Interpersonal Business

Vol. XCIII

Dear Manager,

While I believe we’d all agree that effective communication is essential to any strong organizational structure, it’s also, more often than not, poorly accomplished. Effective communication takes precious time and resolve to accomplish. Shortages of both seem to be a way of life in today’s business! In addition, this is an area of management we wouldn’t normally consider to be “in our face.” Yes, for many it is a function that falls through the cracks. Not just on an occasional basis, but as a point of reality, on a perpetual basis. How might we begin to restore this priority to its rightful position within our company?

In working with a variety companies, it’s become obvious that all managers have communication forms and forums that they feel are most effective in translating their thoughts. While some prefer personal meetings, others do so by phone, email, or in formal written correspondence. While we can agree this art is essential, its form is much less important than the accomplishment of its goal.

As our organizations grow, so does the corresponding responsibility to reevaluate needs versus reality. Failure to maintain open channels will only lead to false perceptions among your greatest assets: the key relationships that are essential to your company.

Who Are Your Core Assets?

Most organizations retain three forms of core assets: their staff, their customer base, and their strategic business relationships. While one or more of these resources may enjoy effective communication, does each receive the communication and degree of visibility that meets your collective needs? My own analysis suggests that all parties fail at some level to meet the minimums in reaching optimum communications.

It would be much more likely for a manager to have an in depth communication with one in ten of these designated priority relationships on a recurring basis. And many of the communications taking place would revolve around a specific issue, topic, or crisis; general discussions are much less likely. What’s on the minds of these “significant players” is essential to the ongoing success of your organization.

With their shared priority for our collective success, what input might they provide of significant value if given the opportunity? Do they currently feel as if their voice is being heard, and that a forum is available for them to contribute to their own constituency’s success? Could the perception exist that management simply doesn’t want the input?

A Forum is Now at Our Fingertips!

How can we effectively and efficiently swing that office door wide open? Like it or not, we continue to evolve into the instant gratification world of email. While this holds an equal degree of potential and missed opportunities, with proper structure it’s a very user-friendly form of communication. It should never replace our priority for personal communication, but it can be a first step in enhancing and motivating participation.

Most, if not all, Internet service providers have the ability to arrange for a second address within your personal email account or corporate website. I’d suggest this new address be opened for the sole purpose of improved communication between key managers and those priority relationships discussed earlier. You might even
name it TALK TO US @ —-.com or CONVERSATIONS OVER DINNER@—-.com. And how is this any different from my current email account, you ask? When an individual logs on to this account, they understand there are priorities given to the message, and standards to be maintained in its use. Ground rules are essential to its effective use and should be stated (and monitored) upfront, if not on the masthead of the account. The ground rules should include:

• The objective of this forum is to create a positive and productive link between management and its key partners (personal concerns and issues should obviously be communicated on a more personal basis; this is NOT a venue to bitch and moan).
• The communication of ideas, suggestions, and opportunities are the foundation of this new vehicle intended to enhance the product and workplace in which we share.
• Correspondence should be limited to a single paragraph of a hundred words or less and must be to the point and well thought out.
• Each correspondence will be reviewed and responded to on a timely basis.
• It’s possible (and should be stated) that it’s likely the communication will be shared in open forum in the hopes that optimum value can be realized.
• No idea or concept will be trivialized or demeaned in any way.
• This is your opportunity to shine; your communication and valued input is essential to the use of all of our professional resources and will be appreciated and acknowledged.

I’d recommend that the announcement of this vehicle be orchestrated as a “bold and exciting commitment to draw these varied relationships to an inviting place of shared ideas.” You might even consider using a formal invitation to announce your concept. Participation is essential and should be highly encouraged. Ideas and concepts should be forwarded to interested parties for their thoughts and personal observations and, on occasion, to this focus group as a whole.

