Jack D. Deal Business Consulting and Deal Marketing and Sales Consulting, Santa Cruz, California 95060 ; 831-457-8806 Jack Deal Consultoria Empresarial y Deal Consultoria de Mercadeo, Ventas e Avisos en Ingles, Felipe Carrillo Puerto, Mexico

	some are also starting to call Barack the "Community Organizer" to accentuate his lack of experience...groan...hey Burton, whassup? about 8 hours ago from web
	another question they are buzzing around is "Can you be specific about Barack's accomplishments?" about 8 hours ago from web
	Ellen Goodman's column today says Sarah is not the change the Repubs need...duh...when our man Good Ole Boy Joe is zero change... about 8 hours ago from web
	and how about that sexist Maureen Dowd and her sexist commment about Go-Go boots? groan... about 8 hours ago from web
	all this because someone didn't want to hear Hillary drone on as the VP candidate...duh, whassup here Chairman Burton? groan... about 8 hours ago from web
	another is 'neither Demo has executive or management experience so how can they spin it to say the do?' groan... about 8 hours ago from web
	another barb is "What executive order has Barrack or Joe ever given?" about 8 hours ago from web
	your man Joe Biden has experience; experience in being a Washington insider and running committees... about 8 hours ago from web
	another is "How about a debate between Sarah and Barack since they have the same amount of experience?" about 8 hours ago from web
	one is "How can one be Commander-In-Chief if they vote against troop support during a war?" tough question, and a sore spot for sure... about 8 hours ago from web
	I'm getting some feedback from my Repub friends; questions that they will be hammering on from now until Nov 4... about 8 hours ago from web
	Carl Bernstein's piece today states the Repubs have captured the patriotism issue; lest we Demos forget, that nailed us in 2004... about 8 hours ago from web

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Management Training

• Location: Santa Cruz
• it's NOT ok to contact this poster with services or other commercial interests

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Business Meeting Training

• Location: Santa Cruz
• it's NOT ok to contact this poster with services or other commercial interests

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I recently received this e-mail: "I work for City Government and the City Council has been throwing the word "Micromanage" around in the Council meetings. Since there is an election coming up, they all seem to have their own idea of what the word "Micromanage" means (of which some are way off base). What is micromanaging and what is not?"

Micromanaging has become a hot buzzword. I use it, my clients use it, and now government is beginning to use it. As stated in the above the term can be misused. Perhaps it is time to better define the concept.
 
Micromanaging is usually synonymous with the "old way of doing things." "Dinosaur" managers use the micromanagement approach. The term essentially means to supervise every small step in the workflow process -- hence the 'micro.'
 
This method worked fairly well in the 'old' production days when assembly line workers were uneducated and unskilled. These workers normally did one routine step and that was it. They made few or no decisions. They had a minimum production quota.
 
Their breaks were monitored, their lunches were monitored and of course the time clock was monitored. Time was viewed as what was 'bought' by the company.

Close supervision or micromanaging ensured that production levels were met. Management literally had to tell employees what to do and watch them to make sure they did it.

This system worked well when workflow was simple. As the business world became more complex, micromanaging became less effective. Time was not what the company bought and the worker sold. Productivity became the key.

As processes became more complex, workers were required to gain greater skills. Skilled workers became more in demand and could go elsewhere if not treated properly. Skilled workers eventually found micromanagers offensive and more importantly optional.

After 2000 it seems companies became more results oriented.  In an increasingly competitive business environment they had to.    As time became even less of a factor in the results equation, motivation and innovation began to be understood as the real forces in productivity results.
 
Workers became employees and then associates and team members. Employees began to be viewed as assets and not just expenses. Employers began to understand that employees could provide the greatest competitive advantage as well as the number one management headache. In short, employees could make or break the company.

Managers began to understand that good management meant maximizing employee productivity and this could no longer be accomplished by micromanaging. Managers began to understand that knowing their people and helping them do their best was the best way to reach superior production levels.
 
Instead of being an obstacle, managers began to understand it was their job to remove obstacles and time constraints have been one of the last obstacles to fall.

Today's managers understand they must constantly assess and improve their workplace processes. They understand that accountability is much more than putting in time and punching the clock.

They no longer insist on telling their employees how to do something because often the employee knows more about what they are doing than the manager.
 
Also managers have learned that employees can not only solve workplace problems but also can create and innovate. The employee that creates and innovates does not appreciate being treated like the assembly line worker of the past. Many skilled employees feel their micromanagers do not appreciate their contributions.

Micromanaging was a process that worked reasonably well when the work was simple and the bottom line was simple. As work became more complex micromanaging lost its effectiveness. In today's workplace, micromanaging is responsible for many bad bottom lines, poor performances and bankruptcies.

With all the negatives, what's to like about micromanaging?

Posted by Jack D. Deal at 05:36 AM | Permalink | Comments (0) | TrackBacks (0)

We humans are complex beasts.   We live, love, hate, befriend, stress, grieve, excite, depress, yearn and everything in between.   To make matters worse, we are a potpourri; a hodgepodge buffet of everything so that the best and worst can even occur within the same psyche.  

We are in both an incredibly fantastic web of neurons and a real mess.
  
Will Rogers said he never met a man he didn't like.   He could have easily said the reverse.  Paradox, ambiguity, confusion, uncertainty and foolish pride just stir the pot.
 
We try our best to generalize, stereotype, and simplify but we human beasts defy attempts to 'get figured out'.  The same system that allows us to create and accomplish extraordinary feats also allows us to fail and anguish in misery and yet still call it a learning experience or positive cognitive exercise.
 
Additionally we bring our mixed bag of social evolution and personal circumstance to the workplace.   When we walk into the office or punch in we are still the same person even though we may flip the 'work switch' or 'put on the office face.'
  
When pain and stress enters our personal lives it can spill over into the workplace.  The result can be a sour attitude, reduced productivity, lack of cooperation, lack of focus, etc.  

Under ideal circumstances we should come to work, be happy we are employed, focus on our tasks and responsibilities and make the business agenda our agenda.   At least during work hours.
  
The demands of the workplace and the demands on our personal lives are putting greater pressures on us and forcing us to look at how we cope and try to maintain a balance.  

And throughout it all the frazzled manager has to manage and 'keep the ship afloat.'   So you might question are there not some employee tricks and strategies the good manager uses that the bad manager does not?
  
Good managers know personal problems can make a productive worker useless.  The astute manager does not take serious personal problems lightly. 

They also know many employees have potential that will never be realized because of personal problems.   Some people choose self destructive lifestyles that create a steady stream of problems.
 
Some even will find relief, meaning and comfort in going to work.   These employees bring little value to the company and the best approach is to avoid hiring such character types and consider firing the ones you do have.  It's just not fair to your good people.
  
The good managers know that when an employee has a major personal problem it may be impossible for them to focus on work.    They consider giving the employee time off to handle the problem.  

Lovers and teenagers are frequently found in this category; being a successful manager is not so much a question of being a sensitive manager as learning how to be a productive one.
 
Good managers know their people.  If an employee is showing a big shift in affect or behavior, the manager takes them aside and discreetly asks if there is a problem.   Slight shifts in behavior are normal and we all have them.   But major behavioral shifts are not normal and can signify a more fundamental problem.
  
Good managers show genuine interest, avoid gossip and respect confidentiality.  And they avoid playing the hero.  Most employees can work out their own personal problems on their own.  That is not to say an expression of concern by the manager is not appreciated...

And make it clear that at work business comes first.   Without the means to support a family things go sour quickly.  As members of a team each employee has to carry their own load...

Good managers also understand that an employee's personal problems are not the manager's personal concern.  The concern happens when these problems affect the workplace.
 
Good managers give the employee time to work through their problems but set a time limit.  Some personal problems can never be resolved and the manager should then consider the employee's appropriateness for the position.  The company cannot be expected to wait forever.
   
Consequently good managers support their employee's efforts to solve or resolve their own problems.   If their company does not offer employee counseling benefits the good manager at least considers allowing the employee time off.
 
And finally, the good manager takes care of herself.   As a manager, who is going to hold your hand when you need help?

Posted by Jack D. Deal at 10:23 PM | Permalink | Comments (0) | TrackBacks (0)

We keep reading that there is no more loyalty -- customer or otherwise. The worker complains the employer will no longer guarantee job security. The employer claims he trains employees so well they start their own businesses and become the competition. The manufacturer claims the consumer buys only on price. The consumer says they would buy brand but the value is not there.
 
There is a dynamic missing in each of the above statements. The dynamic only goes in one direction.

To build a relationship - especially a strong one involving loyalty - is a two way street. If your business has few loyal customers or clients then you will have few repeat buyers. Most businesses either make it or break it with repeat customers.

That pizza company calling you for a phone survey is not interested so much in the ten bucks you spent last week as the $7000 you will spend in the next 25 years.
So it makes sense that if your business has few loyal customers you need to figure out a way to not only get them but keep them. Simple.

The way to do that is to totally focus on the customer; not just in the sales and marketing meetings. But in everything you do. Inside out. When you look outside first to your market and customer base and then change the way your business operates to meet those market demands you are reengineering processes. 

With this refocus employees must be hired who understand the importance of customer loyalty. To keep them motivated incentive plans should reward employees for retaining regular customers as well as gaining new ones.
 
Tools and Training allow skilled employees to resolve customer complaints very quickly. Most consumers understand that no business can always be perfect. By handling problems quickly and effectively your customers understand very clearly your commitment to them.
 
Attitude must be honed with other skills. Positive, upbeat employees are liked then trusted then bought from. You cannot expect depressed employees to keep customers happy.
 
Measure and survey what your customers do, say and pay for. If your product/service is higher priced follow up regularly to insure satisfaction. The very act of following up strengthens long term relationships.

Establish personal relationships with your customers. This distinguishes you from the competition and makes it harder for your customer to 'jump ship'. Allow employees to be real people -- let their personalities come through to establish a bond.

Canned 'smiling service' is actually perceived as insincere and contrived. Research has shown we actually use different facial muscles in a genuine smile than in a faked one. Strive to be genuine.

Exceed those customer expectations and they will remember you each and every time they need your product or service. Remember that if you cannot distinguish yourself they will buy on price alone.
 
Updated problem solving and decision making skills are a must. Employees must not be afraid to make a tough decision. Customers have a sense that if an employee is truly trusted by the company to resolve a concern then the company will make it right if that decision turns out to be a mistake.
 
The customer is a fickle animal. We may not be impressed when the cashier calls us by our last name after running the credit card through the machine. We may even get to the point where we can expect that. What surprises us is that which goes beyond our sense of expectation.

When someone in a business context does something for us we do not expect we just stand there with our jaws dropped. We have been transformed by an experience which transcends the business simplicity of supply and demand. We have been zapped by a thunderbolt and may never be the same.
 
