Interpersonal Business

Vol. LXIII

Dear Manager,

There is no greater crisis for any manager than his or her own unanticipated termination. Having worked for myself sin
ce college, I realize I can’t fully appreciate or understand the feelings associated with this personal crisis. I recently helped a friend and business colleague work through this process, learning a lot about his feelings, anxieties, and the path he chose to a successful and fulfilling resolution. I’d like to share my perspective on a few of the lessons he learned along the way. It’s certainly much easier to read (and write) about this topic than it is to experience it firsthand!

My friend worked for a significant regional company in the Northwest, which had been purchased a number of years ago by a similar company based in another state. At that time, Phil (not his real name) assumed the role of General Manager for his division. It became very clear over a period of years that Phil had the talent and initiative to not only handle, but to excel in this role. It was also evident to most parties that Phil’s division would clearly outperform the division being managed by ownership.

Over a period of years, ownership became uncomfortable with Phil’s division’s position of strength and his exceptional competitive advantage over the company division. O.K., I can’t be objective any longer. Clearly ownership and their inflated egos couldn’t see the forest for the trees. Instead of using Phil’s talents as a model and resource for their own division, they began to impose greater control in order to trim the sails of their shining star! How is it possible that some owners don’t understand a good thing when it’s sitting in their lap? I also realize I was not privy to the day-to-day operations of this company, yet normally common sense prevails.

One had to assume, from a distance, that it was simply a matter of time for this issue to come to a head. After consistently poor performance in their “company-managed” division, ownership came to the conclusion that operating costs needed to be reduced. Phil was notified that his position would be eliminated. No one would have believed this chain of events had they not seen it unfold over a period of years, as I had.

Phase I

Disbelief, anger, bitterness and, at times, devastation; Phil experienced them all. Each few days brought its own set of emotions. I believe we would all first think of family, personal commitments, and responsibilities. The first phase always seems to lead our imagination straight down the path to the poor house. Why do we always seem to think in terms of “worst case scenarios” in our most difficult financial times? I found in early conversations, though, that Phil looked for indications of hope.

This early phase also seemed to be filled with “finding blame.” Phil felt his personal image had taken a shot, as would any of you reading this. In finding blame, it seemed easier to swallow, particularly if you can find someone other than yourself able to assume this role. After a few days, and from my purely non-emotional state, I suggested that Phil shouldn’t take this action quite so personally!

Yes, without question, ownership should have, could have; in a perfect world would have, taken steps to avoid this inevitable conclusion. Unfortunately, it didn’t happen, and Phil was a casualty. Ownership eventually took actions to save the financial assets of the corporation, but it was too late for Phil. “Finding blame” serves no purpose other than wasting ones creative potential in finding a solution.

Phase II

In this scenario, I also believe there would be times of loneliness and solitude for most all of us. Society often defines us by our ability to contribute to family and self. We have all “bought in” to this mentality to some degree. I shared with Phil an honest and sincere level of confidence in his abilities and career potential. In fact, I’d often gone to Phil for advice with my own business challenges. I suggested he literally “ talk to himself,” creating a sense of self-confidence in his own advice. In other words, what advice would you give to a friend under a similar set of circumstances? The value in this effort is in its ability to take the raw emotion out of the circumstances. I suggested that I would certainly rely on his advice if I found myself in similar circumstances. It was time that he do the same. What would he tell me to do? Listen to your own words then follow their truth. Once the personal emotions are put in their proper perspective, we can proceed both objectively and effectively.

Phase III

This phase comes with acceptance of one’s own reality. With acceptance comes the very first stage of rebuilding ones confidence. This is also the stage in which I believe we are most vulnerable. In the search for confidence, it’s easy to accept alternatives that aren’t in our long-term best interests. Similar to personal relationships, we are vulnerable to the potential “rebound.” Some early indications of new opportunities came Phil’s way within the first couple of weeks. One day, Phil would be elated, confident, and relieved at his good fortune. Days later, optimism crumbled to disappointment when the opportunity wasn’t nearly what was understood at first blush. This roller coaster had seemed to take on a life of its own.

We discussed staying on task. Each day’s agenda would be directed toward his efforts to develop fact on which to base future judgments. While there was initial relief in finding potential opportunities, he also had to look well beyond the surface of each of these opportunities. His considerable skills would be in demand, and there would be many who would like to “take away the pain” and acquire his services at well below market value. The relief in finding a “new home” was certainly not nearly worth the price of selling himself short, or compromising his family’s potential.

