I have never before in my life heard, nay, felt, a better definition of leadership in business. It is in reading Law of Success by Napoleon Hill that I have been given this gift of clarity. While it is not a direct quote from the book but rather a updated commentary from contemporary authors, it can be summed up as follows. The selling of an product or service will likely involve at least five to ten separate tasks. Say sourcing, creating, advertising and distribution to name four. The task of leadership is not to learn these tasks but to create an alliance of minds dedicated towards the fulfillment of each of these jobs. The leader of Apple will surely not know how to manufacture a computer chip but he can create a Master Mind alliance (more on this later) with the people necessary to create this magnificent product.
This brings to mind the idea that a company should not be organized based on job titles but rather on the needs of the job role. The CEO of any large organization will likely be the creator of harmony among the Leaders (other executive officers) within his company. It is the job of each successive position within the company to create harmony downwards as to allow each person to add their brain to the mental organization that is the company. This is the true value of any company.
Sunday, February 25, 2007
Thursday, February 15, 2007
Contributing vs. Giving
I have always tried to give. Whether its money or time or something I have, if someone looks like they need it more than I do, I try to give (emphasis on try). The word giving itself has significant meaning for me. A lot of the ambition that drives me is centered around the idea that the more I have the more I can give. One of the greatest givers that I know (also one of my greatest teachers) is a living example of what you give, you get in return. He is successful beyond measure because he has given beyond measure.
Yet I find myself troubled by the word giving. It seems to me that it may convey the wrong meaning to that incremental group of people who would otherwise give if they understood it better. While the essence of giving is pure and great, the idea of a poor child in Africa giving his time or money is hard to swallow, pragmatic reasons aside. I find myself being drawn away from the idea of giving, I worry so much about what I have. The spiritual books I read say that if I worry less about what I have more will come to me. Don't get me wrong, I feel a great desire to give but I worry about what I have. This dichotomy within me creates unnecessary turmoil.
To quote The Four Agreements by Don Miguel Ruiz:
"The old man begins to tell you his story: "My teacher opened his chest and took out his heart, and he took a beautiful flame from his heart. Then he opened my chest, opened my heart, and he put that little flame inside it. He put my heart back in my chest, and as soon as my heart was inside me, I felt intense love, because the flame he put in my heart was his own love."
The story continues to where the old man began to spread this flame to everyone and everything he touched. This grew to be a big fire, one that did not burn but purified. It is from within this story that the idea that I am not giving but contributing a piece of me, a piece of my flame.
If you have ever cried at a story of heroics or triumph over great pain and felt a swelling of tears and emotion, this is your flame burning bright. In these moments of a bright flame, life becomes clear. What if our flame always burned this bright? If we take the wisdom of the story above we may make our fire brighter by contributing our flames to others. Its this essence, this contribution, that we see the true meaning of giving. By giving we become a piece of that which we have given to.
Giving becomes a lot easier when we picture in our mind that each time you give you are contributing a piece of your flame to another. This does not diminish yours but grows within another. If you could measure the flame that is yours that burns within you and others, how big would it be?
Yet I find myself troubled by the word giving. It seems to me that it may convey the wrong meaning to that incremental group of people who would otherwise give if they understood it better. While the essence of giving is pure and great, the idea of a poor child in Africa giving his time or money is hard to swallow, pragmatic reasons aside. I find myself being drawn away from the idea of giving, I worry so much about what I have. The spiritual books I read say that if I worry less about what I have more will come to me. Don't get me wrong, I feel a great desire to give but I worry about what I have. This dichotomy within me creates unnecessary turmoil.
To quote The Four Agreements by Don Miguel Ruiz:
"The old man begins to tell you his story: "My teacher opened his chest and took out his heart, and he took a beautiful flame from his heart. Then he opened my chest, opened my heart, and he put that little flame inside it. He put my heart back in my chest, and as soon as my heart was inside me, I felt intense love, because the flame he put in my heart was his own love."
The story continues to where the old man began to spread this flame to everyone and everything he touched. This grew to be a big fire, one that did not burn but purified. It is from within this story that the idea that I am not giving but contributing a piece of me, a piece of my flame.
If you have ever cried at a story of heroics or triumph over great pain and felt a swelling of tears and emotion, this is your flame burning bright. In these moments of a bright flame, life becomes clear. What if our flame always burned this bright? If we take the wisdom of the story above we may make our fire brighter by contributing our flames to others. Its this essence, this contribution, that we see the true meaning of giving. By giving we become a piece of that which we have given to.
Giving becomes a lot easier when we picture in our mind that each time you give you are contributing a piece of your flame to another. This does not diminish yours but grows within another. If you could measure the flame that is yours that burns within you and others, how big would it be?
Thursday, February 1, 2007
Thoughts on "Customer Action Hero"
A few weeks ago, I discovered, through a friend, a wonderful website, www.changethis.com. This website provides manifestos from many different authors, most notably Tom Peter and Seth Godin. One such manifesto is titled "Customer Action Hero" by Jeanne Bliss.
As I am beginning to do some freelance consulting work, primarily in the area of marketing with a focus on the customer experience, this manifesto seemed as though it would be useful. Indeed it was, the manifesto outlines to 10 steps to becoming a Customer Action Hero. Its these ten steps and the philosophy behind them that I will reflect on.
The thesis of the article is that the CEO in any organization must be actively involved in understanding and tracking the customer interactions with the organization as well as purposely pushing toward an ever improving customer experience. In essence, the CEO must continually be asking questions about customers. These questions should arise out of customer metrics that track everything from the most profitable segments to customer complaints at each point of contact with the organization. Without a true focus and commitment the CEO and employees will only pay lip-service to necessary changes.
The first action step is to elevate your customers to an asset of the business by incorporating customer metrics into strategic decisions. Often companies are faced with the challenge of employees that are already too busy with 'work' to implement this additional hassle. Therefore, the decision and persistence must come from the top. The next step, which will likely come before the first, is to create a system to track complaints and comments. This tracking, and the results of it, must be incorporated into all levels of planning and acted upon.
The third step is to listen to front line employees. These people have interactions with customers on a daily basis and often have a strong, but quiet opinion on what customers are complaining about. Provide a safe and confidential forum for these issues to be brought into the open and some amazing new thoughts are likely to be brought to attention. Once the customer issues are brought into the open, you must prioritize and fix the top 10 things that are bugging your customers. After these priorities are set, assign accountability to each category of problems to senior people in your company.
When doing customer surveys it is also important to keep in mind that a company shouldn't ask any questions if it doesn't intend to act on the answers. This wastes both the companies and the customers time. Nor does it have to include only survey, there can be many, one such possible survey is the Customer Loss Survey. On a monthly or quarterly basis, gather a list of customers who have left then assign a person (the more senior the better) to call these people and find out why they left. This basic approach will uncover dangerous trends and problems faster and more precisely than from the overall customer survey.
To take advantage of the knowledge gained through these many interactions with customers, companies should create a Customer Room. This room is the meeting place for discussions and the gathering room for customer information. The walls are posted with the Top 10 Things Bugging Our Customers list as well as different communications for all employees to see. Are your customers worth a room? Certainly. Within this room that Annual Customer Plan can be developed. This plan should include the actions and objectives for the upcoming year as well as a review of the previous year. The sole purpose of this plan will be to improve the customers experience with the business. The last part of the Customer Action Plan is that the company must focus and direct funds towards these objectives. Talk only goes so far, money needs to make the commitment real.
Within most businesses there are Customer Action Hero's, find these people and let them loose. And remember, focus on the customer, not on the business. Find out what the customer wants, not what the business can provide (that will come after!).
As I am beginning to do some freelance consulting work, primarily in the area of marketing with a focus on the customer experience, this manifesto seemed as though it would be useful. Indeed it was, the manifesto outlines to 10 steps to becoming a Customer Action Hero. Its these ten steps and the philosophy behind them that I will reflect on.
The thesis of the article is that the CEO in any organization must be actively involved in understanding and tracking the customer interactions with the organization as well as purposely pushing toward an ever improving customer experience. In essence, the CEO must continually be asking questions about customers. These questions should arise out of customer metrics that track everything from the most profitable segments to customer complaints at each point of contact with the organization. Without a true focus and commitment the CEO and employees will only pay lip-service to necessary changes.
The first action step is to elevate your customers to an asset of the business by incorporating customer metrics into strategic decisions. Often companies are faced with the challenge of employees that are already too busy with 'work' to implement this additional hassle. Therefore, the decision and persistence must come from the top. The next step, which will likely come before the first, is to create a system to track complaints and comments. This tracking, and the results of it, must be incorporated into all levels of planning and acted upon.
