectives. Finally the employee and the supervisor should each have a copy of the objective document.

Feedback and Coaching

Timely and candid feedback is one of the most important things a supervisor or manager can provide an employee. While formal feedback on performance against assigned objectives is essential, day-to-day feedback based on work activities and actions is even more vital. The supervisor must note not only what the employee is doing wrong, but also what the employee is doing right. And in the cases where the employee is doing job functions right, it is up to the supervisor to explain how to perform even more effectively. Feedback and coaching by the supervisor should be constant and done with the goal of overall performance improvement.

More Training

Observation, feedback and coaching will always identify the need for additional training. Whether to re-train areas of weak performance or to increase skills and proficiency in areas of strength (and business need), training is a process and not an end in itself. As employees are on the job longer, their training shifts from organizational and functional basic training to more in-depth functional training. Over time, broader cross-functional and managerial training are in order. The top performers are in line for specialized programs including those designed for future leaders often called “fast track” programs and the executive educations programs offered by many of the top business schools. A key point with training beyond that offered initially is that there is no such thing as “one size fits all”.

Career Development

Last but certainly not least for the supervisor or manager of the new employee is career development. While there has been much in the business press about career self-management, this reality does not relieve the supervisor or manager of her responsibility. Formal discussion periodically – at least twice per year – should be focused on the current job, the employees desired next position, the needs of the business, skills and other requirements for the next job and where the employees sees himself in several years. By supervisors having these discussions they can be prepared to provide input into training budgets, course openings, and vacancies inside and outside of their department and leadership succession plans.

Supervisors and managers often clamor for new and talented people. Among the pool of new people can be the future leaders of the business or organization. It is up to the supervisor to launch the new people on a successful path through a combination of training, objective setting, feedback and coaching, more training and career planning. While new employees can be time consuming for the supervisor, the skill, energy and commitment they bring to the workplace are vital for growth and innovation.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the International Coach Federation and the Institute of Management Consultants (USA).
George can be reached at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's web log is: http://consultingandcoaching.blogspot.com

The Most Critical 30 Days

A new job is always traumatic, whether just out of college, graduate school or a veteran of the working world. As traumatic as it may for the new employee, this is a period when opinions and judgements are made in the workplace. These judgments are made based on observations and the comments of others by co-workers, the immediate supervisor, the supervisor’s peers and those in senior management above the supervisor. What the new employee does – or does not do – during the first thirty days can have a huge impact on all aspects of the job well beyond that short period of time.

When to Arrive at Work

Arrive the first day at the time the supervisor or Human Resources communicate officially. After the first day, arrive earlier than you are expected. Use the time to check e-mail and get organized for the day.

What to do at Work

Do everything the supervisor expects (whether they are “to do’s” or performance objectives). If any opportunities arise to participate in a task force, special study or volunteer to assist at a work-related event, do it. The military maxim “never volunteer” does not apply in the work place. Make sure those tasks assigned are done 100%, by no later than the date assigned and that the supervisor thinks you did them effortlessly – even if you had to stay up all night or work all weekend to complete them.

Lunch

If coworkers go to lunch in a cafeteria, join them. Conversation there will be more enlightening about work and the company than any meeting or conference. If coworkers go out to eat together, join them if money is not a concern. If money is a consideration, join them at least once per week. It is OK to bring lunch, just do not eat it by yourself at your desk. East with those who are at your level in the workplace or above (I know this sounds awful and snobbish but follow it anyway).

Attire

Many articles have been written about what to work – including several by this author. Dress professionally. Look to those of the same gender one or two management levels above you. Do not dress to fit in with your peers. See who is admired and viewed as being on the fast track. Dress similarly but not identically to them.

Conversations

Everyone is going to what to know everything about your personal life: your spouse, kids, boy or girl friend, hobbies, college, etc. The less you tell about yourself the better. You have a clean slate. Use that clean slate to build a great story about you as a business professional on the way up.

Work Space

Whether assigned a desk on the floor, a cubicle or an office, the work space speaks volumes about the worker. Keep it clear of clutter, neat and professional. Nothing cute. Nothing that evokes bad habits or wilder days in the past. Keep that for home. The office should tell everyone that you are efficient, serious and at the office to work.

Fitness Center

If the office has a fitness center, use it. Similar to the cafeteria, there is some great networking about the office in the fitness center. Ideally you want to go before working hours or after working hours – and not during lunch. People of all levels are friendlier and let their guards down while working out and in the locker room.

Professional Organizations

Find out what the most popular and powerful professional organizations are for your function at your company. Ideally the organization will not be overpopulated with people from your company. The goal is to expand professionally beyond your company but within your geographic area.

Out of Hours Activities

Out of hours activities range from softball to bowling to drinking at a local watering hole. Similar to attire, see what those one to two levels of management up get involved in. Also see what those identified as “on the fast track” do after hours. In all likelihood these people work later at the office rather than engage in any of these above noted after hours activities. Unlike lunch and the fitness center, these activities are usually of limited value in the work place.

Days Off

Even in the unlikely event that you are allowed vacation days during the first thirty days, do not take them. No matter what. Do not take any sick days either. Become a fixture at the office from day one.

The End of the Work Day
Observe when others leave. Consider their responsibilities and management levels. No matter what, stay a little later than your peers. First of all, your supervisor may need something. Everyone else will be gone and she will know she can count on you. Secondly, there is a tendency of more senior business leaders to observe who leaves when. Staying later than others puts your face in the category of those who “are committed”. Make sure they quickly tie that face with a name. Do not pull all nighters. If you need to pull all nighters just to get on board with a new job, your supervisor will question what you will need to do when a real crisis hits and extra hours a required to deliver the big project.

Reading

Outside of the office, read everything you can find about: the company, the leadership, the market, the competition, the products and anything else in professional journals to keep you at least one step ahead of your peers in the office. You will quickly be viewed as an indispensable expert.

New jobs are a challenge to anyone whether young or older, experienced or freshly minted MBA. What one does in the new office environment during the first thirty days sets the tone for the entire time in that office and with that company. While there is no easy road to success, following these points will go a long way to creating the image that supervisors and senior executives look for to identify those on the “fast track” to promotion, more responsibility and increased compensation.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com/

What Large Corporations Can Learn From Small Businesses

Read any business magazine or newspaper and what you will see are stories about large corporations and their executives. What you will not see, except in a few specialized journals, are stories about small businesses. There are many things that large corporations can learn from small businesses.

Sales

Everyone is in sales. Most large corporations have sales organizations with sales managers and executives. They also have extensive sales processes and infrastructure. The key for a small business is that it is up to everyone to sell. All the time and regardless of role.

Customers

Customers are the beginning and the end and everything in between for small businesses. Somehow large corporations lose sight of that fact. They create special, complex and inflexible points for touching new and existing customers. In a small business, everything is about the customer. Part of that includes making things as easy for the customer as possible.

Planning

Large corporations are not the only businesses that do planning. I have yet to meet a small business owner who does not have a business plan on their desk on in their brief case. The difference is that in a large corporation they are organizations that handle business planning. And there are designated people in each organization who do the business planning. In a small business, business planning is above and beyond the “day job” of the business. And all the key people are directly involved in creating the business plan.

Costs and Expenses

Large corporations are famous for saving on nickels and dimes and spending millions. They often squeeze the workers and spend money on lavish perks for executives and sales conferences. Small businesses look at every single expenditure. They view the expenses like it was each employee's own checking account. Each expense is reviewed to insure it is absolutely essential and to determine what revenue benefit it will bring to the business. Small business is not trying to keep up with the joneses but rather be as profitable and successful in their market space as they can be.

Ideas and Innovation

Large corporations have two streams for ideas. One is dubbed “research and development”. The ideas people. The scientists and professional innovators. The other is the executives. They are up their and make a lot of money. They must be smart and have great new ideas. In small businesses, the ideas of everyone count. This includes all the employees, customers, suppliers and basically anyone who touches the business. No one person, role or function has a monopoly on new and innovative ideas for growing the business and making it more successful.

Executives

In most large corporations today, the executives are well educated and have worked for many other corporations of a number of years. Some are sales people, some are financial people and some are from a professional background such as law. Most are long removed from dealing with entry level workers and their interaction with customers is at a level equal to their rank and status. The leaders of small businesses often have had other small businesses. Some have succeeded. Often others have had businesses fail. Most love building businesses and creating something from nothing. They love dealing with customers directly. And they love creating value whether it is a product or a service for the marketplace. Most small business leaders value rank and its trappings less than the satisfaction of creating jobs, satisfying customers and generating wealth. When they tire of this they sell it and create something new rather than move from the pinnacle of one enterprise to the pinnacle of another.

Large corporations do many things right. But large corporations would be well served to step back and evaluate what makes small businesses successful. Many of these traits and practices could make large corporations even more effective and less self-serving.

Job Interviews: Questions To Not Ask

Much has been written about job interviews. The literature includes what to wear, how to act, questions to ask and how to follow-up. One area that the job interview literature rarely touches on is what NOT to ask.

For today’s job hunter, whether right out of high school or college, or a seasoned veteran of the workforce, what a candidate asks speaks volumes. Some of the questions to NOT ask as outlined below including why the job candidate should not ask them.

“How long does it take to get promoted?” While this is a seemingly innocent question, it says that the candidate is already looking beyond the interview job. It also is worthless to ask because the promotion cycle for most jobs is related to a great number of variables. Wait until you are in the job to ask this one.

“When do I get to take vacation?” I you are asking this question at the interview, then you are thinking about not working rather than doing an outstanding performance in the new role. Save this question for after you have been offered the job, not for the initial interview.

“Why do some people have cubicles and others have offices”? Unless you are an interior decorator, the size and type of offices should be irrelevant during the interview process. Wait until you are in the job and find out for yourself. Also, you can stop someone in the hallway on the way FROM the job interview and ask them inconspicuously if it is important.

“Do I have to work overtime?” Asking about how many hours you have to work per day or week says that you are a clock watches. This is not what a hiring manager is looking for unless you are on the assembly line or a steel mill.

“What are the employee activities?” Even if you are an avid softball player, chess champion or bowler, this question is an interview killer. It says you are more interested in the activities than working hard and moving up the ladder. Again, wait until after you are hired or asked someone in the hallway after the interview.

“Can I work from home?” While this seems like very good and important questions, new employees need to understand the politics, faces, dynamics and tempo of the office. They cannot learn these things from home. The hiring manager is looking for someone who will be right there, working and soaking up the office dynamics to help her become more successful.

“Will the company pay for me to go to graduate school in (underwater basket weaving, ethno musicology, Greek literature, etc.)?” I asked this right out of college. DON’T! They want you focused on what will make you more valuable to their business. No matter how much they say they care about you, they don’t. So don’t ask – unless it is about getting an MBA.

“Are shorts, tee-shirt and flip-flops acceptable on Fridays in the summer? I plan to go to the beach house from work.” Even if this is true, do not ask it. You are not in college. Give the impression you act and dress like an adult.

“Can I use my company computer for video games?” Even though many if not most employees use their company computer for non-company purposes, do not ask about it during an interview. It shows a lack of maturity and business sense.

“What is the cafeteria like?” This does not matter unless you are in a catering firm. For other companies, the answer will be a lie anyway.

“Where can I shop around here?” The hiring manager does not want you thinking about shopping, he wants you thinking about working. This gives him visions of preparing for a board meeting and you are out at the gap trying on new jeans.

“How do you like working here?” Similar to the cafeteria question, even for catering companies. Only ask if you want to here a lie.

“What is the dating scene here like?” Only ask if the hiring manager is the same age and sex. Even then, this is not an appropriate interview question. Work is for work, not for dating and a social life.

“What is the social life like?” Looking for a job is looking for a job. Do not look for or ask about the social benefits of the job. Again, the boss will have visions of you blowing out at 5PM for Happy Hour while she is working on the presentation for the board meeting the next morning.

“Do you have a substance abuse policy?” If you ask this, you might as well bring a bottle and a joint with you to the interview. Most employers do have a substance abuse policy. If this is important to you check on their web site BEFORE the interview.

While some of the questions outlined above may seem naïve, I have heard every one of them during screening and hiring interviews. Think about what you ask. Always ask questions, but if you are not sure, talk to a friend, mentor, professor or even parent first. Your questions tell more about you than your responses to the questions asked by the hiring manager.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
His web site is: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com

The Perfect Interview Suit

Most men today hate wearing suits. There are two reasons for this. Many men grew up wearing jeans, t-shirts and running shoes. As such, any “dress” clothes seem uncomfortable to them. Secondly, men who wore “dress” clothes from time to time in their youth wore poorly constructed, poorly fitted suits, jackets and trousers made out of inexpensive materials. The perfect interview suit must fit right, be the correct color, the proper fabric and feel comfortable.

The Cut.

There are two acceptable cuts for men’s suits. These are the traditional European cut which is a bit fitted and the classic American cut which is looser and more boxy. Both cuts are available today in two or three-button jackets (never wear one or four buttons). The American suit is usually more traditional looking. The European suit is more fitted and looks tailored. While I like and wear double breasted suits, they are not appropriate for interviews – even with law firms or the State Department.

The Right Color.

There are two colors that are acceptable for men’s suits: dark blue and gray. The blue is navy blue. Grays in dark (or charcoal) and medium are fine. Light gray is questionable for interviews. The suits can be solid, pin stripe or chalk stripe. Regardless, they should look classic and muted – not like those worn by race track enthusiasts or mob bosses.

Fabric.

The best fabric is year round weight 100% wool. In the dead of winter heavier wool is acceptable. Summer weight wool or even poplin (dressy cotton) can be work in late June, July and August. A very small percentage of polyester is acceptable for strength. The fabric should not shine or have a patterned texture.

The Right (Comfortable) Fit.

For a man’s jacket to fit properly in must be the right size and cut. Also, it must be tailored to adjust it in various places. Try on suit jackets until you find one that is comfortable in the back, chest and shoulders with the top (if two button) or middle (if three button) button closed. The fingers should be able to just curl under the hem (bottom) of the jacket if it is the right length. You MUST wear a dress shirt to try on a suit jacket. A polo or tee-shirt will not do. If the jacket fits properly in the chest, shoulders and back (look at the 3-way mirror in the dressing room), now try on the trousers.

Trousers whether plain front or pleated front need to fit in the waist, crotch and the seat. The length will need to be tailored. If the pockets pull, the trousers are too small. If the pants droop much below the belly button, then the wait is too big. You need a dress belt and dress shoes to wear when trying on the suit trousers (not running shoes!). More on that below.

Tailoring.

The suit jacket should be tailored in several areas. The back should not have a bubble, wrinkle or hump. The collar (or "cape") and lapels should lie flat and not "wing out". The sleeves should EACH be measured from the tip of the thumb. Whether to show some cuff shows is a matter of personal taste. I prefer to show a little shirt cuff. Nothing else on the suit jacket should need to be tailored if it is the right size and cut.

The trousers must fit at the waist. Try them on with a dress belt. They also must fit at the seat. Try to sit in them unless you stand all day. They should not pull in the front. The length of the trousers is important. Dress shoes are necessary to get the proper fit. Running shoes or flip-flops are not to be worn when getting fitted for an interview suit. Some men prefer the trousers to just touch the top of the shoes with NO break (think of a dent in the front crease). This looks best with cuffs on the trousers. Some men like to have a slight break in the front of the trousers. This looks best with a plain hem and no cuffs. It is a matter of personal choice and style. Too big a break looks sloppy and says the suit is cheap or does not fit right.

After Tailoring.

After the tailoring is complete, try on the entire suit with a dress shirt and shoes again. Make sure it has been pressed. Try on the jacket and trousers. Look at them in the 3-way mirror. Then take off the jacket and look at the trousers front and back. If you see any wrinkles, bags or pulls or if the sleeves or legs are uneven have the tailor mark it again and have the suit sent back for additional adjustments. When trying it on again, remember the dress shirt and shoes too.

A properly tailored suit in the right cut, color and fabric when matched with a crisp dress shirt, a traditional patterned or striped tied, conservative belt and well-shined dress shoes project an image that says all the right things about the candidate at any interview. Confident, resume in hand, the rest is up to you!

George F. Franks, III is the founder and CEO of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation. George can be reached at: gfranks@franksconsultinggroup.com Franks Consulting Group is on the web at: http://franksconsultinggroup.com George's weblog is: http://consultingandcoaching.blogspot.com

What CEOs Can Learn from the Great Leaders of History

When you look around the corporate landscape today, you see plenty of highly paid CEOs and other top executives. These men and women are obviously all smart, hard working and powerful. But do they have the key leadership attributes of the greatest men and women in history?

Broadly educated. The greatest men and women in history were often self-educated. But they were also continuously self-educated. Those who were formally educated generally were not specialists in one area of field but were broadly and liberally educated in a number of areas from languages to sciences to history and literature. Today, more often than not, the women and men who lead the largest corporations in the world are engineers, accountants and MBAs as opposed to liberally educated people.

Singular focus. The greatest women and men in history often were singular in their focus whether it was political success, military victory, building a business empire or leading a great cause. These great people fought the odds and popular opinion over and over again to achieve success in their area of focus. Today’s leaders often jump from venture to venture and corporation to corporation. They put a quick fix in place and move on to the next high paying challenge. While there are exceptions, this model had become increasingly common.

Selfless. Historically, some of the greatest women and men have put their cause or their mission far ahead of their personal wealth and stature. They were by definition “selfless” – they did whatever it took to achieve their goal or mission. In many cases, they did in the long run become rich and famous. But this was often an end result and not a goal in and of itself. Today, it is not uncommon for corporate and other business leaders to pursue the goal of fame and fortune for those ends alone rather than passion for a cause, vision or mission.

Self-denying. Some of the greatest people in history have denied themselves food, sleep, family, friends, hobbies, home comforts and more to achieve their goals. While there have been exceptions, many of the greats of all time put these comforts low on their list of priorities compared to what was needed to accomplish their life goals and missions. How man corporate CEOs do we see today giving up anything – except maybe sleep. Generally speaking, they seem to want – no demand – that they have it all. And have it all now. How very different from the majority of the greats in the past.

Lead from the front. Whether in politics, military, social causes or business, the greats of the past lead by example. They lead from the front. This exposed them to the greatest danger, the greatest criticism and the greatest exposure to the negative effects of pursuing their goals or causes. Today, at the height of political correctness, CEOs and other corporate leaders do not take a step without the counsel of the public relations, security, legal, shareholder affairs and finance teams. And even then, most are timid to make statements much less to take bold actions visible to their employees and their customers.

People first. Leaders of the past went through subordinates as often if not more so than the leaders of today. What differed was that loyalty was often rewarded. Good and great leaders always brought in the best to serve under them in all capacities and levels. They wanted only the best – people stronger, smarter, and more capable than themselves to further their causes, armies, companies and other ventures. This multiplied their personal effectiveness. When there people failed or otherwise fell by the wayside, the leaders found other roles and places for their fallen loyalists. Today, CEOs and other top executives fear being outshined by their subordinates. Often, the only reward for loyal service is to be dismissed sooner rather than later. The most important asset is viewed as a disposable and interchangeable commodity by today’s leaders.

Over the course of history, great women and men have accomplished amazing things. Their achievements have resulting from: seeking a broad and continuing education (learning), singular focus, being selfless, denying themselves to achieve their goals and missions, leading boldly from the front and selecting the best people and putting them first. While corporations of today are generating great wealth under the leadership of their CEOs, they could perform exponentially better in the short and long term under leaders who followed and applied the same principals as the greatest men and women over the centuries.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation.
Franks Consulting Group can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com

Effective Interview Questions for Hiring Managers

A lot of attention is paid to skills for job candidates including how to act, dress, the right questions to ask – and not to ask. Less attention is given to the right kinds of questions for hiring managers to ask. While it is usually clear what the hiring manager SHOULD NOT AND CAN NOT ask, little notice is given to the right key questions. One of the most important things any executive or manager can do is to hire the best people. As resume is only part of the story. Asking and getting responses to tough and probing questions is essential to eliminating the wrong candidates and identifying the right ones.

TELL ME A BIT ABOUT YOUR PROFESSIONAL BACKGROUND? Resume in hand, this is an opportunity to screen the candidate even if you or human resources has already done so over the phone. The key is two fold. First, to insure that what is of interest in the resume is addressed by the candidate. Second, to observe the candidate’s poise, presence, tone, self-confidence, manner and body language. How would this person come across to your boss, your boss’s boss and to your top customers?

TELL ME ABOUT YOUR EDUCATION? A chance to see if what jumped out (or did not) to you is highlighted by the candidate. Is the story consistent? A follow-on question if a younger candidate can be about favorite course and why or least favorite course and why. This is another chance to evaluate demeanor, tone and body language.

WHY ARE YOU INTERESTED IN XYZ COMPANY? This is an opportunity to see if the candidate did their homework about the company. If they are serious, they will tell clearly and concisely about the elements of the company that appeal to them enough to want to work there. If they are vague in response to this question, it is not a good sign about how serious they are about the position.

WHAT ARE YOUR GREATEST STRENGTHS? While this question has been asked for years, it speaks volumes about what is important to the candidate and what the candidate thinks is important to the Company AKA the hiring manager. This question can trigger some much exaggerated body language and eye contact.

WHAT IS AN AREA OF DEVELOPMENT FOR YOU? This is a variation on the STRENGTHS question. This is often less comfortable. People like to talk about their strengths, not their weaknesses. That makes this question all the more important and telling to the hiring manager. The key here is candor, professionalism and composure on the part of the candidate.

READ THE JOB DESCRIPTION (do not paraphrase).

WHY DO YOU THINK YOU ARE THE IDEAL CANDIDATE FOR THIS POSITION? There is a happy medium between boasting and modesty. That is what the hiring manager is looking for here. It is also another opportunity for the candidate to recap their skills and experience and relate them specifically to the open position. Look for two or three key points in response to this question.

WHERE DO YOU WANT TO BE IN FIVE YEARS? This can be a killer question. I know, I was way too honest on this one in my youth. The proper answer should be honest, thoughtful, realistic and to the benefit of the company. If the candidate wants a free education and then go on their own or to be the CEO or to be lying on the beach, that’s the end of the interview.

IF YOU WERE IN THIS JOB TOMORROW, WHAT ARE THE FIRST THINGS YOU WOULD DO AND IN WHAT PRIORITY? This tells the hiring manager whether the candidate has some understanding of the Company’s mission, vision and values. It tells whether they understand the basic functions related to the job. It also gives the candidate an opportunity to show off their initiative while at the same time testing their sense of workplace reality.

WHAT QUESTIONS DO YOU HAVE FOR ME? This can be the most telling question of all. It again gives the candidate an opportunity to show what they know about the Company. It is open and allow for probing and creative questions. It also let you know what is important to the candidate – such as “when can I start taking vacation?” (WRONG question!).

WHEN CAN YOU START? Even if you do not make a job offer (which is RARELY done during the interview), it is always important to know the job candidate’s availability, whether they are currently working, whether they have another job in the wings or are just fishing.

While the questions a hiring manager can and should ask a job candidate are nearly endless, the right questions are essential. By asking these questions every time, the hiring manager will get better at interviewing and will ultimately hire the best candidates for each job.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
You can contact Franks Consulting Group at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com

Coaches versus Bosses

In business and other organizations today we use the terms “boss” or supervisor and “coach” interchangeably. The fact is that there is a world of difference between a boss and a coach. Even if you work on an assembly line, dig ditches by the highway or push paper at the DMV, a coach is preferable to a boss. Here is why.

The boss. There are several key characteristics to the boss.

A boss manages up not down. Bosses look to please their bosses rather than gain the support, admiration and trust of those who work for them.

A boss leads by telling rather than doing. Bosses view themselves as above the fray. They look to those below them to do all the real work. They see themselves as above getting their hands dirty.

A boss worries about his job first. Bosses doing everything they can to protect their own jobs. They use their people as buffers and shields. They would rather lay-off everything below them before they put their own jobs at risk.

A boss listens to those above them and passes the word, selectively to the people who work for them. They see the world from a top down perspective and management it accordingly.

A boss needs to control. Whether it is the flow of paper, calls, e-mails, request or meetings, bosses want and desire everything to go through them. Control is central to their being.

A boss hires people less capable than himself or herself. Bosses fear having an underling outshine them in any way or getting promoted to their level or – heaven forbid – above them.

Finally, a boss limits the training and development of the people under him or her. Bosses want only the most necessary technical or administration training for their people. Development is foreign to the boss.

The coach. There are several essential characteristics to a coach.

A coach manages from bottom to top. In fact, coaches really do not even think in terms of people below and above them. Coaches work to get the most out of the people on their “team” by listening to and working with them to achieve their common goals and objectives together.

A coach takes care of the members of the team first. Rather than worrying about their own job, coaches make sure the members of their team have what they need to be successful. Part of that means serving as a buffer to any force reductions or layoffs, so the members of the team can focus on doing the best job they can every single day. Without a team, there is no need for a coach.

A coach listens to the members of the team. While a lot may come down from above, the coach provides open access to information to all members of the team. Coaches listen to team members as individuals and as a group. Effective coaches take input from the team and apply it as appropriate or pass it to their own coaches depending on the issue and the need.

A coach uses control as a tool selectively. Coaches allow a free flow of information without feeling the need to be traffic cops. They are not threatened by members of their team talking to their own coach or their coach’s coach. By being honest and candid, they tell it like it is to their team and they expect the same in return.

A coach hires the best players they can afford within their budget. Their only fear is hiring someone who is only as good as them. Coaches want and need the best talent on their team. They see an important part of the role as coaches is scouting and hiring the best of the best.

A coach ranks training and development as a top priority. Once coaches hire the best, the mold them to make them even better. Nothing is more gratifying to a coach than seeing their people advance to ever greater heights. They see it not as a threat but as the greatest compliment.

Unfortunately in the workplace of 2006, even though we have been talking about “coaches” rather than “bosses” for almost two decades, they day-to-day behavior reflects an abundance of bosses. It is up to every executive, manager and supervisor to take steps each day to insure they are applying the traits of a coach rather than a boss to make their own team more effective and successful.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the Interntaional Coach Federation.
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com

What the Military Does Right: Lessons for Business

The military whether in the U.S. or any other country comes under constant scrutiny and criticism for what it does wrong. This is true both when at war, when at peace and when preparing for conflict. Beneath the weapons, the camouflage and the rigid tradition-bound hierarchy there are many things the military does right. These can serve as examples for businesses and organizations of all sizes.

Accept only the best people. In spite of the recent controversy about U.S. Army recruiting not meeting goals, the military is always looking for the best men and women for their enlisted ranks and their officer corps. Standards, while they may be modified from time to time, are very high.

Training. New recruits. New enlisted personnel and new officers go through extensive training. While it differs from service to service, the training breaks men and women down to their raw attributes and skills and builds them up into the mold of the ideal soldier, sailor, airman or marine. This is only the first step of a continuous cycle or training.

Standards. Clear standards for are established for every role, job and function. This applies to both performance in the job and promotion to the next level. There is no guessing about roles – they are spelled out clearly. Performance is measured against established and documented standards for each function and role. Thus the guessing of what is expected is eliminated.

Promotion from within. Whether it is from enlisted ranks to specialties and non-commissioned officers or from lowest ranking officers to higher levels of pay and responsibility, promotions are made among the best performers and the most qualified in each area and function. Of course these are based on the “needs of the service”, but that is realistic to expect in any endeavor. This creates incentives for all to advance. Those who do not measure up and are not promoted are not retained – it is up or out.

Career paths. Every jobs, role and function has a career path. Whatever job one does, there are paths for advancement that include additional jobs, functions, training and education. These are all clearly spelled out. There are not vagaries of “where do I go from here”. Also, if one wants to change jobs, skills or functions, there are processes and mechanisms which spell that out too.

Performance management. Clear objectives, required performance reviews and promotion, pay and privileges based on these are essential to the military. What one does every day and how it is done is measured against established goals and objectives. Performance reviews are not optional. They are an essential part of the career management process for every single enlisted person and officer from Private to General, from Seaman to Admiral without exception.

More training. Training is on-going for every job, role and function. And advancing to the next level is often dependant on completing training with a performance threshold or completing additional education. Education and training are continuous and integral to advancement and performance evaluations.

Selfless. While it is unlikely that a business or organization person is going to put their life on the line for their co-workers or for a customer, it is something to consider. In the military, the team is valued over the individual. All efforts are toward making the team and unit successful in completing the mission. The enemy can be thought of as the competition. All must be done to defeat the enemy in the military. In business, all must be done to beat the competition through a selfless commitment to the customer and the team. The mission is above all.

Leadership. The military invests heavily in imbuing leadership at all levels of the organization. This goes beyond formal training to include mentoring and development for enlisted personnel and officers. In business, leadership is often an afterthought. Various management styles from effective to abusive are accepted without much thought to development or mentorship. The military model is based around the importance of effective and consistent leadership.

Longevity. How many CEOs are brought in from on company to run another? From one industry to another? This has become the rule not the exception. The military rewards longevity without rewarding mediocrity. The longevity is tied to performance. Only the best of the best rise in the ranks and remain. While it is unlikely that businesses today will adopt this element of the military model, it does have merit.

The military is often the butt of jokes and viewed as the ultimate in inefficiency. In reality, businesses organizations of all sizes can learn from the things that the military does every day enable it to better accomplish its mission through its people.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
George can be reached at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com

From Service Excellence to Premium Prices

My friend Melissa related a story to my other day. I asked her why she goes to a local hardware store that is more expensive for whatever she buys there than the hardware mega-stores. Her response both surprised and interested. Melissa stated that unless she knows exactly what she wants, she will go to the local hardware store even though it is more expensive. She went on to say that at the local hardware store there were plenty of people to answer her questions and that they were very knowledgeable. At the mega-hardware stores, she said she can never find anyone to help her and when she does, they usually are not able to answer her questions. For customer services people who were available and knowledgeable she said she was willing to pay more than she would at the mega-stores.

This got me thinking about premium pricing and service. Not the over the phone service. That is a whole other topic. But about face-to-face service in the areas of retail, food service, hospitality, personal services and financial/professional services. These are all areas where in spite of the mantra of “excellence” and “quality” the levels of services have spiraled downward over the past several years. This begs the question, what does it take to truly have excellence in the face-to-face service and only then have the ability to premium price.

The best people. This is a bit of chicken and egg. If people are paid minimum wage, are given no benefits, provided little or no training and given no development or career path then employers get what they pay for. That translates to poor service, bad attitudes, staff that is not knowledgeable and constant turnover. What does it take then to get the best people in any service industry or field?

Pay. Full time people should be paid a living wage. But if the wage is at this level, then the performance expectations and the criteria for employment must match.

Benefits. Full time people after an initial period of time (often six months) should be given a package of benefits. It is not unreasonable to include in this: medical and dental insurance, vacation, retirement savings plan and incentives for longevity and performance.

Training. The U.S. Government spends a significant portion of the defense budget on training. Men and women who protect and defend the country need the best and the most current training available. They need to know their jobs inside and out. Is there any reason why this should not be the case with any individual working in a face-to-face service job. Customers are the heart and soul of any business. So why do we insult them daily by providing little or no training. And the concept of “on-the-job” training has often become the only training. Training is a key area to improving service and retaining the best people.

Development. Most individuals not only want to learn, they want to grow. Whether it is expanding a current jobs or development toward a different or bigger job, professional growth is essential. Anyone looking at doing the same tasks day-in, day-out forever can only respond by providing poor service and always looking for greener pastures.

Career path. Where do the supervisors, managers, districts managers and executives come from? If the answer is they are hired “off the street” that is the wrong answer for this challenge. As part of development, service employees need the opportunity to move both across and up in an organization no matter how small or how large. With the required training and education, anyone who does a great job should have the opportunity to move into the management ranks of a service business.

These steps are not those of a “bleeding heart liberal”. They are service industry business imperative to improve the level of face-to-face customer services. Only by providing the highest levels of service and any business expect to achieve customer loyalty and premium pricing. Otherwise, the battle for the basement will continue with service business providing rock bottom prices, accompanied by poor service, high employee turnover, dissatisfied customers and slim margins. The choice is yours.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
He can be contacted at: gfranks@franksconsutlinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com
George's weblog is: http://consultingandcoaching.blogspot.com

The Death of the Direct Sales Force

Direct sales jobs often seen as the initial proving ground for young college graduates across industries and businesses. Whether it is a product, a service, financial, pharmaceutical, industrial, consumer or advertising, direct sales forces have traditionally been the revenue engines for business. But as technology, demographics and buying behavior have changed over the past decade, there are signs that the traditional direct sales force may be going the way of the typewriter and carbon paper.

Cost. Direct sales forces are costly. They require extensive management, systems and tools, training and often office infrastructure. Additionally, they are generally paid an amount of base pay plus benefits before they get a penny of sales commission. In effect, they are usually on salary with sales commission from 25-50% of their pay. But even if they do not sell a penny of product or service, they still get their base pay, their benefits and all the expenses associated with them and their management has to be paid also.

Flexibility. Direct sales forces are inflexible. Usually they have a fixed organization structure tied either to an account or a territory. Their management is an aggregation of the same. As is their executive management. Any changes to this structure usually happen annually, if then. The same holds true to compensation plans. Direct sales forces usually have annual sales compensation plans. Yes, they do have periodic promotions, incentives and “kickers”. But these are almost always incremental (on top of) the annual sales incentive plans.

Resellers. Most companies have some level of dealers, distributors, wholesalers or manufacturer’s representatives. In most cases, these structures are above and beyond the direct sales force. They are not employees of corporation they represent. Often they are local and geographically focused. In other cases they target specifics markets or customers. Dealers, distributors and resellers are usually not corporate organization men or women. They are more entrepreneurial; customer focused and keep costs to a minimum.

Off-shoring. Whether you love or hate off-shoring, it is a fact of life for all types of businesses. Selling that does not have to be face to face – whether is a product, a service, aftermarket or upgrade can be done remotely. In many cases, the combination of catalogs, television and the internet have made it possible to do must more selling remotely rather than face-to-face. This can be done with high levels of cost and quality control too. When was the last time a direct sales team was focused on reducing costs and improving quality?

The reality. It is unlikely that the direct sales force will totally disappear from the corporate organization chart. The largest customers often demand their own account executive to serve them. But increasing, it is possible the meet the needs of customers of all sizes without a direct sales force by effectively using combinations of dealers, distributors, resellers, off shoring and utilizing the latest technology. In addition to increased sales and customer satisfaction, these distribution alternatives serve to reduce sales and overhead expenses plus increase the level of flexibility – all important steps toward being more competitive and profitable.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coach Federation.
George can be contacted at: gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at: http://franksconsultinggroup.com

Turnarounds: From the Oval Office to the Corner Office

The headlines recently have focused on how the replacement of President George W. Bush’s chief of staff may serve to salvage the President’s second term. His new chief of staff has set an agenda, made announcements and started lopping off heads, so to speak, in a very public way. This is not too different from what has happened at corporations during turnarounds. Whether looking at financial institutions, industrial companies, airlines, consumer goods companies or telecommunications giants, the visible dynamics are they same. But are they effective? Why are the characteristics of an effective turnaround process?

Identify the problem. Whether it is the White House or Burger King, measures of success should already be in place. If not, the extant of the turnaround will be bigger than anticipated. Are the right things being measured? Do they tie to the vision and the mission? Are the objectives high enough? And which are hitting the targets, which are below the targets and which are exceeding the targets? If the measures are in place, they align with the vision and mission and they targets are realistic then the focus should go to the top two or three areas where performance is below the target level.

Review the goals. For the areas below their target levels the objectives need to be reviewed. Are they market based? Are they best-in-class? Do they include stretch? Do they align with the vision and mission? Are the objectives and timeframes clear? Are they trackable and quantifiable?

Ownership. Each metric or measure of success should have an owner at a senior level. While it may send out positive signals to the press to fire a chief of staff or to Wall Street by firing the CEO or CFO, the question is – how will this impact the specific problems? If the answer is to fix everything then replacing a leader is just a gesture. Who is accountable for each metric? Did they perform? If not why? If their performance resulting in the objective not being met then they should be replaced – immediately. And remember – replace and eliminate people starting at the top and work down. Not the other way around. Again – each measurement needs to have an accountable owner at a senior level.

Action Plans. Each measurement area targeted for turnaround needs to have a specific action plan. The action plan must include deliverables, dates, a budget and dedicated resources. Doing an action plan in the margins is the same as saying that it is not important. Weekly if not daily updates to the action plan need to be developed and presented. The time frames must be aggressive. Again, the overall owner of the metric or measurement must be held accountable for results and outcomes.

Track Progress. The actual performance against the action plan or turnaround plan should be tracked and updated daily. This should be available to all team members and all members of the senior leadership. It must be visible. If the progress misses dates, misses targets, goes over budget or does not get resources, this must be visible to the team members and also to the senior leadership. It is up to both the senior leadership and the action plan team to take the steps needed to insure the action plan stays on track.

Communicate, communicate, communicate. Whether it is the White House or Continental Airlines or Bausch & Lomb, communication externally is not as much of a problem as is internal communication. The problems, the proposed solution, the measures of success, the targets and the actual performance need to be clearly communicated to internally and externally. Customers, suppliers, employees, contractors and investors all need to be on board through clear, consistent and constant communication. And the news media should not be the only conduit for this purpose. The web, conference calls, e-mails, meetings, forums, retreats and other means should all be utilized for this purpose across all the constituencies.

Celebrate. When the goal is achieved – within the project plan, within the budget, within the headcount and by the target dates should be celebrated. The achievement of the clearly communicated goals or objectives for the turnaround projects should be cause for a celebration. This is not just a gesture. This is a tool to both communicate and to reinforce the achievement of goals or goals established in the turnaround action plans. Too often a moment for celebration passes without notice and it is on to the next crises. This is demoralizing for all parties involved in the turnaround initiative.

Raise the bar. With the achievement of the turn around plan it is time to reevaluate the measures, the objectives and actual performance in light of the vision and the mission. This must be a continuous process. Raising the bar – always striving to perform better – should become a way of life for any institution that wants to move beyond a turnaround and to ever improving performance excellence.

Turnarounds have become a cliché. The White House, corporate America and educational institutions at all levels talk about turnarounds. The steps to achieve a turnaround are common regardless of the institution or organization. The investments of discipline, focus and energy required to achieve a turnaround result in consistently higher levels of performance that align with the institution’s vision and mission.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. George can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com

Interview Shoes: The Right Styles for Men and Women

Interview attire advice often focuses on suit colors and cuts for men and whether to wear a skirt or slacks for women and the color of either. Other articles of interview attire are even more important. A case in point is shoes. For both men and women, wearing the right style and type of shoes can often serve as the most important and most visible item of interview attire.

For Men

For men there are four types of shoes that are acceptable for interviews. There are from most to least formal: the black oxford shoe, the black brogue shoe, the black tassel loafer and finally the black dress penny loafer. Each of these shoes has a distinct style and message. Regardless of which style of shoe is worn, they should be well maintained – meaning not scuffed or worn at the heel and highly polished.

The black leather oxford shoe. This is the classic tie shoe. It has either a plain to or a non-perforated cap toe. This is the dressiest of men’s shoes and are popular with investment bankers, government officials and other’s who must portray formality and consistency.

The black leather brogue shoe. Often described as the wing tip, this is slightly less formal than the oxford. It may be cap toed or have the wing shaped toe decoration both of which are perforated. Acceptable with suits, the brogue has been a favorite of businessmen for decades although it fell out of favor during the “casual Friday” dress down era of the 1990s.

The black leather tassel loafer. The tassel loafer has been around for decades. Once classified as Ivey League or preppy, it is now a business staple. It is a loafer with stitching around the toe and a pair of leather tassels. The shoe is not as formal as either the oxford or the brogue but is acceptable with business suits in all but the most formal and tradition bound professions.

The black leather penny loafer. This is not a casual loafer with the big “beef roll” and the rough hand stitching around the toe. The penny loafer for dress is more refined in cut and stitching. It looks like and is a dress shoe. The least formal of the business shoe styles, it is sleek and clean and works with suits for all but the most formal occasions.

What kinds of men’s shoes to avoid for interviews? First, the heavy soled and big toed lace and slip-on shoes popular with younger men should be avoided. Even if they say they are dress shoes, they say all the wrong things about one. Secondly, avoid casual shoes such as weekend loafers or other very casual shoes with leather, rubber or plastics soles. Finally, avoid trendy shoes. If attracted to a pair of shoes that would look great on the dance floor at a club or at a wild party, keep them for those events. Do no wear them to an interview. Trendy is not an interview look unless you are a fashion designer or in the arts.

The right kinds of shoes are available at stores and on-line. The most popular traditional interview shoes are sold by: Church’s Shoes (English design, very traditional), Alden (American and very traditional), Allen-Edmonds, Cole-Haan and Johnson & Murphy. Stores that carry the right kinds of shoes for interviews include: Brooks Brothers, Joseph A. Bank and Nordstrom.

For Women

While there are infinitely more styles of women’s shoes available than men’s, the styles that are appropriate for interviews are even more limited. The rules about the condition of shoes for women are the same as for men. The shoes must be in top condition and well maintained if not new. While all the colors for men included black and black, there are more possibilities fro women. While black and navy are safe bets 95% of the time. Other colors are OK but must complement the suit or outfit and should match the purse or handbag too. Avoid light colored shoes for interview and never wear white shoes to an interview unless it is for a nursing position. If brown, dark shades are best. Avoid suede and never wear shoes that have metallic sparkle, glitter or sequins for an interview (or for business ever).

