Foreword Thinking

Growing up I played a lot of golf with three lifelong friends. In 1980, the hottest summer on record before this one, we’d tee off at first daylight – 6 a.m. – to beat the heat. Those were great times and I have lasting memories of our outings on the links. Sadly, in October 1982, one of our foursome died in a car accident.

The following summer, the three of us left behind decided to start a golf tournament to honor our friend. The first outing had 12 players. Over the next decade it steadily grew, and we typically had 88 participants. During years 13-23, another good friend took the reins and did a great job. Through it all, we raised more than $100,000 for a scholarship fund at our high school in Fort Worth. After the 2005, tournament, everyone knew the time had come to end it.

Then one year ago this week, another friend reached out and asked if we would allow him to restart it. “That was such a wonderful chance for everyone to get together every year,” he said. “I’d be willing to do all the work, if you guys will tell me what needs to happen.” Of course, we said yes, and on Sunday 40 of our long-time players will tee it up in the 24th Paul Knippel Memorial.

I turned 23 the week of that first tournament. Everyone who played was within a few years of my age. Now we’re on either side of 50. This time, my 17-year-old son is playing with me, along with my 21-year-old nephew and my brother. By grace, those of us in the Class of ’78 have lived a lot of life Paul never had the opportunity to experience. Somewhere, he’ll be smiling as we gather again. Life passes quickly. Make sure you reconnect with those who matter.

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Modest Proposal

With the nation days away from what President Obama called ‘Economic Armageddon,’ the sides negotiating a solution seem destined to raise the debt ceiling and ‘kick the can down the road’ until after the 2012 election. It appears his request that we ‘eat our peas’ might not happen. (Of course, as the NFL proved yesterday, hard deadlines tend to inspire quick resolutions to challenging disagreements… so stay tuned.)

During a coaching session this morning, a client asked for my thoughts on the deadlock among House Republicans, Senate Democrats and the White House. “It’s sad we’ve come to this point,” I said. “You would think there would be a sense of statesmanship for finding common ground, giving on some positions and resolving differences.” His reply made me think.

“It’s the fable of the scorpion and the frog playing out,” he said. “Our elected leaders are willing to stand on ideological ground – even if it means catastrophe – then shrug their shoulders and say, ‘What did you expect? You knew we were politicians when you elected us.'”

I believe there is a solution to change that attitude: term limits. Six years for the president, eight years for a senator, four years for a representative. No reelection campaigns. No additional fundraising. Work everyday you’re in office to make things better… and go get a job afterward. That’s how it works for Boards in the charitable world; do your time and move on for fresh ideas and new energy. (Key: Stagger the first few years so everyone doesn’t leave at once, then keep it in place for, say, a few centuries.)

While I’m not a Constitutional Law expert, I’m guessing Congress would have to pass this bill and the president would need to sign it. There’s probably a better chance of them agreeing to tax hikes and deficit reduction in the next seven days than that happening. Of course, every sweeping change throughout history started with someone asking, “Why does it have to be this way?”

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Inconsistent Behavior

During a recent business trip the airplane scheduled for our outbound flight was delayed by bad weather. After arriving at the airport 90 minutes before our 8:30 a.m. departure, we suddenly had two additional hours on our hands. The five of us decided to relax and enjoy a sit-down breakfast at one of the franchise restaurants in the terminal. Service: Good. Food: Fine. Value: Excellent. One of our party commented, “I’d come here again.”

Three days later upon arriving at the airport for the early morning return flight home, we again faced an extended wait. As luck would have it, the same restaurant was right next to our gate. We decided if it worked in once, we should eat there again. How did things turn out the second time? Service: Weak. Food: Poor. Value: Minimal.

Our waitress had an attitude and didn’t want to be there. Since the choices were limited, each of us ordered the exact same thing. These portions were smaller and taste was missing. When the bill arrived I took out the receipt from the first meal and discovered there was a $15 difference in the amount. Turned out some of the things that came ‘standard’ in Houston were ‘extra’ in Louisville. That same traveling companion said, “I’ll never eat at this restaurant again.”

Customers have expectations with a franchise that it will deliver the same experience every time. That’s why McDonald’s french fries and Baskin-Robbins ice cream taste the same wherever you are in the world. When a rogue franchisee fails to fulfill those promises, it affects the entire brand. I flew again a few weeks later, and – walking by the location here – thought, “Your Louisville buddy ruined it for you.”

The result is the same in your organization, even if you’re not a franchise. You set the bar on how I expect to be treated. Fail to live up to those lofty goals – whether it’s quality or service or value – and chances are you’ll lose me forever.

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Stress Test

My nephew just completed the first 90 days of his new career in the high-risk insurance industry. The interesting thing is he almost didn’t have the opportunity to take on this new role after spending six years in real estate. After several interviews at various levels of the company, he met with the founder. Everything went well until he got up to leave.

That’s when the key decision-maker looked him in the eye and said: “Ryan, when I was in your position, I would finish an interview and wonder, ‘Where do I stand?’ So I want to let you know what I’m thinking. To succeed in our business, we need people who are 10s. I see you as a five. That’s not meant to hurt your feelings, just to let you know I’m not sure you’ll make it here.”

Although caught off-guard, Ryan said, “Well, I respectfully disagree and hope you’ll reconsider.” They shook hands and parted. After a few hours, Ryan had time to digest the unexpected ending, so he wrote a polite email to this gentleman outlining why he sees himself as a 10 and exactly what he would do to prove that. The next day he received an offer.

A few weeks after starting at the company, Ryan was sharing this story with a couple of veteran salesmen. They smiled and told him the founder did the same thing after their interviews. “He gave you a five?” one of them said. “All I got was a four.”

Successful salespeople have to be comfortable overcoming deflection and rejection. This veteran leader utilizes a unique interview technique to test candidates. Is there something similar your company could adopt to see who rises to the top and responds appropriately?

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