I suggested this was finally an opportunity for Phil to take the time to chart his future, as compared to allowing fate to simply push him around. It was time to take back control. Rather than jumping at an opportunity, Phil clearly needed to take the time to make perhaps his last and most important professional career judgments. All options, all scenarios; all potential possibilities should now be objectively reviewed. It’s clearly better to make an informed decision from an inventory of ten choices than it is from an inventory of one!

Phase IV

As the opportunities continued to flow in, I found great pleasure in seeing Phil’s excitement and anticipation grow. This stage finally allowed Phil to realize that, in fact, this time of change might have been the proverbial “blessing in disguise.” Phil hadn’t been completely happy with his former set of circumstances, and had actually considered leaving prior to their decision. The key difference was the fact that it occurred on their timetable rather than his.

Phil has actually become grateful for what he calls the “kick in the rear.” He is on an anticipated fast track as he builds his own marketing representative company serving a number of manufacturers in his former industry. This decision seems to be a perfect fit, as it allows him to draw on prior experiences and contacts that will only serve to enhance this decision. These are uncharted waters for Phil, but as an objective observer, I have no doubt that he will succeed.

As I suggested earlier, I fortunately (or perhaps unfortunately) have never personally endured these circumstances first hand. I believe its greatest lesson is in moving beyond the emotions of the moment. In consulting your own inner voice, you might even find a new best friend in the process.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXI

Dear Manager,

With this as my foundation, I would like to tackle an area that seems to be the most elementary concept, yet is most often poorly implemented. We have all worked with hundreds of individuals in the many phases of our business and in our management careers. Some were outstanding professionals, others seemed to just get by, and some simply didn’t make the cut. If there were a single principal that determined the “have-its” from the “don’t- have-its,” what would it be?

The mystery talent is: follow up and follow through. I take it back, it takes no talent, only a keen sense of ones own integrity and personal resolve. How many times have we heard the old axiom, “My word is my bond?” I’ve got to tell you, we hear it much less in today’s business climate. Yes, I may be getting ready to rant and rave!

I’m not suggesting business is less honest than in the past. I’m suggesting business has gotten a bit less sincere, a bit less willing to commit, played more on the fringes of “what can be gotten away with.” I believe this transition, if true, is very disconcerting to many of us. We are being forced to look below the surface more than in the past. This makes it much more difficult to accept as many conversations at face value. Let’s review some of these “hazardous” personality types.

THE AGREEABLE TYPE

I’m sure you’ve met and worked with individuals who were willing to agree with almost anything you suggested. On the surface, they are very appealing individuals, and the tendency at first blush is to assume “we must both think very much alike.” You soon realize that their personality causes them to agree with whomever, wherever, whenever, as conversations arise. They are pleasers. The problems begin when these individuals can’t possibly fulfill all of the commitments they have made to you, themselves or anyone else. The word NO is simply not in their vocabulary.

THE OVER EXTENDER

This individual is someone who simply can’t assess their own limits. Time carries no definition, with little sense of urgency for themselves or their commitment to others. Their perception of a “job well done” is only conditional on its completion rather than its time frame. Eventually, the basics get accomplished, based on their standards and their acceptable timetable. Those with any sense of urgency must simply wait their turn. Similar to the agreeable type, (but with no time frame) they will assume “responsibility” for whatever is asked of them.

THE BLAMER

These are the individuals who have a “valid explanation” for their inability to perform a task. “Didn’t you hear there was a flood in Caracas?!” I’m convinced that this type of person spends half their time preparing excuses, rather than meeting the task at hand. It can be so much easier to abdicate any sense of control or responsibility due to “unexpected circumstances.” In many cases, the byline of these individuals relates to their own disappointment in the follow through of others! They are constantly being misinformed, being taken advantage of, or simply being let down. Obviously, they have no control over the actions of others? “What was I to do?”

THE MANIPULATOR

This is the individual who has little or no interest in meeting anyone’s requests. Rather than suggest this fact, they simply never follow up. When asked for an update, they simply delay the outcome further. Eventually, the majority of their tasks will no longer be relevant and, with time, will simply be forgotten. Like others, they will exhibit sincerity at the outset, but it is simply a tool for manipulation. Their intentions are obvious, and consistently directed at what they deem “significant.”