The third step is to listen to front line employees. These people have interactions with customers on a daily basis and often have a strong, but quiet opinion on what customers are complaining about. Provide a safe and confidential forum for these issues to be brought into the open and some amazing new thoughts are likely to be brought to attention. Once the customer issues are brought into the open, you must prioritize and fix the top 10 things that are bugging your customers. After these priorities are set, assign accountability to each category of problems to senior people in your company.
When doing customer surveys it is also important to keep in mind that a company shouldn't ask any questions if it doesn't intend to act on the answers. This wastes both the companies and the customers time. Nor does it have to include only survey, there can be many, one such possible survey is the Customer Loss Survey. On a monthly or quarterly basis, gather a list of customers who have left then assign a person (the more senior the better) to call these people and find out why they left. This basic approach will uncover dangerous trends and problems faster and more precisely than from the overall customer survey.
To take advantage of the knowledge gained through these many interactions with customers, companies should create a Customer Room. This room is the meeting place for discussions and the gathering room for customer information. The walls are posted with the Top 10 Things Bugging Our Customers list as well as different communications for all employees to see. Are your customers worth a room? Certainly. Within this room that Annual Customer Plan can be developed. This plan should include the actions and objectives for the upcoming year as well as a review of the previous year. The sole purpose of this plan will be to improve the customers experience with the business. The last part of the Customer Action Plan is that the company must focus and direct funds towards these objectives. Talk only goes so far, money needs to make the commitment real.
Within most businesses there are Customer Action Hero's, find these people and let them loose. And remember, focus on the customer, not on the business. Find out what the customer wants, not what the business can provide (that will come after!).
Monday, January 29, 2007
Reflections on "Why Transformation Efforts Fail" Part 1
The article in the Harvard Business Review "Why Transformation Efforts Fail" is focused primarily on large organizations (think GE, P and G) but also has relevance for smaller businesses. After joining my organization I was given the task to turnaround a smaller uniform company that was experiencing a slow (but obvious!) decline in sales. The change process that was created certainly didnt have the structure that this next framework possesses although it likely would have been more successful (i.e. faster) if it was used within this context. This article outlines 8 errors that cause tranformations to fail.
The first error is that organizations do not establish a great enough sense of urgency. The primary cause of this error is the fear that creating disturbances and awakening people to the pending disaster will cause more harm that it creates. In situations - such as mine - where organizations are in slow decline, employees create a delusion that things are fine or place blame elsewhere. While a leader must take every precaution to not sink the ship while fixing it, action must certainly be taken.
The second error is a branch of the first in that once a sense of urgency is created, a group within the organization must form to carry forward the urgency. This group must include senior management if it is to take hold and create lasting change. In the case of my particular company, small by any comparison, the group would have to include almost everyone. This was made difficult as information flow within the 'management' of the company did not allow flow to the lower levels. While its vital to have senior management back the change, without the employees included in won't go far.
Once a sense of urgency is created and a group is formed to back the changes, the leadership must decide where the group is to go. Lacking a vision is the third major error of change transformations. This designed future must be easy to communicate, created from within the team and appeal to customers and employees alike. This was the major error within my organizations change efforts; no vision was established and like Don Quixote, we were riding off into every direction at once.
The next logical step once the vision is created is to communicate the vision. While a vision should never have to be sold, it must be communicated clearly and concisely. Like Jack Welch, if each employees isn't able to communicate the top three goals of the company than the leadership isnt doing a good job. Within a small company this vision is best communicated with weekly or daily meetings. Like the daily early morning cheers at 1-800-GOT-JUNK, these meetings can be take any form but must be consistent and meaningful. My father once emphasized this point within his company. Each friday he would shut down the office for a full two hours to discuss the companies goals and hold learning sessions.
The first error is that organizations do not establish a great enough sense of urgency. The primary cause of this error is the fear that creating disturbances and awakening people to the pending disaster will cause more harm that it creates. In situations - such as mine - where organizations are in slow decline, employees create a delusion that things are fine or place blame elsewhere. While a leader must take every precaution to not sink the ship while fixing it, action must certainly be taken.
The second error is a branch of the first in that once a sense of urgency is created, a group within the organization must form to carry forward the urgency. This group must include senior management if it is to take hold and create lasting change. In the case of my particular company, small by any comparison, the group would have to include almost everyone. This was made difficult as information flow within the 'management' of the company did not allow flow to the lower levels. While its vital to have senior management back the change, without the employees included in won't go far.
Once a sense of urgency is created and a group is formed to back the changes, the leadership must decide where the group is to go. Lacking a vision is the third major error of change transformations. This designed future must be easy to communicate, created from within the team and appeal to customers and employees alike. This was the major error within my organizations change efforts; no vision was established and like Don Quixote, we were riding off into every direction at once.
The next logical step once the vision is created is to communicate the vision. While a vision should never have to be sold, it must be communicated clearly and concisely. Like Jack Welch, if each employees isn't able to communicate the top three goals of the company than the leadership isnt doing a good job. Within a small company this vision is best communicated with weekly or daily meetings. Like the daily early morning cheers at 1-800-GOT-JUNK, these meetings can be take any form but must be consistent and meaningful. My father once emphasized this point within his company. Each friday he would shut down the office for a full two hours to discuss the companies goals and hold learning sessions.
Wednesday, January 24, 2007
Gap Ad
Been into a Gap lately? Notice how there might be a few people in there but almost nobody is buying. Think of yourself, when was the last time you bought something Gap? Good chance that you bought a white shirt for work or that you picked up a t-shirt...maybe. While Gap was popular a few years ago, it has fallen out of favor with almost everyone. And with a large store in almost every major market in North America, this is a troublesome situation to be in.
Like most large corporations Gap has a certain amount of organizational inertia that can be difficult to slow down at times. This is clearly evident by its current situation and the noticeable lack of response. The executive board has either chosen the wrong strategy or is too out of touch to realize the peril its brand faces.
The link belows shows an ad that was created, but axed at the last minute, to show that Gap realizes it must change and is making progress. The organizational inertia is rarely ever displayed that by the fact that Gap pulled the ad before it aired.
http://www.slate.com/id/2132600/
Organizations, like individuals, need to continually reassess their direction and make adjustments as needed. Or as its better said by Oliver Wendell Holmes:
“To reach (our goal), we must sail sometimes with the wind and sometimes against it. But we must sail and not drift, not lie at anchor.”
Like most large corporations Gap has a certain amount of organizational inertia that can be difficult to slow down at times. This is clearly evident by its current situation and the noticeable lack of response. The executive board has either chosen the wrong strategy or is too out of touch to realize the peril its brand faces.
The link belows shows an ad that was created, but axed at the last minute, to show that Gap realizes it must change and is making progress. The organizational inertia is rarely ever displayed that by the fact that Gap pulled the ad before it aired.
http://www.slate.com/id/2132600/
Organizations, like individuals, need to continually reassess their direction and make adjustments as needed. Or as its better said by Oliver Wendell Holmes:
“To reach (our goal), we must sail sometimes with the wind and sometimes against it. But we must sail and not drift, not lie at anchor.”
Thursday, January 18, 2007
Now what?
Maybe you are like me, just recently graduated, have too much debt, working at your first job and trying desperately to become successful (whatever that means). It all seemed so easy when we were young. High school was easy, do well at the test that teachers give you and you are doing well. University, much the same. End of chapter, new chapter begins. What is this chapter called? Let's go with HOLY SHIT I HAVE TO MAKE ALL THESE CHOICES!!!
Are you scared? I am. These limitless choices that I have to be make from here on in. In the meantime pretending I know what I want... go to Harvard, be successful at business, marry a beautiful woman etc etc. But why is there a part of me screaming to go to Africa? Screw the wealth, gimme some work that has true human impact. What about this part of me that is screaming to have fun and enjoy my youth? Lets get a beer tonight!!
If every choice is an opportunity then we have a tremendous responsibility, both to ourselves and the world. For a long time, I felt as though the world impacted me, now its the other way around. If opportunity is the first door of choice, consequence is each door after. Maybe its a matter of simply opening the door that leads to as many of the doors that you want.
Every second, minute, day we are walking through doors. Some close behind, some open that we never expected. A friend pointed out to me that I "pretend really well" that I have my shit together. I don't.
Are you scared? I am. These limitless choices that I have to be make from here on in. In the meantime pretending I know what I want... go to Harvard, be successful at business, marry a beautiful woman etc etc. But why is there a part of me screaming to go to Africa? Screw the wealth, gimme some work that has true human impact. What about this part of me that is screaming to have fun and enjoy my youth? Lets get a beer tonight!!
If every choice is an opportunity then we have a tremendous responsibility, both to ourselves and the world. For a long time, I felt as though the world impacted me, now its the other way around. If opportunity is the first door of choice, consequence is each door after. Maybe its a matter of simply opening the door that leads to as many of the doors that you want.
Every second, minute, day we are walking through doors. Some close behind, some open that we never expected. A friend pointed out to me that I "pretend really well" that I have my shit together. I don't.
Monday, January 15, 2007
Situational Leadership
My dad recently sent me an article titled Lessons in Leadership, An Interview with Paul Hersey. Not knowing who Paul Hersey is (should I?) I was hesitant to waste either the brainpower or time to read the article. However, 5 mins into my one hour bus ride my Ipod dies. Ok, some creepy lady is staring at me and chewing at the same time, might as well read the article.
The article begins with a definition of Leadership, "... is simply the process of influencing someone to do something that he or she might otherwise not do." Not a bad definition by my standards. He also makes it very clear that its not manipulation but simply influence. It seems now that if leadership is influence, then influence is leadership. Which also has the effect of dispelling the notion that leadership is top down, rather its 360 degrees and in every aspect of your life from family, friends, associates, peers and most importantly, bosses.
So what is the best way to influence others? Two types of behaviour: Task behaviour and relationship behaviour. The relationship exists between the two in a simple model of high task behaviour/low relationship behaviour, low task/low relationship, high task/high relationship and high task/low relationship. In different leadership/influence situations there will be a appropriate combination to use. In a emergency situation, car accident for example, there is little time to worry about the relationship but proper instructions must be given thus the situation calls for high task/low relationship style leadership. To explain each further, task is instruction-based with a given set of criteria whereas relationship behaviour focuses on the interaction between the people involved. This can range from support and emotional guidance to motivation and energy. The leader should always use a combination of both, never all of one.
I think back to the leaders that have provided me with the most inspiration. When directions needed to given they were given but always with a touch of caring. However, it seems that the emphasis is on task behaviour in the early stages of a persons career. Certainly it seems that there is room for more relationship influence among a persons first jobs. Next time you are dealing with an employee, boss or family member, look into the situation and decide what leadership style is needed. If your secretary comes to you and tells you that her sister is in the hospital, do not list off the steps to a healthy recovery. Give her the caring that she needs. That is leadership.
Email me for the article at: andrewjmckee@gmail.com
The article begins with a definition of Leadership, "... is simply the process of influencing someone to do something that he or she might otherwise not do." Not a bad definition by my standards. He also makes it very clear that its not manipulation but simply influence. It seems now that if leadership is influence, then influence is leadership. Which also has the effect of dispelling the notion that leadership is top down, rather its 360 degrees and in every aspect of your life from family, friends, associates, peers and most importantly, bosses.
So what is the best way to influence others? Two types of behaviour: Task behaviour and relationship behaviour. The relationship exists between the two in a simple model of high task behaviour/low relationship behaviour, low task/low relationship, high task/high relationship and high task/low relationship. In different leadership/influence situations there will be a appropriate combination to use. In a emergency situation, car accident for example, there is little time to worry about the relationship but proper instructions must be given thus the situation calls for high task/low relationship style leadership. To explain each further, task is instruction-based with a given set of criteria whereas relationship behaviour focuses on the interaction between the people involved. This can range from support and emotional guidance to motivation and energy. The leader should always use a combination of both, never all of one.
I think back to the leaders that have provided me with the most inspiration. When directions needed to given they were given but always with a touch of caring. However, it seems that the emphasis is on task behaviour in the early stages of a persons career. Certainly it seems that there is room for more relationship influence among a persons first jobs. Next time you are dealing with an employee, boss or family member, look into the situation and decide what leadership style is needed. If your secretary comes to you and tells you that her sister is in the hospital, do not list off the steps to a healthy recovery. Give her the caring that she needs. That is leadership.
Email me for the article at: andrewjmckee@gmail.com
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