On a monthly (or weekly) basis, you may wish to reward and announce the ideas of the month with an intimate dinner (promoting other forms of communication!) for two to be given to the most recent and valued inspiration. Announce the individual and how the concept provided will be implemented to benefit all parties. Keep the forum exciting, active, relevant, and fun.

You might wonder, “Why not open a web-based newsgroup where all parties can interact and mingle?” Remember, you want to maintain an open and objective forum, one without a personal agenda or potential for grandstanding. Greater control and a sense of confidentiality will be provided when you have the first opportunity to review content, evaluating its potential for further review.

This is a relatively simple first step in beginning to meet the communication potential of an organization. Encourage participants to write down thoughts during the day to forward that evening. Knowing that their voices will be heard and responded to creates a much greater sense of participation and personal ownership. What more can an organization hope for?

Not only that, who better to provide constructive ideas and opportunities than those with vested interests: your priority relationships?

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XCI

Dear Manager,

Clearly, excellence can be found in all areas of business. But are the examples as apparent as they once were? In the last decade, we’ve also seen dramatic socio-economic changes dictate the dynamics of many business sectors, including both the retail and service economies. We need look no further than the corner drug store (if you can still find one), the “service” counter at the local fast food restaurant, the travel industry, or the challenges facing field sales representatives. Certainly how society operates its service structures has changed.

Yes, there’ve been significant changes in my forty-year professional career. While I believe many, if not most, have been beneficial, others find me longing for former ideals. If, in fact, there are lost priorities, how has their absence transformed the landscape of American business?

Some of these transitions are no longer relevant in this new economy; others will find rebirth in “retro cycles” as brand new concepts (reincarnated from a Business 101 text!). Here’s what I believe deserves further consideration – a “blast from the past”- and a response from management. This is one view from the outside looking in.

Personal Accountability, as a day-to-day standard, seems to have fallen off the top of today’s priority list. Today’s managers are often finding themselves thrust into the role of filling in the gaps of “basic training” that were once taught and reinforced at the family dinner table. Current times now suggest that we enhance our translation skills, provide more clear expectations, and establish a single benchmark for each member of our team. Once this barometer has been formalized, and consistently monitored, much of our responsibility relating to establishing personal accountability can be sustained.

Training and Education has lost some its luster in most service industries; few pursue a four-year degree to prepare themselves for this sector of our economy (this statement offered up by an author with less than two years of college). As managers, we must rededicate ourselves to ensuring that our staff fully assimilates, and can orchestrate, the required elements of their position. Whether at the starting gate, or with tenured employees, we must remain diligent in the practice of training and full reinforcement of the fundamentals. The fundamentals are what made us great, and what will always save our bacon in the end result!

The go-go days of the 90’s have long passed. Those days provided significant and sustained growth in the service economy. Expansion came at a time of great velocity; a time when, very simply, less excellence was required. The internal structures historically required to shore up this level of growth of human resources were often abandoned during these freewheeling times. Lack of management structures created a corresponding expansion of individual and field level “freelancing.” This false foundation will eventually show an inevitable vulnerability: weakness due to lowered standards and expectations. A bedrock foundation, with consistent and clear professional standards, is essential to meeting long term, sustainable excellence in the marketplace.

Weakness in mid-level management has provided limited quantifiable rewards for many organizations. While a good number of these individuals wanted to become “a manager,” too often they hadn’t developed the people skills, hadn’t the proper training, or hadn’t enough experience under their belt to fulfill the objectives. Without realizing it, upper management may have inadvertently set them up to collectively fail. These individuals were often sent into battle with no basic training. Mid-level management absolutely has the potential to excel in the areas referenced above, but only if they are first properly mentored to provide the best possible example to those they are being asked to manage.

A mixed bag of economic and motivational priorities within our staff has, in some cases, diminished the potential of the workforce in the service/retail sector. Employees are generally expected to be both loyal and devoted to their profession and employer. For various reasons, including the predominance of second incomes, this is not always true. While many employees continue to exhibit this devotion, it’s also likely that one’s priority has shifted to meeting ones personal needs first.

This is the culture in which we live. Individuals are looking for a full-time job with a full-time salary and increased flexibility. This has certainly become a difficult issue for many industries. As the financial requirements to support “excellence” continues to escalate, the retail and service sectors no longer have the ability to thrive because the competitive margins simply don’t exist. As managers, we must better quantify the “devotion factor” in the outline of job descriptions and in evaluating talent. An all-star can always be found; the best managers “hunt them down” without compromise.

The dynamics of how and who provides goods and services in this economy has been set on its proverbial ear! Think of it in terms of the changes in your industry and your organization, both anticipated and unforeseen, over the past decade. Where does your office buy its supplies, where do you buy your son’s bike, where do you buy your favorite ice cream? The independents in these and hundreds of other service/retail sectors have vanished. Management must now assume its own position of excellence.

Excellence in management will accept, adapt, and flourish in managing and maximizing the potential within these new standards and guidelines

This month’s issue was not intended to be an indictment of the business world we live in. It’s more a reflection of societal pressures and corresponding changes in ideals that I believe have totally and irreversibly changed the retail and service sectors. In the end, excellence will prevail.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XC

Dear Manager,

These events have been embedded in our culture, and we adjust our schedules around them. Many organizations plan all year for a single event. With their historical models well established over years or decades, the clients of these organizations learn to anticipate, and have even been trained to plan around, the established time lines. What if ones historic marketing agenda, now well entrenched, no longer meets the needs and objectives of the organization?

I recently became involved with an organization that found itself faced with this exact dilemma. Their marketing team worked all year for a single event, while preparing for and promoting the next year’s event throughout the balance of the year. Their historic model allowed clients to postpone commitments until the eleventh hour (the eleventh month in this case) prior to closing the door. And even then, the door seemed to remain slightly ajar.

This scenario created havoc for both marketing and production. The last month was chaotic as sales, marketing, and production tried to squeeze in last minute participants. Production was never sure of final inventory until the last possible minute, staffing requirements were in constant ebb and flow until the end, finance had little guarantee that this year’s event the degree of profit, and the organization’s stamina and morale spiraled downward.

Not only did production find itself in a sense of panic as the months wore on, but the quality of services provided held the potential to be critically diminished. This was certainly not the intent; it simply became the byproduct.

And yet, this had been the historic marketing schedule for decades. As someone looking in from the outside, I found this scenario to be truly puzzling.

CREATURES OF HABIT

It’s human nature to delay decisions relating to commitment until the very last opportunity, if allowed to do so. Particularly in these unstable times, why would you possibly want to make a commitment if you weren’t required to do so? The clients of this organization had been quite well trained over a period of years that not only was this time line acceptable, but it could also be anticipated. Effectively, this marketing strategy placed the organization in a position of waiting for leftovers and scraping the change off the table.

There was built in frustration and anxiety in this marketing schedule as pressure built to meet the organization’s annual objective. Their marketing plan showed no sense of urgency, no exclusivity and created no position of strength in the marketplace. There was no wonder that both production and finance were left holding the bag.

Because it had “always been done this way,” there was great reluctance for the marketing department to acknowledge, let alone address, this problem. When the observation was made that this scenario would only continue to create the same results, the reaction was to defend and deny.

This organization was definitely in need of a “marketing makeover!” It could only take place, however, if marketing would take full ownership of the current problem and take full ownership of the solution.

CREATING A SENSE OF URGENCY

It was suggested that the organization develop a three-year plan to transform their marketing structure. After years of reinforcing the acceptability of their “former marketing plan,” this organization couldn’t simply flip the switch and announce: “This is the new deal.” Clients would need to be strategically re-educated about the advantages in making their commitments much earlier in the marketing cycle.

The strategy involved the promotion and publication of a revised time line for sales and marketing to work toward in the first year. Once clients became “retrained,” it would likely be in the second year that participation increased. By year three, it would be understood and accepted by all parties that the time line had been fully executed, and full participation could be anticipated.

SO WHAT’S IN IT FOR ME?

To best position this new marketing model, real or perceived advantages would need to be established. If, in fact, clients’ commitments could be made months prior to the current time line, would there be reduced fixed costs and efficiencies that could be realized and quantified? If true, would there be value in passing along a portion of these cost savings, thus rewarding customers for their timely participation? Would it be possible to establish a two-tiered pricing structure in the first year, giving clients the option and the value in their decision to participate?

This organization also had the ability to reward its clients with valuable free incentives to affiliated events throughout the year. Would it be possible to institute an element of prestige for those willing to make an early commitment? This created the opportunity to offer “premiere status” to clients with the desire and ability to participate in its first phase. Everyone likes to be acknowledged and appreciated; often the cost to do so can be relatively insignificant.

SENSE OF EXCLUSIVITY

While never enjoying a “sell out,” this organization had very real and quantifiable limitations in its ability to meet the needs of their potential new marketplace. This had never been addressed in any form with their clients. From the clients’ perspective there was unlimited capacity, but in reality only a limited number of clients could be “allowed” to participate in a given year. This would need to be very carefully integrated into the marketing plan. It should be anticipated that a waiting list would be likely once implementation of this new marketing plan had been fully executed.

Clearly, this was a complete reversal in strategy for this organization. This case study is not unlike those I’ve seen addressed by other organizations and industries over the years. While we might find ourselves criticizing our customers for their lack of urgency and inability to make a commitment, we need look no further than to those of us who have trained them.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXXXVIII

Dear Manager,

The real question becomes, are we truly better prepared? Difficult times require us to raise the bar to meet all challenges or, in fact, we won’t be around to worry one way or the other! Most all of us have taken a shot; the business climate has certainly gotten our attention. Yes, the potential for a positive transition is always within our grasp. Past avenues must now be reviewed, and adjustments are likely to be required to endure and flourish in a new marketplace.

A few issues back, I discussed the effect of the predictability quotient on managing our staff in challenging times; we can all become a bit tooooo consistent. Can it also be time to put a new face on how we communicate, not only with our staff, but also with our customers, business alliances, and the marketplace as a whole?

This, too, is worth a new era evaluation. Logos get tired, standard sales promotions get stale, advertising gets dated, and even new product introductions can begin to look like the “same-old-same-old.” My own experience suggests predictability and ones complacency can seep in long before its reality becomes obvious.

CONVENTIONAL WISDOM …

… would suggest we maximize our promotional budgets to gain the greatest potential return on investment. This is where predictability and promotional investment decisions, based on prior and successful economic scenarios, may no longer be relevant. If this is one of the most difficult climates in our professional careers, all prior marketing decisions for your company MUST now be re-evaluated relative to current climates. If marketing budgets seem to be diminishing, this further suggests that “bang for your buck” is essential in more challenging times.

UNCONVENTIONAL WISDOM …

… would suggest it’s time to stick your neck out a bit further. If your company’s marketing strategies are past their “freshness date,” it’s is also very, very likely that many of your competitors are unknowingly in a similar position. This can be the very best possible time to step out of the pack by distinguishing yourself as well, yes, a bit “unconventional.”

Most companies promote themselves online, through trade shows, product promotions and releases, trade advertising, via email campaigns and by word of mouth. Yada, yada, yada, – it’s more and more of the same. Are these marketing efforts inspiring the market, capturing the imagination of your clients, and creating critical mass?

UPSIDE DOWN INSPIRATION

Some of you may have heard of Bill Veek. He was the promoters’ promoter of baseball in both the minor and major leagues. This is the man who created a near riot at Comiskey Park for his “Disco Destruction” night in Chicago. OK, the White Socks did end up having to forfeit the game due to the unanticipated riotous level of inspired “disco destruction,” but few could deny the night set an unconventional foundation for future Veek antics. Bill’s eccentricities, and those of his son, are legendary. One promotion a few years back was to set a record for the fewest fans to watch a professional minor league baseball game. The fans were locked outside the gates until the seventh inning, when the game became official, then let in to celebrate the accomplishment!!

When was the last time you entertained a marketing meeting with the sole intent of being different, creating true innovation, being willing to take some risk, let alone thinking upside down? In all my years of business, this type of “extravaganza,” properly orchestrated, can truly be one of the most exhilarating business “happenings.”

CHECK THAT GUEST LIST

It’s essential that only those individuals who thrive in this eccentric environment be in attendance. You’d never invite your mother to a wet t-shirt contest! One of the easiest ways for an event of this nature to self destruct is for the mix of individuals in attendance to be in conflict with your true objective: intellectual chaos. It’s a rare breed, those who are unencumbered by “conventional wisdom.” They have the self-confidence to visualize, express, and assume partnership with unconventional thought. All it takes is one myopic personal agenda to quash the inspiration of other individuals, not to mention the whole group.

Begin by establishing the ground rules. The first rule is that no individual thought will be ridiculed or diminished in any way. The second rule suggests the objective is to create total innovation and substance to the eventual, and totally unknown, outcome of your meeting. Egos must be checked at the door if the sole objective is to foster communication and “ultra innovation.” If need be, participants should be “red flagged,” and possibly excused, in order to protect the inspiration and innovation of the whole.

While seeming drastic, this clearly sets the stage for unencumbered, unbridled thought and dialog. I’ve participated in meetings of this type yet, on occasion, the guest list was poorly thought out and the effort’s potential was ultimately diminished.

CHAOS BEGINS AT THE BEGINNING

Review the current marketing efforts in place and their historic cycles of execution. Which of these cycles will continue to provide significant return, and which of these cycles are in place out of simple redundancy or unjustified industry standards? What will ignite an “industry buzz” and generate conversation? Will it be further extended word of mouth: your least expensive form of marketing potential?

Would (or should) it be possible to launch products or promotions prior to the current industry expectations? Is it possible to stage a promotion over a period of days, weeks, or months that would build anticipation and excitement to an otherwise more predictable introduction? This could be accomplished with daily/weekly emails, or in faxes providing expanded promotions and recognition.

Are there products, or categories of products, whose sales are so spectacular that a totally “no risk” guarantee promotion is in order? Are there one-time discounts, terms, or incentives that can be easily justified in order to gain placement and momentum? Can you find some “free stuff” or “cash” that holds more value as a promotion than in its current form?

Now, let’s fall even further off the cliff. Are there one-time, or a series of “upside down” marketing strategies or incentives that, to your knowledge, have never been tried? This is where off-the-wall inspiration will begin to serve the group well. One “ridiculous thought” after another will bubble to the surface. I’ve found that each of these thoughts serves as a springboard for second and third generation thoughts that may indeed be the gem with truly amazing potential. The scenario goes, “Gee that’s a great thought, but what if we used it in this context? Yeah, and we tie it in with this product category to maximize its potential.” Once momentum takes hold, you’ll be amazed with where it leads you. Be sure to have someone taking detailed notes for further review in a smaller forum!

Finally, are there any strategic alliances with companies who share a similar agenda to yours? One of the best promotions I’ve seen was a national office supply store’s offer of a 5% donation of all purchase amounts to be given to the school of a customer’s choice. Tell me a parent who wouldn’t be motivated by such an offer during their back to school shopping. The incremental sales growth was substantial, effectively negating the additional discount. Additionally, this corporation established themselves as being very supportive of the community. And where do you think all of the schools and teachers shopped for supplies this past fall? Brilliant, unconventional, and very effective.

May these thoughts inspire and propel you, and your company, into an outrageously spectacular outcome.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2012. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM