It may be hard to stay focused and motivated when the economy is down, layoffs are in the news daily and all we hear is about higher prices and fewer jobs. What is the answer?
• Whether you work for someone else or yourself, treat every day as a new adventure.
• If you work for someone else, make sure that you have a clear job description, performance objectives, your last performance appraisal and an updated resume.
• If you work for yourself, make sure you have a clear business plan with specific performance objectives (not just financial), a list of accomplishments from the past three years and an updated resume.
• Make a list of how you spend your time during one week. Anything that is not helping you achieve your performance objectives or business plan, stop doing it.
• Forget the "four hour work week". Start working earlier and stay later whether you work for yourself or someone else. And do not use the extra time to just catch-up on e-mail.
• Cut your time doing e-mail in half. Regardless of when you do it. Spend that time on customers and professional networking.
• Speaking of networking, make sure you attend at least four professional networking functions (formal or informal) every month. If you work for someone else, these must be external to your company or employer.
• Follow-up with former bosses, co-workers, college and graduate school contacts and others. Make sure people know who you are, where you are and what your are currently doing professionally. And always make sure you offer to help others if they are looking for a job.
• Whatever time you spend talking to or meeting with customers – double it. Only customers pay the bills whether you work for yourself or someone else.
• Finally, whatever you are saving for a rainy day – double it. Cut back where you can. You should have enough money put aside – beyond college funds and retirement – to live for SIX MONTHS without a steady paycheck. This may sound exaggerated but it is essential.
Economic downturns come and they go. This one may be worse the after the “dot com” bubble burst in 2001. Maybe it will not be. Either way, you need to take the steps NOW to insure you are marketable whether you lose your job – or your business – or not.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland-based management consulting and leadership coaching practice. Franks Consulting Group's clients include businesses, associations, non-profit organizations and individual leaders. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com.
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Franks Consulting Group's free quarterly e-zine on career and leadership topics is at:
http://careerandleaderhip.com
Friday, March 28, 2008
Sunday, March 09, 2008
The Death of Telecommuting
Much has been written over the past several months about the pending death of telecommuting. Companies and their management have been taking steps to reduce if not totally curtail telecommuting by employees across the USA. The move is not limited to any one market, sector or industry. At the same time, employees fear more and more that being “out of sight” will also lead to their being prime candidates for lay-offs as the economy continues to flounder. Is this the death of telecommuting or should companies and employees continue to promote it and why?
History
Three big reasons drove telecommuting going back to the early 1990s. The first was to reduce traffic congestion and pollution. In many cases this was a mandate by state, county and local governments to the largest employers. One of my former companies, AT&T, was in the vanguard for this very reason. Secondly, companies were looking to reduce overhead. Telecommuting mean less office space, lower overheads...and a healthier bottom line. Finally, in the battle for the best and the brightest, companies used telecommuting as benefit to new and younger employees – just like “casual Fridays” and eventually casual working environments.
A New Supervisory Dilemma
Most executives, middle management and supervisors learned their craft under the watchful gaze of their bosses over the years. They managed, to a large degree as they had been managed. Perhaps with the exception of sales people and service people “in the field” (with customers), most employees sat in offices for company locations near their supervisors. Meetings and daily face-to-face interaction were a way of life. With telecommuting, all of this changed – much to the discomfort of most bosses at all levels. All of a sudden their employees were working from home rather than the office. Meetings became conference calls. Team meetings were often quarterly, if that often. Globalization and remote or virtual “teams” added to the complexity of the situation.
Benefits
In addition to reducing pollution, reducing overheads and improving employee satisfaction, most studies about telecommuting found that employees working from home actually worked MORE than when they worked from an office. Additionally, they had fewer “sick days” and they had higher satisfaction levels with the companies. Higher satisfaction often translated into lower turnover – further reducing costs (hiring and training).
The “Bad Apples”
As with any benefit or privilege, some employees took advantage of telecommuting. They used it as an opportunity to avoid daycare for children (often against company policy). They used telecommuting as a chance to run a home business in addition to their regular job – and on company time if not resources. Employees spend hours shopping on-line, looking at porn or just doing as little as possible until they had a “deliverable” to the boss. Finally, some employees used telecommuting as an excuse to withdraw from their company culture – not meeting co-workers, only communicating with their boss as required and rarely showing up in the office.
The Answer
The ideal answer for any company is to not “throw out the baby with the bathwater”. They can continue to reduce pollution, keep overheads low and maintain high levels of satisfaction. It is up to bosses to be clear about telecommuting rules and responsibilities. These are sometimes called “telecommuting agreements”. One example is coming into the office one day per week and to participate in essential meetings and conference calls. Employees too have responsibilities. Maintaining “face time” with their supervisors, delivering on all performance objectives and building a professional network within and beyond the company environment are all essential. Additionally, many employees schedule weekly or monthly updates with their supervisors to review roles, responsibilities, project status, quality of deliverables and priorities. These meetings produce dividends for both the supervisor – at any level – and the employee.
Telecommuting is not yet dead. But unless companies and employees step up to the challenges and needs created by telecommuting, it may soon go the way of manual typing pools and company defined benefit pensions.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland-based management consulting and leadership coaching practice. Franks Consulting Group's clients include businesses, associations, non-profit organizations and individual leaders. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com.
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Franks Consulting Group's free quarterly e-zine on career and leadership topics is at:
http://careerandleaderhip.com
History
Three big reasons drove telecommuting going back to the early 1990s. The first was to reduce traffic congestion and pollution. In many cases this was a mandate by state, county and local governments to the largest employers. One of my former companies, AT&T, was in the vanguard for this very reason. Secondly, companies were looking to reduce overhead. Telecommuting mean less office space, lower overheads...and a healthier bottom line. Finally, in the battle for the best and the brightest, companies used telecommuting as benefit to new and younger employees – just like “casual Fridays” and eventually casual working environments.
A New Supervisory Dilemma
Most executives, middle management and supervisors learned their craft under the watchful gaze of their bosses over the years. They managed, to a large degree as they had been managed. Perhaps with the exception of sales people and service people “in the field” (with customers), most employees sat in offices for company locations near their supervisors. Meetings and daily face-to-face interaction were a way of life. With telecommuting, all of this changed – much to the discomfort of most bosses at all levels. All of a sudden their employees were working from home rather than the office. Meetings became conference calls. Team meetings were often quarterly, if that often. Globalization and remote or virtual “teams” added to the complexity of the situation.
Benefits
In addition to reducing pollution, reducing overheads and improving employee satisfaction, most studies about telecommuting found that employees working from home actually worked MORE than when they worked from an office. Additionally, they had fewer “sick days” and they had higher satisfaction levels with the companies. Higher satisfaction often translated into lower turnover – further reducing costs (hiring and training).
The “Bad Apples”
As with any benefit or privilege, some employees took advantage of telecommuting. They used it as an opportunity to avoid daycare for children (often against company policy). They used telecommuting as a chance to run a home business in addition to their regular job – and on company time if not resources. Employees spend hours shopping on-line, looking at porn or just doing as little as possible until they had a “deliverable” to the boss. Finally, some employees used telecommuting as an excuse to withdraw from their company culture – not meeting co-workers, only communicating with their boss as required and rarely showing up in the office.
The Answer
The ideal answer for any company is to not “throw out the baby with the bathwater”. They can continue to reduce pollution, keep overheads low and maintain high levels of satisfaction. It is up to bosses to be clear about telecommuting rules and responsibilities. These are sometimes called “telecommuting agreements”. One example is coming into the office one day per week and to participate in essential meetings and conference calls. Employees too have responsibilities. Maintaining “face time” with their supervisors, delivering on all performance objectives and building a professional network within and beyond the company environment are all essential. Additionally, many employees schedule weekly or monthly updates with their supervisors to review roles, responsibilities, project status, quality of deliverables and priorities. These meetings produce dividends for both the supervisor – at any level – and the employee.
Telecommuting is not yet dead. But unless companies and employees step up to the challenges and needs created by telecommuting, it may soon go the way of manual typing pools and company defined benefit pensions.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland-based management consulting and leadership coaching practice. Franks Consulting Group's clients include businesses, associations, non-profit organizations and individual leaders. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com.
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Franks Consulting Group's free quarterly e-zine on career and leadership topics is at:
http://careerandleaderhip.com
Friday, February 29, 2008
An Open Letter to the CEO of Sprint Nextel
News item: “SPRINT NEXTEL yesterday reported a $29.45 billion fourth-quarter loss and said legions of subscribers continue to abandon its service, many because they can't pay their bills.”
Dan Hesse who took over from Gary Forsee in late 2007 as Sprint Nextel’s CEO has the unpleasant task of presenting more bad news to Wall Street, the media and his shareholders yesterday. Hesse, a veteran of the old (versus new) AT&T, like Forsee, has more than his work cut out for him. While he has announced a number of initiatives – such as consolidating the corporate headquarters in Kansas (currently there are two headquarters locations with one in Reston, Virginia), the turn-around is not yet apparent.
Some steps this management consultant would recommend for SPRINT include:
Stop the Bleeding
Sprint is losing customers due to poor customer service AND a push in the past to offer service to customer with poor credit histories. Retraining and shifting more resources to customer service is a “no brainer”. The issue of customers with poor credit is tougher. Tightening up their standards for new customers AND cracking down on delinquent accounts NOW is essential. Hesse must drive Sprint to take the hit now rather than drag it out over time.
New Products and Offers
Sprint needs to bring in customers and listen to them. They also need to bring in “front line” sales and customer service people and gather their ideas. These efforts should produce a snap shot of customer needs and issues. These then can be prioritized with product management “SWAT Teams” charged to develop new products and offers for maximum market impact.
Resources
The majority of resources should be focused on generating revenue. As such, a top to bottom assessment should be made of all functions, roles, processes and performance results. The goal is not lay-offs or even cost reductions but rather putting most of the resources in areas where they are generating revenues or improving customer satisfaction.
Cost Cutting
Similar to new products and offers, the ideas of the employees – at all levels and across all functions is essential. Everything must be done better, faster and in a totally results-driven manner. These ideas need to be quickly gathered through “SWAT Teams” and then brought to the leadership for real time decisions and action. If there are to be lay-offs and pay freezes or reductions – the actions should begin AT THE TOP, rather than in the ranks. Leadership by example is powerful and all too rare.
Speed
The larger organizations are, the longer time they take to make decisions and then to turn the decisions into actions. Steps must be taken to focus on speed – but not at the cost of quality. The speed to market, the speed to turn decisions into actions, the speed to improve financial and other performance results all must be driven home daily at every level in the organization. Sprint is a big company. Unless they become more nimble, they will be acquired or just die a slow corporate death.