Your business or employer may be very good at customer focus. If so you may develop the most valuable of all business assets 'the loyal customer'. If you don't have that loyal customer feeling then maybe you are focusing too much on self-introspection.

Your business may in time discover that you really aren't all that bad from an internal view. But customers are external. And maybe the time is right for shifting the focus where it really needs to be.

Maybe you need to 'reengineer' or reorganize. Or maybe just tweak your strategy here and there. But whatever you do focus on your customer to gain their loyalty.

Posted by Jack D. Deal at 03:42 PM | Permalink | Comments (0) | TrackBacks (0)

Corporate culture is loosely defined as the attitudes, behaviors and personalities that make up a company. In other words, it is how we view our work, ourselves, and how that qualifies and determines our look and feel. Culture is us. 

If we accept this general definition, the next thought is: how does it apply? 'Yeah, we know what it is - but what does it do?'
 
Sometimes fate puts us in funny positions and in this instance my case studies involved two similar businesses, about the same size, and in the same industry and at the same time.  Both were struggling financially.

Upon my initial analyses, both businesses had good growth potential and would be profitable.  Both had very similar problems and both had owners that were ego-driven hard workers.
 
There was never a question in either company of the willingness to work hard. There was, however, a great deal of difference in the willingness to do what needed to be done.
 
After the initial analyses and employee interviews it was clear that both owners were holding their businesses back. Both owners acknowledged they were a problem in their own companies.
 
The owner of Company A became convinced he was such a problem that, for his business to grow, he paradoxically had to leave it. He turned his decision-making and management over to me and several key employees.
  
The owner of Company B also acknowledged he was part of the problem, but decided that by working harder, he could overcome the problems he created.

The first thing we did at company A was to fire some minimal employees and hire some better ones and give them added responsibilities. 

The absentee owner of Company A expressed his concern at doing this but accepted it. He understood there was no alternative.

We made some tough decisions and at every opportunity there was praise from me on their efforts.  They made mistakes but the mistakes tended to be small ones so they learned from their mistakes and moved on.
 
After several months at Company A, some very interesting developments occurred: (a) a fierce company loyalty developed among all employees; (b) they would not let the absentee owner make any decisions;

(c) my intervention became less and less necessary - all employees constantly discussed how to improve productivity and deliver more value to the customer;

d) profitability increased to the point that all employees got raises;(e) morale steadily improved; (f) Company A began to gain market share.

Company B took a different route.
 
The owner did not want to fire any minimal employees because he had become a friend and "father-figure" to them. The owner began to work longer and longer hours. He began to distrust his best people.
 
After several months, some interesting developments occurred in Company B: (a) the stress level of all employees went up; (b) several key people quit;

(c) Company B was not able to attract good employees; (d) employees began to resent the micromanagement style and looked for ways to get back at the company;

(e) more and more intervention was necessary on my part to keep the status quo; (f) profitability decreased and customers were lost.
 
Six months later, the results were not surprising. Company A was growing steadily, morale was high and their employees were the highest paid in the industry. Employees enjoyed coming to work and worked very hard. They constantly were looking for ways to improve and look for new customers and markets.
 
Company B downsized and filed for Chapter 11. Employees were discouraged and many began looking elsewhere for work. Customers noticed that Company B was in trouble and took their business elsewhere.
 
Several years later the ego driven owner of Company A sold out and received a handsome sum for his efforts.  About that same time Company B folded and the ego driven owner cashed out about even.
  
It is ironic how the same force that creates a company can tear it down.

Posted by Jack D. Deal at 01:51 PM | Permalink | Comments (0) | TrackBacks (0)

You know who they are.  They know who they are.  

You know you should fire them but you just don't get around to it and so you keep them on.  Month after month.  Year after year. 

In front of you they spout the company line.  It's all rah-rah and go team and let's make it happen yesterday.  It's all about us and our company.  But they say it with a sarcastic smile that you can read like a book but you let it go.     

You make excuses for them but you know deep down those are your excuses.  You keep them by rationalizing they work cheaper and you will have to replace them and their replacements will probably be just as bad.  Or worse.  Better the devil you know, right? 

Of course in the back of your mind there is also the fear they will take you to the labor commission.   You are pretty sure they will and you've already heard rumors about where your company is vulnerable and how they can get you in your weak spot.   Intimidation is definitely part of their strategy.

You've got more important things on your plate so you rationalize it away.  You rationalize that their doom and gloom on any company improvements are simply misguided enthusiasm.  Right.  Like non-dairy creamer you know better but you do it anyway.  By default and with your consent, the minimal employee sets your agenda for you.

You let them get away with it because the minimal employee is an expert at feeding into all your insecurities and weaknesses.  They probably know you better than you know yourself but unfortunately they use this knowledge against you. 

They know how to pull your string and will be against any changes in the status quo as they could be next.  They go through all this because it's easier than looking for a new job.  Besides, it's what they do. 

If it were just you and them it might be all right.  But no company lives in a vacuum.

Minimal employees subtly poison your work environment every chance they get.  To you it's all smiles but to coworkers it's a constant series of negatives and morale busters.  They are quick to point out all the faults in others but become defensive about their own faults.

The problem is it doesn't stop there.  It spreads throughout your company and to your vendors and (gasp!) to your clients and customers.   A rotten apple soon spoils the whole box. 

Besides, why should they care if your company is profitable?   It's not their company.   

But they won't go voluntarily.  It's not easy finding a boss like you that will let them get by without being accountable and productive.   A good boss like that is hard to find.  They know you can get rid of them but they also know you are not really focused on your company so at least they will get by while the getting is good.

What to do?  Well, you can try to counsel or rehab them.  You can write them up and go through a series of reviews.  But counseling won't work because it took them lifetime to develop their minimal personality and a bad review certainly won't change that.  A bad review to them is simply another piece of paper.

The only cure is to get rid of them. 

That's probably what you did not want to hear as you were hoping for some sort of slick management trick to let you off your precarious hook.  Sorry.  If you have been a weak manager all along you most likely have been a minimal manager as well so you have put yourself into a management bind.  Minimal employees understand this very well.  Probably better than you do.

What to do?  First check your Employee Manual to see what policies and procedures you have in place for dealing with the minimal employee.  If you don't have a manual or your manual is minimal itself, then you may need to consider other measures.   And put an Employee Manual on your to-do list. 

You immediately begin documenting your reasons for firing your minimal employee because that is what you might have to do.  Remember they have no personal pride so you cannot shame them into quitting.   

You can 'reorganize' and eliminate their position.  In California employees can be let go without much fuss for reorganization or if the employee no longer has the skills required to do the job.   It's messy, but it works and keeps you away from the Labor Board. 

You have to play hardball because minimal people sure do.  If it's too messy to reorganize, simply reduce their hours.  If they are fulltime, make them part time.  Make sure you do your homework and just don't single them out from all your other employees with the same classification.  Then they can say it's discrimination.   Unless you can document they are a minimal employee.   Which of course you can, no? 

Globally, you need to rate each employee:  keepers, maybes, and goners.   The idea is to cycle out the goners and bring in keepers.   Each year you should be cycling out your minimal employees and replacing them with better employees.  Unless you are lazy.

But if you are just remember that minimal employees hurt morale, stunt growth and every day cost your company money.   From the management perspective it's only a matter of when and how to let them go.

So go ahead, do yourself a favor and get rid of them. 

Posted by Jack D. Deal at 01:34 PM | Permalink | Comments (0) | TrackBacks (0)

If you sell a product or service you will get complaints.   Resolution is the word used when we describe the process of successfully handling those complaints.  The complaint process you set up determines how successfully your company resolves complaints.   

The first step is to develop an attitude that complaints are problems that often are a symptom of some type of flaw or defect.  Because it can be very subjective, complaint resolution is not always a matter of right or wrong.   Some complaints are groundless but others can reveal problems that may be costing your company big bucks. 

Time is a key in dealing with any complaint.   In general, complaints that are dealt with rapidly tend to get resolved rapidly.   A rapidly resolved complaint is a cheaper complaint.   Time can often avoid confrontation and confrontations are seldom good for business. 

Listen to the complainer's side of the story.   Put special emphasis on how they felt.  This can provide another perspective on your business.   Even though it may be difficult, try to show empathy even if you do not admit guilt.  Or care.   

Ask them what you can do to make them happy.   Often their solution is the cheapest and it might give you insight on how to fix a business defect.  Also they really can't complain if you follow their suggestion. 

Determine how the problem happened and how it can be prevented.  Don't jump to conclusions before you have all the facts.   Don't assume the customer is crazy or wrong just because they complain. 

Don't take it personally...look at the issues objectively and control your emotions.   This can be difficult if someone is questioning your integrity. 

Take the pulse of your customers regularly.   Most customers don't complain, they just go somewhere else.  Handling that complaint professionally can make your business run more smoothely and keep your hard earned customers...

Jack D. Deal

Posted by Jack D. Deal at 09:10 AM | Permalink | Comments (0) | TrackBacks (0)

The break-even point is defined as the point where sales or revenues equal expenses. There is no profit made or loss incurred at the break-even point. This figure is important for anyone that manages a business since the break-even point is the lower limit of profit when setting prices and determining margins. Obviously the break-even point becomes very important when calculating a strategy for net profit.

The break-even margin is a ratio that shows the gross-margin factor for a break-even condition. The formula is total expenses divided by net revenues multiplied by 100 to get a percentage. This ratio is helpful when setting prices, with competitive bidding and when negotiating contracts with vendors and accounts.

The dynamics of the break-even point and the break-even margin show managers the impact of their decisions. In purchasing, costs can be lowered by bulk purchasing, negotiating price/ terms or finding new suppliers. Revenues can be improved by increasing value to the customer or offering non-price concessions. It must be remembered that increasing profits by simply increasing margins is a risky strategy. Unless the consumer perceives higher value, increased prices may negatively impact sales.  . The customer ultimately decides benefit, value and sales.

When looking at break-evens it is also helpful to look at fixed and variable costs. Fixed overhead is steady and can be factored in quite accurately. Variable costs are not as simple to calculate but in many industries variable costs follow certain percentages or ratios so they are easier to project.

It is also helpful to look at break-evens on a daily, weekly, monthly and yearly basis. Many construction companies base their bids on when they hit their yearly break-even. Once that point is reached they can make their bidding more competitive to stay busy and profitable.

I have found if very useful to let personnel know the break-even figures. This gives them a very clear picture of expenses and what it actually takes to run the business. Sharing break-even figures also reduces the perception that ownership is getting rich off of the employee's.

If you do not know your break-even point ask your accountant to show you. Some bookkeepers are able to add the break-even point to their reports. If you think finding out the obvious is not worth the effort, just consider how many businesses have failed because they did not know their break-even point.

Jack D. Deal

Posted by Jack D. Deal at 06:09 PM | Permalink | Comments (0) | TrackBacks (0)

     My friend made several trips to Austin and the American Atheist Center.  O'Hair eventually offered him a job as office manager for the Center.  He understood that working for a 'cause' organization would require long  hours with meager pay but he believed in the cause and moved to Austin. 

     He lived simply so the minimum wage pay was enough for him to get by.  His 40 hour week soon ballooned to 60, 80 and 100 hours.   O'Hair kept giving him more work.    Even without benefits and half the minimum wage he gladly put in his long hours.  He would go home to sleep and fix most of his 'meals'  at work.  He became sleep deprived and malnourished but it was all in the name of the 'cause'.  He told me that others before him had done the same.  It was expected by Mad Madalyn...

     Incredibly this continued for years as he took on more and more responsibility.   When his landlord raised his rent, he asked Mad Madalyn for a raise citing his long list of responsibilities and long hours as a justification.   Madalyn escorted him to the door and told him not to come back.   My friend could easily be replaced as there were many others willing to 'work for the cause.'   And maybe even for less money...

     She replaced him and the cycle continued.  Eventually, she hired a manager that had a criminal background but was willing to work cheaply for the cause.   He worked for the cause but mostly for himself and managed to embezzle $50,000 in the process.   

    But not to worry...there were always more willing to work for the cause.   She just found another office  manager and the cycle continued. 

    But one day she disappeared.   Employees could not find her and a list of creditors showed the Center  was in deep financial trouble.   Most people on the inside thought she had left the U.S. with her son and granddaughter and gone to New Zealand, a plan she had spoken of before.   And so she remained incognito with only an occasional article questioning what beach resort she had retired to.   

    And then piece by piece, it began to unravel. 

    The police began to pursue an ex office manager and the trail began to warm.   After a number of months and speculation, the case broke.   The office manager and some of his criminal cronies had kidnapped the O'Hairs and held them for ransom, eventually getting $500,000 in gold coins that had come from the 'cause.'   After they had gotten the coins, which were stored in a storage locker, they killed the O'Hairs, chopped them up and buried them in a shallow grave on a south Texas ranch.   

     At one point I conducted a four hour taped interview with O'Hair.   She came across as intelligent, insightful, and committed to ridding the world of the evils of religion.   She made no apology for the way she treated her employees.   

     If there is a moral to the story it's that short term employee exploitation can bring short term results but watch out for long term exploitation...ha. 

     If Mad Madalyn were alive today, would she admit her management style was flawed?  Or would she say, 'hey, you, you're not going to church on Sunday...why can't  you work?'   

Jack D. Deal

Posted by Jack D. Deal at 03:47 PM | Permalink | Comments (0) | TrackBacks (0)

I recently received this e-mail: "I work for City Government and the City Council has been throwing the word "Micromanage" around in the Council meetings. Since there is an election coming up, they all seem to have their own idea of what the word "Micromanage" means (of which some are way off base). What is micromanaging and what is not?"

Micromanaging has become a hot buzzword. I use it, my clients use it, and now government is beginning to use it. As stated in the above the term can be misused. Perhaps it is time to better define the concept.

Micromanaging is usually synonymous with the "old way of doing things." "Dinosaur" managers use the micromanagement approach. The term essentially means to supervise every small step in the workflow process -- hence the 'micro.' This method worked fairly well in the 'old' production days when assembly line workers were uneducated and unskilled. These workers normally did one routine step and that was it. They made few or no decisions. They had a minimum production quota. Their breaks were monitored, their lunches were monitored and of course the time clock was the tracker. Time was viewed as what was 'bought' by the company. Close supervision or micromanaging ensured that production levels were met. Management literally had to tell employees what to do and watch them to make sure they did it.

This system worked well when workflow was simple. As the business world became more complex, micromanaging became less effective. Time was not what the company bought and the worker sold. Productivity became the key. As processes became more complex, workers were required to gain greater skills. Skilled workers became more in demand and could go elsewhere if they were not treated properly. Skilled workers eventually found micromanagers offensive and crude.

After 2000 it seems companies became more results oriented.  In an increasingly compeitive business environment they had to.    As time became even less of a factor in the results equation, motivation and innovation began to be understood as real forces in production results. Workers became employees and then associates or team members. Employees began to be viewed as assets and not just expenses. Employers began to understand that employees could provide the greatest competitive advantage as well as the number one management headache. In short, employees could make or break the company.

Managers began to understand that good management meant maximizing employee productivity. This could no longer be accomplished by micromanaging. Managers began to understand that knowing their people and helping them do their best was the best way to reach superior production levels. Instead of being an obstacle, managers began to understand it was their job to remove obstacles. Time constraints have been one of the last obstacles to fall.

Today's managers understand they must constantly assess and improve their workplace processes and mechanisms. They understand that accountability is much more than putting in time and punching the clock. They no longer insist on telling their employees how to do something because often the employee knows more about what they are doing than the manager. Also they have learned that employees can not only solve workplace problems but also can create and innovate. The employee that creates and innovates does not appreciate being treated like the assembly line worker of the past. Skilled employees feel micromanagers do not appreciate their contributions.

Micromanaging was a process that worked reasonably well when the work was simple. The bottom line was there. As work became more complex micromanaging lost its effectiveness. In today's workplace, micromanaging is responsible for many bad bottom lines, poor performances and bankruptcies.

Jack D. Deal

Posted by Jack D. Deal at 02:55 AM | Permalink | Comments (0) | TrackBacks (0)

     Will Rogers said he never met a man he didn't like.   He could have said the reverse.  Paradox, ambiguity, confusion, turmoil, uncertainty, motivation, pride, ego and strong sense of community just stir the pot.  We try our best to generalize, stereotype, and simplify but we human beasts defy attempts to 'get figured out'.  The same system that allows us to create and accomplish extraordinary feats also allows us to fail and anguish in misery and yet still call it a learning experience or cognitive excercise. 

     And of course we bring our mixed bag of social evolution and personal circumstance to the workplace.   When we walk into the office or punch in we are still the same person even though we may flip the 'work switch' or 'put on the office face.'   

     When pain and stress enter our lives it spills over into the workplace.   The result can be a sour attitude, reduced productivity, lack of cooperation, lack of focus, etc.   Under ideal circumstances we should come to work, be happy we are employed, focus on our tasks and responsibilities and make the business agenda our agenda.   At least during work hours.   

     The demands of the workplace and the demands on our personal lives are putting greater pressures on us and forcing us to look at how we cope and try to maintain a balance.   And throughout it all the manager has to manage and 'keep the ship afloat.'   So you might question are there not some tricks and strategies the good manager  uses that the bad manager does not?   Here are a few concepts:

1)  Managers know personal problems can make a productive worker useless.  The astute manager does not take serious personal problems lightly.   

2) Many employees have potential that will never be realized because of personal problems.   Some people choose lifestyles that create a steady stream of problems.  Some even will find relief, meaning and comfort in going to work.   These employees bring little value to the company and the best approach is to avoid hiring such character types.   And consider firing the ones you do have.  It's just not fair to your good people.   

3) When an employee has a major personal problem it may be impossible for them to focus on work.   Consider giving them time off to handle the problem.   Lovers and teenagers are frequently found in this category.   This is not so much knowing how to be a sensitive manager as a productive one. 

4) Get to know your people and request they get to know theirs.   If an employee is showing a big shift in affect or behavior, ask if there is a problem.   Slight shifts in behavior are normal and we all have them.   But major shifts are not and can signify a more fundamental problem.   Try to show genuine interest, which as a manager is part of your job description.   Avoid gossip and respect confidentiality.   

5) Avoid playing the hero.  Most employees can work out their own personal problems on their own.  That is not to say an expression of concern is not appreciated...

6) Work on your own managerial people skills so you become a better observer. 

7) Make it clear that business comes first.   Without the means to support a family things go sour quickly.  As members of the team you owe it to your colleagues to carry your load...

8) Understand that an employee's personal problems are not  your concern.   Your concern happens when these problems affect the workplace.

9) Give the employee time to work through their problems but set a limit.  Some personal problems can never be resolved and the manager should then consider the employee's appropriateness for the position. 

10) Support your employee's efforts to solve or resolve their problems.   If your company does not offer counseling benefits you could consider allowing the employee time off to go.   

11) Think of your people as profit centers and not costs.   

     And finally, take care of yourself.   As manager, who will hold your hand when you need help? 

Jack D. Deal

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We humans are creatures of habit. That is why 90% of all businesses are not growing or improving. The obvious conclusion is that if we get out of our habits we also get out of the 90% and get into the 10%. Skill is one of the ways we can accomplish this.

I am prejudiced, biased and narrow-minded when it comes to skill. Nothing can replace it. Drive, ambition, experience, motivation, and all the other positive attributes cannot replace skill. These positive human traits can help reduce the effects of no skills but they cannot replace skill.   

I like a little broader definition of skill -- skill is the set of knowledge and abilities that produce a desired result. The results are the critical point. Skill is useless unless it brings results.

Here are some key points when considering the skill level in your company:

1. Sort out the differences between skill and work ethic. Work ethic is the desire. Skill is the result.
2. Skill might be cheaper. Supervision and management costs may offset any perceived labor savings. Look first to production and performance levels and work backward to estimate actual costs.
3. Skill produces higher quality. This means fewer rejects, comebacks and dissatisfied customers.
4. When the skilled supervise the unskilled, the skilled production level drops. This can sometimes make a substantial difference.
5. The skilled often prefer not to work with the unskilled. The skilled prefer to work with peers so they can stay sharp and continually learn.
6. Skill allows for the possibilities of providing different or improved value to your customers or clients. Skill promotes diversification and diversification can bring additional revenue streams.
7. The skilled feel they often are wasting their potential. This can make them very unhappy. They are most unhappy when feeling they are in a dead end position and that management does not care. No one cares. Except for the competitor that sees this type of employee as a breakthrough employee and strives to create opportunities to attract and keep such an employee.
8. Skilled employees project a more competent and positive image in the marketplace.
9. Skilled employees create fewer internal disruptions. The skilled find disruptions both annoying, distracting and costly. Continual disruptions eventually drive away the skilled.
10. Skill allows increased capacity without corresponding overhead. Skill should usually be viewed as a variable cost.
11. The skilled are the only employees that will realistically reach high levels of performance.
12. Assessing skill level should be a weekly process. Each employee should be tracked and the business' needs assessed. The best question I have found is "What does the company really need?"
13. Reward skill with compensation, benefits and status. I find it very easy to look skill in the eye and say 'thank you.' And mean it from the heart.
14. Skilled employees love to be appreciated. Yes you have to do all the compensation/benefits things to stay competitive. Skilled employees appreciate and admire those that acknowledge their value.
15. Skilled employees did not get that way by chance. They search out ways to learn and improve. In today's business environment skilled employees are demanding learning opportunities. Companies that ignore this point will attract less skilled employees and become less competitive. Companies that understand the learning/skill relationship will be the profitable companies of the next century.
16. The value of skill in the workplace is increasing. Skill and knowledge have all but replaced bulk, strength and volume. Very few industries will be able to ignore skill in the workplace. Skill as a business dynamic will continue to be an increasingly competitive dynamic, a major competitive distinction and more pervasive throughout the organization.

Value follows skill and revenue streams follow value. Skill is the critical component in the value formula. If all things are equal, side with skill.

Jack D. Deal

Posted by Jack D. Deal at 08:04 AM | Permalink | Comments (0) | TrackBacks (0)

      It looks funny, I laugh, I have never seen one like it.

      It means there is starting to be a calcium deficiency, she says, and in the next few weeks we will start to add it to the feed. We have a market through a distributor but we don’t get paid for six months, so we have to manage our money very well. One of our members does all the bookkeeping and accounting. There are 11 women in the cooperative here, we started out with 30 women. But it’s hard work and many dropped out. The government started out with 22 cooperatives but now there are only four left…and they are all run by women like us. You know how the men are here, she laughs, they get a hundred pesos in their pocket and they are off to the cantina, she laughs, so the only ones that have made it are the ones run by women.

      We own our land and two delivery trucks, she continues, but don’t think it has been easy…we have had all sorts of problems. First the government made us take out loans with a bank that charged us 40% interest, we finally paid it off and then decided to not borrow any money. The government said they wanted to help us but then they want it for themselves…we heard they were working with the bank and that was obvious, she laughed, they wanted kickbacks. Then, as we became more successful, the women that dropped out of the cooperative tried to sue us for money…they were too lazy and wanted us to do the work and then pay them… Then we got sued over the land as they wanted to build some houses or quitas here…so we have spent a lot money on lawyers just trying to keep what we have…sometimes I get angry but what can I do? We just keep working and paying out what we make to others and I get tired of it…but finally after five years we are starting to see things go better for us. But we cannot assume anything, she laughs, here there are always those wanting to take away what we have…and we have to fight to keep it.

      Her son Carlos walks up to us.  She touches him on the shoulder.   

      Senor, I don’t want him to go back to Chicago…it’s too dangerous, said Esperanza, he’s already gone twice – how many more times does he have to go? Why does God do this to me? The strain and agony was obvious.

      I’ll tell you why I go, said Carlos – a bright young many in his late twenties, in Chicago I can make at least $400 dollars a week, here in Merida I make 600 pesos or about $60 dollars a week…that is when there is work. So here if I work more hours, I still don’t make enough to get ahead. In Chicago, I get overtime or I can find another job.

      It costs about 30,000 pesos or $3000 dollars U.S. to get there, he continues, and it takes anywhere from a week to ten days from Monterrey. I only come back because I miss my mother and family – other than that, why come back? I have to laugh at all our politicians here on the news talking about how they want to help protect our human rights in the U.S…what caca that is. What about my rights here in Mexico? Is it my right to work 10 hours a day and may 600 pesos a week? Where are my rights there?, he asks.

      I shake my head. I’m getting used to having no answers…

      So I have to make sure I’ve got enough money to get back…otherwise I cross on my own, he continues, I did that the first time I went and was caught three times before I made it. It’s the same so I may as well pay the money – it’s less of a problem in the long run. I cross in Arizona and it’s about two days walk through the desert…the women, children and elderly struggle but it’s not so bad for me…and I do it in March or no later than April, he laughs.

      I’ve got two cousins in Chicago so I first go and stay with them, he says, they have been there fifteen years and don’t go back to Mexico at all…they are half Gringo now, he laughs. It’s much easier to have a place to stay and they usually feed me some too…at least until I get my first job and can live on my own. That’s the problem in Chicago, everything costs, he laughs.

      Then when I get my second job things get better, he continues, except I don’t sleep very much – except on Sundays when I sleep all day. Sometimes I fall asleep at the bus stop and folks are nice and ask me if I’m sick and need to go to the doctor…but I’m not sick, only sleepy.

      It’s a different world there, he continues, the streets are wide and straight and it looks if everything is planned. The culture and the people are different…if the police give you a ticket, you have to pay it – you can’t give them a bribe. And then there is the English…where I stay and work there is no need to speak English but I try to learn what I can…it’s hard when I work all the time. I looked into going to school but there are so many requirements I didn’t do it this time…and it is very expensive. But I’m going to at least take some classes this time…if I don’t, I will never learn English or get ahead. I’ve had co-workers that have been there 20 years and they do the same job…

      I don’t want him to go, said Esperanza rubbing her eyes, but I can’t stop him. I get angry at our government and all the corruption here but it doesn’t help…he is going to go anyway. I can’t stop him…I tell him I don’t want the money he sends but he goes anyway…he doesn’t like it here at the chicken farm and I can’t blame him for that…but why does he have to go like that? Why does he have to walk across that desert? Sometimes I wish they would catch him so many times he would get frustrated and come back for good…but I know that won’t happen. Would you want your son to go?

      No, I answer, I would not. I have no other answer…

Jack D. Deal

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      We take the toll road out of Coatza and for 50 kilometers the road is good but then we hit a bad stretch. I think it a bit odd that they could charge for a road that has so many potholes…ha! In parts we have to go much slower and I see the trucks are going slower too…everything slows down on bad roads and my Veracruz is famous for its bad roads. California has some bad roads too so maybe it just comes with the territory…ha…

      I am a bit saddened as the sign says leaving Veracruz and entering Tabasco. I’m hoping it won’t be years before I return but it could be…my coming travel will be dictated by business. My sadness is tempered by my gladness at finding the road in Tabasco as good as any in the U.S.

      We enter Villahermosa and I’m surprised at how modern it has become. I call Cuatehmoc on his cell phone but he’s on business in Cd. Del Carmen. Take a leisurely drive and stop and have some fish and shrimp on the way, he says, I’m tied up wiring a network and won’t be through until after 6:00 tonight…I’m staying at my office complex here in Carmen and there is plenty of room for you and your wife…as we say in Mexico, my office is your office! I haven’t even met him yet and already like him…

      I make several wrong turns which is par for the course but we are soon right again and headed out of town. The scenery becomes swampy and I wonder what happens when it floods and how the mosquitoes are in the rainy season. Or any season for that matter…the further south one goes the greater the problem with dengue fever…

      The plants and vegetation are clearly tropical and there are some fields of sugar cane and some pasture land for cattle…but it looks like these farms have to be taken from the swamp; not a pleasant task I’m sure. But interesting nonetheless…we see signs for the large natural preserve called Patanos de Centla; patanos are swamps and there appears to be a lot of them around here…

      We stop for seafood in a town called Frontera and I wonder how it got its name though the obvious answer is because it borders Tabasco and Campeche. We have pan fried shrimp and it is delicious…I have a beer and notice that it costs the same as a soft drink. When I pick the restaurant, my criteria usually are where the truckers, bus drivers and construction workers eat. This restaurant had a steady stream of all three and I noticed all were on their lunch break and drinking soft drinks…hence, the price points, ha!

      I walk to the bathroom to wash up and see a sign over the bar; “We don’t serve inebriating drinks to minors, those in uniform or the mentally deficient.” I can see minors, soldiers and cops but am not sure how they determine just who and what is mentally deficient. I was going to ask the waitress but they were very busy and didn’t have time for silly turista questions…so I’ll guess I’ll just have to ponder on that one for some time…another one of those vague, unanswered questions we face in life – ha!

      We continue along the road and can now see the beach. The scenery is interesting but we have to keep moving though we stop for a few pictures. We cross the bridge and into Ciudad Del Carmen which sits on an island. I have never been here but am interested to see all the foreign service and equipment companies that service the oil industry. Carmen services much of the Gulf oil platforms and is known for being expensive, somewhat ugly and a boom town. Boom town it clearly is but I’m not sure it’s so ugly…but then I don’t think Cancun is pretty either. I call Cuatehmoc and he gives me directions to his office which is more like a warehouse.

      These rooms are where my employees and visitors stay, he says giving me a key to what looks like a hotel room, my warehouse is your warehouse, he laughs. He introduces us to his wife and children and shows with pride his one month old. I take in the luggage and see the hammock hooks on the wall though there is a nice bed as well…we’ve finally arrived in the tropics…

      I have to make a delivery, he says, perhaps your wife would like to visit with mine and you can go with me?

      Angelica is already holding the baby and beaming away…no need to even ask.

      Cuatehmoc loads a box into the back of his pickup and we are off.

      We drive east along the coast and what has to be one of the prettiest beaches on the Gulf coast. It’s fairly developed just outside of town with warehouses and oil related companies with large fenced in lots with guards at the gate. Oil is big business and there’s a lot of business in Carmen.

      The sun is setting and Cuatehmoc stops and we get out for a picture. The water is really calm and there are no waves whatsoever…the Gulf is like glass. The beach has no sand but is made up entirely of seashells…and it must last for 20 kilometers. We turn off the highway and head toward Escarcega and it is getting really dark. There is no moon but the stars are out and the windshield is getting covered with bugs. He laughs and drives on through what is swamp and jungle with long stretches of no lights at all…the jungle can be very dark. We drive through small towns named Chekubul and Chicbul and I realize we are in Maya country now…the folks I see in town are very Indian and short. Seeing the Maya makes me want to visit the jungle.   I wonder what it must be like to live on a remote ranch in the jungle or a small town like Chicbul…

      I have to admit I’m like that guy Chucho el Roto or sort of like our version of your Robin Hood, he laughs, but I do it with technology. We are delivering a computer to a secondary school in Escarcega; sort of my small way of paying back part of what has been my success…and I have been successful -- and lucky.

      We arrived in Campeche with no money, few clothes and a new baby, he continues, that was twelve years ago. Now I have employees and offices in Villahermosa, Carmen, Campeche and Merida. And now I’m so successful I only work 80 hours a week, he laughs, and get to take my family with me when the kids don’t have school. In the last year I’ve turned down a lot of network and cable jobs…and given a lot of work to Genaro in Coatza. Life is good and my goal this year is to get my workload down to 70 hours a week, he laughs. I laugh too. Such is a life in technology.

      I often come across some good computer units that need something small done to them to get fixed, he says, my clients usually run their businesses off computers so they are buying new ones every year. I take the rebuilt ones, add some pirated software and donate them to the poorer schools. I am responsible for building a dozen computer labs for poor kids…kids that are growing up poor just like I did. I think technology is a key to getting out of poverty, don’t you?

      I agree.

      We enter Escarcega and I notice a Burger King.

      We’ll stop on our way back, he laughs.

      I’m riding with a Mexican Robin Hood that believes technology is the way out of poverty for poor kids…another adventure down my endless road.

Jack D. Deal

Posted by Jack D. Deal at 09:59 AM | Permalink | Comments (0) | TrackBacks (0)