IT WASN’T MY JOB TO BEGIN WITH

This is perhaps the most interesting approach to the malaise of poor follow through. Over the years I’ve heard lots of excuses, but this one always sends me over the edge. These are the individuals who accept no responsibility whatsoever. Anything outside their realm of “expertise” is NOT THEIR JOB. These individuals often loosely delegate responsibility to someone “they deem” responsible. This may include simply leaving a task on someone else’s desk, leaving a voice mail containing only minimal information, or neglecting to convey the appropriate sense of urgency.

By nature, these individuals have a tendency to also be clock-watchers. If they can delay a project till the end of the day, they can claim, “It never should have been given to me in the first place!”

I might accept the above conclusions in a third world nation and economies, but not in American Business in the Twenty-first Century! Do these individuals think that we are stupid? Are there instances where we are a part of the problem? Probably some of both.

Sometimes, it’s everything I can do not to smile when someone in their most sincere response heads down one of these roads. With every word, I’m saying to myself, they can’t be thinking I’m an idiot, they just can’t be. Or has American Business also lowered the standards for good business? Are we showing acceptance of mediocrity and lesser performance relating to adequate follow up? Aren’t follow up, and its responsibilities, part and parcel to common courtesy?

If there are signs of these “personnel disorders” within your organization, or in others who impact your business, it’s time to respond. Similar to a child who is misbehaving, my next glance is always directed to the parents. In this case, these individuals are adults. As managers or as their clients, we now assume the role of parents. Ironically, the response, and its discipline are similar. Accountability starts at home!

We must proceed with the premise that everyone deserves the benefit of the doubt at the outset. There is nothing worse than looking for trouble that doesn’t exist. Once these individuals’ “subversive tactics” are defined, the show begins.

Begin by stating very clear expectations. With those whom we trust, there is a tendency to be less specific. In all instances, be infinitely specific.

Ask direct questions relating to their understanding of the timetable. These individuals rarely like to be pinned down. Suggest they “get back to you” should there be any indication of problems. Finally, ask that they restate your “mutual” objective. No one can misinterpret a conversation that was verbalized by each party.

It is essential that you proceed with these steps with no unusual tone of voice, or suggestion that the outcome will be less than acceptable. Your sole objective is to improve upon an unacceptable situation. If accomplished, all parties will clearly benefit.

At this point, the leash has been shortened significantly. It’s time to bring it to a close. If an acceptable conclusion has been accomplished, then congratulations are in order. If not, completely review the original conversation. Ask the individual to restate their initial commitment, including the agreement to follow up with you in the instance of problems. State “your confusion” relating to the outcome that had been so clearly defined. In a very limited period of time, these individuals will improve their “survival skills” or quickly take themselves out due to the pressure. You must form your own final conclusions and respond accordingly.

Inconsistencies, mixed signals, false perceptions, and “misunderstandings” are simply costing all of us a tremendous amount of productivity. If it’s only twenty percent of our organization’s potential, we are all wasting one day each week. It is always the simplest of axioms that endure. “Over commitment and under delivery,” isn’t one of them.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LIX

Dear Manager,

In my case, I would consider that both the timing and the conclusion of the sale could not have been any more fortuitous. I sincerely believe that all parties have gained in the end result. I also fully understand that this is not always the case. It takes an extraordinary amount of resolve and commitment to create a successful, productive, and seamless transition.

WHEN IS IT TIME?

Hands down, this is the question most asked of me by fellow managers and owners of companies. This is a very individual question that has many factors with varied priorities for all parties. No one can consider this decision for anyone but himself or herself. All too often after selling a business or retiring, many find themselves wanting right back in it. When do you know for sure? I believe that if an important decision is unclear, it is often because you need more information in order to proceed. Wait until it is obvious. I have developed a list of factors that assisted in my own final and successful conclusion. I consider each factor equal, yet some become more equal than others depending on our own sense of priorities and the time frame in our life.

Financial considerations are certainly one of the keys to this decision. While security provides its own set of freedoms, it will be low on some individuals’ lists of reasons for personal transition. Financial freedom never brings happiness. It does provide flexibility, a window of opportunity, and a certain amount of peace of mind. Everyone has a different perception regarding when “they have arrived” financially. Some will never arrive, because as they become closer, uncertainty raises the bar one more notch. As professionals, there will always be new opportunities to produce income. Suffice it to say that this is only one of the considerations. I would strongly suggest it not be the only deciding factor.