Sprint Nextel’s Dan Hesse would be well served to abandon his “old” AT&T experience and move to embrace the many things that new technology start-ups do right. The old formulas of reorganization, lay-offs of workers and other corporate shell games will not help his company go from Wall Street’s outhouse to the penthouse any time soon.
George F. Franks, III is the President of Franks Consulting Group – a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Dan Hesse who took over from Gary Forsee in late 2007 as Sprint Nextel’s CEO has the unpleasant task of presenting more bad news to Wall Street, the media and his shareholders yesterday. Hesse, a veteran of the old (versus new) AT&T, like Forsee, has more than his work cut out for him. While he has announced a number of initiatives – such as consolidating the corporate headquarters in Kansas (currently there are two headquarters locations with one in Reston, Virginia), the turn-around is not yet apparent.
Some steps this management consultant would recommend for SPRINT include:
Stop the Bleeding
Sprint is losing customers due to poor customer service AND a push in the past to offer service to customer with poor credit histories. Retraining and shifting more resources to customer service is a “no brainer”. The issue of customers with poor credit is tougher. Tightening up their standards for new customers AND cracking down on delinquent accounts NOW is essential. Hesse must drive Sprint to take the hit now rather than drag it out over time.
New Products and Offers
Sprint needs to bring in customers and listen to them. They also need to bring in “front line” sales and customer service people and gather their ideas. These efforts should produce a snap shot of customer needs and issues. These then can be prioritized with product management “SWAT Teams” charged to develop new products and offers for maximum market impact.
Resources
The majority of resources should be focused on generating revenue. As such, a top to bottom assessment should be made of all functions, roles, processes and performance results. The goal is not lay-offs or even cost reductions but rather putting most of the resources in areas where they are generating revenues or improving customer satisfaction.
Cost Cutting
Similar to new products and offers, the ideas of the employees – at all levels and across all functions is essential. Everything must be done better, faster and in a totally results-driven manner. These ideas need to be quickly gathered through “SWAT Teams” and then brought to the leadership for real time decisions and action. If there are to be lay-offs and pay freezes or reductions – the actions should begin AT THE TOP, rather than in the ranks. Leadership by example is powerful and all too rare.
Speed
The larger organizations are, the longer time they take to make decisions and then to turn the decisions into actions. Steps must be taken to focus on speed – but not at the cost of quality. The speed to market, the speed to turn decisions into actions, the speed to improve financial and other performance results all must be driven home daily at every level in the organization. Sprint is a big company. Unless they become more nimble, they will be acquired or just die a slow corporate death.
Sprint Nextel’s Dan Hesse would be well served to abandon his “old” AT&T experience and move to embrace the many things that new technology start-ups do right. The old formulas of reorganization, lay-offs of workers and other corporate shell games will not help his company go from Wall Street’s outhouse to the penthouse any time soon.
George F. Franks, III is the President of Franks Consulting Group – a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Tuesday, February 26, 2008
Layoffs at Starbucks!
When one thinks of high growth, innovation and the new corporate model – one of the first names that comes to mind is Starbucks. In recent days, Starbucks has been in the news because their CEO has announced layoffs, store closings and a slower pace of growth. What – a corner without a Starbucks coffee shop? The shake-up at Starbucks can serve as a lesson for any business or organization.
Growth
The bigger a company or organization grows, the harder it is to stay true to it’s “roots”. Even if quality and image are strictly controlled – as they are with Starbucks (like McDonalds), there mentality, vision and passion of the corner start-up is difficult to maintain. Having a clear mission and staying true to that mission is essential for every location and every employee.
Core Business
When I think about Starbucks I think about coffee, maybe something to nibble with the coffee and a place to work, meet clients or read the WALL STREET JOURNAL or NEW YORK TIMES. While some people may think of it as a place to buy CDs, coffee mugs, calendars or other items, I do not. And it seems that Starbucks began to stray further from their basics. The point – stick to your knitting (your core business).
People
Starbucks is not about coffee – it is about people. People take the orders, people prepare the coffee, people keep the locations clean, and people manage what could be chaos during busy times. There people are the face of Starbucks – not the CEO and not the headquarters staff. While Starbucks has been very public about how people-oriented they are (benefits, training, respect for employees), there is a slippery slope that will be created by lay-offs. A people oriented business that lays people off and shutters locations can soon become just like any other fast food outlet or massive retail chain – cold, impersonal and full of clock watchers.
Overhead
Organizations that grow love to create new positions, new rules, and new bureaucracies and new titles (each requiring their own staffs for “support”). This is not unique to Starbucks. But every dollar that goes to overhead steals a dollar from the customer-facing resources and also from the profitability of the enterprise. Headquarters, regions, areas – each with their own functions, executives and support staffs drain the life out of any business rather than invigorate them. As a business grows, unless every function can demonstrate in some way there are generating revenue or creating value, I recommend the function either be outsourced to support business with that core competency or incremental to “line” (profit-focused) responsibilities.
Down-sizing people and locations will not be the death of Starbucks. But any business or organization can learn from downside of rapid growth as demonstrated by Starbucks. The tendency to grow quickly, lose focus, to treat employees as overhead, to build non-customer facing staffs are not unique to Starbucks. But any entrepreneur or executive with a growing business would be well served to avoid the same pitfalls.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Growth
The bigger a company or organization grows, the harder it is to stay true to it’s “roots”. Even if quality and image are strictly controlled – as they are with Starbucks (like McDonalds), there mentality, vision and passion of the corner start-up is difficult to maintain. Having a clear mission and staying true to that mission is essential for every location and every employee.
Core Business
When I think about Starbucks I think about coffee, maybe something to nibble with the coffee and a place to work, meet clients or read the WALL STREET JOURNAL or NEW YORK TIMES. While some people may think of it as a place to buy CDs, coffee mugs, calendars or other items, I do not. And it seems that Starbucks began to stray further from their basics. The point – stick to your knitting (your core business).
People
Starbucks is not about coffee – it is about people. People take the orders, people prepare the coffee, people keep the locations clean, and people manage what could be chaos during busy times. There people are the face of Starbucks – not the CEO and not the headquarters staff. While Starbucks has been very public about how people-oriented they are (benefits, training, respect for employees), there is a slippery slope that will be created by lay-offs. A people oriented business that lays people off and shutters locations can soon become just like any other fast food outlet or massive retail chain – cold, impersonal and full of clock watchers.
Overhead
Organizations that grow love to create new positions, new rules, and new bureaucracies and new titles (each requiring their own staffs for “support”). This is not unique to Starbucks. But every dollar that goes to overhead steals a dollar from the customer-facing resources and also from the profitability of the enterprise. Headquarters, regions, areas – each with their own functions, executives and support staffs drain the life out of any business rather than invigorate them. As a business grows, unless every function can demonstrate in some way there are generating revenue or creating value, I recommend the function either be outsourced to support business with that core competency or incremental to “line” (profit-focused) responsibilities.
Down-sizing people and locations will not be the death of Starbucks. But any business or organization can learn from downside of rapid growth as demonstrated by Starbucks. The tendency to grow quickly, lose focus, to treat employees as overhead, to build non-customer facing staffs are not unique to Starbucks. But any entrepreneur or executive with a growing business would be well served to avoid the same pitfalls.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Tuesday, February 19, 2008
Real Team Building
Much has been written about teams and team building over the past decade. Much of it has been either based on psychology or corporations. I have nothing against psychologists. And I myself, spent many years working for large corporations. But to understand teams and team building you need to understand what teams are, how they form and what makes them successful.
What are teams?
Teams are groups of people brought together to achieve a common goal, objective or purpose. Teams can be large. Teams can be small. Teams can be global or they can be local and co-located. Teams can be people who are all different. And teams can be people who are all of very different backgrounds. So what makes a group of individuals a team? Teams differ from groups of people in that they are brought together or they gather together to achieve a specific purpose as that group.
What do teams look like?
The very best teams have different educations, backgrounds and experiences. They come together to achieve a common purpose. They commit to subjugating their individual needs, goals and desires to those of the group. This does not mean that they do not have individual needs, goals and desires. They do. They just make them secondary to those of the group. The best teams often:
- Meet as a group face-to-face when forming.
- They have many events where they internalize their goals, objectives or purpose.
- They clearly define “success” for the group.
- They establish effective means of communications.
- They define what is common to all members versus what is specialized by individual to achieve their goals.
- They bond through socializing rituals (such as meals, activities or like events).
- They establish success rules (time lines, targets, rewards, roles, priorities, how to communicate outside of the team as examples).
- They define ways to maintain team effectiveness (future face-to-face meetings, regularly scheduled conference calls, group “touch points” and other communal activities).
What do the best teams do right?
The very best teams achieve their goal, objective or purpose through a singular focus, effective communication, flexibility, encouraging innovation by all and displaying respect for all members. Specifically they:
- Set high standards for all members and help one another achieve those standards.
- They do not tolerate those who do not carry at least their share of the “burden” (work).
- They respect input by all but do so in a crisp and disciplined manner.
- They make sure all members of the group know and have internalized the goal, purpose or objectives.
- They make sure all communication is clear, effective and timely.
- They insure that all members clearly understand all roles and responsibilities but are willing to modify them based on the needs of the group to achieve the objective.
- They do not tolerate egos based on prior performance. Every member has to earn their slot every single day.
- Members of the group treat the other members with respect and integrity. Lapses are not tolerated.
- A group mindset that “failure is not an option” is maintained from day one.
Why teams fail?
The list of reasons why teams fail is like a grocery list of human weaknesses and failings. The key reasons that teams fail include:
- Lack of a clearly defined purpose, goal or objective.
- “Team” members who spend less than 51% of their time working with the team.
- Lack of clear or timely communication.
- Team rituals (fun, awards, and other recognition) override the goal, mission or purpose as the reason for the team.
- Egos (putting self before the team rather than subordinating to the goals and needs of the team).
- Sub-elements within the team with agendas other than the goal, purpose or objective.
- Lack of respect for innovation.
- Lack of ability to change as needed (flexibility).
- Lack of integrity by any team member.
- “Failure” mentality as opposed to “success” mentality.
Many companies, organizations and other groups try to spend part of a day or a weekend together once a year to “team build”. Team building is not about a day or even a weekend. For a group to become a team and then to succeed as a team requires many elements – including time and often shared adversity – for an organization of any size. By applying the elements outlined in this article, any organization can more effectively operate at the “team” level.
George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group's clients are businesses, associations, other non-profit organizations and individual leaders. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Visit Franks Consulting Group's free quarterly career and leadership e-zine:
http://careerandleadership.com
What are teams?
Teams are groups of people brought together to achieve a common goal, objective or purpose. Teams can be large. Teams can be small. Teams can be global or they can be local and co-located. Teams can be people who are all different. And teams can be people who are all of very different backgrounds. So what makes a group of individuals a team? Teams differ from groups of people in that they are brought together or they gather together to achieve a specific purpose as that group.
What do teams look like?
The very best teams have different educations, backgrounds and experiences. They come together to achieve a common purpose. They commit to subjugating their individual needs, goals and desires to those of the group. This does not mean that they do not have individual needs, goals and desires. They do. They just make them secondary to those of the group. The best teams often:
- Meet as a group face-to-face when forming.
- They have many events where they internalize their goals, objectives or purpose.
- They clearly define “success” for the group.
- They establish effective means of communications.
- They define what is common to all members versus what is specialized by individual to achieve their goals.
- They bond through socializing rituals (such as meals, activities or like events).
- They establish success rules (time lines, targets, rewards, roles, priorities, how to communicate outside of the team as examples).
- They define ways to maintain team effectiveness (future face-to-face meetings, regularly scheduled conference calls, group “touch points” and other communal activities).
What do the best teams do right?
The very best teams achieve their goal, objective or purpose through a singular focus, effective communication, flexibility, encouraging innovation by all and displaying respect for all members. Specifically they:
- Set high standards for all members and help one another achieve those standards.
- They do not tolerate those who do not carry at least their share of the “burden” (work).
- They respect input by all but do so in a crisp and disciplined manner.
- They make sure all members of the group know and have internalized the goal, purpose or objectives.
- They make sure all communication is clear, effective and timely.
- They insure that all members clearly understand all roles and responsibilities but are willing to modify them based on the needs of the group to achieve the objective.
- They do not tolerate egos based on prior performance. Every member has to earn their slot every single day.
- Members of the group treat the other members with respect and integrity. Lapses are not tolerated.
- A group mindset that “failure is not an option” is maintained from day one.
Why teams fail?
The list of reasons why teams fail is like a grocery list of human weaknesses and failings. The key reasons that teams fail include:
- Lack of a clearly defined purpose, goal or objective.
- “Team” members who spend less than 51% of their time working with the team.
- Lack of clear or timely communication.
- Team rituals (fun, awards, and other recognition) override the goal, mission or purpose as the reason for the team.
- Egos (putting self before the team rather than subordinating to the goals and needs of the team).
- Sub-elements within the team with agendas other than the goal, purpose or objective.
- Lack of respect for innovation.
- Lack of ability to change as needed (flexibility).
- Lack of integrity by any team member.
- “Failure” mentality as opposed to “success” mentality.
Many companies, organizations and other groups try to spend part of a day or a weekend together once a year to “team build”. Team building is not about a day or even a weekend. For a group to become a team and then to succeed as a team requires many elements – including time and often shared adversity – for an organization of any size. By applying the elements outlined in this article, any organization can more effectively operate at the “team” level.
George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group's clients are businesses, associations, other non-profit organizations and individual leaders. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Visit Franks Consulting Group's free quarterly career and leadership e-zine:
http://careerandleadership.com
Thursday, February 14, 2008
The Myth of Consolidating "Headquarters"
The buzz in telecom, especially in the Washington, DC metro area, is about Sprint-Nextel closing their Reston, Virginia headquarters location and shifting the focus to Overland Park, Kansas. While Sprint-Nextel is as good a textbook case as any on how NOT to integrate two large companies following an acquisition, the issue of retaining two headquarters is of particular interest.
Why ONE headquarters location? Other than the symbolism and the potential cost savings, it is fascinating that a technology company refuses to embrace technology themselves. Some points that the current and previous Sprint-Nextel executives should have considered include:
- Executives should be out with customers, employees and investors, rather than sitting in any headquarters location.
- Technology allows for both audio and video conference calls from anywhere at anytime.
- The idea of a singe headquarters location is as archaic as castles, forts and bunkers.
- Many companies no longer have a single, sacred board room but rather meet at a location where board members can stay overnight (the outsourcing of board rooms).
- Staffs, like headquarters are now virtual. There is no reason why a CEO cannot be in Silicon Valley, the CFO in New York and the Sales and Marketing Chief be in London while their staffs, perhaps with the exception of the Executive Assistants could be anywhere globally if they are truly the best and the brightest.
- If and when “all hands” executive meetings are held, they are best held, like board meetings, at an outsourced location where all can be away from the disruptions of any office and focus on the tasks at hand.
If technology has freed executives and their staffs from being “hard wired” to their offices, it does indeed appear odd that executives still claim the need and benefits of being co-located at a “headquarters” facility.
Why ONE headquarters location? Other than the symbolism and the potential cost savings, it is fascinating that a technology company refuses to embrace technology themselves. Some points that the current and previous Sprint-Nextel executives should have considered include:
- Executives should be out with customers, employees and investors, rather than sitting in any headquarters location.
- Technology allows for both audio and video conference calls from anywhere at anytime.
- The idea of a singe headquarters location is as archaic as castles, forts and bunkers.
- Many companies no longer have a single, sacred board room but rather meet at a location where board members can stay overnight (the outsourcing of board rooms).
- Staffs, like headquarters are now virtual. There is no reason why a CEO cannot be in Silicon Valley, the CFO in New York and the Sales and Marketing Chief be in London while their staffs, perhaps with the exception of the Executive Assistants could be anywhere globally if they are truly the best and the brightest.
- If and when “all hands” executive meetings are held, they are best held, like board meetings, at an outsourced location where all can be away from the disruptions of any office and focus on the tasks at hand.
If technology has freed executives and their staffs from being “hard wired” to their offices, it does indeed appear odd that executives still claim the need and benefits of being co-located at a “headquarters” facility.
Tuesday, February 12, 2008
Business, Leadership and the Writers' Strike
The end of the writers’ strike, which brought the world of entertainment to a near standstill in the USA, brings several points to mind for managers and executives in all industries and markets.
- Understand the needs of your suppliers – both internal and external.
- While the bottom line is often shareholder value, it is essential to understand those who contribute and how they benefit the overall enterprise.
- Listen.
- If you say “no”, make sure you understand all the potential consequences.
- Never underestimate the power of any group (writers, customers, regulatory agencies, production workers, parts suppliers, etc.) to bring your business to a halt.
- Always have a “Plan B” and ideally a Plan C” too.
- Even after you say “no” be willing to negotiate.
Obviously many articles, white papers and books will be written about the writers’ strike. Perhaps even a couple of movies too. Hopefully, managers and executives beyond the world of entertainment will learn some lessons from the event.
- Understand the needs of your suppliers – both internal and external.
- While the bottom line is often shareholder value, it is essential to understand those who contribute and how they benefit the overall enterprise.
- Listen.
- If you say “no”, make sure you understand all the potential consequences.
- Never underestimate the power of any group (writers, customers, regulatory agencies, production workers, parts suppliers, etc.) to bring your business to a halt.
- Always have a “Plan B” and ideally a Plan C” too.
- Even after you say “no” be willing to negotiate.
Obviously many articles, white papers and books will be written about the writers’ strike. Perhaps even a couple of movies too. Hopefully, managers and executives beyond the world of entertainment will learn some lessons from the event.
Monday, February 11, 2008
Hire Like a NFL Team Owner
There has been a lot in the media lately about Washington Redskins owner Dan Snyder, a successful business entrepreneur, interviewing candidates for his team’s head coach position. There have been stories about the 32-day search and twenty-eight hours of interviews per candidate until Jim Zorn was selected. What are the lessons from this for hiring managers for businesses and other organizations? Take all the time you need to find the right people for your key jobs and do not delegate the time-consuming task to either the human resources department or your underlings. The interview process is only worthwhile if it allows the hiring manager to determine the following…
Skills
A resume can only tell you so much. What are the job candidate’s skills? A face-to-face, eyeball-to-eyeball interview can tell you more than all the resumes and phone calls in the world. Having the prerequisite skills, as defined by the hiring manager, is essential.
Personality
No resume can speak to a candidate’s personality. Are they passive, aggressive, rebellious, and innovative or a “yes” person? An interview with a number of questions and scenarios followed up with informal interactions, such as over a meal, can reveal quite a bit about a job candidate’s true personality. This is not something that comes out over a one hour interview with a set of “canned” questions.
Drive
What motivates a job candidate to get up in the morning and to do not only what is expected but to take the initiative? Do they have a “fire” burning inside of them? Are they motivated to give 110% every single day? Multiple interviews over a period of time will directly and indirectly reveal the answers to these important questions for any position.
Experience
Job candidates can have skills and not experience. They can even have experience but not the skills. The combination of both skills AND experience is unbeatable. Again, a resume can only tell so much. An exhaustive interview process will speak volumes in terms of real hands-on, done successfully (or perhaps learned from failing) experience in a field, functional areas or leadership position.
Attitude
It is nearly impossible to pick up on a job candidate’s attitude from a resume or even a screening telephone call. What kind of attitude will complement the organization? There is no one right answer, but attitude is important. Generally, a positive, can-do attitude is ideal. But that must be balanced with a degree of pragmatism and shrewdness for most leadership or other key positions.
Persistence
Job candidates who have had a record of success, according to their resumes or personal references may not necessarily be persistent. Some have been fortunate to have been at the right place at the right time. Those job candidates who have, time and again, demonstrated persistence are often valued by hiring managers – especially for when things get tough.
Goals
Every organization has long term and short term goals. Most, if not all, successful people have short and long term goals also. These may not be overt on a resume or through a reference. The goals of the individual and of the hiring organization must be in alignment. If they are not, then the fit will not be a good or successful one.
Weaknesses
Individuals being human have weaknesses. To determine what they are you must look beyond a resume or a phone interview. Formal and informal interviews and related exchanges and observations help to identify a job candidates weaknesses. A love of drink? A habit of gambling? Laziness? Slovenliness? Lateness? Disorganization? Or perhaps treating others badly? The list is endless. But faults and weaknesses must be identified before a candidate is hired to determine if they are contrary to the culture and needs of the organization and pressures of the position.
Style
Every successful person has their own personal style. It may be low key. It may be flashy. It may be loud. It may be introverted and analytical. Also every company culture or other organization has its own “image” or style. A good fit between individual style and an organization’s culture is not essential but tends to be beneficial (although there are exceptions). An extended face-to-face interview process is an opportunity to directly observe a candidate’s personal style.
You may not be as rich or powerful as Dan Snyder, you may not be a NFL team owner and your may not be hiring a head football coach. But you should take hiring any candidate for a position in your business or organization just a seriously as Snyder did for the Redskins. Taking the time to personally and exhaustively interview candidates for jobs will pay dividends in terms of “winning” in the increasingly competitive marketplace regardless of your industry, sector or field.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations, other non-profit organization and individual leaders. George is a member of the Institute of Management Consultants (USA), Telecom Hub and the Maryland Society of Association Executives. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Skills
A resume can only tell you so much. What are the job candidate’s skills? A face-to-face, eyeball-to-eyeball interview can tell you more than all the resumes and phone calls in the world. Having the prerequisite skills, as defined by the hiring manager, is essential.
Personality
No resume can speak to a candidate’s personality. Are they passive, aggressive, rebellious, and innovative or a “yes” person? An interview with a number of questions and scenarios followed up with informal interactions, such as over a meal, can reveal quite a bit about a job candidate’s true personality. This is not something that comes out over a one hour interview with a set of “canned” questions.
Drive
What motivates a job candidate to get up in the morning and to do not only what is expected but to take the initiative? Do they have a “fire” burning inside of them? Are they motivated to give 110% every single day? Multiple interviews over a period of time will directly and indirectly reveal the answers to these important questions for any position.
Experience
Job candidates can have skills and not experience. They can even have experience but not the skills. The combination of both skills AND experience is unbeatable. Again, a resume can only tell so much. An exhaustive interview process will speak volumes in terms of real hands-on, done successfully (or perhaps learned from failing) experience in a field, functional areas or leadership position.
Attitude
It is nearly impossible to pick up on a job candidate’s attitude from a resume or even a screening telephone call. What kind of attitude will complement the organization? There is no one right answer, but attitude is important. Generally, a positive, can-do attitude is ideal. But that must be balanced with a degree of pragmatism and shrewdness for most leadership or other key positions.
Persistence
Job candidates who have had a record of success, according to their resumes or personal references may not necessarily be persistent. Some have been fortunate to have been at the right place at the right time. Those job candidates who have, time and again, demonstrated persistence are often valued by hiring managers – especially for when things get tough.
Goals
Every organization has long term and short term goals. Most, if not all, successful people have short and long term goals also. These may not be overt on a resume or through a reference. The goals of the individual and of the hiring organization must be in alignment. If they are not, then the fit will not be a good or successful one.
Weaknesses
Individuals being human have weaknesses. To determine what they are you must look beyond a resume or a phone interview. Formal and informal interviews and related exchanges and observations help to identify a job candidates weaknesses. A love of drink? A habit of gambling? Laziness? Slovenliness? Lateness? Disorganization? Or perhaps treating others badly? The list is endless. But faults and weaknesses must be identified before a candidate is hired to determine if they are contrary to the culture and needs of the organization and pressures of the position.
Style
Every successful person has their own personal style. It may be low key. It may be flashy. It may be loud. It may be introverted and analytical. Also every company culture or other organization has its own “image” or style. A good fit between individual style and an organization’s culture is not essential but tends to be beneficial (although there are exceptions). An extended face-to-face interview process is an opportunity to directly observe a candidate’s personal style.
You may not be as rich or powerful as Dan Snyder, you may not be a NFL team owner and your may not be hiring a head football coach. But you should take hiring any candidate for a position in your business or organization just a seriously as Snyder did for the Redskins. Taking the time to personally and exhaustively interview candidates for jobs will pay dividends in terms of “winning” in the increasingly competitive marketplace regardless of your industry, sector or field.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations, other non-profit organization and individual leaders. George is a member of the Institute of Management Consultants (USA), Telecom Hub and the Maryland Society of Association Executives. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Friday, February 08, 2008
Your Business Can Thrive During the Economic Downturn
The natural inclination of business leaders during an economic downturn is to cut people, programs and reorganize. Examples of this are in the newspapers and web sites daily: Alcatel-Lucent, AOL, Sprint, the airlines, Dell, Discovery Communications and many other companies plus countless medium and small business which never hit the media. There are alternatives to cutting and pulling back during an economic downturn.
Strategy
Review your business’s strategy. Does it make sense? Can it be executed? Is it too “pie in the sky”. And how does it address your markets and your businesses core strengths? A clear strategic plan is the basis for success in good times – and bad.
Execution
The best strategic and business plans are worthless without execution. Do you have measurements or metrics in place to measure performance against financial AND operational targets (objectives)? Which are hitting the mark and which are not? Why? Who is accountable? And what is being done to address weak areas of performance?
Customers
It seems that during a downturn in the economy businesses of all sizes are quick to put customers – those who pay the bills – last. No! This is the time to re-evaluate what your business is doing to delight your customers. No matter the business, product or service – your customers have choices. Take the steps necessary to make you business their FIRST choice. To do this, ask THEM how you are doing and what can be done to improve it.
Cost and Expense
Businesses are quick to cuts expenses and people when there is softness in the economy. This is so easy, that a kid with a lemonade stand can do it. But it is often NOT the right answer. First look at where resources are deployed. Most resources should be involved in driving revenue and delighting your customers. Keep you overheads to a minimum. If that means redeploy and retrain, it should be done. Secondly, before there are lay-offs cut the contractors and consultants first and do the work in-house. Also, cut salaries and bonuses at the top of the organization first. The biggest cuts should be among the biggest bosses – not the customer-facing clerks and sales reps. Finally, ask for input, the people on the floor and in the back office usually know where the biggest opportunities for REAL efficiencies exist. Ask them, act on their recommendations and recognize them for their ideas.
Speed
It is amazing to me to read what the USA did to mobilize resources in a very short time during World War II on the home front. Factories went from making cars and refrigerators to making tanks and aircraft in huge quantities in amazingly short time frames. This was before computers as we know them today. So why does everything (except perhaps the internet) take so long today? The time frames required to develop new products and services are often years rather than months. Look at whatever time is required in your business today and cut it by 25% to 50% while maintaining the same level of quality if not better. It can be done. And it is a competitive advantage.
Innovation
It is the natural tendency of businesses of all sizes to take fewer risks when times are lean. This includes new and innovative ideas for products, services, marketing and doing business. The BEST time for risk taking and innovation is when the economy is challenging. While most businesses retrench, those that take risks and push innovation stand out among their competition. And innovation is not limited to research and development or marketing, it should encompass all functions and aspects of any business.
Downturn, recession, soft economy. All of these terms drive chills through most business people at any level. In fact, even money is tighter and market opportunities shrink, there are winners and losers in both good and not so good economies. By addressing the areas of: strategy, execution, customers, cost and expense, speed and innovation, any company – regardless of size, market or industry – can be a winner during an economic downturn.
George F. Franks, III is the President of Franks Consulting Group, a management consulting and leadership coaching practice. Franks Consulting Group's clients include businesses of all sizes across a variety of industries, associations and other non-profit organizations and individual leaders. George is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
He can be contacted by e-mail at: gfranks@franksconsultinggroup.com
Franks Consulting Group publishes a free quarterly e-zine:
http://careerandleadership.com
Strategy
Review your business’s strategy. Does it make sense? Can it be executed? Is it too “pie in the sky”. And how does it address your markets and your businesses core strengths? A clear strategic plan is the basis for success in good times – and bad.
Execution
The best strategic and business plans are worthless without execution. Do you have measurements or metrics in place to measure performance against financial AND operational targets (objectives)? Which are hitting the mark and which are not? Why? Who is accountable? And what is being done to address weak areas of performance?
Customers
It seems that during a downturn in the economy businesses of all sizes are quick to put customers – those who pay the bills – last. No! This is the time to re-evaluate what your business is doing to delight your customers. No matter the business, product or service – your customers have choices. Take the steps necessary to make you business their FIRST choice. To do this, ask THEM how you are doing and what can be done to improve it.
Cost and Expense
Businesses are quick to cuts expenses and people when there is softness in the economy. This is so easy, that a kid with a lemonade stand can do it. But it is often NOT the right answer. First look at where resources are deployed. Most resources should be involved in driving revenue and delighting your customers. Keep you overheads to a minimum. If that means redeploy and retrain, it should be done. Secondly, before there are lay-offs cut the contractors and consultants first and do the work in-house. Also, cut salaries and bonuses at the top of the organization first. The biggest cuts should be among the biggest bosses – not the customer-facing clerks and sales reps. Finally, ask for input, the people on the floor and in the back office usually know where the biggest opportunities for REAL efficiencies exist. Ask them, act on their recommendations and recognize them for their ideas.
Speed
It is amazing to me to read what the USA did to mobilize resources in a very short time during World War II on the home front. Factories went from making cars and refrigerators to making tanks and aircraft in huge quantities in amazingly short time frames. This was before computers as we know them today. So why does everything (except perhaps the internet) take so long today? The time frames required to develop new products and services are often years rather than months. Look at whatever time is required in your business today and cut it by 25% to 50% while maintaining the same level of quality if not better. It can be done. And it is a competitive advantage.
Innovation
It is the natural tendency of businesses of all sizes to take fewer risks when times are lean. This includes new and innovative ideas for products, services, marketing and doing business. The BEST time for risk taking and innovation is when the economy is challenging. While most businesses retrench, those that take risks and push innovation stand out among their competition. And innovation is not limited to research and development or marketing, it should encompass all functions and aspects of any business.
Downturn, recession, soft economy. All of these terms drive chills through most business people at any level. In fact, even money is tighter and market opportunities shrink, there are winners and losers in both good and not so good economies. By addressing the areas of: strategy, execution, customers, cost and expense, speed and innovation, any company – regardless of size, market or industry – can be a winner during an economic downturn.
George F. Franks, III is the President of Franks Consulting Group, a management consulting and leadership coaching practice. Franks Consulting Group's clients include businesses of all sizes across a variety of industries, associations and other non-profit organizations and individual leaders. George is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
He can be contacted by e-mail at: gfranks@franksconsultinggroup.com
Franks Consulting Group publishes a free quarterly e-zine:
http://careerandleadership.com
Saturday, February 02, 2008
Business Etiquette 101
Today, most people pay little attention to social or business etiquette. While some elements of traditional etiquette may seem dates and pre-“high tech”, they are worth reviewing – and incorporating into your daily business life.
Telephone calls
With the exception of “cold calls”, all calls received should be returned within no more than twenty-four hours. This applies to “internal” and “external” calls. Of course, calls to customers – current and potential – should be returned first.
Office Visits
When visiting someone’s office, whether a customer, boss or “internal” customer, take no more time than is absolutely necessary. Treat other’s time as if it were your own.
Bids
When you bid on a job, follow-up directly with the potential client or customer. When you are in receipt of a bid, follow-up with the vendor or consultant whether they win it or not. If the bid is delayed, communicate this fact to the vendor or consultant.
Resumes
When you post a job opening and you interview someone by telephone (screening) or face-to-face, follow-up the interview with either a call or e-mail. When you have selected a candidate, let those you interviewed who did not get the job know that you selected someone else.
Meetings
Schedule no more meetings than absolutely necessary. Make your meetings brief and to the point with an agenda and a time limit.
Conference Calls
Schedule conference calls when they are most convenient for all participants. If you have participants globally, schedule them at different times to share the inconvenience among all participants. Send out an agenda and time limit in advance. Make sure all participants are on time and remain for the entire call.
Customers
The customer is first in all things. Ahead of the boss. Ahead of subordinates. Ahead of suppliers. Even ahead of your family and personal life. They pay the bills. Do not ever inconvenience a customer.
Email
E-mail is both a blessing and a curse. Those who worked prior to e-mail remember regular mail drops and office couriers. Respond to all customer e-mails within no more than twenty-four hours. Respond to all other e-mail sent directly to you (excluding “spam” and mass group e-mailings) within forty-eight hours. Only address emails to those who absolutely need the information (response, request or whatever) within them.
Time
Respect the time of others. If you are going to be late, call them to let them know. If you must leave a meeting early, let the “owner” of the meeting know in advance. And if an appointment or meeting must be cancelled, let the participants know as far in advance as possible so they can rearrange their schedules.
Business etiquette may seem basic but increasingly, business people think of themselves and not others. Not their clients or customers. Not their employees. And not their vendors or suppliers. Business etiquette is often rewarded by others behaving in a similar manner. Take the first step by making an example through your actions and those of your team.
George F. Franks, III is the President of Franks Consulting Group – a management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations and other non-profit organizations and individual leadership. George is a member if the Institute of Management Consultants (USA). He can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
Telephone calls
With the exception of “cold calls”, all calls received should be returned within no more than twenty-four hours. This applies to “internal” and “external” calls. Of course, calls to customers – current and potential – should be returned first.
Office Visits
When visiting someone’s office, whether a customer, boss or “internal” customer, take no more time than is absolutely necessary. Treat other’s time as if it were your own.
Bids
When you bid on a job, follow-up directly with the potential client or customer. When you are in receipt of a bid, follow-up with the vendor or consultant whether they win it or not. If the bid is delayed, communicate this fact to the vendor or consultant.
Resumes
When you post a job opening and you interview someone by telephone (screening) or face-to-face, follow-up the interview with either a call or e-mail. When you have selected a candidate, let those you interviewed who did not get the job know that you selected someone else.
Meetings
Schedule no more meetings than absolutely necessary. Make your meetings brief and to the point with an agenda and a time limit.
Conference Calls
Schedule conference calls when they are most convenient for all participants. If you have participants globally, schedule them at different times to share the inconvenience among all participants. Send out an agenda and time limit in advance. Make sure all participants are on time and remain for the entire call.
Customers
The customer is first in all things. Ahead of the boss. Ahead of subordinates. Ahead of suppliers. Even ahead of your family and personal life. They pay the bills. Do not ever inconvenience a customer.
E-mail is both a blessing and a curse. Those who worked prior to e-mail remember regular mail drops and office couriers. Respond to all customer e-mails within no more than twenty-four hours. Respond to all other e-mail sent directly to you (excluding “spam” and mass group e-mailings) within forty-eight hours. Only address emails to those who absolutely need the information (response, request or whatever) within them.
Time
Respect the time of others. If you are going to be late, call them to let them know. If you must leave a meeting early, let the “owner” of the meeting know in advance. And if an appointment or meeting must be cancelled, let the participants know as far in advance as possible so they can rearrange their schedules.
Business etiquette may seem basic but increasingly, business people think of themselves and not others. Not their clients or customers. Not their employees. And not their vendors or suppliers. Business etiquette is often rewarded by others behaving in a similar manner. Take the first step by making an example through your actions and those of your team.
George F. Franks, III is the President of Franks Consulting Group – a management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations and other non-profit organizations and individual leadership. George is a member if the Institute of Management Consultants (USA). He can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
Thursday, January 17, 2008
The Kings of Customer Satisfaction
Over the past decade, businesses, government agencies and non-profit organizations have tended to shift their focus away from their customers, constituents and members. While many of these organizations have been growing, they have put their resources into areas other than customer satisfaction. Outsourcing, globalization, technology and consolidation have all served to reduce the level of customer satisfaction. But during this same period, there have been some entities that have put the customer first. It is worthwhile to examine these exceptions to the prevailing trend away from customer satisfaction.
The world of retailing is full of look alike store with look alike products and services. Some have even declared that the department store is “dead”. Not a Nordstrom. A visit to a Nordstom is a breath of fresh air after a day of trying to find whatever at other department stores. The stores are clean, well organized, they often have live piano music and plenty of sales people at hand with only one purpose – to help the customer. Most Nordstrom customers happily pay a slight premium for the higher level of service. And they come back to the store again and again.
Hardware stores have become cavernous warehouses serving both contractors and do-it-yourselfers alike. Unfortunately, there is usually little apparent rationale to what is located where, the staff is usually nowhere to be found, the lines at the registers are usually backed up and it is difficult to get an answer to any question without asking two – or three employees – once you find them. We are fortunate to have a local hardware store where we live. The hardware store is backed floor to ceiling with every conceivable thing a homeowner could need in the broad category of hardware. And every aisle seemingly has one if not two experts who glory in answering questions and pointing customers to what they are looking for. The lines are rarely backed up. This store, while not as big as the chain hardware stores does a tremendous business and always charges a premium on whatever it sells. And yet customers come back there again and again.
Even with the challenges in the consumer electronics business, there are still a number of “big box” electronics stores. They usually have anything and everything in the way of technology and entertainment products. They are staff by poorly trained sales people who seem only to be waiting for a better job. The customer service and check out people seem to be even a notch below the sales staff. The atmosphere is both oppressive and overwhelming to most customers. Then there is the Apple Store. The technology and the design of Apple products aside, much thought has gone into everything from the floor layout and materials to the training and attitude of the staff. The employees at the Apple store seem less sales people and more disciples of Steve Jobs and Apple Culture. People go out of their way to spend time in the Apple Stores and are always ready to buy the next new device or gadget from that maker, almost regardless of price.
Government at any level is not thought of as an example of striving for superior customer satisfaction. Whether at the local, state or Federal level, most avoid dealing with the government if they can help it. Think of your experiences with the US Postal Service, your state motor vehicle bureau or getting a document to or from your county government. No, not a pleasant customer experience. I recently found out that the US government is committed to be “citizen-centric” which is government consultant speak for treating you and me like we are what it is all about. I have yet to find that in my dealings with the Federal government with one exception. The Department of Education handles college student loans. Dealing with this organization sets a standard of excellence that few corporations or other organization could match. If you have had the pleasure of dealing with them you know what I mean. While they cannot command a premium price, I am sure that they do more business than they would otherwise due to their execution of the citizen-centric model.
Finally, there is the cup of coffee. Even though there has been a lot in the media about Starbuck lately it worth repeating. How many times have you bought a cup of coffee at a fast food restaurant? Not only is the coffee usually burned or watery. The level of service is poor (regardless of what their signs and ads say). The sugar and cream are either tossed at you or spread along a dirty condiment station. The overall atmosphere is anywhere from sterile to circus-like. Most likely not a place where you want to spend a lot of time or money. But Starbucks has focused as much on the level of service and the customer experience as they have on the coffee and other products. The overall experience is such that people choose to spend time at Starbucks whether to meet friends or clients. By focusing on the customer, Starbucks made the simple cup of coffee worth a premium price.
If price is the only consideration, perhaps customer service does not matter. But time and again, the marketplace shows that superior customer service will support a premium price. In addition to a healthier bottom line, excellent customer service drives loyalty. Customers come back again and again. And they encourage their family, friend and co-workers to do the same. Hopefully the examples of these establishments and others like them will spur larger segments of the market to refocus on customer satisfaction.
George F. Franks, III is the President of Franks Consulting Group – a management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations and other non-profit organizations and individual leadership. George is a member if the Institute of Management Consultants (USA). He can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
The world of retailing is full of look alike store with look alike products and services. Some have even declared that the department store is “dead”. Not a Nordstrom. A visit to a Nordstom is a breath of fresh air after a day of trying to find whatever at other department stores. The stores are clean, well organized, they often have live piano music and plenty of sales people at hand with only one purpose – to help the customer. Most Nordstrom customers happily pay a slight premium for the higher level of service. And they come back to the store again and again.
Hardware stores have become cavernous warehouses serving both contractors and do-it-yourselfers alike. Unfortunately, there is usually little apparent rationale to what is located where, the staff is usually nowhere to be found, the lines at the registers are usually backed up and it is difficult to get an answer to any question without asking two – or three employees – once you find them. We are fortunate to have a local hardware store where we live. The hardware store is backed floor to ceiling with every conceivable thing a homeowner could need in the broad category of hardware. And every aisle seemingly has one if not two experts who glory in answering questions and pointing customers to what they are looking for. The lines are rarely backed up. This store, while not as big as the chain hardware stores does a tremendous business and always charges a premium on whatever it sells. And yet customers come back there again and again.
Even with the challenges in the consumer electronics business, there are still a number of “big box” electronics stores. They usually have anything and everything in the way of technology and entertainment products. They are staff by poorly trained sales people who seem only to be waiting for a better job. The customer service and check out people seem to be even a notch below the sales staff. The atmosphere is both oppressive and overwhelming to most customers. Then there is the Apple Store. The technology and the design of Apple products aside, much thought has gone into everything from the floor layout and materials to the training and attitude of the staff. The employees at the Apple store seem less sales people and more disciples of Steve Jobs and Apple Culture. People go out of their way to spend time in the Apple Stores and are always ready to buy the next new device or gadget from that maker, almost regardless of price.
Government at any level is not thought of as an example of striving for superior customer satisfaction. Whether at the local, state or Federal level, most avoid dealing with the government if they can help it. Think of your experiences with the US Postal Service, your state motor vehicle bureau or getting a document to or from your county government. No, not a pleasant customer experience. I recently found out that the US government is committed to be “citizen-centric” which is government consultant speak for treating you and me like we are what it is all about. I have yet to find that in my dealings with the Federal government with one exception. The Department of Education handles college student loans. Dealing with this organization sets a standard of excellence that few corporations or other organization could match. If you have had the pleasure of dealing with them you know what I mean. While they cannot command a premium price, I am sure that they do more business than they would otherwise due to their execution of the citizen-centric model.
Finally, there is the cup of coffee. Even though there has been a lot in the media about Starbuck lately it worth repeating. How many times have you bought a cup of coffee at a fast food restaurant? Not only is the coffee usually burned or watery. The level of service is poor (regardless of what their signs and ads say). The sugar and cream are either tossed at you or spread along a dirty condiment station. The overall atmosphere is anywhere from sterile to circus-like. Most likely not a place where you want to spend a lot of time or money. But Starbucks has focused as much on the level of service and the customer experience as they have on the coffee and other products. The overall experience is such that people choose to spend time at Starbucks whether to meet friends or clients. By focusing on the customer, Starbucks made the simple cup of coffee worth a premium price.
If price is the only consideration, perhaps customer service does not matter. But time and again, the marketplace shows that superior customer service will support a premium price. In addition to a healthier bottom line, excellent customer service drives loyalty. Customers come back again and again. And they encourage their family, friend and co-workers to do the same. Hopefully the examples of these establishments and others like them will spur larger segments of the market to refocus on customer satisfaction.
George F. Franks, III is the President of Franks Consulting Group – a management consulting and leadership coaching practice. Franks Consulting Group’s clients include businesses, associations and other non-profit organizations and individual leadership. George is a member if the Institute of Management Consultants (USA). He can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
Sunday, December 30, 2007
Ten Steps to Becoming a Better Leader in 2008
New Years is a time for many people to evaluate where they are, where they want to and what they need to change in their day-to-day lives. For leaders, whether they are supervisors, managers, mid-level executives or senior executives in any field, being more effective is the key to success – for themselves and their organization. The New Year is a good time to evaluate what leadership skills and traits are working and which ones are inhibiting success. Here are ten of them for your consideration.
Start
By learning at least ten facts about each of your “direct reporting” employees. Take time to know more about them, and their lives in and out of the work place makes them more human and builds respect and rapport between the two of you.
Stop
Micromanaging the daily activities of your employees at any level in the organization. Micromanaging decreases productivity, creativity and motivation. If you give them clear objectives and then monitor their attainment of those objectives on a periodic basis, most employees perform at higher levels.
Start
Having a direct face-to-face conversation with your people at all levels in the organization about what is and – more importantly – what is not working. The key here is to listen rather than to talk. But asking lots of questions is good. While you may not act on every point, issue or idea, it is important to gain a more a front line perspective of what is going on in the organization.
Stop
Putting off writing and giving performance appraisals to your direct report employees at the last minute. Most managers at any level make this mistake. As a leader of people, continuous feedback which culminates in the comprehensive and thorough performance appraisal is essential.
Start
Being more candid about all feedback. Do not say something is good if it is mediocre. Do not say something is adequate if it is poor. Whether it is a product, a presentation, a report, an advertisement or a strategy, being more honest and candid is the right thing to do for yourself and for your organization. Far too many people are generous with praise and accept substandard work.
Stop
Interacting with people by email. Face-to-face is ideal. If not face-to-face then over the telephone. The last resort should be by e-mail. Too many managers at all levels hide behind e-mail rather than dealing directly with their peers, bosses, employees or even customers. There is nothing like the personal touch for a leader.
Start
Encouraging your people to get more training and education. The natural instinct is to say “no”. You cannot afford for them to be away from the office. But more training and education will make them more effective, more creative and more valuable when they are at work. Invest in your people.
Stop
That fake “rah-rah” program of the month type initiatives. They waste everyone’s time, energy and the organization’s budget. Understand your vision, your mission and your values. Ensure your objectives and clearly and quantified. Then focus on getting your time energized about what needs to be done to meet those objectives.
Start
Being a real “coach” by making sure that you communication the goals and objectives clearly. You should be able to ask any member of your team about their objectives and you should get a clear and concise response including where they stand relative to achieving them to-date. If they cannot to this, then you have not been clear enough about their objectives.
Stop
Accepting recognition for yourself. Direct all recognition to your people. The soldiers on the front lines deserve the medals. Not the pencil pushers behind the desks at Headquarters. When something good happens, make sure the right person gets recognized – and promptly.
Being a “boss” is not easy. It is really about being a leader – not a manager – regardless of the title. To be a more effective leader in the New Year, starting and stopping the behaviors and actions outlined above will provide a good new beginning.
George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
Start
By learning at least ten facts about each of your “direct reporting” employees. Take time to know more about them, and their lives in and out of the work place makes them more human and builds respect and rapport between the two of you.
Stop
Micromanaging the daily activities of your employees at any level in the organization. Micromanaging decreases productivity, creativity and motivation. If you give them clear objectives and then monitor their attainment of those objectives on a periodic basis, most employees perform at higher levels.
Start
Having a direct face-to-face conversation with your people at all levels in the organization about what is and – more importantly – what is not working. The key here is to listen rather than to talk. But asking lots of questions is good. While you may not act on every point, issue or idea, it is important to gain a more a front line perspective of what is going on in the organization.
Stop
Putting off writing and giving performance appraisals to your direct report employees at the last minute. Most managers at any level make this mistake. As a leader of people, continuous feedback which culminates in the comprehensive and thorough performance appraisal is essential.
Start
Being more candid about all feedback. Do not say something is good if it is mediocre. Do not say something is adequate if it is poor. Whether it is a product, a presentation, a report, an advertisement or a strategy, being more honest and candid is the right thing to do for yourself and for your organization. Far too many people are generous with praise and accept substandard work.
Stop
Interacting with people by email. Face-to-face is ideal. If not face-to-face then over the telephone. The last resort should be by e-mail. Too many managers at all levels hide behind e-mail rather than dealing directly with their peers, bosses, employees or even customers. There is nothing like the personal touch for a leader.
Start
Encouraging your people to get more training and education. The natural instinct is to say “no”. You cannot afford for them to be away from the office. But more training and education will make them more effective, more creative and more valuable when they are at work. Invest in your people.
Stop
That fake “rah-rah” program of the month type initiatives. They waste everyone’s time, energy and the organization’s budget. Understand your vision, your mission and your values. Ensure your objectives and clearly and quantified. Then focus on getting your time energized about what needs to be done to meet those objectives.
Start
Being a real “coach” by making sure that you communication the goals and objectives clearly. You should be able to ask any member of your team about their objectives and you should get a clear and concise response including where they stand relative to achieving them to-date. If they cannot to this, then you have not been clear enough about their objectives.
Stop
Accepting recognition for yourself. Direct all recognition to your people. The soldiers on the front lines deserve the medals. Not the pencil pushers behind the desks at Headquarters. When something good happens, make sure the right person gets recognized – and promptly.
Being a “boss” is not easy. It is really about being a leader – not a manager – regardless of the title. To be a more effective leader in the New Year, starting and stopping the behaviors and actions outlined above will provide a good new beginning.
George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
Sunday, December 02, 2007
What to Wear to the Company Holiday Party
Holiday parties and other work-related functions are both a blessing and a curse this time of the year. One can count on co-workers getting drunk, making a pass at the male or female “hottie” from the office and plenty of folks kissing up to the boss. You can also count on people wearing the most outrageous and unacceptable attire. So what should you wear to a company holiday function?
For Men During the Day
If the holiday function is during the day, it is best to wear what you wear to work if the invitation does not say anything special. That means if you wear a suit normally during the day, then wear a suit. If you usually wear business casual, then do the same but it is always a good idea to at least bring a sport jacket or blazer. Do not wear jeans, work-out attire or sneakers even if those are the things you normally wear during the day. Avoid the funny Santa hats, reindeer antlers and ties that play “Jingle Bells”. That is not how you want the boss – and her boss to remember you.
For Men During the Evening
If the holiday function is in the evening, the invitation may say business attire or formal attire. If it says business attire and you have a very casual office, then you may be able to wear a sport jacket, shirt and tie and dress (not cotton khakis) trousers with non-sport shoes (and NO sandals). You are safest for evening “business attire” wearing a dark suit. Dress as if you are going to an appointment with an important client and not like a teenager’s first job interview. Take the time to look right and together. Make sure you suit is clean and pressed, that your tie is clean and press too and that your shirt is clean and crisp looking. Polish your shoes. And again, no Santa hats, reindeer antlers and ties that play “Jingle Bells”. You want to make a good impression with your co-workers, your boss and her boss too.
For formal attire, you can often get by with the dark business suit, a white dress shirt and serious looking tie with dress shoes. Ideally, for formal attire, you are going to need to wear a tuxedo with a white shirt (no ruffles please) and a black bow tie. Polished black dress shoes are acceptable unless you own patent leather formal shoes (ideally slip-ons with grosgrain bows). Remember, no powder blue suits, spinning Santa ties or holly motif shirts. Simplicity is elegance.
For Women During the Day
If the Holiday function is during the day, the attire rules for the women are the same as the men. If you wear suits to work – either with a skirt or slacks – then wear the same to the Company Holiday party during the day. You can dress it up with very good shoes (heels NOT flip-flops) and a bit better jeweler than you would normally wear – but nothing overwhelming for the event. A holiday themed pin is acceptable for women but not encourages. And please no reindeer pins that light up or play songs digitally. In lieu of a suit, a business cut skirt (dark) and a dress blouse with or without a pin also works for daytime events. Again with the good dress shoes. The skirt can be replace by a pair of dark, business cut slacks worn with dressy shoes. As with men, no workout attire, non running shoes, nothing “cute” and no, No, NO! Flip-flops. If skirts are worn, remember to wear stockings – it is not the middle of summer.
For Women During the Evening
For many companies, the evening Holiday function is a place to see and be seen. Dressing well is something many women thing about long before December. There are three different types of attire that can pass based on how formal the evening is noted as in the invitation. If the event is right after work, then attire mentioned for the daytime event may be appropriate – a suit with a skirt or slacks and a dressy blouse with the addition of tasteful jewelry and good shoes (read that as heels). For the more formal function during the week, a dress may be appropriate. It should be conservative and tasteful unless you are in a glamour industry (in which case you don’t need to read this). Match the dress with heels and stockings, pearls and a pin or other simple jewelry. No short skirts or plunging necklines please. Again, you want to impress you boss and her boss with what a brilliant employee you are, not sleep with her husband.
Finally, if it says “formal” and is held at a private venue in the evening – and probably during the weekend, then the sky is the limit. You had best go shopping now if you have not already. A couple of points to remember. What you wear should be conservative, it should be classic, it should say that you are educated and success and it should be something that you can wear again in the future. Do not forget the pearls. You can wear a little more jewels. And no matter what, do not wear anything with a holiday theme or with red and green in it. You might as well be standing by Santa at the mall if you do that.
Employees work hard all year to get good performance ratings, raises and promotions. But many people, regardless of their career level, do stupid things and wear the most inappropriate attire at the holiday function. While you want your attire to say all the right things about you, it should be traditional and tasteful enough that what you say is listened to by the boss, her boss and those further up the organization’s chain of command. Make the holiday event a career boost and not a career killer.
George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
For Men During the Day
If the holiday function is during the day, it is best to wear what you wear to work if the invitation does not say anything special. That means if you wear a suit normally during the day, then wear a suit. If you usually wear business casual, then do the same but it is always a good idea to at least bring a sport jacket or blazer. Do not wear jeans, work-out attire or sneakers even if those are the things you normally wear during the day. Avoid the funny Santa hats, reindeer antlers and ties that play “Jingle Bells”. That is not how you want the boss – and her boss to remember you.
For Men During the Evening
If the holiday function is in the evening, the invitation may say business attire or formal attire. If it says business attire and you have a very casual office, then you may be able to wear a sport jacket, shirt and tie and dress (not cotton khakis) trousers with non-sport shoes (and NO sandals). You are safest for evening “business attire” wearing a dark suit. Dress as if you are going to an appointment with an important client and not like a teenager’s first job interview. Take the time to look right and together. Make sure you suit is clean and pressed, that your tie is clean and press too and that your shirt is clean and crisp looking. Polish your shoes. And again, no Santa hats, reindeer antlers and ties that play “Jingle Bells”. You want to make a good impression with your co-workers, your boss and her boss too.
For formal attire, you can often get by with the dark business suit, a white dress shirt and serious looking tie with dress shoes. Ideally, for formal attire, you are going to need to wear a tuxedo with a white shirt (no ruffles please) and a black bow tie. Polished black dress shoes are acceptable unless you own patent leather formal shoes (ideally slip-ons with grosgrain bows). Remember, no powder blue suits, spinning Santa ties or holly motif shirts. Simplicity is elegance.
For Women During the Day
If the Holiday function is during the day, the attire rules for the women are the same as the men. If you wear suits to work – either with a skirt or slacks – then wear the same to the Company Holiday party during the day. You can dress it up with very good shoes (heels NOT flip-flops) and a bit better jeweler than you would normally wear – but nothing overwhelming for the event. A holiday themed pin is acceptable for women but not encourages. And please no reindeer pins that light up or play songs digitally. In lieu of a suit, a business cut skirt (dark) and a dress blouse with or without a pin also works for daytime events. Again with the good dress shoes. The skirt can be replace by a pair of dark, business cut slacks worn with dressy shoes. As with men, no workout attire, non running shoes, nothing “cute” and no, No, NO! Flip-flops. If skirts are worn, remember to wear stockings – it is not the middle of summer.
For Women During the Evening
For many companies, the evening Holiday function is a place to see and be seen. Dressing well is something many women thing about long before December. There are three different types of attire that can pass based on how formal the evening is noted as in the invitation. If the event is right after work, then attire mentioned for the daytime event may be appropriate – a suit with a skirt or slacks and a dressy blouse with the addition of tasteful jewelry and good shoes (read that as heels). For the more formal function during the week, a dress may be appropriate. It should be conservative and tasteful unless you are in a glamour industry (in which case you don’t need to read this). Match the dress with heels and stockings, pearls and a pin or other simple jewelry. No short skirts or plunging necklines please. Again, you want to impress you boss and her boss with what a brilliant employee you are, not sleep with her husband.
Finally, if it says “formal” and is held at a private venue in the evening – and probably during the weekend, then the sky is the limit. You had best go shopping now if you have not already. A couple of points to remember. What you wear should be conservative, it should be classic, it should say that you are educated and success and it should be something that you can wear again in the future. Do not forget the pearls. You can wear a little more jewels. And no matter what, do not wear anything with a holiday theme or with red and green in it. You might as well be standing by Santa at the mall if you do that.
Employees work hard all year to get good performance ratings, raises and promotions. But many people, regardless of their career level, do stupid things and wear the most inappropriate attire at the holiday function. While you want your attire to say all the right things about you, it should be traditional and tasteful enough that what you say is listened to by the boss, her boss and those further up the organization’s chain of command. Make the holiday event a career boost and not a career killer.
George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
Wednesday, November 14, 2007
"Executives vs. Managers"
From the WALL STREET JOURNAL, November 14, 2007, Letters to the Editor:
"I read your article "Alcatel Stakes Turnaround on More Cuts" (Leading the News, Nov. 1) with great interest having worked for Patricia Russo both at AT&T's Business Communications Systems division and at Lucent Technologies, pre-Alcatel-Lucent.
I had anticipated nothing less than "more cost cuts, operational improvements and a slimmer management team" as her "much-anticipated turnaround plan" for Alcatel-Lucent. Those executives who cut their teeth at AT&T, including Ms. Russo, Carly Fiorina, Rich McGinn and Gary Forsee, had a formula for any crisis. It included: cut headcount, cut budgets, reduce senior management (especially those who were threats or outspoken) and always reorganize. From 1984 on, this formula played out again and again at AT&T and its spinoffs.
Anyone can lay off personnel, cut budgets and change an organization chart. It takes true genius and creativity to grow a business. Without that genius, executives at any level are just managers.
George F. Franks III
Bethesda, Md."
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be reached by e-mail at:
gfranks@franksconsultinggroup.com
"I read your article "Alcatel Stakes Turnaround on More Cuts" (Leading the News, Nov. 1) with great interest having worked for Patricia Russo both at AT&T's Business Communications Systems division and at Lucent Technologies, pre-Alcatel-Lucent.
I had anticipated nothing less than "more cost cuts, operational improvements and a slimmer management team" as her "much-anticipated turnaround plan" for Alcatel-Lucent. Those executives who cut their teeth at AT&T, including Ms. Russo, Carly Fiorina, Rich McGinn and Gary Forsee, had a formula for any crisis. It included: cut headcount, cut budgets, reduce senior management (especially those who were threats or outspoken) and always reorganize. From 1984 on, this formula played out again and again at AT&T and its spinoffs.
Anyone can lay off personnel, cut budgets and change an organization chart. It takes true genius and creativity to grow a business. Without that genius, executives at any level are just managers.
George F. Franks III
Bethesda, Md."
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be reached by e-mail at:
gfranks@franksconsultinggroup.com
Tuesday, November 06, 2007
Business Card Do’s and Don’ts
The business card is one of the most used and least understood tools in business today. Whether CEO of a Fortune 500 Company or founder and part-time CEO of a web-based start-up, the business card is an effective communication and marketing tool. But like any tool, it must be used properly. The do’s and don’ts of business card etiquette, while not the key to wealth and success are helpful to prosper in a business or organization of any size.
When to Carry Business Cards. Unless you are going swimming or otherwise actively engaged in sports, carry your business cards. Do no limit carrying them to work days, the office or business functions. Some of the best opportunities for business networking are at the least likely events or times.
How to Carry Business Cards. Some people carry business cards loose in their pockets or their purse. The best thing to carry them in is a business card case. These are available in metal and leather. I carry the leather one made by COACH and it has served me well. The metal ones are acceptable also as long as they are no bigger than the business cards.
- When someone asks for your card.
- When you ask someone for their business card.
- At the END of a meeting with a client or potential client before they leave.
- If someone asks for your contact information (business or otherwise).
- At the end of an air flight if you have talked with the person sitting next to you.
- If you dine next to someone outside of your company at a professional or networking function (business-related), you may tell them that it was enjoyable talking with them and offer them your card as you shake hand and leave.
- Don’t give your business card to people who work with you. If you are that unmemorable you may need a professional coach.
- Don’t give your business card to people at a reception or networking function unless they ask for yours or your contact information.
- Don’t drop them in bowls for raffles as you will only be contacted by someone trying to sell you something.
- Don’t give them to others to hand-out for you.
- Don’t leave them on bulletin boards or in stacks at any place other than your own desk – and only then if you meet face-to-face with customers or clients.
- Don’t hand them out to anyone at a church service (social functions are acceptable) or at funerals.
George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted at gfranks@franksconsultinggroup.com
Saturday, October 27, 2007
Why Engage a Consultant?
Why should any business, association, non-profit or other organization, regardless of size, engage and utilize a management consultant? Most owners of small business believe no one knows more about their business than they do. Most non-profit organizations, with the exception of the very largest ones, believe they cannot afford a consultant – it’s just not in the budget. CEOs of mid-sized companies often believe that the kinds of activities performed by management consultants can and should be carried out by their own management on top of their day-to-day responsibilities. And CEOs and senior executives of large global corporations, while generally more open to management consultants that their counterparts with small and mid-sized companies often resist engaging management consultants either due to their corporate ego or in view of cost controls.
George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesdsa, Maryland management consulting and leadership coaching practice. Franks Consulting Group's clients include associations and other non-profit organizations, businesses of all sizes and individual leaders. More information on Franks Consulting Group is on the web site:
http://franksconsultinggroup.com
George can be contacted via e-mail at:
gfranks@franksconsultinggroup.com
Wednesday, October 03, 2007
George Patton's Words
With the renewed interest in all things related to World War II, it seemed an opportune time to share some of the gems spoken and written by the great battlefield leader General George S. Patton, Jr. One of the most controversial military leaders of the war, Patton was a great orator (in spite of his shrill voice) and a prolific writer. His favorite topic, other than military history, was leadership. Patton's words on leadership can provide us some insights and guidance today, in a world where "great" leaders seem to take the safe and politically correct path.
"Do not take counsel of your fears."
"Lack of orders is no excuse for inaction."
"There is only one kind of discipline. Perfect discipline."
"New tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
"There is a great deal of talk about loyalty from the bottom to the top. Loyalty from the top down is even more necessary and much less prevalent."
"When a decision has to be made, make it. There is no totally right time for anything."
"The more senior the officer, the more time he has. Therefore, the senior should go forward to visit the junior rather than call the junior back to see him."
"No one is thinking if everyone is thinking alike."
Although George Patton was talking about war, the points that he made about leadership are applicable today in business, the nonprofit sector and government.
Credit to PATTON ON LEADERSHIP by Alan Axelrod, a "Business Week" bestseller.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George Franks can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
"Do not take counsel of your fears."
"Lack of orders is no excuse for inaction."
"There is only one kind of discipline. Perfect discipline."
"New tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
"There is a great deal of talk about loyalty from the bottom to the top. Loyalty from the top down is even more necessary and much less prevalent."
"When a decision has to be made, make it. There is no totally right time for anything."
"The more senior the officer, the more time he has. Therefore, the senior should go forward to visit the junior rather than call the junior back to see him."
"No one is thinking if everyone is thinking alike."
Although George Patton was talking about war, the points that he made about leadership are applicable today in business, the nonprofit sector and government.
Credit to PATTON ON LEADERSHIP by Alan Axelrod, a "Business Week" bestseller.
George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George Franks can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Wednesday, September 12, 2007
Ten Steps to a Top Performance Rating
The current world of pay for performance, whether one works for a business, a non-profit organization or even government at any level, requires a different way of working. In the past, it was enough to work hard, do what you were told and be a team player. That would get you a cost of living raise for sure and maybe a bonus. Not any more. In the pay for performance world, those who follow the old rules are left behind – and in many cases without even the full cost of living increase much less a bonus. No, new rules apply for success and top ratings with pay for performance. These are the new rules.
- Learn your organization’s mission inside out. All objectives should relate directly back to the mission. It is important not only to do your job but also to know how it fits into the bigger scheme.
- Make sure you have a job description. Learn your job description well. Make sure you have all the skills that it requires. If you do not, take steps at night and on weekends to insure that you have all the skills described in your job description. Anyone who has more or better skills than you could replace your tomorrow.
- Get a clear set of performance objectives from your supervisor. Whether you are a first level boss, a business unit executive, a department head in a local government or an executive director of a nonprofit, you have a boss and your boss has objectives. Make sure your boss or supervisor provides you with your objectives. Take the time to go over what is expected of you and make sure you understand what is due by when and how it is measured and by whom.
- Again, everybody has a boss. Even CEOs and Executive Directors report to Boards of Directors. Your number one objective is to make sure you understand what your boss expects of you and how your boss’s success is measured. While your boss may be successful and you may not be, if your boss is not successful, then any success on your part will be for nothing. Get inside your boss’s job and her head.
- If your boss has a boss, get to know her too. Make yourself known. Understand her job and her objectives. How does she define success? If your boss is gone tomorrow you are nothing without having a relationship already in place with her boss too. Note of warning, some bosses are jealous about access to and relationships with their bosses so be sensitive to this.
- Unless you are in the military or professional sports, forget all this team stuff. Few organizations measure much less reward teamwork. You must often get things done with and through teams but this is often over emphasized. Your success is about you – not about some amorphous group of people brought together randomly to accomplish whatever task. You must shine alone – and stand out a star performer – not as a member of “the team”.
- While some organizations us peer ratings or what have been called 360 degrees ratings (above, peer and subordinates), these are far from a science in terms of data collection, reliability and linkage to performance. At the end of the day, you are fighting for your performance rating, your raise, your bonus and your next promotion against your peers. Do not view them as team mates, friends, buds or family. They want your money, your rating and often your job. Be professional but not familiar. The world of pay for performance is survival of the fittest to the extreme.
- Subordinates ARE important. If you do have people who work for you, then your success is based on their success. You must do all you can to make sure they know what their objectives are, that they are on track to meet and exceed every one of them and that you eliminate poor performers who work for you. Make sure they have what they need to do their job. Make sure they shine as stars and make you shine as a star too.
- Special projects are the kiss of death. Some bosses include in objectives: “special projects are assigned” or “other responsibilities based on the needs of …” Fight these tooth and claw. They are deadly. You can be 110% on every objective and these will drain your time, your focus, your resources and ultimately cause you to fail to meet your overall objectives. If your boss wants you on a special assignment, then have her suspend – in writing – your current objectives and write special and specific ones for the special project including time frames, criteria, dates and so on. Anything less will doom you to not meeting or exceeding your performance objectives. Remember: get it in writing and get it signed and dated.
- Even if your organization only has on annual performance review per year, sit down with your boss to review your performance formally every six months. Every three months is even better. Come prepared with a summary of your objectives and your quantified accomplishments for each of the objectives. Do not throw in extra things like “ran the company bowling tournament”. Have a candid and formal review of each of your objectives and your performance to-date against each. If you are not on-track to meet an objective, include an “action plan” to pro-actively meet and exceed the objective with specifics.
Pay for performance can be good and it can be bad. It can be good if your work at being the star of your organization by knowing and exceeding every one of your objectives and knowing how to make your boss successful at the same time. Pay for performance is deadly if you work hard and do your job and expect to get a raise much less a bonus. It is a new world and that new world requires a new and different set of actions to be successful.
George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted at:
gfranks@franksconsultinggroup.com
Saturday, August 04, 2007
High Heels for Women and the Power Look for Men
Much has been written and said about women having a power look with expensive high heel shoes regardless of what else is worn. What about men? Is there a 2007 power look for men? Is did the male power look die with the crash of 1987 or with the dotcom bust?
There is a power look for men but it is much more subtle than a pair of expensive high heel shoes flaunted by the women who have shattered the glass ceiling.
Hair
The very expensive haircut is crucial. For those who do not have enough hair to pull-off the expensive haircut – it all must go. No more comb-overs or even implants. The really powerful and the extremely rich just cut their own hair or go to the same corner barbershop they have gone to since they were kids.
Shirt
White shirt of a fine 100% cotton shirt. Straight collar. French cuffs with tiny – ideally antique – cuff links (1920s not 1950s). Preferably tailored in
Tie
Silk. The only acceptable material. Hermes and the other designers with fine silk, bright colors and very small and complex patterns or figures. Also acceptable is foulard in silk with small diamond or circle patterns in navy or maroon. Purple, yellow (its back) and pink are favored too. Sky blue has become a cliché for politicians and their underlings.
Stay away from green and brown. Black is for funerals. Regardless of what the fashion books say – the knot is a function of personal style – and where you went to boarding school (or which military branch you served in).
Belt
Does not matter. You will not be taking off your suit coat. And you will only unbutton it when you sit down. Period.
Shoes
If the higher the heel is the key to the power look for women, then the thinner the sole is the key to the power look for men. Italian and English shoes are best. The rule about laces is out unless you are a diplomat or an investment banker. Otherwise, tie shoes or slip-ons are fine. They must be expensive, black or brown (a whole other article about this trend) leather and very traditional in style. Any shoe that looks trendy, cheap or like a walking or athletic shoe is a no-no. And any shoe must be highly polished – regardless of whether they are new or 30 years old (yes I have some that old in case you are wondering – I have them cobbled).
Suit
The power suit is still it. No khakis and polo shirt – unless you are on the links. No sport coat and dress trousers – unless you are at a cocktail party or the yacht club. A suit. Preferably English. Preferably bespoke (if you do not know what that is then do a search on the term please). It should be navy solid or striped or very dark grey. It should be of very expensive and fine wool. And it should fit impeccably (that does not mean off-the-rack and adjust the cuffs and hem the trousers by the way). If you cannot afford this suit – then go to a very expensive men’s store and examine the most expensive traditional suits they sell. Try one on. Look at all the details. Short of a bespoke suit – this is what you are looking to duplicate regardless of where you choose to shop.
While the topics of belts, braces (you know – suspenders), socks, pocket squares, watches, spectacles, rings, pens and other accessories could go on for pages – the point is that unless you get the basics right (and above are the basics) then all the other things really don’t matter because you will not have the power look.
Female executives can have their expensive high heel shoes. You have your expensive haircut/shirt/tie/suit/shoes. Now it is time to get down to business. If you think the computer programmer who is worth more than most small countries has it made because he can wear an old rock band t-shirt, baggy shorts and ratty sneakers – then you do not need to worry about the men’s power look. You need to evaluate your professional goals.
George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (IMC USA). George can be reached by e-mail at:
gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George's career and leadership e-zine is found at:
http://careerandleadership.com
Monday, July 09, 2007
Leadership: What the American Civil War Can Teach Leaders Today
Today when we think of leadership we think of corporate Chief Executive Officers, talking heads on political talk shows and management gurus. There was an era when leadership meant men living and dying for their beliefs. While this happens occasionally today – professional military people, firefighters, law enforcement offices and a few other rare instances. During the era of the American Civil War, Americans from the North and the South routinely died for their causes. The men who led them are after one hundred forty five years still examples for us today.
Integrity
The men who led soldiers into battle – at all levels of the military North and South often left careers and families to serve. Many senior officers on both sides had attended
Lead from the Front
Today whether it is CEOs, politicians or other leaders, it is common to find when something goes wrong, the first one to get fired is not the leader but rather those around her – the chief of staff, the CFO, the next in line, the spokesperson or whoever. When the going gets tough, the leaders of today find someone, anyone, else to “take the bullet” for them. Their focus is to survive. The leaders of the era of the Civil War, whether non-commissioned officers, junior officers, field officers or general officers, led their men from the front. In battle, it was the leaders who were most visible in front of their men and who were the first casualties. Now that is truly leading from the front. Just one look at the number of officers killed or wounded in any major battle demonstrates this leadership in action.
Take Responsibility
Similar to leading from the front, accepting responsibility for failure was more common, although not universally so, than among today’s leaders. Today, leaders generally find anyone to blame when something major or minor goes wrong. It is a rare thing to find leaders today to step forward and accept responsibility. During the Civil War – a number of times both President Abraham Lincoln and Confederate General Robert E. Lee accepted responsibility.
Aggressiveness
Through much of the Civil War Robert E. Lee made up for his lack of men and supplies with cunning and aggressiveness. His bold moves kept the Union forces off balance and led to a number of victories for Lee including the Seven Days Battle outside of
Innovation
We think of today as the age of innovation and our leaders as the most innovative ever. In fact the Civil War was the first “modern” war from telegraph, to observation balloons, to iron warships, to troop movements by rail, to machine guns and advanced spy networks. The leaders of the South and the North grasped every new innovation and technology and applied them to their advantage. Additionally, innovation was not limited to technology. While soldiers may have fought with muzzle loading cannons and muskets and endured cavalry charges, their leaders developed new and innovative strategies and tactics to give their armies every advantage and to win battles, campaigns and the war. One example is the use of swift moving “foot cavalry” by General Thomas “Stonewall” Jackson to get his men to where they needed to be in record time. He then boldly move his men to take advantage of the Union forces weakness through flanking movements (hit their sides). This was most evident in his last battle –
Today we think in terms of leaders reading statements at press conferences, annual corporate meetings and other public occasions. The deeds of the leaders at all levels during the American Civil War provide examples for our leaders of today and tomorrow. By better understanding their use of innovation, their leadership from the front, taking responsibility, aggressiveness and integrity we can produce more effective and better leaders for both the public and private sector today and in the future.
George F. Franks, III is the President of Franks Consulting Group. A management consulting and executive coaching practice based in Bethesda, Maryland, Franks Consulting Group serves businesses of all sizes, non-profit organizations and individual leaders throughout the USA. George is a member of the Institute of Management Consultants (USA). More information on Franks Consulting Group is on their web site:
http://franksconsultinggroup.com
George can be contacted by e-mail at:
gfranks@franksconsultinggroup.com
Subscribe to:
Comments (Atom)