A Thought Provoking Article on Retirement
I recently read an article entitled "Why Retirement is Bad for You", which highlights the idea that humans need challenges to replenish their sense of self-esteem, and without them, we die a little inside every day.
I give a speech a few times a year about career strategies with the future in mind called: "Think Work, Not Job - How to Get The Work You Want and Evolve With It." One of my points is that I don't plan on retiring like the smiling, healthy people on the Freedom 55 TV ads; I want to keep my mind active for as long as possible to continue my life's work - whether I'm getting paid or not.
Career Considerations
I'm not saying everybody needs or even wants to continue their life's work, but for those that do, true retirement may prove to be very frustrating, if not deadly. One of my favorite David Ogilvy quotes is about two different careers in life, the second starting at about the age of sixty. So, whether it's one long career path or two different careers, there is plenty of evidence to suggest that one may live longer if they have things to accomplish.
The article ends by stating that entrepreneurs love to burnish their legacies nearly as much as they love to rack up accomplishments, but that doesn't deliver the same vitality that comes from shaking things up and tackling new challenges. I personally think it's a fantastic article and worth investigating for those who are on simlar wavelengths.
Continuing Interests After Retirement - a case study
Don't get me wrong, I am not against retirement, in fact, both my mother and father are retired and they had good reasons to work in their respective fields, one of which was to properly raise my siblings and I, even though they were divorced for most of my natural life. It was in retirement that their hobbies and part time activities took over - one teaches and plays tennis and the other paints and plays music - they are hardly relaxing! I am not raising a family and so I have chosen a different path (and it is a different world now, compared to the 1960's, 70's and 80's).
Perhaps I would have titled the article: "Why Retirement could be Bad for You." In any case, it's a god read.
Read the article here: Why retirement is bad for you
- Buck Moore
Wednesday, November 4, 2009
Wednesday, October 21, 2009
The Walls Have Ears, So Speak Accordingly
I have been informed by a few people and news articles that there is spying going on in some workplaces, including employers being able to monitor phone calls and emails. Not only that, some nearby workers take sound bites from hearsay by the water coolers and lunch rooms. It should be no surprise that there is very little privacy any more - unless you stay in the bathroom all day.
First of all, you don't know who is 'keylogging' your computer habits or listening into or recording phone calls, so it should be no surprise that it may be happening to you at work and it appears to be a trend in this information age.
Scanning the airwaves
I once knew a guy who had a radio scanner and he could pick up transmissions from cell phones and two-way radios as well as land-lines, so long as a cell phone was connected to it. He couldn't do anything with the information, because it was unethical and illegal, but his scanner was bought legally, so he could still listen in whenever he wanted. Many neighborhood converstions were there for his listening pleasure.
Big brother is watching, but not speaking
It should be noted that many authorities who spy on the public, looking for the bad people, but seeing what the good are up to, are often not allowed to use the information they collect. They are really looking for bad stuff, but can stumble on just about anything with the right tools.
So, there are eyes and ears everywhere.
The problem with gossip at work
People tend to gossip about negative situations at work because dirt is much more interesting than purity. If we did things perfectly correct every time and wore a perfect smile, people would make fun of you because you are perfect. But, there's no such thing as a perfect world.
People 'want the dirt' because it makes the workplace more interesting and breaks up the monotony. So, monotony appears to be a problem. I'd rather hear about an advancement someone has made to a process to make work easier and to progress rather than hear about everybody's dirt.
But, dirt is not always dirty!
Dirt, monotony and compromised productivity make for a poor workplace. Instead of spreading problems around, perhaps people could discuss problems and perhaps suggest improvments, rather than waste time gossiping for the sake of gossiping.
Dirt is a sign of entropy and if treated as such, it can be fixed IF those directly involved are willing to take the initiative. If your kitchen is filthy and you never clean it, it will take longer to cook your dinner. Cleaning is simply and so obviously a way of maintaining cleanliness. As a restaurant employee years ago, we were constantly reminded to 'clean as you go', but I'm amazed at how many workplaces don't think about their staff in the same way.
How to keep the dirt clean
There are a couple of things anybody could do at work to avoid animosity and turn gossip into constructive criticism. Because we are very emotional beings, these steps may require some effort to implement. Here they are:
1) ALWAYS communicate as if you are going on record. I carefully craft my words when communicating in different work environments and speak as if they are standing right in front of me. I imagine their face when reacting to what I say and expect to turn a scowl into a smile by what I say. It simply works because it forces you to be professional, sincere and pleasant. I write emails the same way. This step can help you avoid getting fired as well.
2) Offer suggestions for improvment. After discussing the problems, offer solutions with whomever you are talking to so you can have an intelligent conversation.
3) Communicate with those directly involved. Think about how you are going to bring up the topic before you do it and consider all outcomes, then be sure to bring your solutions to the person in question. He or she might initially be upset, but the outcome should be positive. If not, go higher; some people just cannot be reasoned with by peers - they need to hear it from higher up. BUT, never threaten them with an ultimatum, just mention you would like to help resolve the problem.
4) Sensitive or private information should either be challenged or ignored. You can ask the 'reporter' where they got their information, but you may never be able to say anything about it ever again. Also, be careful of who you discuss it with - some information should just be left alone.
Help promote a healthy workplace by cleaning up the dirt as you go, or leave it in the sandbox.
First of all, you don't know who is 'keylogging' your computer habits or listening into or recording phone calls, so it should be no surprise that it may be happening to you at work and it appears to be a trend in this information age.
Scanning the airwaves
I once knew a guy who had a radio scanner and he could pick up transmissions from cell phones and two-way radios as well as land-lines, so long as a cell phone was connected to it. He couldn't do anything with the information, because it was unethical and illegal, but his scanner was bought legally, so he could still listen in whenever he wanted. Many neighborhood converstions were there for his listening pleasure.
Big brother is watching, but not speaking
It should be noted that many authorities who spy on the public, looking for the bad people, but seeing what the good are up to, are often not allowed to use the information they collect. They are really looking for bad stuff, but can stumble on just about anything with the right tools.
So, there are eyes and ears everywhere.
The problem with gossip at work
People tend to gossip about negative situations at work because dirt is much more interesting than purity. If we did things perfectly correct every time and wore a perfect smile, people would make fun of you because you are perfect. But, there's no such thing as a perfect world.
People 'want the dirt' because it makes the workplace more interesting and breaks up the monotony. So, monotony appears to be a problem. I'd rather hear about an advancement someone has made to a process to make work easier and to progress rather than hear about everybody's dirt.
But, dirt is not always dirty!
Dirt, monotony and compromised productivity make for a poor workplace. Instead of spreading problems around, perhaps people could discuss problems and perhaps suggest improvments, rather than waste time gossiping for the sake of gossiping.
Dirt is a sign of entropy and if treated as such, it can be fixed IF those directly involved are willing to take the initiative. If your kitchen is filthy and you never clean it, it will take longer to cook your dinner. Cleaning is simply and so obviously a way of maintaining cleanliness. As a restaurant employee years ago, we were constantly reminded to 'clean as you go', but I'm amazed at how many workplaces don't think about their staff in the same way.
How to keep the dirt clean
There are a couple of things anybody could do at work to avoid animosity and turn gossip into constructive criticism. Because we are very emotional beings, these steps may require some effort to implement. Here they are:
1) ALWAYS communicate as if you are going on record. I carefully craft my words when communicating in different work environments and speak as if they are standing right in front of me. I imagine their face when reacting to what I say and expect to turn a scowl into a smile by what I say. It simply works because it forces you to be professional, sincere and pleasant. I write emails the same way. This step can help you avoid getting fired as well.
2) Offer suggestions for improvment. After discussing the problems, offer solutions with whomever you are talking to so you can have an intelligent conversation.
3) Communicate with those directly involved. Think about how you are going to bring up the topic before you do it and consider all outcomes, then be sure to bring your solutions to the person in question. He or she might initially be upset, but the outcome should be positive. If not, go higher; some people just cannot be reasoned with by peers - they need to hear it from higher up. BUT, never threaten them with an ultimatum, just mention you would like to help resolve the problem.
4) Sensitive or private information should either be challenged or ignored. You can ask the 'reporter' where they got their information, but you may never be able to say anything about it ever again. Also, be careful of who you discuss it with - some information should just be left alone.
Help promote a healthy workplace by cleaning up the dirt as you go, or leave it in the sandbox.
Wednesday, October 14, 2009
Frustration & Productivity in the Workplace
If downsizing means getting people to do more work in less time, doing so without proper planning is like taking one step forward, two steps back and is usually a sign of weak or lagging leadership.
Downsizing aside, changes in the workplace can lead to the same thing. If somebody feels the effects of pressure to do more, they should feel like they are allowed to speak up and address the situation in a formal or semi-formal meeting and be sure to take minutes of the meeting. There should be a record of what was talked about so it can be referred to should any problems arise. However, a meeting is of little use if the issues are ignored.
Not going according to plan following a meeting can cause frustration as much as over-work and multi-tasking can. In fact, I have seen the results of multi-tasking resulting from poor planning and it never fails to amaze me when the precious details fall through the cracks.
Everybody messes up now and then, but when it happens repeatedly, there is a problem. It takes a good leader to recognize the problems and come up with viable solutions that can be discussed with those involved.
All workplaces evolve and that is one thing that should be discussed in meetings, follow-up meetings and even job interviews in order to minimize frustration and increase productivity. People must understand that changes will occur and be encouraged to address any problems that may arise from the changes, rather than keep their feelings bottled up - they must feel like they are a part of the company's progress in order to avoid resistance.
People in leadership positions cannot simply change things because it works for them, they must understand any possible outcomes and the only way they can do that is to communicate with the people directly involved by encouraging feedback.
Suggestions for implementing changes and avoiding resistance:
1) as a leader, write down your intended changes and possibly draw a flowchart to identify potential problems
2) ask those directly involved what they think about the changes
3) encourage others to come forward when and if problems arise
4) fix the problems
5) meet regularly to discuss
Suggestions for multi-tasking, if you must:
1) write down your daily tasks
2) do the simple ones first and check them off the list
3) do the difficult thinking as early as possible, so you don't get 'brain-tired'
4) hold the phone and emails until you finish what's in front of you
5) don't let yourself be sidetracked - make no promises to those with trivial matters (let them know you will look into it when you are done with what's in front of you)
- Buck Moore
Downsizing aside, changes in the workplace can lead to the same thing. If somebody feels the effects of pressure to do more, they should feel like they are allowed to speak up and address the situation in a formal or semi-formal meeting and be sure to take minutes of the meeting. There should be a record of what was talked about so it can be referred to should any problems arise. However, a meeting is of little use if the issues are ignored.
Not going according to plan following a meeting can cause frustration as much as over-work and multi-tasking can. In fact, I have seen the results of multi-tasking resulting from poor planning and it never fails to amaze me when the precious details fall through the cracks.
Everybody messes up now and then, but when it happens repeatedly, there is a problem. It takes a good leader to recognize the problems and come up with viable solutions that can be discussed with those involved.
All workplaces evolve and that is one thing that should be discussed in meetings, follow-up meetings and even job interviews in order to minimize frustration and increase productivity. People must understand that changes will occur and be encouraged to address any problems that may arise from the changes, rather than keep their feelings bottled up - they must feel like they are a part of the company's progress in order to avoid resistance.
People in leadership positions cannot simply change things because it works for them, they must understand any possible outcomes and the only way they can do that is to communicate with the people directly involved by encouraging feedback.
Suggestions for implementing changes and avoiding resistance:
1) as a leader, write down your intended changes and possibly draw a flowchart to identify potential problems
2) ask those directly involved what they think about the changes
3) encourage others to come forward when and if problems arise
4) fix the problems
5) meet regularly to discuss
Suggestions for multi-tasking, if you must:
1) write down your daily tasks
2) do the simple ones first and check them off the list
3) do the difficult thinking as early as possible, so you don't get 'brain-tired'
4) hold the phone and emails until you finish what's in front of you
5) don't let yourself be sidetracked - make no promises to those with trivial matters (let them know you will look into it when you are done with what's in front of you)
- Buck Moore
Wednesday, October 7, 2009
Hybrid Careers Have No Titles
When people ask me what I do, I don't have a simple answer. Besides trying to take over the world, I manage several projects including digital media content creation, public speaking, audiovisual services, writing and instructing. I can't really say I am a '_____' or a '_____' because definitive titles are too constricting and don't match my personality or work beliefs.
As a result of this style of working, I am always going back and forth between work locations, taking mid-day meetings here and there, preparing my speeches and presentations, renting cars and there was a time period when I was flying away six times a year. I don't like to be in one location for too long.
My career as a part time career college instructor has been going for several years, my freelance business activities have been steady for several more and my public speaking activities have been developing for some time now. I chose the lifestyle of a hybrid career and I like it, but it doesn't come without it's issues.
Pros of my hybrid career
- Free time! I have lots of free time to work on promotional materials and write for my webpages and upcoming books.
- I get paid and I charge for services.
- There is not a lot of formal 'bossing' (seen as an expert /professional).
- I can say no to work and get (or refer) someone else.
- Promotional materials and computer gear mean tax advantages.
- I get to work with all sorts of equipment, old and new - and learn new technologies.
- I can meet a lot of people.
- I am exposed to many industries.
- I get to learn for free.
- I can hire freelancers.
Cons of my hybrid career
- No work, no pay!
- No sick days.
- No employee benefits.
- Sink or swim - I have to be a step ahead to plan paydays.
- I sometimes have to chase people down for money.
- Bill-paying can become a nightmarish game, if you let it.
- Some days are really, really, really long.
- I HAVE to do a great job, or someone else will.
- It's much easier for a company to stop calling you than to fire you!
- If I DO get a contract, I must fulfill your obligations.
- I can have four deadlines at once.
- I can't be in two places at once, so I have to pay freelancers sometimes.
- I have to get up VERY early, sometimes.
- I might not see the sun and occassionally have irregular sleep patterns.
It may look a little heavy on the 'con' list, but I'm not comparing exact numbers of pros and cons. If you ask: "Would you change anything if you could?" I'd say: "Of course...and I often do." It's a matter of career evolution in order to produce my life's work.
Friday, September 25, 2009
New Video - How to Start or Change Your Career in 9 Steps
I made this video as part of my thinkWORKnotJOB DVD series, which will be available in October. It covers my 9 step process for anybody who is starting or wanting to change careers. Here are the nine steps, copy and paste them into notepad, Word, etc, and make notes as you watch the video :
1) Phase out what you don't like
2) Focus on what you do like
3) Write down your plans
4) Memorize your mandate
5) Keep stoking the fire
6) Ignore all objections
7) Keep yourself educated
8) Stay on track
9) Don't get too comfortable!
I hope these steps help anybody who feels as though they are stuck in a rut and need an exit strategy. Cheers! - Buck Moore
Here is the link to the video:
http://www.youtube.com/watch?v=r4-nF6SF1EI
1) Phase out what you don't like
2) Focus on what you do like
3) Write down your plans
4) Memorize your mandate
5) Keep stoking the fire
6) Ignore all objections
7) Keep yourself educated
8) Stay on track
9) Don't get too comfortable!
I hope these steps help anybody who feels as though they are stuck in a rut and need an exit strategy. Cheers! - Buck Moore
Here is the link to the video:
http://www.youtube.com/watch?v=r4-nF6SF1EI
Thursday, September 24, 2009
How to Change Things at Work as an Employee
I had written a while ago, about 'What to do when you like what you do but you don't like what's around you'. That was about tension between new staff and old staff and how they can learn to communicate with each other, so new staff doesn't just 'change things' because they think things will work better, when in fact they are negatively affecting others.
This entry is about liking your work, but getting tired of things that seem to fall through the cracks over time and lose value, changing newly implemented rules, etc. We should be able to constantly evolve in our positions to keep things fair and interesting so we can focus on our work, rather than bicker about the problems in secret, hush-hush hallway meetings.
I am an instructor part time at a career college and I really like my work there. I have held the position since 2001 and it was a goal of mine to get and sustain the position as part of my overall career goals. Well, since I have been there a while, I have seen a lot of faces come and go, from fellow instructors to new directors, administration staff, etc.
We had met, as a group, a few years ago and basically agreed to do things in a certain way - including course content, marking sheets, exam values, etc. Then, we were given spreadsheets, emailed from the front desk, for marking that we could email back to the front desk when we had filled them out. They were nice because they had all the students names and all the values automatically adding up in the final columns when a test score was entered and it made our task much easier (the paper sorting can be a nightmare on it's own, nevermind fiddling with spreadsheet formatting). We were also given three weeks to complete the marking, which was adequate for those of us who had more than three classes.
Problems
Eventually, the front desk person quit and was replaced by somebody else, who wasn't trained fully and left out some little details about the spreadsheets - they often showed up blank with no formatting and not when we expected them. Then, we were given only two weeks to finish marking. Then, yet another person replaced the front desk position and we were given one week after exams to mark. Clearly, this needed rectifying.
It was hard enough to get marks in order, prepare for a new term to start and figure out how to format spreadsheets to begin with, but then the due dates kept shrinking. This was a situation which needed some attention, so I acted.
Solutions
I had a small meeting with the director and another instructor bout other matters and at the end of the meeting, I asked about the ever-shrinking due dates. She explained why she changed the due dates and after that, she asked: "Why, what would you like to see happen?" I asked for an extra week and she said: "Fine, you go it." without hesitation. I thanked her and went on my way.
I then approached the front desk person, who was fairly new at the time, and explained how the marking sheets were handled in the past and how the changes to them were slowing down the process. After carefully reviewing the situation, she helped me come up with an even better way to use the sheets, then she sent them out at the same time every term. I asked someone else, who knew a lot about formatting, to show me some tips and tricks so I wouldn't be stuck.
Summary
The process is still in place and it has made things easier for all concerned. I know that without interdepartmental communication, people sometimes just accept a 'new 'way' because a memo was sent out or someone has been replaced. So, changes in the workplace must be addressed and not simply followed if they are proven to slow down productivity.
In the case of shortened due dates, there is more chance of making mistakes as people scramble to get their marks in on time and those mistakes can ripple through a good part of the new term and cause more problems, so they can't be left alone.
How to Make Changes:
- keep records of any meetings
- talk to the person responsible for the changes and explain how they are affecting you
- encourage different departments to visit each other at least once, so they know what each other are doing and how they are doing it
- question all memos
- stay calm when things really irk you, otherwise people won't listen to you
- suggest new ways for improvement that will benefit everybody
Find out more at www.thinkWORKnotJOB.com
- Buck Moore
This entry is about liking your work, but getting tired of things that seem to fall through the cracks over time and lose value, changing newly implemented rules, etc. We should be able to constantly evolve in our positions to keep things fair and interesting so we can focus on our work, rather than bicker about the problems in secret, hush-hush hallway meetings.
I am an instructor part time at a career college and I really like my work there. I have held the position since 2001 and it was a goal of mine to get and sustain the position as part of my overall career goals. Well, since I have been there a while, I have seen a lot of faces come and go, from fellow instructors to new directors, administration staff, etc.
We had met, as a group, a few years ago and basically agreed to do things in a certain way - including course content, marking sheets, exam values, etc. Then, we were given spreadsheets, emailed from the front desk, for marking that we could email back to the front desk when we had filled them out. They were nice because they had all the students names and all the values automatically adding up in the final columns when a test score was entered and it made our task much easier (the paper sorting can be a nightmare on it's own, nevermind fiddling with spreadsheet formatting). We were also given three weeks to complete the marking, which was adequate for those of us who had more than three classes.
Problems
Eventually, the front desk person quit and was replaced by somebody else, who wasn't trained fully and left out some little details about the spreadsheets - they often showed up blank with no formatting and not when we expected them. Then, we were given only two weeks to finish marking. Then, yet another person replaced the front desk position and we were given one week after exams to mark. Clearly, this needed rectifying.
It was hard enough to get marks in order, prepare for a new term to start and figure out how to format spreadsheets to begin with, but then the due dates kept shrinking. This was a situation which needed some attention, so I acted.
Solutions
I had a small meeting with the director and another instructor bout other matters and at the end of the meeting, I asked about the ever-shrinking due dates. She explained why she changed the due dates and after that, she asked: "Why, what would you like to see happen?" I asked for an extra week and she said: "Fine, you go it." without hesitation. I thanked her and went on my way.
I then approached the front desk person, who was fairly new at the time, and explained how the marking sheets were handled in the past and how the changes to them were slowing down the process. After carefully reviewing the situation, she helped me come up with an even better way to use the sheets, then she sent them out at the same time every term. I asked someone else, who knew a lot about formatting, to show me some tips and tricks so I wouldn't be stuck.
Summary
The process is still in place and it has made things easier for all concerned. I know that without interdepartmental communication, people sometimes just accept a 'new 'way' because a memo was sent out or someone has been replaced. So, changes in the workplace must be addressed and not simply followed if they are proven to slow down productivity.
In the case of shortened due dates, there is more chance of making mistakes as people scramble to get their marks in on time and those mistakes can ripple through a good part of the new term and cause more problems, so they can't be left alone.
How to Make Changes:
- keep records of any meetings
- talk to the person responsible for the changes and explain how they are affecting you
- encourage different departments to visit each other at least once, so they know what each other are doing and how they are doing it
- question all memos
- stay calm when things really irk you, otherwise people won't listen to you
- suggest new ways for improvement that will benefit everybody
Find out more at www.thinkWORKnotJOB.com
- Buck Moore
Wednesday, September 23, 2009
Is My Job Important? Part 1 - The Man Who Swept the Floor
I like this story and thought I would post it:
"Bernie was a talented young man, in his early twenties, who had his mind set on success. He swept the floor of his workplace daily, after doing his job, and contemplated what success meant to him. He sometimes seemed frustrated that he was sweeping the floor and not doing his dream-job, but those looks of frustration were merely a result of his intense thoughts. He thought about one day running his own business.
After Bernie did what he was supposed to for the day, he filled the rest of the time not only by sweeping, but by cleaning washrooms and taking out garbage. He was constantly reminded by his co-workers that he didn't have to do those things but Bernie just smiled and carried on. Sometimes he did his regular work so fast that he ended up with more time for sweeping and cleaning.
To the average worker, it appeared as though Bernie was sucking up to management and trying to make them look bad, but they were wrong. It is true that Bernie was promoted a couple of times over those with more seniority, but that wasn't on his agenda and even though he was eventually further ahead and getting raises, he still swept floors. He even re-swept the floor after another disrespectful co-worker spit on it and he 'let it go' without incident.
Eventually, Bernie started a service business part time and was very good at what he did. He had studied in his spare time to learn a trade and it eventually paid off. He still does well and continues to move forward.
So, why did Bernie sweep and clean in his spare time when he clearly could have relaxed without any pressure to over-work himself? There were several reasons:
1) He kept moving to keep himself in good shape.
2) He made notes of almost every aspect of the business because he could travel into all departments and learn about them while networking with other co-workers he got along with.
3) He learned that always being busy made him untouchable at work and he would be the least likely candidate to be laid off should there be a slump in business.
4) Most importantly, he could do the one thing that pleased him the most: 'think'. He thought about starting businesses, he thought about what kind of staff members were most beneficial to a company, he thought about how to be a good manager by taking cues from both good and bad, he thought about lyrics for songs, he thought about his future and everything else he wanted to think about - and nobody could stop him!
They could not stop him and they would not stop him, and Bernie knew that. If he was busy all the time with seemingly menial tasks, he could get a lot of work done in his head and at the same time, the business never looked so clean! Because it was a retail store, cleanliness was important for the customers.
Where's Bernie now? Running his service business and continuing to educate himself and grow. In short, he is doing exactly what he wants to be doing.
Sweeping the floor may seem like a menial task requiring little skill, but not everybody is good at it...and not everybody can see the opportunities in it!"
- Anonymous
"Bernie was a talented young man, in his early twenties, who had his mind set on success. He swept the floor of his workplace daily, after doing his job, and contemplated what success meant to him. He sometimes seemed frustrated that he was sweeping the floor and not doing his dream-job, but those looks of frustration were merely a result of his intense thoughts. He thought about one day running his own business.
After Bernie did what he was supposed to for the day, he filled the rest of the time not only by sweeping, but by cleaning washrooms and taking out garbage. He was constantly reminded by his co-workers that he didn't have to do those things but Bernie just smiled and carried on. Sometimes he did his regular work so fast that he ended up with more time for sweeping and cleaning.
To the average worker, it appeared as though Bernie was sucking up to management and trying to make them look bad, but they were wrong. It is true that Bernie was promoted a couple of times over those with more seniority, but that wasn't on his agenda and even though he was eventually further ahead and getting raises, he still swept floors. He even re-swept the floor after another disrespectful co-worker spit on it and he 'let it go' without incident.
Eventually, Bernie started a service business part time and was very good at what he did. He had studied in his spare time to learn a trade and it eventually paid off. He still does well and continues to move forward.
So, why did Bernie sweep and clean in his spare time when he clearly could have relaxed without any pressure to over-work himself? There were several reasons:
1) He kept moving to keep himself in good shape.
2) He made notes of almost every aspect of the business because he could travel into all departments and learn about them while networking with other co-workers he got along with.
3) He learned that always being busy made him untouchable at work and he would be the least likely candidate to be laid off should there be a slump in business.
4) Most importantly, he could do the one thing that pleased him the most: 'think'. He thought about starting businesses, he thought about what kind of staff members were most beneficial to a company, he thought about how to be a good manager by taking cues from both good and bad, he thought about lyrics for songs, he thought about his future and everything else he wanted to think about - and nobody could stop him!
They could not stop him and they would not stop him, and Bernie knew that. If he was busy all the time with seemingly menial tasks, he could get a lot of work done in his head and at the same time, the business never looked so clean! Because it was a retail store, cleanliness was important for the customers.
Where's Bernie now? Running his service business and continuing to educate himself and grow. In short, he is doing exactly what he wants to be doing.
Sweeping the floor may seem like a menial task requiring little skill, but not everybody is good at it...and not everybody can see the opportunities in it!"
- Anonymous
Tuesday, September 22, 2009
Changing Careers and Networking
I had created a 9 step process for changing careers and I post them individually once in a while (look for "Rule #1: Phase it Out!"). Under "Rule #5: Keep Stoking the Fire" (not posted yet), I explain how important it is to keep the desire of a new career burning and part of that includes telling people you meet what you are doing because you never know who'll you run into.
Everyone knows someone and someone always has a lead. In fact, it has been shown that 50-75% of people find work through networking and up to 90% find career changes through networking** (source below).
Statistics aside, I have found a lot of work through people I had met and, in the past few years, I've had more work offered to me than I could handle, so I've had to turn some of it down - some leads weren't right for me and for others, I simply did not have enough time to pursue them because I was too busy with other things. BUT, I didn't say an outright 'NO'. I referred the work to somebody else because I believe in the power of networking (and karma!), and if I keep in contact with people I refer, they are likely to pass an opportunity back to me in the future.
In that way, I am a 'go to' person in my industry who likes to help share the opportunities. Also, if I get a call for some work that I do, but not in a certain quantity, I give out the name and number of somebody or firm who does do it in the quantity desired.
In the article mentioned above, there is some excellent advice which states that you should talk to people who already have the position you'd like and get to know what's involved in it. I could not agree more. You can also find out how much more education you may need to get that position.
I cover education in Rule #8, which will be posted soon. Happy networking!
BTW, the thinkWORKnotJOB Career Change DVD Kit will be available soon and it comes with a booklet, slide shows and videos (plus many documents) that cover career changes, networking tips, an opportunity checklist and a career-change step-by-step card. It is being finished now. Stay tuned!!
**(source: http://ca.finance.yahoo.com/personal-finance/article/forbes/1255/when-you-need-a-completely-new-career)
- Buck Moore
thinkWORKnotJOB.com
Everyone knows someone and someone always has a lead. In fact, it has been shown that 50-75% of people find work through networking and up to 90% find career changes through networking** (source below).
Statistics aside, I have found a lot of work through people I had met and, in the past few years, I've had more work offered to me than I could handle, so I've had to turn some of it down - some leads weren't right for me and for others, I simply did not have enough time to pursue them because I was too busy with other things. BUT, I didn't say an outright 'NO'. I referred the work to somebody else because I believe in the power of networking (and karma!), and if I keep in contact with people I refer, they are likely to pass an opportunity back to me in the future.
In that way, I am a 'go to' person in my industry who likes to help share the opportunities. Also, if I get a call for some work that I do, but not in a certain quantity, I give out the name and number of somebody or firm who does do it in the quantity desired.
In the article mentioned above, there is some excellent advice which states that you should talk to people who already have the position you'd like and get to know what's involved in it. I could not agree more. You can also find out how much more education you may need to get that position.
I cover education in Rule #8, which will be posted soon. Happy networking!
BTW, the thinkWORKnotJOB Career Change DVD Kit will be available soon and it comes with a booklet, slide shows and videos (plus many documents) that cover career changes, networking tips, an opportunity checklist and a career-change step-by-step card. It is being finished now. Stay tuned!!
**(source: http://ca.finance.yahoo.com/personal-finance/article/forbes/1255/when-you-need-a-completely-new-career)
- Buck Moore
thinkWORKnotJOB.com
Friday, September 18, 2009
Customer Service Blunders & Solutions Part 4: Yes, Virginia, it IS Your Job.
As we go through our workdays, it can be easy to become jaded...if we let it happen. A very common result of this jadedness is the statement: "It's not my job." I spent years in the workforce witnessing similar reactions and I came to the conclusion that most people do not like what they do for a living.
I know what it's like to be stuck in a rut or have a bad boss try to humiliate you. I have also felt the 'empty fishbowl' effect of watching as the world went by outside of the trap I created for myself, wondering when I would get to join in on the action and do something important instead of being stuck inside with my jaded co-workers.
Then, one day, I saw 'Joe vs. The Volcano" and it made me think. It's not that I wasn't thinking before that, I just wasn't thinking the right things. Showing up at the same place every day with the same problems and hearing the same things over and over and over again can really take the color out of life (even though the color really doesn't go anywhere).
It's easy to see why someone might utter the words 'it's not my job' and it is not entirely their fault. But, when a customer hears somebody say that, it's a real letdown. It makes customers feel uncomfortable because they don't want to hear that kind of internal struggle that is so evident in a company; they just want to get what they came for. The concept of 'it's not my job' also affects productivity.
So, Virginia was just finished helping a customer with a new jacket one day and another customer had dropped a milkshake on the floor. The other salespeople were with customers and the manager asked Virginia if she could clean up the spill. Guess what Virginia said? Of course she didn't want to do it, because she felt that that kind of work was below her and therefore humiliating.
The manager, Steve, gave Virginia very little reason to come to work every day because he wasn't very nice and commanded things rather than asked. There was a running joke that he was a 'retail dictator'. Virginia needed her job and was there primarily for commissions because the hourly rate was so poor, so she reluctantly grabbed a broom, dustpan and large rag to clean up the mess - and she didn't look happy about it.
That retail store was clearly not a well-oiled machine. But, what was the problem? Who was to blame? Was it Virginia's job? Let's examine this case study to find solutions:
1. Problem: No wage increases. Details: There is little that can be done about Virginia's hourly rate at this time. It was mentioned in a company memo that there would be no pay raises for six months so that the company could avoid layoffs. Solution: Steve should have had a meeting with his staff about the memo. He should have motivated people to get more commissions by selling more and he should have provided information on how to do it.
2. Problem: Steve does not know how to motivate people. Solution: He should take professional development courses or seminars and educate himself about how to motivate people and communicate with them. Steve should also show a good example once in a while by cleaning something himself when everybody else is busy. He should explain to Virginia (and other staff) that a liquid spill is more of a safety hazard than anything else and that it must be dealt with by anybody who is available as a gesture of extended customer service - and do so with a smile. Steve should also learn how to tell a joke or two to lighten up his staff.
3. Problem: Virginia is jaded and only in it for herself. Solution: Virginia should be reminded why teamwork is important and that she can improve her livelihood by learning a few new sales techniques and therefore get more commissions. She should be reminded to think about customer service and safety for customers and staff - but she should be told in a calm, humorous way and not in front of customers or other staff. She should also be encouraged to laugh.
For more on this topic, contact:
- Buck Moore (buck@thinkworknotjob.com)
I know what it's like to be stuck in a rut or have a bad boss try to humiliate you. I have also felt the 'empty fishbowl' effect of watching as the world went by outside of the trap I created for myself, wondering when I would get to join in on the action and do something important instead of being stuck inside with my jaded co-workers.
Then, one day, I saw 'Joe vs. The Volcano" and it made me think. It's not that I wasn't thinking before that, I just wasn't thinking the right things. Showing up at the same place every day with the same problems and hearing the same things over and over and over again can really take the color out of life (even though the color really doesn't go anywhere).
It's easy to see why someone might utter the words 'it's not my job' and it is not entirely their fault. But, when a customer hears somebody say that, it's a real letdown. It makes customers feel uncomfortable because they don't want to hear that kind of internal struggle that is so evident in a company; they just want to get what they came for. The concept of 'it's not my job' also affects productivity.
So, Virginia was just finished helping a customer with a new jacket one day and another customer had dropped a milkshake on the floor. The other salespeople were with customers and the manager asked Virginia if she could clean up the spill. Guess what Virginia said? Of course she didn't want to do it, because she felt that that kind of work was below her and therefore humiliating.
The manager, Steve, gave Virginia very little reason to come to work every day because he wasn't very nice and commanded things rather than asked. There was a running joke that he was a 'retail dictator'. Virginia needed her job and was there primarily for commissions because the hourly rate was so poor, so she reluctantly grabbed a broom, dustpan and large rag to clean up the mess - and she didn't look happy about it.
That retail store was clearly not a well-oiled machine. But, what was the problem? Who was to blame? Was it Virginia's job? Let's examine this case study to find solutions:
1. Problem: No wage increases. Details: There is little that can be done about Virginia's hourly rate at this time. It was mentioned in a company memo that there would be no pay raises for six months so that the company could avoid layoffs. Solution: Steve should have had a meeting with his staff about the memo. He should have motivated people to get more commissions by selling more and he should have provided information on how to do it.
2. Problem: Steve does not know how to motivate people. Solution: He should take professional development courses or seminars and educate himself about how to motivate people and communicate with them. Steve should also show a good example once in a while by cleaning something himself when everybody else is busy. He should explain to Virginia (and other staff) that a liquid spill is more of a safety hazard than anything else and that it must be dealt with by anybody who is available as a gesture of extended customer service - and do so with a smile. Steve should also learn how to tell a joke or two to lighten up his staff.
3. Problem: Virginia is jaded and only in it for herself. Solution: Virginia should be reminded why teamwork is important and that she can improve her livelihood by learning a few new sales techniques and therefore get more commissions. She should be reminded to think about customer service and safety for customers and staff - but she should be told in a calm, humorous way and not in front of customers or other staff. She should also be encouraged to laugh.
For more on this topic, contact:
- Buck Moore (buck@thinkworknotjob.com)
Wednesday, September 16, 2009
Phone Call Etiquette for Busy Salespeople
Salespeople will get called when working - that's a fact! What becomes important is how a busy situation with customers both present and on the phone should be handled.
If the person taking the call sees that the sales person is busy, they should take a message for the salesperson. If the salesperson in question is involved in a big, complicated sale, the person who took the call should call the customer back and let them know that they haven't been forgotten about.
If the salesperson takes a call, they should have already mentioned the possibility of taking quick calls and have a pre-planned script ready for different situations. They should also practice getting off the phone quickly, then remember to follow up with the caller as soon as possible after dealing with the customer who is present.
Whenever I pick up the phone during busy times, no matter who is calling, I generally warn them about call-waiting or having to answer the door (I've even warned people about my cordless phone possibly dying in the middle of a conversation). It softens the blow when I must get off the phone in a hurry and I even tell them to expect an email or text message if I'm not able to call them back.
In my retail experience, I've heard managers tell staff that they should convince callers to come down to the store and deal with the ones who are already there. That makes sense, but nobody was shopping online at the time. Still, nothing is better than a tangible product to get somebody excited and people will still show up in person after they've decided where to shop - or should I say: "Who to give their money to"?
It's all in the way you say it!
If you get comfortable because it's been a good week, you might not care as much about a lost sale and you might sound like you don't care to a caller. Since your voice is the only thing they are exposed to, you have to be sure to always be 'on' when taking a call.
It helps to pause a second, take a deep breath then pick up the phone. If you have a great experience with a caller, they are more likely to come down in person and they'll probably want to meet you - so, you have to look like you're in control all the time as well as sound like it.
A salesperson is the director of a phone call and people call in because they need help with something.
- Buck Moore
If the person taking the call sees that the sales person is busy, they should take a message for the salesperson. If the salesperson in question is involved in a big, complicated sale, the person who took the call should call the customer back and let them know that they haven't been forgotten about.
If the salesperson takes a call, they should have already mentioned the possibility of taking quick calls and have a pre-planned script ready for different situations. They should also practice getting off the phone quickly, then remember to follow up with the caller as soon as possible after dealing with the customer who is present.
Whenever I pick up the phone during busy times, no matter who is calling, I generally warn them about call-waiting or having to answer the door (I've even warned people about my cordless phone possibly dying in the middle of a conversation). It softens the blow when I must get off the phone in a hurry and I even tell them to expect an email or text message if I'm not able to call them back.
In my retail experience, I've heard managers tell staff that they should convince callers to come down to the store and deal with the ones who are already there. That makes sense, but nobody was shopping online at the time. Still, nothing is better than a tangible product to get somebody excited and people will still show up in person after they've decided where to shop - or should I say: "Who to give their money to"?
It's all in the way you say it!
If you get comfortable because it's been a good week, you might not care as much about a lost sale and you might sound like you don't care to a caller. Since your voice is the only thing they are exposed to, you have to be sure to always be 'on' when taking a call.
It helps to pause a second, take a deep breath then pick up the phone. If you have a great experience with a caller, they are more likely to come down in person and they'll probably want to meet you - so, you have to look like you're in control all the time as well as sound like it.
A salesperson is the director of a phone call and people call in because they need help with something.
- Buck Moore
Monday, September 14, 2009
Customer Service Blunders & Solutions Part 3: How Multi-tasking Lowers Productivity
It never ceases to amaze me how multitasking at the retail level is such a waste of time for the employee and for the customer. I don't mean to sound cranky, but I purposely go along with it when it happens just to see how inefficient it is for a front line worker to multi-task. I am a secret shopper on a mission.
In the past few months, I have experienced much longer wait times than necessary in a retail environment and they all involved a phone. I stood patiently and waited while I watched two employees in particular go back and forth with a phone on their ear, trying to help me out while having a conversation and not really seeing what it was I needed until I pointed it out.
Four multitasking problems worth mentioning (postal outlet, electronics retailer, musical instrument retailer and fast food franchise).
The Postal Outlet Multitasker
In Toronto, Canada Post allows some retail stores to operate a postal business out of them with non-Canada Post employees; it gives us a small town, friendly neighborhood feel. The one closest to my house is in a picture frame shop and the guy who runs it with his wife is usually very efficient, courteous and ensures you get every piece of paperwork when you're done. But he has to learn how to handle phone calls when customers are present.
One day, I went to pick up an eBay shipment from India, and since I'd ordered the same thing before, I had a pretty good idea of what size the package might look like. The gentleman behind the counter took my delivery notice and began looking for my item - then the phone rang! He was talking to someone who sounded important and he kept going back and forth expressing himself with his hands while looking for my package. I said: "Psst! It's small. Probably in that drawer of small things." He looked in the drawer, trying to match the numbers, then he looked on the other side of the counter.
He came back to the drawer, looked again as he talked, then looked elsewhere. I then saw it in the drawer (or, at least what I though might be it - and I was right). Five minutes passed and I just wanted my package because 'time is money'. There were a couple of other customers waiting with me at that point and I just pointed to it; he 'half heard' me and went back to the drawer a third time. I said: "I think that's it." He looked at it closely, matched the numbers and took it from the drawer.
He then hung up the phone and rang the order through. What could have been a one minute transaction took almost ten minutes! I don't even blame the phone, I blame the way the situation was handled. Sometimes, even the most seemingly conscientious people can inadvertently be caught up in a time-waster like that.
There are three other similar situations that come to mind including an electronics retailer employee who was on the phone while I was trying to point out the product I wanted behind the counter (she finally clued in after three minutes), a music store employee who kept me waiting while he was on the phone, handling another customer and even offering to help another customer who 'just walked in' (I had been there for about 15-20 minutes by that time) and finally, a fast food cashier who had to make the food without washing his hands because his manager was in the back taking a break (okay, I admit to the fast food, but I was on the road and got hungry).
So, multitasking clearly doesn't work. If I were less tolerant, I would either complain loudly or never shop at those places again until I had nowhere to shop, but I'm not like that. I always tolerate it because I want to observe the process and develop solutions to these obvious problems. I can't tell you how much money is left behind each and every day by retailers from coast to coast, but if I were to just estimate an amount based on only these four incidences, it would be $1269.00 (that's exactly the amount I purchased).
If we were to divide that by 4, it would be: $317.25. Since I didn't pay anything at the postal outlet and only six bucks at the fast food place, let's just keep it at a loss of $317.25 for two retailers. I should mention that I shop at the latter two business all year long and the last time I counted, I spend A FEW THOUSAND DOLLARS BETWEEN THEM each year. But let's just say one person (me) represented a $300.00 loss per business. If there were 50 other people over the course of a year who didn't spend their money and walked out, that would be a $15,000.00 per year loss for each business (50 x 600/2 = 15,000).
If a busy place gets 50 people through the door each day, on average (I'm low-balling here) and they close on Sundays, that equals 300 people per week and 15,000 per year (based on only a 50 week year due to holidays, etc). 50 unsatisfied customers equals .003% of 15,000. That sounds unrealistic, though, so let's just say that only 2% of people are unsatisfied and 98% of customers are completely happy with the service at both places.
15,000 x .02 = 300 (unsatisfied customers who walked out)
300 x 600/2 = $90,000.00 of lost sales every year for each business!!
And that's with a 2% customer walkout rate (CWR). I tried to low-ball this as much as possible and I wouldn't say it's highly scientific, but I must ask: How much money is walking out your door every year due to multitasking or other inefficient processes at your store?
Solutions
Train your staff how to handle busy situations, give them a reason for going to work and getting something out of it and discuss, rationally, how important it is to have great customer service.
In the past few months, I have experienced much longer wait times than necessary in a retail environment and they all involved a phone. I stood patiently and waited while I watched two employees in particular go back and forth with a phone on their ear, trying to help me out while having a conversation and not really seeing what it was I needed until I pointed it out.
Four multitasking problems worth mentioning (postal outlet, electronics retailer, musical instrument retailer and fast food franchise).
