business – Fast:Forward Farther

October 10, 2012October 10, 2012

Word Play

Some business terms become so frequently shared in meetings they earn a place in the cliché hall of fame. Ranking at the top of the list might be (cliché alert) ‘outside the box,’ ‘synergy’ and ‘value-added’. (In fact, type ‘overused’ into Google and guess what comes up: ‘business phrases’.) Yet there is one word I’m hearing recently from clients that might have staying power without evolving into hyped MBA-speak.

Defined by Webster’s as “a subtle distinction or variation,” the word ‘nuance’ – and its companion in plural form – seems the perfect description for the not-so-obvious things a leader must notice in order to succeed.

“I think the biggest opportunity for me is to develop a better understanding of the nuances that exist in this organization when it comes to getting things accomplished.”

“Susie is doing a good job. Now the question becomes will she be able to navigate the nuances necessary to achieve results in her role?”

“It’s essential for John to stay strategic and look ahead, yet not lose track of the nuances for executing his team’s plan.”

While I like to focus clients on Rocks – those big items you need to identify and accomplish in order to (cliché alert) move the needle – there appears to be validation for not forgetting to (cliché alert) sweat the small stuff. So, the next time you think about how to improve, grow and develop in your career, be sure to consider the subtleties.

The best way to summarize the point I’m trying to make here is: it is what it is. After all, the more things change the more they stay the same. Now, get back to work. Time is money. And, if this advice doesn’t improve your performance, don’t blame me. That’s the way the cookie crumbles.

September 24, 2012September 24, 2012

Peaceful Surroundings

For 15 years, I traveled to Houston to produce games at the Astrodome, Rice Stadium and other venues. My journeys consisted of landing at Hobby Airport, renting a car and driving toward the Medical Center. To me, Houston was a lot of concrete, traffic and tall buildings. So when I received a call in 1998 to come to Houston to meet a man who wrote a book about his business, I recall thinking, “Great, another trip to the asphalt jungle.”

Little did I know there is a hidden gem within Houston’s 600 spacious square miles – 30 minutes from the better known Bush Intercontinental Airport – that has pine trees and not a high-rise in sight. That author, Bud Hadfield, discovered this special place off Hwy. 290 on Telge Road about three decades ago. Enthralled with its beauty, Bud moved the franchising company he started to a scenic 100-acre creekside tract and started converting low-lying woods into a secluded campus for housing and training franchisees. Eventually, he came up with the idea for a resort on the property to host business meetings, weddings and all sorts of gatherings.

Northwest Forest Conference Center is a peaceful oasis within the hectic pace of the nation’s fourth largest city. With meeting facilities – including a ‘can’t tell it from the original’ replica of the Alamo – and comfortable sleeping rooms where the only noise you’ll hear is the sound of nature in its nocturnal splendor, Northwest Forest is serenity defined.

I arrived for that meeting with Bud not fully aware of why he invited me to spend a day with him. Seems he wanted to offer me a job. I said yes… and we relocated. For more than six years, I had an office that looked out over the expanse of Northwest Forest. Suffice it to say, I didn’t need any extra motivation to get up in the morning. Whenever my extended family and friends would see it for the first time, they were struck by its uniqueness.

I still hold meetings at Northwest Forest Conference Center – and turning into the long driveway and seeing the gorgeous trees always fills me with energy. I know there isn’t a more serene setting in Houston… and you have to drive many miles to try and find another place like it in Texas.

January 30, 2012January 30, 2012

Look Inward

Over the weekend a Focus Group I facilitate met in Naples, FL to once again take an in-depth look at the financial, marketing and operational sides of their businesses. Many of these seven franchisees rank among the sales leaders in their system, yet they value the importance of getting together each quarter to share, challenge and learn from one another.

Among the key metrics tracked and reviewed are Percentage of Salaries compared to Sales and Sales per Employee. One member has lagged in these categories for a while, so the group recommended it’s time to address the situation by either changing the makeup of the workforce, reducing headcount or increasing sales to make the ratios fall into line.

Not surprisingly, there was pushback to this suggestion, with the franchisee saying things like: “In our market we wouldn’t get a single resume if we advertised for anything less than what we currently pay,” “We couldn’t get out the door this much sales without the skills these folks bring” and “If we were to reduce salaries even slightly, there would be an uprising.”

Of course, the other owners and me countered with: “How will you know until you try?” “Might it be possible bringing in new energy in a few positions might give you more capacity?” and “So you’re happy with your employees maintaining their income while yours continues to fall as health insurance and other expenses rise?”

Owning your own business means you take all the risks. You cover mistakes out of your profit. You pay yourself last. Every franchisee or small business owner I know previously worked for someone else at some point during their career, so they’ve seen both sides. It may seem cold-hearted to make tough decisions about your employees, yet it’s part of the responsibility that comes with being the boss. As one of my first clients told me nine years ago, “The only place a business will run itself is into the ground.”

When the numbers don’t add up and cash flow is tight, you have to make the difficult call to protect the organization. Otherwise, one day you may wake up and be out of business.

December 26, 2011December 20, 2011

Lessons Learned – #6

For the past eight years I’ve written a monthly e-newsletter about my business and life observations. The December issue is always a reflection on the things I learned. Here is a most delightful sixth lesson of 2011:

Gimme S’more – Pepperidge Farm knows what it’s doing when it comes to product extension – adding Pizza, Whole Grain, Pretzel and other flavors to its popular Cheddar Goldfish Crackers. Heck, those cute little guys even have their own website with fun and games for kids. Recently, Kathy brought home Goldfish S’mores Adventures. Delicious… and highly recommended.

August 30, 2011August 15, 2011

Confrontation Station

One impressive thing I find in working with large organizations – those with HR departments – is a focus on conducting regular performance reviews with employees. Many of these include creating development plans to help direct reports improve in needed areas. Smaller companies? Not so much. It seems every time I ask a small business owner, “When was the last time you conducted employee reviews?” the answer is, “I need to do that.”

There are two sticking points that seem to get in the way of accomplishing this important task. One is time. That’s a given in both large and small organizations. There is always something else to do. Who has hours available to review eight or 10 people? The other challenge is strictly internal: aversion to confrontation.

Most of us simply don’t like to address hard issues. After all, if we call someone out on a behavioral trait, several things could happen: 1) They could react – with anger, with tears, with the silent treatment; 2) They could leave – it’s easier to move on than to change; or, 3) They might not like us – and who enjoys being the bad guy. Makes sense that the way to prevent any of this is to avoid the issue altogether.

Of course, then there is no growth and you continue having employees with the same challenges. You’ve substituted frustration for confrontation. A better way is to change your mindset. Instead of thinking of employee reviews as a ‘time to point out what Susie does wrong’ exercise, look at them as the opportunity to have a candid and open discussion around how to help Susie improve.

If you’ve never done reviews, here’s a simple process to implement them:

1) Spend one hour thinking about your employees’ individual strengths and opportunities for improvement – make notes on each person (a common form would be a good thing to use);

2) Schedule a 30-minute meeting with each employee, letting them know the purpose is to help them identify ways to be a better contributor and to seek their input on how you can be a better leader… and when you get together allow them to share first (you may have to prompt them with a few ‘What do you do best?” and “How can we improve?” questions);

3) Acknowledge their answers (no need to defend your shortcomings or respond to their suggestions, just say thank you and let them know you’ll consider), then share your thoughts – be sure not to focus on just negative things… complement their positive attributes;

4) Agree to two or three things they want to improve over the next three-to-six months – then check in with them every few weeks to see how they’re doing… following up is essential to keeping them on track.

Take this approach and you’ll see reviews are more about helping your employees grow and learning ways you can better serve them. Instead of confrontation, you’ll discover cooperation.