The styles of shoes that are appropriate for women to wear for interviews fall into four categories: classic leather pump with a heel, the leather sling back style with a heel, the classic leather Mary Jane style shoe with a heel, the flat or ballet style shoe in leather. All should be leather. All should be well maintained and worn with neutral colored stockings or pantyhose regardless of the season or temperature (or knee highs if work with slacks).

The leather pump. Heel heights and shapes vary. This is the traditional shoe for women in business. Solid color.

The leather sling back style with a heel. Again heel heights and shapes very. This shoe while very traditional has an adjustable strap rather than a closed back. The shoe is classic and in good taste but with a bit more style and is considered a bit more dressy than the plain leather pump.

The classic leather Mary Jane shoe. This is not the flat soled cloth model or even the funky thick soled model worn by teens. It is basically a leather pump in style and cut with a thin strap ending in an adjustable buckle across the instep. Better with skirts than with slacks.

The flat or ballet style shoe in leather. This kind of shoe if made of fine leather and in a traditional cut is classic, flattering and is worn by women of all heights. But it is favored by very tall and strangely enough, very short women. It may be plain or decorated with a discrete bit of gold metal or grosgrain bow at the toe. The casual ballet slipper style in fabric, needlepoint or less dressy leather should be saved for wear with jeans or khakis.

What shoes are not appropriate for women to wear to interviews? Frankly, everything else unless the interview is not for business, non-profits or one of the professions. Anything in unnatural colors or with sparkles or anything novel just will not do. Flip flops are a no always. As are sandals. Big, clunky shoes are for teenagers or weekends. Loafers are for khakis and weekends. Tie shoes are not appropriate for women in business unless running an art gallery or a church order. Finally, strappy, very high heeled shoes should be left for weekends and never for work. Forget what they say in “Sex and the City”.

Women’s interview shoes are available at many women’s stores, shoe stores and department stores. The list is really too long to do justice here. Some of the more traditional sources are: Cole Haan, Talbots, Nordstrom, Lord and Taylor and Brooks Brothers plus the some of the designers who offer quality shoes in more classic styles.

Shoes speak volumes about a person. This is never truer than in an interview environment. Make sure the shoes that you wear say all the right things. While they will not guarantee a job, the will not be an obstacle if the points outlined above are observed.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coaching Federation. George can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com

Questions Every Job Candidate Should Ask

Job interviews are often viewed as a one-sided experience. This should not be the case. A job interview is an opportunity for the job candidate to learn as much as possible about not only the specific job they are interviewing for but also about other important factors about the company or organizations with which they are interviewing. While some of the questions recommended for the candidate may seem to be common sense, there are a number of job candidates who are either too nervous, shy or afraid to raise these critical questions.

What is the work environment? This question, while broad, can cover everything from the formality of an office to the physical layout of the work space. Depending on while both of these areas are important, the former one is of great interest to manner younger job candidates while the latter one is of more interest to more senior job seekers.

What are the opportunities for development? This question gets to the issue of how much the company or organization values their people. Specifically, the response should address formal training and development programs including opportunities for academic and professional coursework. Those interested in professional degrees or on-going education must clearly follow-up on the response to the question if it does not address those areas. An additional area of inquiry is the selection process for future executives and other leaders. What is the process and how does it work.

How much travel is anticipated and what type? Some people crave travel. Other people hate travel. The job candidate needs to know up front how much travel is anticipated and what kind. Some businesses put travel in percentages: 25%, 50%, 75%? What kind of travel? Is it local? Cross country? International? Will it require being away over weekend? Unless you are committed to working 7x24, these questions are very important.

What is the policy toward telecommuting? Speaking of working 7x24, it is important to ask about the home office policy. This may be very important or not important to the candidate at present, but it is something that should be known up front. Whether due to a personal situation or bad weather, everyone wants to work from home occasionally. And it is essential to know about front about the potential employer’s policy toward home office work.

What is the opportunity for advancement in this position and what is the career track? While fewer if any companies or organizations guarantee careers or any kind of job security, most do surprisingly have career maps for each of the jobs in the company or organization. Often but not always, these are tied to the organization chart. Is the next step from the job a lateral position? If so, what? Is it a promotion? If so, what are the responsibilities? Do these require relocation? If so, what are the possibilities? These questions are not out of line. It is appropriate to think 3-5 years ahead while interview for the first or next position.

What are the expected work hours? Again, this may seem like a naïve question but it is an important one. When does the work day start? When does the work day end? Is there overtime pay for anything over that? What about weekends? If so, how often? One more time…unless you are willing to work 7X24 for your base pay it is critical to ask these questions during the interview.

What are the benefits with the position? This should be an up front question not an after accepting the job question. Benefits whether extensive or meager are part of the total compensation package (salary, bonus, any other incentives such as stock or options and all benefits). What is included? What does the employee have to contribute? When do they start? Which are included and which are optional? Which are most used by employees? Least used and why? This is one more case where the questions are either not asked or asked AFTER the job offer has been made.

What is the cash compensation? While more and more hiring managers and human resources managers get this question out of the way up front, it is a critical question. This encompasses base pay, bonus and other incentives excluding benefits. Related questions include: what are raises based on and how often? What is a typical raise? Does everyone get a raise? What are bonuses based on? Did everyone get a bonus last year? If not, why? Are options available for this position? While these questions sometimes are answered up front, they should be the last questions discussed once the others are out of the way. They are important, but they may not be the most important questions for most job candidates.

Finally, get the phone number and e-mail addresses of each of the people who interview you. If you do not get to ask all of these questions during the interview process, you need to follow-up with them to get the answers. A follow-up call or e-mail is often as important as the follow-up thank you letter or e-mail which is mandatory for all candidates.

Job interviews can be fun and they can be terrifying. They are an opportunity for the company or organization to see if the candidate is a fit for their open position. But equally important, it is an opportunity for the job candidate to find out if the company or organization is a fit for their goals, attitudes and life-style.

George F. Franks, III is the founder and CEO of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. He can be contacted at gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com