The Postal Outlet Multitasker
In Toronto, Canada Post allows some retail stores to operate a postal business out of them with non-Canada Post employees; it gives us a small town, friendly neighborhood feel. The one closest to my house is in a picture frame shop and the guy who runs it with his wife is usually very efficient, courteous and ensures you get every piece of paperwork when you're done. But he has to learn how to handle phone calls when customers are present.
One day, I went to pick up an eBay shipment from India, and since I'd ordered the same thing before, I had a pretty good idea of what size the package might look like. The gentleman behind the counter took my delivery notice and began looking for my item - then the phone rang! He was talking to someone who sounded important and he kept going back and forth expressing himself with his hands while looking for my package. I said: "Psst! It's small. Probably in that drawer of small things." He looked in the drawer, trying to match the numbers, then he looked on the other side of the counter.
He came back to the drawer, looked again as he talked, then looked elsewhere. I then saw it in the drawer (or, at least what I though might be it - and I was right). Five minutes passed and I just wanted my package because 'time is money'. There were a couple of other customers waiting with me at that point and I just pointed to it; he 'half heard' me and went back to the drawer a third time. I said: "I think that's it." He looked at it closely, matched the numbers and took it from the drawer.
He then hung up the phone and rang the order through. What could have been a one minute transaction took almost ten minutes! I don't even blame the phone, I blame the way the situation was handled. Sometimes, even the most seemingly conscientious people can inadvertently be caught up in a time-waster like that.
There are three other similar situations that come to mind including an electronics retailer employee who was on the phone while I was trying to point out the product I wanted behind the counter (she finally clued in after three minutes), a music store employee who kept me waiting while he was on the phone, handling another customer and even offering to help another customer who 'just walked in' (I had been there for about 15-20 minutes by that time) and finally, a fast food cashier who had to make the food without washing his hands because his manager was in the back taking a break (okay, I admit to the fast food, but I was on the road and got hungry).
So, multitasking clearly doesn't work. If I were less tolerant, I would either complain loudly or never shop at those places again until I had nowhere to shop, but I'm not like that. I always tolerate it because I want to observe the process and develop solutions to these obvious problems. I can't tell you how much money is left behind each and every day by retailers from coast to coast, but if I were to just estimate an amount based on only these four incidences, it would be $1269.00 (that's exactly the amount I purchased).
If we were to divide that by 4, it would be: $317.25. Since I didn't pay anything at the postal outlet and only six bucks at the fast food place, let's just keep it at a loss of $317.25 for two retailers. I should mention that I shop at the latter two business all year long and the last time I counted, I spend A FEW THOUSAND DOLLARS BETWEEN THEM each year. But let's just say one person (me) represented a $300.00 loss per business. If there were 50 other people over the course of a year who didn't spend their money and walked out, that would be a $15,000.00 per year loss for each business (50 x 600/2 = 15,000).
If a busy place gets 50 people through the door each day, on average (I'm low-balling here) and they close on Sundays, that equals 300 people per week and 15,000 per year (based on only a 50 week year due to holidays, etc). 50 unsatisfied customers equals .003% of 15,000. That sounds unrealistic, though, so let's just say that only 2% of people are unsatisfied and 98% of customers are completely happy with the service at both places.
15,000 x .02 = 300 (unsatisfied customers who walked out)
300 x 600/2 = $90,000.00 of lost sales every year for each business!!
And that's with a 2% customer walkout rate (CWR). I tried to low-ball this as much as possible and I wouldn't say it's highly scientific, but I must ask: How much money is walking out your door every year due to multitasking or other inefficient processes at your store?
Solutions
Train your staff how to handle busy situations, give them a reason for going to work and getting something out of it and discuss, rationally, how important it is to have great customer service.
Anybody who takes phone calls at work on a regular basis while in front of customers should have a polite way of telling a customer that it is possible they may have to take a call sometime during their transaction. Nobody wants to hear a gritted-teeth comment like "I'm with a customer" when they're paged to take a call. Instead, the sales person should have a pre-planned script for typical situations ready so they can get off the phone and back with the customer that is standing in front of them.
Stay Tuned for 'Phone Call Etiquette for Busy Salespeople'.
- Buck Moore
Wednesday, September 9, 2009
How to Change Things at a New Workplace
Here are 4 tips for change that I have developed and lived by for almost a decade - and it is a proven method for getting the best results.
Any new team member, especially those in a managerial role, will want to change the way things are done. This happens because the position is fresh, they are excited and they can see ways of improving the company. However, some changes will open a can of worms if implemented improperly. Not everything needs to be 'changed', especially if something is working very well; it may just need to be improved slightly.
The following four step process will allow a new boss, supervisor or department head to manage change in a seamless fashion, if all four points are adhered to closely: 1) Observe you surroundings, 2) Question everything, 3) Make improvements, 4) Keep records.
1) Observe your surroundings - keep a close eye on all processes and make some notes. Pay attention to every aspect of every process and decide whether or not changes are priorities or not. Observe the final outcome (the end result, the product, the service, etc) and evaluate the quality to measure against the ideal the organization has mandated.
Case study: the 'product shot' of a double-layer hamburger looks very juicy, appetizing and the crown of the burger (the bun on top) is perfectly rounded and placed. The whole thing looks hot, tasty and symmetrical - a perfect picture. However, the afternoon shift on every other day (we'll call them Red Team) can never seem to get the product to look like the picture. They overcook the crowns, squish them and slap them on, the patties are sliding out and the lettuce is everywhere.
The new manager assesses the situation and discovers that the Red Team is usually under-staffed because nobody answers the phone when they are on call and staff members regularly call in sick. The manager of Red Team seems overwhelmed and has a hard time keeping his cool. Upon further investigation, Blue Team always has staff, their manager appears to be happy-go-lucky and the overall quality is quite impressive, given the hostile work environment (hot kitchen, line-ups ten deep, etc).
Something is clearly wrong with Red Team. But don't make any accusations until you find out more!
2) Question everything - ask questions of both management and staff, then get to know them as much as possible. Get to the bottom of the situation by going through every detail and don't make any changes until you know the whole story - it'll be better in the long run.
Case study (cont'd): you find out that the manager of Red Team is going through a divorce and has been separated for the previous two years. Some staff report that they do not look forward to coming in to work because they are getting tired of being belittled in front of staff and customers. Somebody tells you 'off the record' that people are trying to switch to Blue Team because they like working for the manager and they have fun while working.
You also hear that the manager of Red Team threw some over-cooked crowns at the crew trainer during one shift in front of everybody. The crew trainer hadn't complained because he fears he'll be fired (he's a teenager and needs the money - his mom is single and she has trouble making ends meet). You then find out that the bun toasters had not been calibrated in a while because the Red Team manager never got around to it, but instead he faked the reports. No wonder the buns were usually over-cooked.
3) Make improvements - have one-on-one meetings with those who are keeping the quality down and let them know you are working on solutions to all of the problems in order to improve the quality. If necessary, send any staff for further education, whether in-house or at another location. Go through the proper procedures for every position and ensure those little details that had fallen through the cracks resurface and are addressed properly. Ask those involved for their input on improving the situation.
Case study (cont'd): you talk the Red Team manager and find out what is slowing him down, in as general terms as possible, and suggest he work in another position or take some time off (or send him to Human Resources so they can direct him to attend a self-help seminar or seek professional help).
You then talk with the crew trainer and explain the situation and why it is so important to address any problems with any management staff by going through the proper channels. Now, it's time for a staff meeting but keep it positive (I've been involved in train-wreck meetings where the staff were accused of many things - not very productive!).
4) Keep records - if your above actions made a difference, you'll need to keep track of the progress. Records will also help you if things begin to slip because you can go back to them and remind yourself of the details and what worked.
Case study (cont'd): the burgers look the same from both Red Team and Blue Team, the overall quality has improved a great deal (as the random 'visitation reports' reveal) and the staff on both Red and Blue Teams are in better spirits. Productivity has improved (as the sales reports indicate) and morale is at an all-time high. It took a few weeks, but you can't hurry resolutions to deep problems.
The above case study was based on real-life situations at a fast food restaurant in Ottawa, Ontario, Canada. There were many problems at that franchise and I was very happy to be a part of the solutions.
One last thing about the four-step process for implementing change - it works!
- Buck Moore
Any new team member, especially those in a managerial role, will want to change the way things are done. This happens because the position is fresh, they are excited and they can see ways of improving the company. However, some changes will open a can of worms if implemented improperly. Not everything needs to be 'changed', especially if something is working very well; it may just need to be improved slightly.
The following four step process will allow a new boss, supervisor or department head to manage change in a seamless fashion, if all four points are adhered to closely: 1) Observe you surroundings, 2) Question everything, 3) Make improvements, 4) Keep records.
1) Observe your surroundings - keep a close eye on all processes and make some notes. Pay attention to every aspect of every process and decide whether or not changes are priorities or not. Observe the final outcome (the end result, the product, the service, etc) and evaluate the quality to measure against the ideal the organization has mandated.
Case study: the 'product shot' of a double-layer hamburger looks very juicy, appetizing and the crown of the burger (the bun on top) is perfectly rounded and placed. The whole thing looks hot, tasty and symmetrical - a perfect picture. However, the afternoon shift on every other day (we'll call them Red Team) can never seem to get the product to look like the picture. They overcook the crowns, squish them and slap them on, the patties are sliding out and the lettuce is everywhere.
The new manager assesses the situation and discovers that the Red Team is usually under-staffed because nobody answers the phone when they are on call and staff members regularly call in sick. The manager of Red Team seems overwhelmed and has a hard time keeping his cool. Upon further investigation, Blue Team always has staff, their manager appears to be happy-go-lucky and the overall quality is quite impressive, given the hostile work environment (hot kitchen, line-ups ten deep, etc).
Something is clearly wrong with Red Team. But don't make any accusations until you find out more!
2) Question everything - ask questions of both management and staff, then get to know them as much as possible. Get to the bottom of the situation by going through every detail and don't make any changes until you know the whole story - it'll be better in the long run.
Case study (cont'd): you find out that the manager of Red Team is going through a divorce and has been separated for the previous two years. Some staff report that they do not look forward to coming in to work because they are getting tired of being belittled in front of staff and customers. Somebody tells you 'off the record' that people are trying to switch to Blue Team because they like working for the manager and they have fun while working.
You also hear that the manager of Red Team threw some over-cooked crowns at the crew trainer during one shift in front of everybody. The crew trainer hadn't complained because he fears he'll be fired (he's a teenager and needs the money - his mom is single and she has trouble making ends meet). You then find out that the bun toasters had not been calibrated in a while because the Red Team manager never got around to it, but instead he faked the reports. No wonder the buns were usually over-cooked.
3) Make improvements - have one-on-one meetings with those who are keeping the quality down and let them know you are working on solutions to all of the problems in order to improve the quality. If necessary, send any staff for further education, whether in-house or at another location. Go through the proper procedures for every position and ensure those little details that had fallen through the cracks resurface and are addressed properly. Ask those involved for their input on improving the situation.
Case study (cont'd): you talk the Red Team manager and find out what is slowing him down, in as general terms as possible, and suggest he work in another position or take some time off (or send him to Human Resources so they can direct him to attend a self-help seminar or seek professional help).
You then talk with the crew trainer and explain the situation and why it is so important to address any problems with any management staff by going through the proper channels. Now, it's time for a staff meeting but keep it positive (I've been involved in train-wreck meetings where the staff were accused of many things - not very productive!).
4) Keep records - if your above actions made a difference, you'll need to keep track of the progress. Records will also help you if things begin to slip because you can go back to them and remind yourself of the details and what worked.
Case study (cont'd): the burgers look the same from both Red Team and Blue Team, the overall quality has improved a great deal (as the random 'visitation reports' reveal) and the staff on both Red and Blue Teams are in better spirits. Productivity has improved (as the sales reports indicate) and morale is at an all-time high. It took a few weeks, but you can't hurry resolutions to deep problems.
The above case study was based on real-life situations at a fast food restaurant in Ottawa, Ontario, Canada. There were many problems at that franchise and I was very happy to be a part of the solutions.
One last thing about the four-step process for implementing change - it works!
- Buck Moore
Tuesday, September 8, 2009
Customer Service Blunders & Solutions Part 3: The Flyer Got Me Here!
A couple of years ago, I was looking for a digital voice recorder that sounded good and had a microphone input, so I could record my speeches and lectures. I came across a flyer from a well-known electronics retailer that had a sale on a Panasonic digital voice recorder with it's own microphone for $69.99. I wanted to run an get it that moment, but I had to wait until a day off.
Since I have about four days off per week, on average, I wasn't in any hurry to shop for the best product at the best price and I went to the retailer with the flyer in hand. I looked around and the store was not very busy (it was Tuesday before noon, after all). I saw a person coding merchandise, a fellow with a customer at the checkout desk and a couple of young staff members talking about what they did last night.
I managed to find the product I saw in the flyer, but it was locked behind a glass door. Since nobody seemed to notice me, I stood in front of the glass for eight minutes until somebody came over and asked me what I was looking for. I pointed to the flyer and then to the merchandise and said I wanted to buy it, but not before I could listen to the quality of it with the microphone.
The sales person went to find the box for the display item, but could not locate it. He said he didn't want to open a new package and that I could buy a new, boxed item, try it out then bring it back if it didn't sound good enough. I explained that I wanted to avoid that process and that I could tell right away if it was of good enough quality by simply listening to it. He couldn't help me, he was too busy with other people (the two young guys were still talking, so they couldn't help me, either).
We could do all sorts of math on how many people like me experience the same sort of thing and how much money walks out the door, but it's safe to say that I'm not alone. Many thousands of dollars are walking out of the doors of even the most prominent retail establishments and staff continue to let it happen. We can't please EVERY customer EVERY time, I know that, but there is little excuse for letting a customer walk when the flyer brought them in!
The Solution
Staff need to know that sales come first - before chatting, before pricing, before 'targeting the bigger spenders', etc. How do you do this? First of all, they have to be treated well. Second, they have to understand how the business works - they are there to help people by providing them with solutions and your store has the solutions (otherwise, why are the customers there?).
How you get this idea across is up to you, but it isn't difficult to learn a few things to improve your bossing skills in order to motivate your staff.
Staff are not simply 'workers' to do what is mandated; they are people that have been hired to perform designated tasks and they should at least partially enjoy what they are doing. People have dreams and ideals and often people who work at the retail level think they are destined for something better and/or simply do not understand the opportunity they have been given. Some will excel and grow with the company and some will move one, but they can all get results, if you can motivate them to do so.
Stay tuned for more!
- Buck Moore
Customer Service Blunders & Solutions Part 2: A Deal is a Deal!
When somebody buys an electric/electronic item in a retail store, they are often given the standard 'one year parts and labour' warranty deal, provided they bring in the item before the expiry date stated on the invoice. This is what the customer is told, in good faith, by the sales person: "If it stops working and it is the fault of the equipment, bring it back within one year and we will send it to the manufacturer, who will fix it or replace it for you."
"Within one year" as measured by the date of purchase, right? Now, I know that a lot us wait until the last second before getting around to doing something with a time limit, however, a deal is a deal, no?
The Problem
A customer came in one day with a guitar that malfunctioned and there was one week left on the warranty. The manager on duty told the customer that they had waited too long and there was nothing he could do for them because it would take a few days to ship it out and perhaps a few weeks to get it back. The customer proved that there was still time left as stated on the original invoice. The manager said, and I quote: "Sorry!" and walked away.
It appeared as if the manager just did not want to be bothered and that the guitar should have, perhaps, failed a few weeks before the warranty expired, not just 'the week before'.
I was coding merchandise as I watched this whole situation evolve and, after the manager left the area, I told the customer to hang on because I would at least try to get it fixed or replaced under warranty. I would like to say that it was not my department, but when it comes to customer service, there really is no such thing. If I really could not help him, I would have found somebody who could - because it is everybody's department to do what is necessary to keep the customer happy and maintain the relationship which has already been developed.
I phoned up the guitar company and asked if I could get an RA number (return authorization) for a warranty repair, copied the invoice, packed up the guitar and sent it back. A couple of weeks later, the guitar came back fixed, I called the customer and he came to get it. I did this for one reason - a deal is a deal. He didn't pay a dime for anything and he was very happy that he wasn't stuck with a broken guitar that he'd have to shell out more money for.
What's the worst that could have happened? The company could have returned the guitar unfixed and said: "Sorry! Can't help you." Also, the manager could have disciplined me for 'insubordination' or he could have even fired me. But I was willing to take that chance.
The Solution
Anybody can pick up a phone and at least 'ask' about a warranty situation, even if it is 'not their department'. In my view, anybody who is not busy in a retail environment is in whatever department that needs help the most.
Clear directives and positive staff meetings can emphasize the importance of customer service. After all, if nobody is buying, who is paying us?
Treat customers right, because when we're not selling, we're buying and we can choose to buy from whoever we want!
- Buck Moore
"Within one year" as measured by the date of purchase, right? Now, I know that a lot us wait until the last second before getting around to doing something with a time limit, however, a deal is a deal, no?
The Problem
A customer came in one day with a guitar that malfunctioned and there was one week left on the warranty. The manager on duty told the customer that they had waited too long and there was nothing he could do for them because it would take a few days to ship it out and perhaps a few weeks to get it back. The customer proved that there was still time left as stated on the original invoice. The manager said, and I quote: "Sorry!" and walked away.
It appeared as if the manager just did not want to be bothered and that the guitar should have, perhaps, failed a few weeks before the warranty expired, not just 'the week before'.
I was coding merchandise as I watched this whole situation evolve and, after the manager left the area, I told the customer to hang on because I would at least try to get it fixed or replaced under warranty. I would like to say that it was not my department, but when it comes to customer service, there really is no such thing. If I really could not help him, I would have found somebody who could - because it is everybody's department to do what is necessary to keep the customer happy and maintain the relationship which has already been developed.
I phoned up the guitar company and asked if I could get an RA number (return authorization) for a warranty repair, copied the invoice, packed up the guitar and sent it back. A couple of weeks later, the guitar came back fixed, I called the customer and he came to get it. I did this for one reason - a deal is a deal. He didn't pay a dime for anything and he was very happy that he wasn't stuck with a broken guitar that he'd have to shell out more money for.
What's the worst that could have happened? The company could have returned the guitar unfixed and said: "Sorry! Can't help you." Also, the manager could have disciplined me for 'insubordination' or he could have even fired me. But I was willing to take that chance.
The Solution
Anybody can pick up a phone and at least 'ask' about a warranty situation, even if it is 'not their department'. In my view, anybody who is not busy in a retail environment is in whatever department that needs help the most.
Clear directives and positive staff meetings can emphasize the importance of customer service. After all, if nobody is buying, who is paying us?
Treat customers right, because when we're not selling, we're buying and we can choose to buy from whoever we want!
- Buck Moore
Thursday, August 27, 2009
Customer Service Blunders & Solutions Part 1: Power Tripping
Achieving excellent customer service every time appears next to impossible because emotional human beings are involved and we can't always fake a reaction when feelings get in the way. But, if we practiced enough, we could definitely raise the bar and keep it raised.
I once worked as a driver for a small printing company and I didn't really like doing it, but I made a point to be the best representative possible when it came to customer service. The drivers saw many of the customers in the field because the company serviced quite a few architectural firms and graphic designers who couldn't keep running to a shop every time they needed something done. So, with the larger companies, there was always a chance we would pick-up the job, drive away and get called right back to pick up a job from someone in a different department of that company.
If we were less than half way back to the shop, we'd turn around and go back when we got paged (a code number would appear which told us a certain company needed a pick-up). Frequently, we'd also call in to double check when we got paged and let them know if we had rushes on us, then let the dispatcher decide where to send us.
The Problem - A Power Trip
One day I phoned in and the dispatcher told me that he got a call from the place I was just at, but to forget about them because, as he said: "They had their chance and now they can wait." I told him that I wasn't too far away and I could just go back and get the job so we could avoid wasting time with another full trip. He said: "No! Come back and let them wait! They do this to us all the time!"
I ignored the dispatcher and went back to pick up the job because, in my mind, they were the customer - the reason why we were all working in the first place. When I finally made it back to the shop, the dispatcher got angry at me for not following his orders and I told him that it was a big account and we couldn't expect a busy firm to call all departments to see if the printing company pick-ups can all be coordinated to please us. Then, I reminded him of who the customer was.
Was I worried about my 'job'? No! My integrity is more important than any job and if a bully-dispatcher cannot recognize that, they should be worried about their job. If everybody listened to him, he may have one day lost the account because of his little power trips.
The Solution - Rational Judgments by Front-line Representatives and Clear Directives
It's up to the front line worker (or 'representative') to assess any situation involving customer service, productivity and safety. They must show a leadership role even if they are the newest employee, especially when a person in a superior role stops making sense.
This is not to say they should be credited for 'failing to carry out direct orders', but they should be able to make common sense decisions based upon the needs of the customers and recognize when a superior is making a questionable decision. We've all had to do a Captain Kirk occasionally, but for the purpose of benefiting all involved, not for personal ego trips.
Having a clear set of directives is essential for a company to avoid common customer service blunders and when that breaks down, companies should have meetings and also consider sending problem employees to seminars on 'Common Sense for Customer Service'. It would be for the benefit of the company and for the livelihood of the staff.
- Buck Moore
I ignored the dispatcher and went back to pick up the job because, in my mind, they were the customer - the reason why we were all working in the first place. When I finally made it back to the shop, the dispatcher got angry at me for not following his orders and I told him that it was a big account and we couldn't expect a busy firm to call all departments to see if the printing company pick-ups can all be coordinated to please us. Then, I reminded him of who the customer was.
Was I worried about my 'job'? No! My integrity is more important than any job and if a bully-dispatcher cannot recognize that, they should be worried about their job. If everybody listened to him, he may have one day lost the account because of his little power trips.
The Solution - Rational Judgments by Front-line Representatives and Clear Directives
It's up to the front line worker (or 'representative') to assess any situation involving customer service, productivity and safety. They must show a leadership role even if they are the newest employee, especially when a person in a superior role stops making sense.
This is not to say they should be credited for 'failing to carry out direct orders', but they should be able to make common sense decisions based upon the needs of the customers and recognize when a superior is making a questionable decision. We've all had to do a Captain Kirk occasionally, but for the purpose of benefiting all involved, not for personal ego trips.
Having a clear set of directives is essential for a company to avoid common customer service blunders and when that breaks down, companies should have meetings and also consider sending problem employees to seminars on 'Common Sense for Customer Service'. It would be for the benefit of the company and for the livelihood of the staff.
- Buck Moore
Stuck in a Rut at Work? Own It, then Change It!
Everybody seems to experience a low point at work, whether they chose their career or fell into it. Back in the 1990's, I used to hang onto Sunday nights as tightly as possible and wish that the clock would just slow down so I could savor every last moment before facing Monday morning. Then Monday morning came and I was off to the rat race.
I didn't like what I was doing but I needed the work, so I showed up every day. Eventually, I realized the the future of the position would end up being the 'same old thing' every day and I decided to leave. I actually knew I was going to leave within a couple of years, but I had to wait for the right time - when it felt right, that is.
I didn't like what I was doing but I needed the work, so I showed up every day. Eventually, I realized the the future of the position would end up being the 'same old thing' every day and I decided to leave. I actually knew I was going to leave within a couple of years, but I had to wait for the right time - when it felt right, that is.
I began to get cards printed up for cheap because I worked for a printing company and because I was listening to inspirational and entrepreneurial materials as I drove around all day. I would hand out cards when I ran into potential leads and I also dressed up more than needed because I wanted to own the position.
Changing the way I did things and listening to tapes put me in a state of mind that if I was going to drive, I would be the best I could partly to represent the company, but mostly to represent myself. The changes also kept me happy there until the bug to leave finally bit hard enough. Almost two years later, it did. There was nothing that could keep me there any longer and I began a new, exciting career.
Monday, August 24, 2009
Better Bossing: Tips from the Front Line #1
Here are some of my bossing methods that work and have worked for many years:
People who work for you must respect you, then like you. Years ago I worked for a fellow who was a great boss in that he was fair but firm. I could not see myself hanging out with him after hours, but I always did what he asked because he wasn't wishy-washy about anything and he'd recognize any hard work done by giving whatever rewards he was able to - no good work went unnoticed.
On the other hand, there was a new hire who showed up late on his first day and I watched as my boss said: "You're late, you're fired!". The poor guy just stood there in shock, then asked why. The boss said: "You live less than five minutes away and you still could not show up on time for your first day. You're fired." I stood there with my coding gun and worked away while watching the guy just stand there and slowly walk out of the place.
2) Laugh off a silly mistake - when somebody messes up for the first time and it's not a major catastrophe, chuckle with them and show them the right way to do it. Anything that has the potential to BE a major catastrophe should have a very comprehensive training system involved.
The person who made the mistake will feel better and not feel like they are stupid (even though they may call themselves that). If they keep making the same mistake over and over, there must be changes made in order to restore the desired level of productivity. You may have to train them for something else or suggest that they should look for employment somewhere else. Be sure to have a closed door meeting with them to explain everything in detail.
3) Talk about 'changes' face to face - explain to the person who is directly involved in a process why something must change. Explain it in a reasonable voice and let them know why it is so important for them to comply. Don't yell at them or tell them they are an idiot.
I learned this when I was a young supervisor and always got things done the way I wanted them - on behalf of the company, of course. I kept doing it for years and I still do it and it rarely fails. If it does fail, the person responsible must be replaced.
I took this technique with me when I was working with musicians on stages. If something wasn't right (ie: too loud, usually), I would walk right up to the front of the stage and mention that something wasn't quite working. With my goal in mind, I would offer suggestions and let them know it was for the benefit of the audience - so that they could enjoy a great sounding show.
I got positive results over 95% of the time when I was working with rock musicians full time. Now, bear in mind that I was working with some of the biggest egos around and even an 80% success rate would have been astounding. But, many sound people are not so nice because they become jaded over time, having to deal with the same issues over and over, night after night.
The best practice, no matter how jaded or egocentric you think you are, is to put yourself in the shoes of others and explain things the way that you would like to be told. It simply works! If you want positive results, treat people like people, not numbers.
- Buck Moore
Monday, August 10, 2009
Communication Tips at Work: Voices of Reason
#1: Don't be Afraid to Speak Your Mind, But Think About it First
Reacting hastily in a pressing situation can have disastrous effects. If something is really bugging you and it has bottled up, you are much better off thinking about how to deal with it until you cool down. Emotion is always present, but it can be suppressed to the point where it doesn't interfere with the results you want to achieve.
Going through the proper channels should be a relatively painless task that won't get you into trouble, after all, you should be able to speak your mind at work. If your superiors are not as rational as you and you can't get anywhere with them, you should consider moving on - but, not in haste! Follow my guidelines on a previous blog: "Rule #1 - Phase it Out!" (from June, 2009)
#2: Rumors and Hearsay Can be Avoided Through Direct Contact
The rumor mill has been and always will be in full operation at any place of work. People simply like to be 'in the know' ahead of others and at the expense of someone else's privacy. Information leaks happen even in the tightest-lipped workplaces and rumors give people something to talk about. Or, maybe there is a troublemaker who likes to spread false rumors because they think they are really funny, but they're just cruel.
Quell the rumors by approaching the person who started them and let them know the real story. If they are unreasonable and vindictive for no apparent reason, go to a superior and discuss the situation. You could also try to ignore the rumor until it goes away, but some troublemakers will probably spread more than one because they have something against you.
On one occasion years ago, I worked with a person who I rarely spoke with, but I wasn't 'in' with his crowd. He loved to say things behind my back and try to make my job miserable. I fought fire with water. I ignored him for the most part, but put up with his petty banter, did my work the best I could and maintained a pleasant demeanor every day. Eventually, everybody on staff knew who the one with the problem was. Oh, and I got promoted over him by just being nice and doing my job. I took it easy on him, though, but me being in charge of him was enough to keep him on his toes.
Laugh a little at the rumor if you hear it. Act as if it so ridiculous, it deserves to be laughed at, but then move on like you have better things to do. You will be seen as someone who doesn't put much thought into silly rumors and so you can't really be bugged.
#3: Put Out the Fires and Keep them Out
I once had the opportunity to supervise a person who had quit, then come back to work a while later. I took over his previous position and he became my helper. He had previously been against me and did a few rude things just to look cool in front of others. When he came back, I treated him like a pal and we got along great after that. I could have given him the worst jobs ever, but that was never my style - and, it would have made him miserable and created tension. Once the fire was out, I saw the benefit of keeping it out for good.
It's funny how the team changed and we were able to handle the most insane loads of work without me worrying about lazy people hiding in a room, shirking work.
By putting some forethought into tough situations and coming up with win-win solutions, one's work won't suffer because of insensitive co-workers who haven't got their mind fully on their work. Perhaps through these tips, they can learn to stop disrupting the process and join the team again.
- Buck Moore
thinkworknotjob.com
Reacting hastily in a pressing situation can have disastrous effects. If something is really bugging you and it has bottled up, you are much better off thinking about how to deal with it until you cool down. Emotion is always present, but it can be suppressed to the point where it doesn't interfere with the results you want to achieve.
Going through the proper channels should be a relatively painless task that won't get you into trouble, after all, you should be able to speak your mind at work. If your superiors are not as rational as you and you can't get anywhere with them, you should consider moving on - but, not in haste! Follow my guidelines on a previous blog: "Rule #1 - Phase it Out!" (from June, 2009)
#2: Rumors and Hearsay Can be Avoided Through Direct Contact
The rumor mill has been and always will be in full operation at any place of work. People simply like to be 'in the know' ahead of others and at the expense of someone else's privacy. Information leaks happen even in the tightest-lipped workplaces and rumors give people something to talk about. Or, maybe there is a troublemaker who likes to spread false rumors because they think they are really funny, but they're just cruel.
Quell the rumors by approaching the person who started them and let them know the real story. If they are unreasonable and vindictive for no apparent reason, go to a superior and discuss the situation. You could also try to ignore the rumor until it goes away, but some troublemakers will probably spread more than one because they have something against you.
On one occasion years ago, I worked with a person who I rarely spoke with, but I wasn't 'in' with his crowd. He loved to say things behind my back and try to make my job miserable. I fought fire with water. I ignored him for the most part, but put up with his petty banter, did my work the best I could and maintained a pleasant demeanor every day. Eventually, everybody on staff knew who the one with the problem was. Oh, and I got promoted over him by just being nice and doing my job. I took it easy on him, though, but me being in charge of him was enough to keep him on his toes.
Laugh a little at the rumor if you hear it. Act as if it so ridiculous, it deserves to be laughed at, but then move on like you have better things to do. You will be seen as someone who doesn't put much thought into silly rumors and so you can't really be bugged.
#3: Put Out the Fires and Keep them Out
I once had the opportunity to supervise a person who had quit, then come back to work a while later. I took over his previous position and he became my helper. He had previously been against me and did a few rude things just to look cool in front of others. When he came back, I treated him like a pal and we got along great after that. I could have given him the worst jobs ever, but that was never my style - and, it would have made him miserable and created tension. Once the fire was out, I saw the benefit of keeping it out for good.
It's funny how the team changed and we were able to handle the most insane loads of work without me worrying about lazy people hiding in a room, shirking work.
By putting some forethought into tough situations and coming up with win-win solutions, one's work won't suffer because of insensitive co-workers who haven't got their mind fully on their work. Perhaps through these tips, they can learn to stop disrupting the process and join the team again.
- Buck Moore
thinkworknotjob.com
Thursday, July 30, 2009
Where are the opportunities?
Way back in the early/mid 1990's, I had a roommate who didn't like going to work. He started to get up later every day and asked: "What's the point?" on a daily basis. I wasn't crazy about my employer, but I still went in every day because I knew there were better things in my future (and I had to eat and pay rent!).
My roommate inspired me in a peculiar way. I was over at a friend's place discussing him and, as I looked out from my friend's balcony over the corner of Spadina and Bloor (downtown Toronto, Canada), my eyes bounced around at virtually every object I saw. I saw bicycles, bike tires, cars, buildings, parks, people, shoes, a grocery store, glass, grass, concrete and I could imagine all the things related to those objects that I could not physically see. Those objects were no longer objects to me; they were opportunities.
That day, I saw countless industries, including those which would stay around forever, probably, like shoes, lightbulbs and brake pads. My friend said: "Yeah, but maybe he doesn't want to sell lightbulbs or brake pads." I made my point clear by telling him that those things were only a starting point - they were leads.
Looking out and 'seeing' things was the most important thing for my roomate to do. I believed he should look up from the direction in which he was walking and not simply stare two feet in front of him and moan about it. Yes, he inspired me that day; from his negativity, I became invigorated.
- B. Moore
My roommate inspired me in a peculiar way. I was over at a friend's place discussing him and, as I looked out from my friend's balcony over the corner of Spadina and Bloor (downtown Toronto, Canada), my eyes bounced around at virtually every object I saw. I saw bicycles, bike tires, cars, buildings, parks, people, shoes, a grocery store, glass, grass, concrete and I could imagine all the things related to those objects that I could not physically see. Those objects were no longer objects to me; they were opportunities.
That day, I saw countless industries, including those which would stay around forever, probably, like shoes, lightbulbs and brake pads. My friend said: "Yeah, but maybe he doesn't want to sell lightbulbs or brake pads." I made my point clear by telling him that those things were only a starting point - they were leads.
Looking out and 'seeing' things was the most important thing for my roomate to do. I believed he should look up from the direction in which he was walking and not simply stare two feet in front of him and moan about it. Yes, he inspired me that day; from his negativity, I became invigorated.
- B. Moore
Monday, July 27, 2009
Managing Change in the Workplace - Five Easy Tips
Wanna make changes at your new workplace? Here are a few tips to help you before making huge mistakes.
1) Hold your horses and keep your ear to the ground first!
Get off the horse and listen closely to the pulse of the organization before you make any radical new changes. In fact, many 'new' changes may have already been attempted by someone else before you and the changes either did not stick because the person before you gave up after discovering what they were up against, or they simply were not the right changes to be made.
A new position of authority at any level is an exciting feeling for an individual. Not only are they given control over certain key areas of the business, they can also make changes as they see fit, within their power. But, all too often the individual does not take enough time to really get to know how things ended up the way they are.
One has to understand the system fully and get to know the people and processes in place at a personal level, rather than relying on what I call 'blueprint evaluation' - that is to say, simply relying on the overall business model without getting to know the people first. Just because a system looks good on paper, does not mean it will work in the real world.
2) Know what you are up against.
Are people willing to change? Are some folks resisting simply because they don't want to change? Is there a false sense of ripping people from their perceived comfort zones? Do some staff members hate their jobs? Did some staff lose faith in the organization because of poor leadership? There is a lot of homework to do before implementing changes.
Some staff members who have been at a place for years have been developing routines, sometimes painstakingly, and may be reluctant to change. This may be because they have had a new manager a number of times who had come in and made changes, but then someone new took over with their changes and so they may not take new leadership seriously.
Because of the ebb and flow of changing leaders, staff members are sometimes left to their own devices because they can't be sure how long a new leader may last AND depending on the level of supervision they had before, weeds may have grown that need to be removed. Just because somebody has developed a routine, does not mean it is the right way of doing things and poor routines can seriously compromise productivity.
3) Implement changes gradually.
I worked under a 'new manager' back in 2000 when I was five years into my career as a live sound mixer/Live Event AV technician. Not only did he make radical changes in a hurry, he 'stopped' certain revenue streams before he decided on what would replace them. The result - failure! The place lost so much money that they fired him and his four managing partners and scrambled to replace them before it was too late.
I was asked to take over the task of booking the entertainment and manage the technical side of things at the same time. The place stabilized for several months and I booked some great shows, until I decided that I wanted to resume my focus as a technician, so I suggested that they find somebody to take over the booking. In walked another manager and he kept things lively for quite a few months until he decided to leave to pursue other interests.
In walked another 'new manager' who, of course, made radical changes, spent too much money too soon and the place finally folded. And that was all under one roof - imagine what goes on daily in a city of two million plus! I have personally witnessed similar situations on many occasions.
The most successful changes I have either been a part of or implemented myself happened gradually, unless there was an urgent need for change (like re-introducing the lost revenue stream as mentioned above). I was once in a dentist chair and saw the dentist whip out a needle to freeze my gum and I panicked. I asked him if he was going to numb it first and he said there was no need to. I allowed him to proceed, of course, and after about four minutes or so of 'the freezing process', I asked him why I barely noticed the needle and he replied very calmly: "Because I took my time."
4) Monitor the effects of change regularly.
Address any problems that may arise because of the changes - if it ain't workin', tweak it or change it! If a process gets interrupted down the line and it wasn’t foreseen, it must be corrected. Better yet, do more research to find out what may be affected before it happens. Create a detailed map and follow it.
Also keep an eye and ear out for 'resistance'. A new procedure may have been implemented, but perhaps somebody may go back to their old methods. Open the lines of communication to reiterate the importance of the new procedure. Nobody drives down a highway without constantly correcting their direction with their steering wheel. But, too loose a grip and the car will spin out of control; too tight a grip and you'll lose the resilience to respond quickly to problems.
5) Communicate with everyone involved (and be sure to involve them).
People like to be part of things, no matter what level they are at. If somebody is sweeping the floor and a boss were to ask their opinion, they may suddenly feel more important than they felt the moment before. Not communicating with a person or a group can lead to those 'weeds' I was talking about above - the routines and processes which have evolved poorly.
I was recently told about a situation where a worker had questioned a process which had been going on for quite a while. She asked her boss if she could change the way she did things because the regular way seemed somewhat antiquated, considering how far technology had advanced since the regular way was implemented. Her boss told her that the process had already been changed for a while and was surprised that she was still doing it the old way. But, nobody told her about the change! How many hours or days could have been saved by filling her in on the 'new way'?
I remember asking an advertising professional, who deals a lot with technology, about change in her workplace and she said:
"I think that people will accept change if they feel like they are a part of the decision making process. They want to know that their experience and work habits are taken into consideration and are more apt to get on board if they feel they are a part of the change and not just part of the machinery that has to change."
In short, there is emotion involved in every level of the 'machine' and changes should be made with the intention of maintaining harmony while increasing productivity. Every new system should be designed to live on as a legacy in the absence of the person who created it; and if it is good enough, it should stand the test of time.
- B. Moore
1) Hold your horses and keep your ear to the ground first!
Get off the horse and listen closely to the pulse of the organization before you make any radical new changes. In fact, many 'new' changes may have already been attempted by someone else before you and the changes either did not stick because the person before you gave up after discovering what they were up against, or they simply were not the right changes to be made.
A new position of authority at any level is an exciting feeling for an individual. Not only are they given control over certain key areas of the business, they can also make changes as they see fit, within their power. But, all too often the individual does not take enough time to really get to know how things ended up the way they are.
One has to understand the system fully and get to know the people and processes in place at a personal level, rather than relying on what I call 'blueprint evaluation' - that is to say, simply relying on the overall business model without getting to know the people first. Just because a system looks good on paper, does not mean it will work in the real world.
2) Know what you are up against.
Are people willing to change? Are some folks resisting simply because they don't want to change? Is there a false sense of ripping people from their perceived comfort zones? Do some staff members hate their jobs? Did some staff lose faith in the organization because of poor leadership? There is a lot of homework to do before implementing changes.
Some staff members who have been at a place for years have been developing routines, sometimes painstakingly, and may be reluctant to change. This may be because they have had a new manager a number of times who had come in and made changes, but then someone new took over with their changes and so they may not take new leadership seriously.
Because of the ebb and flow of changing leaders, staff members are sometimes left to their own devices because they can't be sure how long a new leader may last AND depending on the level of supervision they had before, weeds may have grown that need to be removed. Just because somebody has developed a routine, does not mean it is the right way of doing things and poor routines can seriously compromise productivity.
3) Implement changes gradually.
I worked under a 'new manager' back in 2000 when I was five years into my career as a live sound mixer/Live Event AV technician. Not only did he make radical changes in a hurry, he 'stopped' certain revenue streams before he decided on what would replace them. The result - failure! The place lost so much money that they fired him and his four managing partners and scrambled to replace them before it was too late.
I was asked to take over the task of booking the entertainment and manage the technical side of things at the same time. The place stabilized for several months and I booked some great shows, until I decided that I wanted to resume my focus as a technician, so I suggested that they find somebody to take over the booking. In walked another manager and he kept things lively for quite a few months until he decided to leave to pursue other interests.
In walked another 'new manager' who, of course, made radical changes, spent too much money too soon and the place finally folded. And that was all under one roof - imagine what goes on daily in a city of two million plus! I have personally witnessed similar situations on many occasions.
The most successful changes I have either been a part of or implemented myself happened gradually, unless there was an urgent need for change (like re-introducing the lost revenue stream as mentioned above). I was once in a dentist chair and saw the dentist whip out a needle to freeze my gum and I panicked. I asked him if he was going to numb it first and he said there was no need to. I allowed him to proceed, of course, and after about four minutes or so of 'the freezing process', I asked him why I barely noticed the needle and he replied very calmly: "Because I took my time."
4) Monitor the effects of change regularly.
Address any problems that may arise because of the changes - if it ain't workin', tweak it or change it! If a process gets interrupted down the line and it wasn’t foreseen, it must be corrected. Better yet, do more research to find out what may be affected before it happens. Create a detailed map and follow it.
Also keep an eye and ear out for 'resistance'. A new procedure may have been implemented, but perhaps somebody may go back to their old methods. Open the lines of communication to reiterate the importance of the new procedure. Nobody drives down a highway without constantly correcting their direction with their steering wheel. But, too loose a grip and the car will spin out of control; too tight a grip and you'll lose the resilience to respond quickly to problems.
5) Communicate with everyone involved (and be sure to involve them).
People like to be part of things, no matter what level they are at. If somebody is sweeping the floor and a boss were to ask their opinion, they may suddenly feel more important than they felt the moment before. Not communicating with a person or a group can lead to those 'weeds' I was talking about above - the routines and processes which have evolved poorly.
I was recently told about a situation where a worker had questioned a process which had been going on for quite a while. She asked her boss if she could change the way she did things because the regular way seemed somewhat antiquated, considering how far technology had advanced since the regular way was implemented. Her boss told her that the process had already been changed for a while and was surprised that she was still doing it the old way. But, nobody told her about the change! How many hours or days could have been saved by filling her in on the 'new way'?
I remember asking an advertising professional, who deals a lot with technology, about change in her workplace and she said:
"I think that people will accept change if they feel like they are a part of the decision making process. They want to know that their experience and work habits are taken into consideration and are more apt to get on board if they feel they are a part of the change and not just part of the machinery that has to change."
In short, there is emotion involved in every level of the 'machine' and changes should be made with the intention of maintaining harmony while increasing productivity. Every new system should be designed to live on as a legacy in the absence of the person who created it; and if it is good enough, it should stand the test of time.
- B. Moore
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