Dead-end Job? Still No Such Thing!

I wrote a blog a while back in 2008 (read it here) where I mention that every job position has something worth learning and taking with you for future work. As I searched the web for marketing and career videos, I stumbled upon the following video by Joel Comm and his work history, which is a pretty interesting story about how he ended up being a web sales guru. Here he gives a lecture about his beginnings and he mentions that every job he's had taught him something new, which just strengthens my argument.

So, that's the point - no matter what the job or work position you have at the moment, take some useful information with you as you move on over time - even if the job is seemingly unrelated to what you aspire to!

- Buck Moore

Recognizing All Stages of Leadership at Work

The video below was not the inspiration for this entry; I was looking for other ways of stating what I mean to say, that there are levels of leadership from the bottom to the top of any workplace. In particular, Mark Sanborn mentions that a job title does not, by itself, make a great leader. In fact, lack of a title and exhibiting leadership qualities if often a more respectable position to be in because people are following simply because of a person's initiative and determination to progress in a given situation.

I personally gave up giving myself a title a few years ago. I wanted to have some sort of title to live up to and be respected for, but in looking back at my history of 'things I do', I felt it was appropriate to avoid any one title and just go by my name. Instead of telling people what I do by way of title, I explain in terms of my mission statement because it represents my life's work rather than just what I do during the day, which for me includes seemingly wide and varied activities, but they do adhere to a central theme.

No matter what title a person is given at work, it must be realized that leadership begins at the bottom and works it's way to the top, or at least varying levels in between, depending on an individual's initiative. If you have the initiative and determination, others will follow your lead because of your ideas rather than of your title and there is less chance of mutiny if your ideas are sound and respectable.

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