Fitness should be one of the considerations in this decision. Getting older certainly presents its own set of challenges. For those whose health is not what it should be, I can think of no better reason to look for higher priorities in your day-to-day life. There is nothing sadder than an individual who works all their life, yet never realizes the opportunity to enjoy their accomplishments. I have an acquaintance who, along with his wife, spent many years working to built a successful business. It was not until his wife’s life threatening illness and painful recovery that they decided to sell the business. This kind of life experience can establish our priorities very quickly. They have now retired at a relatively young age, and are enjoying each day.

Another perspective comes in the form of emotional fitness. There is a time when we, as managers, simply need to move on to new pastures (this is not to be confused with “out to pasture!”). It is not that we no longer enjoy what we do, it is that we become too predictable both personally, and from an organizational point of view. There comes a time in every organization for a fresh spirit and new foundation of ideas. We often see this in the head coaching ranks of college and professional teams. Very high quality individuals move from team to team, often fired from one position only to be hired immediately by another top team. The team’s success often follows. There can be value in change for changes’ sake.

Fulfillment played a role in my own decision to make a change. I found there was no longer the degree of challenge and opportunity for personal growth that I knew I needed to go forward. I had mastered much of the day-to-day operations many years earlier. There never seemed to be enough time for training, pure marketing and writing, the areas I most enjoyed. Over time, it became more and more apparent that I needed to expand on these areas, as they were the areas that brought me the greatest satisfaction and sense of fulfillment.

There also comes a time for many managers when they simply no longer desire the responsibility of running an organization. I believe in our twenties and thirties we are striving to prove ourselves. In our forties and fifties, there is very little left to prove. Some of the rewards become less fulfilling than at an earlier time in our careers. It can be time to once again experience the butterflies we felt when the future was a bit more unsettled, when the victories were only ours, and the decisions only affected us personally.

Future implications are, of course, a very important and often underrated factor for anyone deciding to make a change. My wife was convinced early on in the selling process that I would find myself at loose ends once the sale was complete. While nothing was certain, I had confidence that the wanderlust of new challenges and unfulfilled opportunities would keep me occupied. My current schedule is as satisfying and busy as I choose to keep it.

For others, the challenge is much greater. A good friend recently retired after many years of public service. Within months he was climbing the walls. He asked me, “Are you sure you’re prepared for this time of crisis in your life?” His anxiety encouraged me to develop a more formal set of strategies for the future. I must admit they will take me years to accomplish, and at a slower pace than in the past.

What new and un-thought of opportunities might present themselves if given the chance to be nurtured for the first time? This is the most exciting part of the transition in many respects. Everything is new; it just doesn’t get any more exciting!

I believe these topics provide a good foundation for defining your current and future plans relating to your career. I also believe for many considering change, these areas of review will only strengthen and reinforce their current commitment to their career. It can always look like “greener grass” when others are enjoying the time of their life in their current situation. Don’t take it for granted that the next situation will provide everything on your current “wish list.”

The second area of importance in ones decision to sell their company, or move to a new situation, is in ones commitment to protecting the fiber of the current organization. Its best interests, and the integrity of what you as a manager and your team have accomplished, is your collective heritage. Over the past couple of years I have observed two instances where this was horribly botched through no fault of the purchasing companies. To this day, I am totally bewildered by the lack of integrity and common decency exhibited by the sellers.

In the first situation, a company owner actually vacated the premises the day after the closing was completed! The new owners were completely caught off guard, there was no transition management in place, and their business became a “free for all” – it was total chaos from day one. Employees left, clients lost faith in the new owner, and it took months to right the ship. It may take years for this company to regain its former momentum.

In another instance, the seller agreed to retain their current role as president of the organization for a specified period of time. At a future time, the seller planned to devote increased time and attention to a second business that they also owned. The problem became apparent very early on. Instead of maintaining the role of an active president, the seller effectively “checked out” as soon as the sale was complete. Over a period of months, the vitality, the steady hand, the sense of direction, simply continued to bleed from the organization. When the need was at its greatest, this individual’s spirit was nowhere to be found.

How is it possible that these individuals could show such a lack of respect and integrity for what had been their life’s work for many years? As these individuals reflect back in the years to come, what will be the final chapter of their story? Staff members who assisted in their prior success might have some interesting passages to share!

There can certainly be many rewards in starting over. I am only in; there are no guarantees. I have, in fact, validated one business principal over the past few years. While we may like to convince ourselves of our indispensability, a perception that only seems to grow over a period of years, this belief is as flawed and invalid as we were always afraid it might be. On the other hand, with resolve and some good fortune, there just might be more opportunities out there than we ever dreamed possible … only when the time is right.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LVII

Dear Manager,

Today’s strong management is about sharing the responsibilities and the rewards. All members of an organization hold a greater level of accountability. Anything less… and there is no organization.

I considered my role as a manager to be much less than it once was. We hold very little power without the strength of those around us. This position of ultimate power is diminishing at an accelerating rate. Don’t be confused. The balance of power is shifting. We can’t be intimidated by it, we must understand it and find its own rewards.

My memories go back to long before technology took on the role it plays today in all of our lives. In those days, my peers were the customers and our manufacturers. Staff members and field sales associates received their direction from me. This was also a time when our organization was a third of the size it would develop to.

The current layer of field sales management support from our factories did not yet exist. In addition, the only functions provided by computers were invoice entry and manufacturers’ commission statements Annual goals were established by each of our factories for our entire region. As long as we achieved this single number, we were heroes.

In those days, I might have had problems with sales in multiple regions, yet as long as the total region’s sales objectives were achieved, no one seemed to react, or be aware! Once our office was computerized, the information relating to sales was very revealing. For a time, I was aware of sales deficiencies long before our manufacturers. This was a huge advantage. I had the flexibility to solve issues long before they became a specific concern of the manufacturer.

The 90’s changed all of this. This is when the balance of power began its shift. Soon computer-generated reports were spewing from my factories’ computers. Field sales managers appeared frequently to review the reports with our associates and me. The window of opportunity to close the barn door before the cows got out had been seriously diminished.

Additionally, our sales associates were developing much stronger working relationships with their factories. The power continued its shift. In many cases, these strong rep-manufacturer working relationships were a significant benefit to the organization. Over time, these newly developed ties took on much greater meaning.

I now had support from the factories in the management of our organization. All parties now took issues that were considered “only mine” in the past much more seriously. Can you feel the shift in power? I must admit, I needed and appreciated all of the support, as long as it was consistent with my own voice.

My conversations with my managers were now much more specific in nature, as I could no longer “hide” challenging, unresolved territories and issues. This sword was double edged, as it made me a better manager in addition to bringing significant pressure to respond in a timely manner.

With all this additional information and tools, our staff and sales associates were faced with facts, many of them for the first time. Some members were unable to survive this transition. Those who replaced them, along with those who persevered and survived, were now much more professional than their predecessors. We would all need to be better in this world of technology.

I soon began to adjust to the transformation of balance. Quality drives confidence. Doing so is a direct reflection of the distinction of individuals that I enjoyed working with in my organization. It is also a balance that is consistent with, and critical to, our successful business relationships in the future. Along with the changes in the balance of power comes a new balance of responsibility. With this transition, the single adjustment I looked for from my associates was their own ability to:

ASSUME “THEIR” MANAGEMENT ROLE

Before we can ask others to think like a manager we must be willing to perceive them as a manager. None of us will master our objectives without truly assuming full responsibility for our present and our future. This includes full responsibility and empowerment for the decisions relating to their business. As their manager, we continue to have every right to know their plan.

In the past, there may have been no plan. This strategy, or lack of one, will no longer suffice. Good management requires all its members to create a vision for continued growth. Without growth, there is no need for management. Without management there can be no need for anyone to manage.

This suggests that more than at any previous time, we’re in this thing together. There was a time when management’s role was to be a thorn in the side of those they managed. A lot of hand holding and babysitting is required in this form of management. This is truly old news and, in today’s world, demeaning to both parties.

As technology continues to assist us in the management of our territories, this is no place for the faint of heart. The advances in productivity alone will challenge us to produce at an even greater rate per workday than ever before.

My associates have proven the ability to do what I did twenty years ago, often better than I did. All have assumed a role that they deserve, as managers of their sales regions. This is now a fact of doing business in the twenty-first century. Those associates who choose to live in the past, abdicating power due to lack of interest or effort, will not survive. Management of dictatorship heritage will no longer retain first-rate professionals. The management/managee relationship has become, without question, a partnership.

THE HANDWRITTING IS ON THE WALL

As managers, we must continue to relinquish a portion of our power for the good of the organization, let alone our own peace of mind. In doing so, we also relinquish an equal share of the responsibility for our collective success. This certainly sounds like a good trade off to me! The balance of power is now very clear and, more so than ever in the past, it is in balance.

Personal Regards.

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM