When the biggest part of the population is age 57 there is some retirement. When the biggest part of the population is age 60, you get a lot more retirement and so on. Older people retire at a faster rate than younger people. Boomers have been retiring for years but it’s speeding up because they’re betting older and older. Boomers are turning 65 in 2011.
So how does this affect a young company with a bunch of young starry eyed, ambitious people running it? Eg., Software startups, or even young construction companies or trades. Well, here’s how it’s going to hurt all of us.
When Hydro retires 1000 boomers, it fills those slots with people that normally would have been intereste more. Now people are going to public sector, crown corps, and multinationals who will pay whatever they have to to attract them.
They project manager that you would have hired at $70k is now working for BC Hydro at $110k. The HVAC tech you want to hire at $65k is working for BC Housing at $90k. Same story all the way down the food chain. Software developer, HR manager, electrician, forklift driver, are all being seduced by the big players, (crown, public, and multinational), who will pay whatever they have to fill the vacancies left by their retiring boomers.
The CMA (Canadian Marketing Association) quotes a StatsCan report that suggests future economic growth may have to depend less on employme reased productivity, which makes a lot of sense. Private sector managers are not going to slow down, they will work around whatever barriers present themselves.
In January we’re doing our most powerful productivity module. "The Nine Big Management Ideas That Increase Productivity." It is the most important seminar any manager can participate in. It will change your people, their productivity, and give you back control over your own life as a manager.
See you breakfast,
Wolfgang
P.s. January 19th, Vancouver Museum, (big crab/ Planetarium), at Kit’s beach. Reserve now as we will be full. Subject: “The Nine Big Management Ideas that Change he same people produce 30% more, - what happened? A leadership platform to take your company into 2011.
p.s. If you spend a lot of time managing, - you're doing it wrong.
p.s. “Do, or do not. There is no try.” - Yoda
Monday, 13 December 2010
Tuesday, 7 December 2010
Do Twits Tweet?
It’s too cold. Period. Yesterday Antarctica was –36 degrees and Calgary ran a close second at –33 degrees. Which reminds me why I live in Vancouver.
I can’t help but again wonder how this social media thing keeps going. Never have so many people with so little to say, said so much to so few. What would compel you to tweet what you are doing right now? Worse yet, what would compel anyone to read what you are doing? Twitter allows you now to include your location. What an amazing upgrade! Not only can I tell you I’m having a latte, I can tell you where I’m having it! What a euphoric breakthrough for mankind.
What causes an otherwise fine mind to turn to Pablum when it comes to social media? I’d love to keep lampooning the subject but the shots are too easy.
Research says that 71% of a billion tweets get no reaction. The TV networks say social medial campaigns don’t impact a tv show’s viewing audience. Malcolm Gladwell has figured it out with an article in the New Yorker, “Why the revolution will not be tweeted.” I figured it out by asking my followers to send me 25 cents by paypal. Nobody sent anything. I’m assuming our friendship is pretty thin.
Active Facebook users are largely narcissists. We’ve add that question to our interview process to discover the immature candidate. Narcissists are a bitch to manage, they don’t pay attention and talk to the mirror, (they bring their own mirror).
The lesson for managers is idealism will backfire if you apply it to management. Deal with reality the way it’s given to you, not the way you’d like it to be. Pragmatism is essential. Your company’s customer advertising is emotional and compelling. It’s employee communication is factual, dry, and legalistic. See the problem?
Not dealing with reality is widespread and keeps the mental health, drug and liquor industry going. If you have trouble with reality, you might just be normal. As a manager take extra care to see what’s given to you, to look at things the way they are. Watch and listen to people, observe and keep a clear mind. People are not like you, not even close. If you don’t get that you might just be tweeting for yourself eventually.
Great managers deal with reality the way it is presented to them. See you in January for the most reality based management boot camp ever!
See you for breakfast,
Merry Christmas, (I checked, it's legal to use the word "Christmas.")
Wolfgang
p.s. Source: Sysomos social media tracking software company in Toronto.
p.s. A polarizing interview question. “Would you go to a John Tesh concert?”
p.s. If you’ve owned your company for 25 years or more, it’s time to think of act two. Call me, there are a hundred different ways to distance yourself from it, selling is only the last option.
p.s The whole social media thing is good and fine and I get it. What’s missing is the answer to the question, - to what end? Results? Efficacy is absent. Anecdotal impact is huge. Statistical impact, not discernable. Show me I’m wrong, I’ll withdraw my contempt in the next letter.
p.s. Personal branding is a way for people with no character to create an identity. Facebook allows me to present the life I think I should have had.
I can’t help but again wonder how this social media thing keeps going. Never have so many people with so little to say, said so much to so few. What would compel you to tweet what you are doing right now? Worse yet, what would compel anyone to read what you are doing? Twitter allows you now to include your location. What an amazing upgrade! Not only can I tell you I’m having a latte, I can tell you where I’m having it! What a euphoric breakthrough for mankind.
What causes an otherwise fine mind to turn to Pablum when it comes to social media? I’d love to keep lampooning the subject but the shots are too easy.
Research says that 71% of a billion tweets get no reaction. The TV networks say social medial campaigns don’t impact a tv show’s viewing audience. Malcolm Gladwell has figured it out with an article in the New Yorker, “Why the revolution will not be tweeted.” I figured it out by asking my followers to send me 25 cents by paypal. Nobody sent anything. I’m assuming our friendship is pretty thin.
Active Facebook users are largely narcissists. We’ve add that question to our interview process to discover the immature candidate. Narcissists are a bitch to manage, they don’t pay attention and talk to the mirror, (they bring their own mirror).
The lesson for managers is idealism will backfire if you apply it to management. Deal with reality the way it’s given to you, not the way you’d like it to be. Pragmatism is essential. Your company’s customer advertising is emotional and compelling. It’s employee communication is factual, dry, and legalistic. See the problem?
Not dealing with reality is widespread and keeps the mental health, drug and liquor industry going. If you have trouble with reality, you might just be normal. As a manager take extra care to see what’s given to you, to look at things the way they are. Watch and listen to people, observe and keep a clear mind. People are not like you, not even close. If you don’t get that you might just be tweeting for yourself eventually.
Great managers deal with reality the way it is presented to them. See you in January for the most reality based management boot camp ever!
See you for breakfast,
Merry Christmas, (I checked, it's legal to use the word "Christmas.")
Wolfgang
p.s. Source: Sysomos social media tracking software company in Toronto.
p.s. A polarizing interview question. “Would you go to a John Tesh concert?”
p.s. If you’ve owned your company for 25 years or more, it’s time to think of act two. Call me, there are a hundred different ways to distance yourself from it, selling is only the last option.
p.s The whole social media thing is good and fine and I get it. What’s missing is the answer to the question, - to what end? Results? Efficacy is absent. Anecdotal impact is huge. Statistical impact, not discernable. Show me I’m wrong, I’ll withdraw my contempt in the next letter.
p.s. Personal branding is a way for people with no character to create an identity. Facebook allows me to present the life I think I should have had.
Friday, 12 November 2010
"Go back to sleep, I called the bank, now it's their problem."
An old joke makes the point. It's 2:00 am and the husband can't sleep. He tosses and turns. He's not told his wife that they're in financial difficulty and the bank is on the verge of forclosing their mortgage. His wife, now also awake, wants to know what the problem is? Husband breaks down and tells her why he can't sleep, that their house will be forced into foreclosure.
She runs downstairs, makes a phone call, comes back to bed, and says, "Now you can go to sleep. I called the bank manager, told him we can't pay the mortgage and now it's his problem."
I do understand that this metaphor only goes so far. Using this approach the couple will lose their house. The point to remember is that the wife transferred the problem. Managers think they own all the problems, when in fact the employees have an equal responsibility for all the problems of the workplace. Transfer the problem to your employees, that's the bigger part of your job.
The standard performance review wisdom out there assumes the manager is the only one with any responsibility and the employee is like an impudent puppy that needs to be cajoled into staying interested in the work. That's just not accurate.
I'll remind you of a couple of things. You are paying these people money, do you think they might owe you some interest?
Another thing, don't comment on behaviour traits. For example you'll see phrases such as; is happy to be here, demonstrates a high level of self confidence, has a pleasant personality. Yes this is traditional unthinking review phrasing but it's just plain wrong.
If the person is unhappy, unconfident, and unpleasant they are hindering the workflow. Why not say that? Get them very interested in solving their problem, (formerly yours). Tell them workflow needs to increase and you'd like a list of things that might improve that. They make the list, not you.
Truth is, I (and you) don't care whether people are unhappy or happy at work. We both care that employees made the right career choice, move the work, and don't demotivate others. Why don't we say that? What happened that we have to comment on someone's traits? Think for yourself, you'll arrive at the same conclusions.
Performance review literature is written as if we're dealing with a volunteer workforce that got sent by someone else and are not here of their own volition. Let's change that. Learn to transfer the problem and sleep easily!
Next week Wednesday Nov. 17th, subject is Performance Reviews, - this is not your father's performance review. You don't have a problem, your employee now has a problem. And you? - you will sleep very well, - I promise you!
See you for breakfast,
Wolfgang
a.) This seminar is as good as full. We may have a few seats left, please call Rachel and check our numbers. You can also ask for my 22 page white paper, Performance Reviews, "It's not about you, it's about what I need." 604-931-6813.
b.) Individual tickets are $135. Or you can book this as a Lunch n' Learn, small group price, $650.
c.) No I'm not nasty. Let me clarify my point about not caring whether people are happy or unhappy at work. However I do care that people make the right career choices. That they choose the right company, the right industry, and the right job. Make that commitment within yourself now do your work and don't worry about liking it. Millions of people do situps not because they like it, but because they know it's the right thing to be doing. Job satisfaction is automatic when you're engaged in the right endeavour. There is no bad work and salary increases are never needed when you've found your life's calling. And if this sounds like hot air to you, redo your resume and find the job you were intended to work at. You've outlived your current usefulness.
She runs downstairs, makes a phone call, comes back to bed, and says, "Now you can go to sleep. I called the bank manager, told him we can't pay the mortgage and now it's his problem."
I do understand that this metaphor only goes so far. Using this approach the couple will lose their house. The point to remember is that the wife transferred the problem. Managers think they own all the problems, when in fact the employees have an equal responsibility for all the problems of the workplace. Transfer the problem to your employees, that's the bigger part of your job.
The standard performance review wisdom out there assumes the manager is the only one with any responsibility and the employee is like an impudent puppy that needs to be cajoled into staying interested in the work. That's just not accurate.
I'll remind you of a couple of things. You are paying these people money, do you think they might owe you some interest?
Another thing, don't comment on behaviour traits. For example you'll see phrases such as; is happy to be here, demonstrates a high level of self confidence, has a pleasant personality. Yes this is traditional unthinking review phrasing but it's just plain wrong.
If the person is unhappy, unconfident, and unpleasant they are hindering the workflow. Why not say that? Get them very interested in solving their problem, (formerly yours). Tell them workflow needs to increase and you'd like a list of things that might improve that. They make the list, not you.
Truth is, I (and you) don't care whether people are unhappy or happy at work. We both care that employees made the right career choice, move the work, and don't demotivate others. Why don't we say that? What happened that we have to comment on someone's traits? Think for yourself, you'll arrive at the same conclusions.
Performance review literature is written as if we're dealing with a volunteer workforce that got sent by someone else and are not here of their own volition. Let's change that. Learn to transfer the problem and sleep easily!
Next week Wednesday Nov. 17th, subject is Performance Reviews, - this is not your father's performance review. You don't have a problem, your employee now has a problem. And you? - you will sleep very well, - I promise you!
See you for breakfast,
Wolfgang
a.) This seminar is as good as full. We may have a few seats left, please call Rachel and check our numbers. You can also ask for my 22 page white paper, Performance Reviews, "It's not about you, it's about what I need." 604-931-6813.
b.) Individual tickets are $135. Or you can book this as a Lunch n' Learn, small group price, $650.
c.) No I'm not nasty. Let me clarify my point about not caring whether people are happy or unhappy at work. However I do care that people make the right career choices. That they choose the right company, the right industry, and the right job. Make that commitment within yourself now do your work and don't worry about liking it. Millions of people do situps not because they like it, but because they know it's the right thing to be doing. Job satisfaction is automatic when you're engaged in the right endeavour. There is no bad work and salary increases are never needed when you've found your life's calling. And if this sounds like hot air to you, redo your resume and find the job you were intended to work at. You've outlived your current usefulness.
Tuesday, 9 November 2010
"Welcome to Canada."
Maybe we all need to hear that "welcome to your new country" speech. Many of us have been here too long and take things for granted. This is the best country in the world to live in. This morning's economic news says "West Jet profits Soar." I blinked, an airline crowing about it's profits, (up 72% over last year), it's been a while! I do know that if airlines are making money, the rest of us aren't far behind.
In Canada, three car manufacturer's sales are up over last year: Ford 8%, Honda 14%, and GM 5.8%. Car sales are one of those leading indicators that tell you whether your employer is going to do well or not. In France unions are fighting legislation to change retirement from age 60 to 62. Oh the hardship of it all. meanwhile France's economy is stumbling under the weight of these social plans. Heh, you should have moved to Canada!
I can go on but in general, countries around the world are struggling while the good news for BC keeps popping up in our headlines. BC enjoys a mild weather climate and it also enjoys a preferred economic climate. The world is trying to immigrate to Canada, and when they get here, they're trying to move to BC. You and I are already here!
I can't tell your employees this, but here's what I would tell my children.
1. At work keep very quiet, (as in 'shut up'), and thank your lucky stars you're employed and that you live in BC. In the entire world, this is the best place to be.
2. Don't ask for a raise. Your employer has been hit with at least a 30% drop in revenues and is trying to rebuild. Just be grateful you're working.
3. You have a regular paycheque which is more important than a big paycheque. Whatever you're getting paid, - it's enough. If income mattered then only poor people would have financial troubles, and that's not true. When people have financial difficulties they come from all income levels. When people succeed financially, their income usually doesn't have much to do with it. Asking for more money means you don't understand money and I've taught you better than that.
4. Think of your paycheque like chinese food. Eat all you want, you'll be hungry in an hour. What you do with your paycheque is what matters. Assets, net worth, is something you can do with any income. Financial security is about character, not about income.
5. If you don't like your boss, don't complain. Find a different job. What's the matter with you? Your grandfather brought me here on a refugee freighter that lacked both concierge and business centre. It had bunk beds, three high, like a floating camp. I researched it. Today I have clients with bigger yachts than the boat I came over on.
6. If you don't like your co-workers, treat them like your own children. With kindness, patience and a helping hand. Everything will change for you and for them. The only people that annoy us are the ones we don't like. Start liking people.
7. When you get a performance review, listen and accept what they tell you. Don't prepare for it. I know I told you you're special, but I'm your Dad and sometimes I tell lies. In the big world, special is a place you have to earn on your own. You can do it if you listen.
8. I love you, you're the best kid a father could ask for. You are special.
On Nov. 17th, besides performance reviews, I'm going to help you deal with the pushback and resistance that goes with evaluating people. It's the reason for today's letter, to help you remind your staff about how lucky we all are. Don't give out more money, remind everyone we're lucky to be where we are!
See you for breakfast,
Wolfgang
"Welcome to Canada," the seminar
A lunch and learn, 1.5 hr event that reminds employees how lucky we all are. Why your company is great. Why the executives aren't incompetent, their customers are valuable, their products and prices are fair, and that they're not surrounded by incompetents and that whatever they're earning, - it's enough! When it's over they'll all be laughing and happy they're working for you.
Things are fine in your company and in this province. We as leaders have to take a stronger stand and make our case. Let's lead, - from the front of the room, ok?
GVRD Lunch and learns start at $650 for groups of under 20, in your boardroom.
"Work is like wrestling a gorilla. You don't quit when you're tired—you quit when the gorilla is tired." (R. Strauss)
In Canada, three car manufacturer's sales are up over last year: Ford 8%, Honda 14%, and GM 5.8%. Car sales are one of those leading indicators that tell you whether your employer is going to do well or not. In France unions are fighting legislation to change retirement from age 60 to 62. Oh the hardship of it all. meanwhile France's economy is stumbling under the weight of these social plans. Heh, you should have moved to Canada!
I can go on but in general, countries around the world are struggling while the good news for BC keeps popping up in our headlines. BC enjoys a mild weather climate and it also enjoys a preferred economic climate. The world is trying to immigrate to Canada, and when they get here, they're trying to move to BC. You and I are already here!
I can't tell your employees this, but here's what I would tell my children.
1. At work keep very quiet, (as in 'shut up'), and thank your lucky stars you're employed and that you live in BC. In the entire world, this is the best place to be.
2. Don't ask for a raise. Your employer has been hit with at least a 30% drop in revenues and is trying to rebuild. Just be grateful you're working.
3. You have a regular paycheque which is more important than a big paycheque. Whatever you're getting paid, - it's enough. If income mattered then only poor people would have financial troubles, and that's not true. When people have financial difficulties they come from all income levels. When people succeed financially, their income usually doesn't have much to do with it. Asking for more money means you don't understand money and I've taught you better than that.
4. Think of your paycheque like chinese food. Eat all you want, you'll be hungry in an hour. What you do with your paycheque is what matters. Assets, net worth, is something you can do with any income. Financial security is about character, not about income.
5. If you don't like your boss, don't complain. Find a different job. What's the matter with you? Your grandfather brought me here on a refugee freighter that lacked both concierge and business centre. It had bunk beds, three high, like a floating camp. I researched it. Today I have clients with bigger yachts than the boat I came over on.
6. If you don't like your co-workers, treat them like your own children. With kindness, patience and a helping hand. Everything will change for you and for them. The only people that annoy us are the ones we don't like. Start liking people.
7. When you get a performance review, listen and accept what they tell you. Don't prepare for it. I know I told you you're special, but I'm your Dad and sometimes I tell lies. In the big world, special is a place you have to earn on your own. You can do it if you listen.
8. I love you, you're the best kid a father could ask for. You are special.
On Nov. 17th, besides performance reviews, I'm going to help you deal with the pushback and resistance that goes with evaluating people. It's the reason for today's letter, to help you remind your staff about how lucky we all are. Don't give out more money, remind everyone we're lucky to be where we are!
See you for breakfast,
Wolfgang
"Welcome to Canada," the seminar
A lunch and learn, 1.5 hr event that reminds employees how lucky we all are. Why your company is great. Why the executives aren't incompetent, their customers are valuable, their products and prices are fair, and that they're not surrounded by incompetents and that whatever they're earning, - it's enough! When it's over they'll all be laughing and happy they're working for you.
Things are fine in your company and in this province. We as leaders have to take a stronger stand and make our case. Let's lead, - from the front of the room, ok?
GVRD Lunch and learns start at $650 for groups of under 20, in your boardroom.
"Work is like wrestling a gorilla. You don't quit when you're tired—you quit when the gorilla is tired." (R. Strauss)
Thursday, 28 October 2010
Reward and recognition? I just don’t believe you.
People do many things they’re not good at and nobody appreciates, but they keep on doing it. Golf is a good example. Far too many men golf when they shouldn’t. They’re not good at it, nobody appreciates it, but they keep on golfing anyway. If golfing relied on recognition and reward, half the world would give up playing golf. Yet the golfing industry keeps on growing exponentially driven entirely by amateurs who golf poorly and annoy everyone else. You’d think they’d quit but they don’t. What motivates them?
Dancing is another one of those things. Far too many people dance at parties. They don’t dance well, nobody appreciates it, but they won’t stop dancing. What motivates them?
Cooking is sort of in that group. I know many people who should have a restraining order to keep them away from any stove. No matter what recipe or show they watch, they can’t turn out good food. Nobody says thank you, nobody comes back for a seconds, yet they keep on cooking and trying. It’s not right. What motivates them?
Half the world should not drive. They’re not good at it, nobody appreciates it, but they just won’t take a bus. Your friends and peers should vote and decide whether you’ll be allowed to drive next year. Signal lights are not optional, the left lane on the freeway is for faster drivers, and I am going to vote you out of your car. What motivates them?
I have to conclude people do things because they are personally motivated or because they have to. People do not do things because somebody else said ‘thank you.’ If I extend that logic to reward and recognition on the job, it must be aimed at those who aren’t motivated to work and don’t have to work. Sort of a sad default place to be. We’re teaching managers to say thank you to people don’t want to work and don’t have to work.
Saying thank you is aimed at emotions, and that is what managers manage; the emotions of others. How much better would things be if you hired only people with discipline and commitment? People who are able to over ride their own emotional weakness, acted out of principle, - and you’d never have to say thank you again!
I agree reward and recognition is important, but that’s not enough to build a company with. You have to select principled people with commitment who don’t always need to hear ‘thank you’. Hire the guy who absolutely wants and needs to work only for you. The guy who forgot to ask how much his salary was going to be. The bad golfer who keeps on hitting balls even though he’s no good at it and nobody says thank you. That’s your guy. Hire him.
See you for breakfast,
Wolfgang
Nov 17th, almost full house, 130 managers. Please book your seat with Rachel now. Some individual tickets left, $135 each. Subject, what else, -
Performance Review White Paper
“It’s not about you, it’s about what I need.” My 22 page white paper on performance reviews. This is not your father’s performance review to be sure. It is restoring the idea of workplace feedback to it’s proper and rightful role before the social engineers got a hold of it and turned it into an industry. When you read my paper, you’ll agree, - he makes sense! Ask for it.
Dancing is another one of those things. Far too many people dance at parties. They don’t dance well, nobody appreciates it, but they won’t stop dancing. What motivates them?
Cooking is sort of in that group. I know many people who should have a restraining order to keep them away from any stove. No matter what recipe or show they watch, they can’t turn out good food. Nobody says thank you, nobody comes back for a seconds, yet they keep on cooking and trying. It’s not right. What motivates them?
Half the world should not drive. They’re not good at it, nobody appreciates it, but they just won’t take a bus. Your friends and peers should vote and decide whether you’ll be allowed to drive next year. Signal lights are not optional, the left lane on the freeway is for faster drivers, and I am going to vote you out of your car. What motivates them?
I have to conclude people do things because they are personally motivated or because they have to. People do not do things because somebody else said ‘thank you.’ If I extend that logic to reward and recognition on the job, it must be aimed at those who aren’t motivated to work and don’t have to work. Sort of a sad default place to be. We’re teaching managers to say thank you to people don’t want to work and don’t have to work.
Saying thank you is aimed at emotions, and that is what managers manage; the emotions of others. How much better would things be if you hired only people with discipline and commitment? People who are able to over ride their own emotional weakness, acted out of principle, - and you’d never have to say thank you again!
I agree reward and recognition is important, but that’s not enough to build a company with. You have to select principled people with commitment who don’t always need to hear ‘thank you’. Hire the guy who absolutely wants and needs to work only for you. The guy who forgot to ask how much his salary was going to be. The bad golfer who keeps on hitting balls even though he’s no good at it and nobody says thank you. That’s your guy. Hire him.
See you for breakfast,
Wolfgang
Nov 17th, almost full house, 130 managers. Please book your seat with Rachel now. Some individual tickets left, $135 each. Subject, what else, -
Performance Review White Paper
“It’s not about you, it’s about what I need.” My 22 page white paper on performance reviews. This is not your father’s performance review to be sure. It is restoring the idea of workplace feedback to it’s proper and rightful role before the social engineers got a hold of it and turned it into an industry. When you read my paper, you’ll agree, - he makes sense! Ask for it.
Wednesday, 27 October 2010
“Did you know you don’t need facts to do a performance review?”
Companies run on everything except facts. For most employees it’s a stroke of luck that companies do not have all the facts. Leave it alone. We’re all human and with a video cam following us, gathering facts, none of us would pass the grade.
I’m not against fact but I don’t believe a review is limited to facts. Everything that is valuable to a company can not be measured. And, everything that can be measured is certainly not valuable. Where does that leave us?
So often managers are reviewing an employee who demands all the facts be known, - who five years earlier was hired on a whim! (No facts in sight.) Oh the irony.
Mintzberg showed us companies don’t run on facts, or plans. Managers are valued for their experience, knowledge and intuition and not their ability to assemble facts. Facts, like philosophy, research and religion can serve us no matter what side of any argument you wish to adopt.
To the employee insisting on facts, where are you going with this? Suppose you win this one, now what? Oh happy day on the job. Your manager hates you but you’re still here because of “your facts.” Facts are whatever we want them to be.
That doesn’t make reviews an entirely subjective idea. Every manager has to have integrity and reach inside himself to do justice for each employee. Fairness is always in play. Do right by every employee that works for you. We are in charge of people’s lives and dreams. Don’t take your power frivolously and to the degree that it is possible, equip yourself with enough honest information, and even facts. In the end, it’s your intuition, your gut, that will deliver the most value to your company. Use that, use it honestly.
Nov. 17th, filling very fast. Subject is; “The No More Money Seminar!” About Performance and salary reviews.
Facts, shmacts, see you for breakfast,
Wolfgang
Ask for my 22 page white paper on performance reviews entitled, “It’s not about you, it’s about what I need.” Learn why pay cheques are the yin to the yang of the review. Why the review meeting is a monologue. Why not to evaluate the person. Why hard work doesn’t count. The connection of pay raise to the review. Why reviews annoy only poor performers. Why reviews don’t have to motivate. Why teams don’t need to be reviewed. Why “busy” doesn’t exist. Why resources aren’t an issue. Why you don’t need facts. Why your job description will bite you. How to review managers. Why employees shouldn’t rate themselves. The goals of the review process. How reviews are a form of social control and that’s ok. Use reviews for career development and training needs not. Why employees don’t need to respond or challenge the review. How to review a friend.
You may not agree with everything I say but you won’t forget it either. Email me, I’ll send you a copy. Thank you.
I’m not against fact but I don’t believe a review is limited to facts. Everything that is valuable to a company can not be measured. And, everything that can be measured is certainly not valuable. Where does that leave us?
So often managers are reviewing an employee who demands all the facts be known, - who five years earlier was hired on a whim! (No facts in sight.) Oh the irony.
Mintzberg showed us companies don’t run on facts, or plans. Managers are valued for their experience, knowledge and intuition and not their ability to assemble facts. Facts, like philosophy, research and religion can serve us no matter what side of any argument you wish to adopt.
To the employee insisting on facts, where are you going with this? Suppose you win this one, now what? Oh happy day on the job. Your manager hates you but you’re still here because of “your facts.” Facts are whatever we want them to be.
That doesn’t make reviews an entirely subjective idea. Every manager has to have integrity and reach inside himself to do justice for each employee. Fairness is always in play. Do right by every employee that works for you. We are in charge of people’s lives and dreams. Don’t take your power frivolously and to the degree that it is possible, equip yourself with enough honest information, and even facts. In the end, it’s your intuition, your gut, that will deliver the most value to your company. Use that, use it honestly.
Nov. 17th, filling very fast. Subject is; “The No More Money Seminar!” About Performance and salary reviews.
Facts, shmacts, see you for breakfast,
Wolfgang
Ask for my 22 page white paper on performance reviews entitled, “It’s not about you, it’s about what I need.” Learn why pay cheques are the yin to the yang of the review. Why the review meeting is a monologue. Why not to evaluate the person. Why hard work doesn’t count. The connection of pay raise to the review. Why reviews annoy only poor performers. Why reviews don’t have to motivate. Why teams don’t need to be reviewed. Why “busy” doesn’t exist. Why resources aren’t an issue. Why you don’t need facts. Why your job description will bite you. How to review managers. Why employees shouldn’t rate themselves. The goals of the review process. How reviews are a form of social control and that’s ok. Use reviews for career development and training needs not. Why employees don’t need to respond or challenge the review. How to review a friend.
You may not agree with everything I say but you won’t forget it either. Email me, I’ll send you a copy. Thank you.
Tuesday, 19 October 2010
There is no such thing as "too busy."
You're busy are you? Overworked? Your boss just doesn't get it and keeps piling on more work? Or perhaps your boss withholds work because your team is so busy. You poor, poor people!
Years ago I too used to buy into that excuse, "we're really busy. Recently I'm having a difficult time believing "busy" even exists.
Watch young couple dating, - wonderful isn't it? Nothing is too much, they'll do anything for each other. The young man will proudly walk his woman up to the car, open the door for her, help her inside, make sure her coat doesn't get caught in the door, and gently close the door. He'll even blow a kiss while walking around to his side. Her wish is his command.
Watching TV? Any show any channel, any movie, Pookie, it's all fine. Dinner out? Italian, Greek, steak, vegetarian, Chinese, - for you it's all ok. He'll make reservations, cancel reservations, change the time, change the date, nothing is too much to ask and what's amazing is, - he's never too busy, never frustrated, always with a smile.
Want to see your young man get "busy?" . . . Marry him.
Meet your new "busy" spouse. Open your own door lady, I've had a tough day. I hate Italian food, we ate Italian last time just for you, now it's my turn to pick a restaurant. I want to watch the football game and no, I'm not changing our dinner reservation one more time, you can do it. Can't you see I'm busy? Can't you see I have a life?
What happened to the man who was never too busy? What transformed the debonair, "can-do" anything guy that she loved so much into this always tired, always busy, always grumpy, couch potato?
You see my problem with the whole "busy" thing? Busy is what we say when the love is gone. Where there is love, there is no "busy." Anyone at work who tells you they are busy has lost the love. People who are too busy, don't care anymore.
We're dealing with performance reviews on Nov. 17th. You will encounter people who are going to play the "busy" card so I'm going to equip you with the answers to get you through it.
You have to do reviews, I'm telling you, please believe me. Without reviews, seniority takes over and I don't think you want that. Without reviews great employees get worn down because they really aren't recognized. My method is a ten minute, single page performance review that works for everyone, particularly the employee.
See you for breakfast and I'll show you how to do it!
Wolfgang
1. The Performance Review White Paper. I've written my arguments and method in a 20 page white paper entitled "It's not about you, it's about what I need." Please ask me for it.
2. Single tickets for sale. You can buy individual tickets for this event $135 each. We'll invoice you or purchase online. (Members simply reserve). Our room limit is 120 managers and as always, we'll be sold out.
3. You can find people who are "too busy," and you can find people who love their job. But you can't someone who is both.
Years ago I too used to buy into that excuse, "we're really busy. Recently I'm having a difficult time believing "busy" even exists.
Watch young couple dating, - wonderful isn't it? Nothing is too much, they'll do anything for each other. The young man will proudly walk his woman up to the car, open the door for her, help her inside, make sure her coat doesn't get caught in the door, and gently close the door. He'll even blow a kiss while walking around to his side. Her wish is his command.
Watching TV? Any show any channel, any movie, Pookie, it's all fine. Dinner out? Italian, Greek, steak, vegetarian, Chinese, - for you it's all ok. He'll make reservations, cancel reservations, change the time, change the date, nothing is too much to ask and what's amazing is, - he's never too busy, never frustrated, always with a smile.
Want to see your young man get "busy?" . . . Marry him.
Meet your new "busy" spouse. Open your own door lady, I've had a tough day. I hate Italian food, we ate Italian last time just for you, now it's my turn to pick a restaurant. I want to watch the football game and no, I'm not changing our dinner reservation one more time, you can do it. Can't you see I'm busy? Can't you see I have a life?
What happened to the man who was never too busy? What transformed the debonair, "can-do" anything guy that she loved so much into this always tired, always busy, always grumpy, couch potato?
You see my problem with the whole "busy" thing? Busy is what we say when the love is gone. Where there is love, there is no "busy." Anyone at work who tells you they are busy has lost the love. People who are too busy, don't care anymore.
We're dealing with performance reviews on Nov. 17th. You will encounter people who are going to play the "busy" card so I'm going to equip you with the answers to get you through it.
You have to do reviews, I'm telling you, please believe me. Without reviews, seniority takes over and I don't think you want that. Without reviews great employees get worn down because they really aren't recognized. My method is a ten minute, single page performance review that works for everyone, particularly the employee.
See you for breakfast and I'll show you how to do it!
Wolfgang
1. The Performance Review White Paper. I've written my arguments and method in a 20 page white paper entitled "It's not about you, it's about what I need." Please ask me for it.
2. Single tickets for sale. You can buy individual tickets for this event $135 each. We'll invoice you or purchase online. (Members simply reserve). Our room limit is 120 managers and as always, we'll be sold out.
3. You can find people who are "too busy," and you can find people who love their job. But you can't someone who is both.
Tuesday, 12 October 2010
“If you can believe in the Canucks, you can believe in anything.”
What a face. Mr. Stereotypically unhappy, doom and gloom employee guy took me aside for a confidential earful, “the inside scoop Wolf, you know what I mean? You need to know what really goes on in this company!”
I can’t count how many times I’ve been down this road with the myopic disenchanted few. Their line always goes like this; “Our executives are morons, the company doesn’t know what it’s doing, we make overpriced garbage for customers who don’t appreciate it, my boss is a jerk and I’m surrounded by incompetents.”
I asked him, “are you a Canucks fan?”
He burst into a smile. “Absolutely, the Canucks are going to win the Stanley Cup this year, I’m betting on it.”
These people make this so easy. I looked him square in the face and told him; “If you can believe in the Canucks, you can believe in your company. The Canucks have never ever won a Stanley Cup, they lose constantly. Your company has been around for 30 years, employs over fifty people, pays it’s bills and taxes, has employed you for over ten years. Seems to me your company is on a winning streak. If you can believe in the Canucks, you can most certainly believe in your company. It’s not about your company, it’s about you. What you have to decide is, - are you going to be a fan of your company or not?”
And that’s really what it’s all about isn’t it? It’s not about the company being good or bad. It’s about each employee deciding in their heart whether they want to be a fan or not. Are you a fan of your company?
Nov. 17th I’m going to show you how to do a performance review in less than ten minutes using one sheet of paper. I’m also going to give you the counter points to all the pushback people are used to giving you about the company. You will make a raving fan out of everyone who goes through your review process!
We already know you will back a loser. The question is, will you back our company? Will you back a winner?
See you for breakfast,
Wolfgang,
P.s. What do you say to someone who hates the Canucks but keeps attending their games? My guess is we’re free to call them fools. And what about people who keep badmouthing the company but keep showing up? Same thing I think.
I can’t count how many times I’ve been down this road with the myopic disenchanted few. Their line always goes like this; “Our executives are morons, the company doesn’t know what it’s doing, we make overpriced garbage for customers who don’t appreciate it, my boss is a jerk and I’m surrounded by incompetents.”
I asked him, “are you a Canucks fan?”
He burst into a smile. “Absolutely, the Canucks are going to win the Stanley Cup this year, I’m betting on it.”
These people make this so easy. I looked him square in the face and told him; “If you can believe in the Canucks, you can believe in your company. The Canucks have never ever won a Stanley Cup, they lose constantly. Your company has been around for 30 years, employs over fifty people, pays it’s bills and taxes, has employed you for over ten years. Seems to me your company is on a winning streak. If you can believe in the Canucks, you can most certainly believe in your company. It’s not about your company, it’s about you. What you have to decide is, - are you going to be a fan of your company or not?”
And that’s really what it’s all about isn’t it? It’s not about the company being good or bad. It’s about each employee deciding in their heart whether they want to be a fan or not. Are you a fan of your company?
Nov. 17th I’m going to show you how to do a performance review in less than ten minutes using one sheet of paper. I’m also going to give you the counter points to all the pushback people are used to giving you about the company. You will make a raving fan out of everyone who goes through your review process!
We already know you will back a loser. The question is, will you back our company? Will you back a winner?
See you for breakfast,
Wolfgang,
P.s. What do you say to someone who hates the Canucks but keeps attending their games? My guess is we’re free to call them fools. And what about people who keep badmouthing the company but keep showing up? Same thing I think.
Thursday, 16 September 2010
Angry White Guy Demographics
The profile of your headache.
In your company there is a person who is giving you problems. The song he sings goes like this. We're owned and run by idiots, we make bad product, our customers are clueless, and I'm surrounded by incompetents.
Let me be a mind reader and tell you what he, (yes he), looks like. Mostly male, (not usually female although I know of a couple of cases), is caucasian, between 35 and 45 years of age, has been with your company between 8 and 15 years, doesn't exercise and it shows, seems to favour Super Store clothing, and definately has plateaued. This angry white guy has not made peace his life, middle age has set in, and he begins acting out in your company. Roughly, in my experience, that's the pattern.
At yesterday's seminar 130 people grinned uncomfortably as I told them this story. The short answer for dealing with this person is to remind them that with a paycheque comes the requirement to keep the work moving, and not block it. No matter how cute and devious a method they originate for blocking the work, (silent treatment, hostliity, anti social, bad mouthing the company, etc.) it all goes to the same place, - they are blocking the workflow.
When you get in the way of productivity, no matter how you get there, that's called insubordination which can pave the way for dismissal for cause.
I wouldn't coach or performance manage this person. Take a note from Ceasar Milan, (the dog guy), stop talking and just get into his space. This is an alpha problem.
On a personal note to the angry white guy, - what's the end game here? I'll fill in the blanks. You end up with a red circle around your payroll number with some other guy saying, "we've got to do something about this fool." Sooner or later, you'll be right. Your company is stupid, - how else could they have fired you?
In November our subject is Performance Reviews. You will get blindsided by the simplicity, effectiveness and unconventional approach to getting some accountability in place, and even a paper trail for further action. We'll be full to the rafters. Have been every year so book your seats very early.
Thank you
Wolfgang
p.s. To those of you who attended Sept. 15th at the Planetarium , yes we ended up with 130 managers in the room! Thank you for being there, and thank you for singing happy birthday to me. It's never happened in 14 yrs, you are the first crowd to do that, - and thank you Dann Konkin, Pres. Ampco!
p.s. Always, I do not give legal opinions. Ask your lawyer about your situation before you act on any employee.
p.s. If you're among the few companies who have recieved and booked a guest seat and pull a "no show, " you will be blacklisted for six months from attending any of our seminars. If you must, cancel 24 hrs ahead of time please. We need every seat. Thank you.
In your company there is a person who is giving you problems. The song he sings goes like this. We're owned and run by idiots, we make bad product, our customers are clueless, and I'm surrounded by incompetents.
Let me be a mind reader and tell you what he, (yes he), looks like. Mostly male, (not usually female although I know of a couple of cases), is caucasian, between 35 and 45 years of age, has been with your company between 8 and 15 years, doesn't exercise and it shows, seems to favour Super Store clothing, and definately has plateaued. This angry white guy has not made peace his life, middle age has set in, and he begins acting out in your company. Roughly, in my experience, that's the pattern.
At yesterday's seminar 130 people grinned uncomfortably as I told them this story. The short answer for dealing with this person is to remind them that with a paycheque comes the requirement to keep the work moving, and not block it. No matter how cute and devious a method they originate for blocking the work, (silent treatment, hostliity, anti social, bad mouthing the company, etc.) it all goes to the same place, - they are blocking the workflow.
When you get in the way of productivity, no matter how you get there, that's called insubordination which can pave the way for dismissal for cause.
I wouldn't coach or performance manage this person. Take a note from Ceasar Milan, (the dog guy), stop talking and just get into his space. This is an alpha problem.
On a personal note to the angry white guy, - what's the end game here? I'll fill in the blanks. You end up with a red circle around your payroll number with some other guy saying, "we've got to do something about this fool." Sooner or later, you'll be right. Your company is stupid, - how else could they have fired you?
In November our subject is Performance Reviews. You will get blindsided by the simplicity, effectiveness and unconventional approach to getting some accountability in place, and even a paper trail for further action. We'll be full to the rafters. Have been every year so book your seats very early.
Thank you
Wolfgang
p.s. To those of you who attended Sept. 15th at the Planetarium , yes we ended up with 130 managers in the room! Thank you for being there, and thank you for singing happy birthday to me. It's never happened in 14 yrs, you are the first crowd to do that, - and thank you Dann Konkin, Pres. Ampco!
p.s. Always, I do not give legal opinions. Ask your lawyer about your situation before you act on any employee.
p.s. If you're among the few companies who have recieved and booked a guest seat and pull a "no show, " you will be blacklisted for six months from attending any of our seminars. If you must, cancel 24 hrs ahead of time please. We need every seat. Thank you.
The Fine Art of Metrik's Matchmaking Skills!
Last Saturday I attended a landmark event. Landmark, in my mind but more importantly, landmark for the two main participants, the bride and groom. Two people stood in front of the assembled friends and family, making their vows to each other for a lifetime. In a beautiful outdoor garden setting under the August sun, sincere tears flowed. I have lived my life and am not moved easily but this was the most sincere, honest wedding I've ever attended. It was, one from the heart, all the way around, they meant every word they said. Lise Maass and Ray Jourdain married, and are now man and wife. Congratulations.
Sooo, now the rest of the story. Two years ago at our Surrey breakfast seminar, Lise came through the door, found a table, said good morning, sat down. I've known her for years. The room started to fill, Ray arrived a little later, (not late), also someone I'd know for a few years, got his coffee and sat down as well. But wise dog that he is, - he sat at Lise's table. I did my seminar, the crowd dispersed. Later that day, Ray called me and asked if I could connect him to the "beautiful young lady" at his table that morning. With Lise's guarded ok, (Ray, I had to sell you a bit), I connected the two. Everything else is history. No charge, all I ask is that you name your firstborn after me.
Congratulations to a beautiful couple. Lise and Ray I wish you all the happiness in the world in your new life together! Congratulations.
Here's the management lesson. At Metrik we will find you the right person, whether employee or life partner. Apparently we're pretty good at both. Secondly, have girls not boys. Every daughter you have will add 75 weeks to your life expectancy, (see below).
Congratulations to both of you. See you and everybody else for breakfast for many more years. All the best.
Sincerely,
Wolfgang
p.s. Want to live longer? Have more daughters. I’m going to live longer than you and here’s why. Statistically, every daughter you have adds 75 weeks to your life expectancy. During my long flight to Newfoundland I read a great new book entitled “The Blue Zone, lessons for living longer from people who’ve lived the longest” and that’s what it told me. Great book by the way. I have three daughters and one newborn grand daughter, how about you?
Sooo, now the rest of the story. Two years ago at our Surrey breakfast seminar, Lise came through the door, found a table, said good morning, sat down. I've known her for years. The room started to fill, Ray arrived a little later, (not late), also someone I'd know for a few years, got his coffee and sat down as well. But wise dog that he is, - he sat at Lise's table. I did my seminar, the crowd dispersed. Later that day, Ray called me and asked if I could connect him to the "beautiful young lady" at his table that morning. With Lise's guarded ok, (Ray, I had to sell you a bit), I connected the two. Everything else is history. No charge, all I ask is that you name your firstborn after me.
Congratulations to a beautiful couple. Lise and Ray I wish you all the happiness in the world in your new life together! Congratulations.
Here's the management lesson. At Metrik we will find you the right person, whether employee or life partner. Apparently we're pretty good at both. Secondly, have girls not boys. Every daughter you have will add 75 weeks to your life expectancy, (see below).
Congratulations to both of you. See you and everybody else for breakfast for many more years. All the best.
Sincerely,
Wolfgang
p.s. Want to live longer? Have more daughters. I’m going to live longer than you and here’s why. Statistically, every daughter you have adds 75 weeks to your life expectancy. During my long flight to Newfoundland I read a great new book entitled “The Blue Zone, lessons for living longer from people who’ve lived the longest” and that’s what it told me. Great book by the way. I have three daughters and one newborn grand daughter, how about you?
Tuesday, 31 August 2010
The Newfie Management Lesson
If Newfoundland was a separate country we’d all go visit it as a fascinating historical culture. Newfoundland’s problem is it’s part of Canada. I’ve been in this country since forever and never bothered to travel to the Maritimes. Newfoundlanders are quick to point out they’re not part of the Maritimes. Look, you’re east of Ottawa, that’s good enough for me.
Subway’s bad food is a nice fit with Air Canada’s poor service. Sort of a brand uniformity thing. You can fly first class on Air Canada, but you’re still on Air Canada, - how does that work? (Note to self. Google Air Canada and verify whether their first class section has been moved to Westjet yet.)
I visited my other amazing daughter out there who is almost finished with her naval engineering degree, and met a lot of Newfies. Most of them friendly and great people with a few annoying exceptions. We have them here in Vancouver as well, those annoying people who, no matter what you say have to top you with a better story. You might be working with one right now. It’s also why our September seminar, “I love my job I hate you” is what it is. How to work with jerks.
People who always want to go one better, the defensive ones, are fixed mindset people who believe their abilities are static. They will always defend what they know and who they are. Sometimes they think they’re “naturals.” They avoid challenges, fear failure and are protective about who they are.
The other group, the growth mindset people think change is possible through personal effort, and tend not to be defensive. They accept more challenges despite the risk of failure. Tiger Woods is a growth mindset type. He won eight major championships and decided his swing needed an overhaul. Who does that unless you believe you can change who you are? Not a fatalist.
The management problem is spending time coaching a fixed mindset person who’s only focus is on protecting their fragile ego. Bringing in change initiatives to a bunch of people that believe in fate. Motivating a sales person who gets protective, and believes you’re revealing their weaknesses. Hiring people for your next big project who don’t think change is possible.
We’ve done a lot of work to establish which type a candidate or an employee is before you invest in them further. If you’d like to know more, attend our next seminar or ask us for more information. Spend time on people who accept change and growth. Don’t waste your time on people who inherently hide from challenge or growth. Choose wisely.
Newfoundland? Great experience, go visit it. Feels like Europe in some places. At times I was having a King Arthur moment in the heather. Although Arthur looked a bit like Sean Connery.
See you for breakfast!
Wolfgang
P.s. Good books, read them. Source: “Mindset, the new psychology of success” by C. Dweck. “Switch, how to change things when change is hard,” by Heath and Heath.
Subway’s bad food is a nice fit with Air Canada’s poor service. Sort of a brand uniformity thing. You can fly first class on Air Canada, but you’re still on Air Canada, - how does that work? (Note to self. Google Air Canada and verify whether their first class section has been moved to Westjet yet.)
I visited my other amazing daughter out there who is almost finished with her naval engineering degree, and met a lot of Newfies. Most of them friendly and great people with a few annoying exceptions. We have them here in Vancouver as well, those annoying people who, no matter what you say have to top you with a better story. You might be working with one right now. It’s also why our September seminar, “I love my job I hate you” is what it is. How to work with jerks.
People who always want to go one better, the defensive ones, are fixed mindset people who believe their abilities are static. They will always defend what they know and who they are. Sometimes they think they’re “naturals.” They avoid challenges, fear failure and are protective about who they are.
The other group, the growth mindset people think change is possible through personal effort, and tend not to be defensive. They accept more challenges despite the risk of failure. Tiger Woods is a growth mindset type. He won eight major championships and decided his swing needed an overhaul. Who does that unless you believe you can change who you are? Not a fatalist.
The management problem is spending time coaching a fixed mindset person who’s only focus is on protecting their fragile ego. Bringing in change initiatives to a bunch of people that believe in fate. Motivating a sales person who gets protective, and believes you’re revealing their weaknesses. Hiring people for your next big project who don’t think change is possible.
We’ve done a lot of work to establish which type a candidate or an employee is before you invest in them further. If you’d like to know more, attend our next seminar or ask us for more information. Spend time on people who accept change and growth. Don’t waste your time on people who inherently hide from challenge or growth. Choose wisely.
Newfoundland? Great experience, go visit it. Feels like Europe in some places. At times I was having a King Arthur moment in the heather. Although Arthur looked a bit like Sean Connery.
See you for breakfast!
Wolfgang
P.s. Good books, read them. Source: “Mindset, the new psychology of success” by C. Dweck. “Switch, how to change things when change is hard,” by Heath and Heath.
Tuesday, 10 August 2010
Why Dogs Don’t Talk
Do you think changing people is hard? I don’t think it is.
At age three, my parents bundled me up, put me on a refugee freighter and our family came to Canada. A big change from post war Germany, but all of us looked forward to our new home! Canada. That was a big change and it was easy!
When I was five, I went to school and assume, I spoke English. Don’t remember learning English, but also don’t remember having any problems. No ESL teacher, no special attention. I was a kid. Kids pickup whatever language is around them in about 15 min. That was a big change and it was easy!
On the morning of my 16th birthday at 7:50 am I was at the motor vehicle branch to get my driver’s licence. Two hours later I was a licensed driver. My life changed. I was driving everywhere. No more buses, walking, or hitchhiking. That was a big change and it was easy!
What about marriage, cell phones, the internet, ATMs, changing jobs? Well, there is a best seller management book that caught my attention. Entitled “Switch, - how to change things when change is hard.” By Chip and Dan Heath. Two brothers both teaching in universities. Nicely written, two smart young guys. The big idea is that to say change is hard, doesn’t reflect what’s going on. Change turns out to be easy, if it’s the change you want. Change is difficult if it’s not what you want. So it’s not about change.
They tell a story about the conflict between the emotional and logical mind. Logic is the rider. Emotion the elephant. Nice picture, yes? The rider gets tired directing the elephant. The rider wants a beach body. The elephant wants another Oreo.
You get the idea, read the book. Stop with the logic. Emotions move people. The reason you can’t change people is because you’re using your head. The reason marriages fail is because people go to counsellors who make them talk. When couples shut up, and simply act nice to each other the marriage will be saved. Emotions move logical people. Not logic.
Sept. 15th is entitled, “I love my job, I hate you.” I’m going to teach you how to change your people and make them think it was easy! Can’t we just all get along? You bet we can and I’ll show you how.
At the end of the seminar you’ll say, “that was a big change, - and that was easy. I can do that.”
See you for breakfast,
Wolfgang
p.s Talking is an industry, it’ not a solution. I believe dogs can talk, but they choose not to. If dogs could talk, the SPCA would be overflowing with homeless dogs. Dogs know that and that's why dogs don't talk.
Talking is how sincerity is lost. Your dog is his actions, period. Words would only mess that up. Just look at us humans.
At age three, my parents bundled me up, put me on a refugee freighter and our family came to Canada. A big change from post war Germany, but all of us looked forward to our new home! Canada. That was a big change and it was easy!
When I was five, I went to school and assume, I spoke English. Don’t remember learning English, but also don’t remember having any problems. No ESL teacher, no special attention. I was a kid. Kids pickup whatever language is around them in about 15 min. That was a big change and it was easy!
On the morning of my 16th birthday at 7:50 am I was at the motor vehicle branch to get my driver’s licence. Two hours later I was a licensed driver. My life changed. I was driving everywhere. No more buses, walking, or hitchhiking. That was a big change and it was easy!
What about marriage, cell phones, the internet, ATMs, changing jobs? Well, there is a best seller management book that caught my attention. Entitled “Switch, - how to change things when change is hard.” By Chip and Dan Heath. Two brothers both teaching in universities. Nicely written, two smart young guys. The big idea is that to say change is hard, doesn’t reflect what’s going on. Change turns out to be easy, if it’s the change you want. Change is difficult if it’s not what you want. So it’s not about change.
They tell a story about the conflict between the emotional and logical mind. Logic is the rider. Emotion the elephant. Nice picture, yes? The rider gets tired directing the elephant. The rider wants a beach body. The elephant wants another Oreo.
You get the idea, read the book. Stop with the logic. Emotions move people. The reason you can’t change people is because you’re using your head. The reason marriages fail is because people go to counsellors who make them talk. When couples shut up, and simply act nice to each other the marriage will be saved. Emotions move logical people. Not logic.
Sept. 15th is entitled, “I love my job, I hate you.” I’m going to teach you how to change your people and make them think it was easy! Can’t we just all get along? You bet we can and I’ll show you how.
At the end of the seminar you’ll say, “that was a big change, - and that was easy. I can do that.”
See you for breakfast,
Wolfgang
p.s Talking is an industry, it’ not a solution. I believe dogs can talk, but they choose not to. If dogs could talk, the SPCA would be overflowing with homeless dogs. Dogs know that and that's why dogs don't talk.
Talking is how sincerity is lost. Your dog is his actions, period. Words would only mess that up. Just look at us humans.
Monday, 26 July 2010
Did you know . . . You do not need the right tools to do the job?
That's one of those myths out there that employees have talked managers into. "How can you expect us to do the work when we don't have the right tools?"
Well grasshopper, I'll tell you why. Let me tell you a story about human nature. Take camping. I don't camp although I used to sail. Sailing is much like camping but with less bugs. Camping is where nobody has the right tools for anything, wants to do more of it, and thinks they're having fun. Treat work like you do camping. All the wrong tools, bad weather, but less bugs.
Tents aren't suitable to live in. Outdoor latrines aren't suitable for their intended purpose. Campfires aren't a great place to cook food. Ice boxes are moody and high maintenance. Lakes aren't the best place to swim. And sitting outside in the rain is not comfortable, and sleeping outside where bears sleep is dumb.
If you like camping, you'll love working here. We don't have the right tools for anything either but at least we're indoors.
Certainly I understand where equipment changes the system of production, output will increase. But research shows time and time again that where employees want to do something they will improvise, do work arounds, and in a million ways adapt to the machines they're given. They will out perform others with newer equipment every time. Human nature will out think a machine because humans are survivors. A bad machine can't keep a good man down.
At home, kitchen knives have bent ends where they were used as screwdrivers. The wooden potato masher has mail marks in it where we've used it as a hammer. People drive a new mattress home from the store on their car roof, no roof rack, no rope, just one big arm out the window holding it down. Beer is opened with the teeth. I could go on but why not just watch America's Funniest Home Videos for a display of people using and abusing the wrong tools.
Grasshopper, giving you the right tools at work would throw your whole world out of balance. It's not who you are or how you live! From now on, out of respect to our employees and the real world we all live in, none of our equipment will be that great. Just like camping.
If you've read this far, you'll know I'm kidding just a little, but I also have a point. New tools don't always outperform old tools. Lance Armstrong's book is entitled, "It's not about the bike," because he knows the Tour de France is won by the cyclist, not the bike.
Join us for Sept. 15th. A seminar about human nature. About getting all your people on board even if you have old or incomplete tools to do the job. Work is based on the human spirit, not on new tools. It's not about the bike.
See you for breakfast,
Wolfgang
A.) Seminar: Sept. 15th, time 8:01 am, "I love my job, I hate you." Building a no jerk workplace. Interpersonal management skills. Both managers and key employees will find this useful. Location Kit's Beach, Vancouver. The big crab, Planetarium. Reserve now. Annual memberships or individual tickets at $135.
B.) The way you treat people of unknown social status, - is exactly the person you are.
C.) Inside sales, prospecting, business development sales people candidates. We have several B2B inside, junior sales and service sales types. Reason, there's been a demand by small business for low cost revenue generation staff. Ask for candidates if you're interested.
Well grasshopper, I'll tell you why. Let me tell you a story about human nature. Take camping. I don't camp although I used to sail. Sailing is much like camping but with less bugs. Camping is where nobody has the right tools for anything, wants to do more of it, and thinks they're having fun. Treat work like you do camping. All the wrong tools, bad weather, but less bugs.
Tents aren't suitable to live in. Outdoor latrines aren't suitable for their intended purpose. Campfires aren't a great place to cook food. Ice boxes are moody and high maintenance. Lakes aren't the best place to swim. And sitting outside in the rain is not comfortable, and sleeping outside where bears sleep is dumb.
If you like camping, you'll love working here. We don't have the right tools for anything either but at least we're indoors.
Certainly I understand where equipment changes the system of production, output will increase. But research shows time and time again that where employees want to do something they will improvise, do work arounds, and in a million ways adapt to the machines they're given. They will out perform others with newer equipment every time. Human nature will out think a machine because humans are survivors. A bad machine can't keep a good man down.
At home, kitchen knives have bent ends where they were used as screwdrivers. The wooden potato masher has mail marks in it where we've used it as a hammer. People drive a new mattress home from the store on their car roof, no roof rack, no rope, just one big arm out the window holding it down. Beer is opened with the teeth. I could go on but why not just watch America's Funniest Home Videos for a display of people using and abusing the wrong tools.
Grasshopper, giving you the right tools at work would throw your whole world out of balance. It's not who you are or how you live! From now on, out of respect to our employees and the real world we all live in, none of our equipment will be that great. Just like camping.
If you've read this far, you'll know I'm kidding just a little, but I also have a point. New tools don't always outperform old tools. Lance Armstrong's book is entitled, "It's not about the bike," because he knows the Tour de France is won by the cyclist, not the bike.
Join us for Sept. 15th. A seminar about human nature. About getting all your people on board even if you have old or incomplete tools to do the job. Work is based on the human spirit, not on new tools. It's not about the bike.
See you for breakfast,
Wolfgang
A.) Seminar: Sept. 15th, time 8:01 am, "I love my job, I hate you." Building a no jerk workplace. Interpersonal management skills. Both managers and key employees will find this useful. Location Kit's Beach, Vancouver. The big crab, Planetarium. Reserve now. Annual memberships or individual tickets at $135.
B.) The way you treat people of unknown social status, - is exactly the person you are.
C.) Inside sales, prospecting, business development sales people candidates. We have several B2B inside, junior sales and service sales types. Reason, there's been a demand by small business for low cost revenue generation staff. Ask for candidates if you're interested.
Wednesday, 21 July 2010
Did you know . . . People Don't Have to Like Each Other at Work?
But they do have to pretend to like each other, and here's the story why.
I watched a comedian arguing his point that life would be easier if he could just write "I'm stupid" on his forehead. He reasoned that it "would take all the pressure off." Nobody would bother you for anything after meeting you. Makes a lot of sense. I thought about trying it.
The same holds true for my point today. Everybody struggles with getting people to like each other, to work together, teamwork, conflict resolution, motivation, and more. What if I told you people don't actually have to like each other at work, but they do have to "act as if," to pretend to like each other. Surprised? You have to agree, that takes a lot of pressure off everybody!
"Joe, you no longer have to like Susan, but you do have to act "as if," - to pretend to like her. There now, isn't that simple?" Whew! And Joe sighs relieved knowing he can harbour whatever feelings he wants, and he doesn't have to change his emotions one bit! Takes the pressure right off.
No I'm not being silly, and of course we all wish everyone liked everybody else, but that's not always the way it is in the workplace. People don't have to like each other at work, but they do have pretend to like each other. A big difference, and here's the logic.
* When employees don't "like" each other cooperation and communication stop and productivity slows down.
* Slowing productivity is insubordination.
* Insubordination is anything which obstructs the work mission.
* Obstructing the work is cause for dismissal.
* So not liking a fellow team member, can be the first step towards dismissal for cause. It seems you do have to pretend to like other people. You don't have to like it, but you have to "act as if" or suffer the consequences.
When I tell employees this story they always understand my point. It has a profound and immediate effect. I'm the first manager that ever told them to get their head around the idea that being friendly and getting along with other people is a requirement. And what's more, they suspect I can probably make it stick.
Being able to tell people they don't have to like each other, sure takes a lot of the pressure off.
See you for breakfast!
Wolfgang
a.) Sept. 15th is booking now. Ask about seats. Subject is "I love my job. I hate you." Building a jerk free workplace and blowing up bad management ideas. / Attend: All levels. / Let us know how many seats you would like.
b.) Shopping on Robson. I concluded there are two kinds of people in the world. Those who own a full length mirror and those who don't.
c.) Do you think people need the right tools and equipment at work? I don't think so. Watch my newsletter and I'll tell you why.
d.) You think communication is important? I don't think so. Watch my newsletter and I'll (eventually) tell you why it has a negative impact on workflow.
e.) Before you fire someone, - see your lawyer!
f.) Still having trouble with the concept? No I'm not being duplicitous. Hindering workflow, even if you use something as subtle as social distance, is insubordination because it keeps the company from functioning effectively.
I watched a comedian arguing his point that life would be easier if he could just write "I'm stupid" on his forehead. He reasoned that it "would take all the pressure off." Nobody would bother you for anything after meeting you. Makes a lot of sense. I thought about trying it.
The same holds true for my point today. Everybody struggles with getting people to like each other, to work together, teamwork, conflict resolution, motivation, and more. What if I told you people don't actually have to like each other at work, but they do have to "act as if," to pretend to like each other. Surprised? You have to agree, that takes a lot of pressure off everybody!
"Joe, you no longer have to like Susan, but you do have to act "as if," - to pretend to like her. There now, isn't that simple?" Whew! And Joe sighs relieved knowing he can harbour whatever feelings he wants, and he doesn't have to change his emotions one bit! Takes the pressure right off.
No I'm not being silly, and of course we all wish everyone liked everybody else, but that's not always the way it is in the workplace. People don't have to like each other at work, but they do have pretend to like each other. A big difference, and here's the logic.
* When employees don't "like" each other cooperation and communication stop and productivity slows down.
* Slowing productivity is insubordination.
* Insubordination is anything which obstructs the work mission.
* Obstructing the work is cause for dismissal.
* So not liking a fellow team member, can be the first step towards dismissal for cause. It seems you do have to pretend to like other people. You don't have to like it, but you have to "act as if" or suffer the consequences.
When I tell employees this story they always understand my point. It has a profound and immediate effect. I'm the first manager that ever told them to get their head around the idea that being friendly and getting along with other people is a requirement. And what's more, they suspect I can probably make it stick.
Being able to tell people they don't have to like each other, sure takes a lot of the pressure off.
See you for breakfast!
Wolfgang
a.) Sept. 15th is booking now. Ask about seats. Subject is "I love my job. I hate you." Building a jerk free workplace and blowing up bad management ideas. / Attend: All levels. / Let us know how many seats you would like.
b.) Shopping on Robson. I concluded there are two kinds of people in the world. Those who own a full length mirror and those who don't.
c.) Do you think people need the right tools and equipment at work? I don't think so. Watch my newsletter and I'll tell you why.
d.) You think communication is important? I don't think so. Watch my newsletter and I'll (eventually) tell you why it has a negative impact on workflow.
e.) Before you fire someone, - see your lawyer!
f.) Still having trouble with the concept? No I'm not being duplicitous. Hindering workflow, even if you use something as subtle as social distance, is insubordination because it keeps the company from functioning effectively.
Friday, 2 July 2010
The Case For Headhunting Direct.
A long time ago, when I was young and dumb I thought I should take the advice of my father, uncles, in laws, etc. They cared about me, they were smart, successful.
Newly married, looking to buy my first house, I was short some of the down payment. Ask those relatives, right? The smart ones. The ones who've been telling me how to live my life for years, surely they would jump at the chance to help a young man launch his young family?
(Fast forward two months.) I was at the CIBC on Broadway and Renfrew, (it's no longer there). I had on my best suit and tie and sat waiting for the manager. I was alone. Not an uncle or father insight. Just me. From that day on I learned when it comes to the money, - most of us are alone. The government knows that. They don't tax families, they tax individuals.
Headhunting is also something you do when you realize you're alone and the only one in charge of results. It's just you and P&L. All those well intentioned uncles, often parading as directors and partners, drop their support if you don't hit the numbers. If you have too much honour to headhunt, you'll be alone sooner than planned. When the revenue stream is interrupted because you can't find talent, you are obligated to head hunt. It's not a choice, it's your obligation to your company.
Right now several industries are stealing talent from each other furiously. There is a shortage of good people though you wouldn't thinks so, given our economy is still not out of the woods. There's also a good chance your own best staff are being approached by head hunters.
The better ideas is to make a list of the good people in your industry and plan, one day, to hire them. If you love your company, if you understand you're alone in making the numbers, then make a list of names. Approach those people directly and convince them to work for you. We can do it for you, if you like. The point is, be proactive in finding good talent and bringing it onboard.
Nobody gave me a penny. I bought my first house, raised three great daughters, and grew up!
See you at 8:01 am, for breakfast.
Wolfgang
A.) Promoting from within? Do not assume all the talent you'll need for the future is already on your payroll. Secondly, it doesn't matter through which gate candidates enter the race. It only matters that they all pass through the same finish line. If they're the best person for the job and they were promoted from within, - good for everybody, but that's not the issue. Are they the best person for the job, - that's the issue.
B.) Seminar Sept. 15th, "I love my job. I hate you." Plan to attend. Because business is not about business, it's about humans. Something some people never learn. The workbook will contain "A tribal handbook" section telling employees how behave so others won't take their head off.
Solving issues around discrimination, sexism, racism, etc and seeing they're simply caused by garden variety a-holes that will put you in court if not dealt with. We sidestep the issues by calling them "gender" issues. A "jerk" is not a gender issue. S/he's a jerk.
Motivating people by leaving them alone, only giving them meaningful work, and remembering why you're in business in the first place.
Seminar is for all staff, managers, etc.. It's for managers and employee who have to exist and work with other people, - not always nice people.
C.) Have you considered headhunting? Call me. We will headhunt, across North America, under our name for any position. We can and have approached, and hired all levels, all industries, and kept the client's name confidential throughout. Decide who would make your company better. I'll find that person.
D.) Before you take offence to my use of the word "a-hole" read the NY Times Best selling management book entitled "The No A-Hole Rule" by R. Sutton, also published in Harvard Business. (Taking umbrage is an industry under siege.)
E.) BPG seminar time change to 8:01. After 13 years, I'm asking to sleep in for a half hour.
Newly married, looking to buy my first house, I was short some of the down payment. Ask those relatives, right? The smart ones. The ones who've been telling me how to live my life for years, surely they would jump at the chance to help a young man launch his young family?
(Fast forward two months.) I was at the CIBC on Broadway and Renfrew, (it's no longer there). I had on my best suit and tie and sat waiting for the manager. I was alone. Not an uncle or father insight. Just me. From that day on I learned when it comes to the money, - most of us are alone. The government knows that. They don't tax families, they tax individuals.
Headhunting is also something you do when you realize you're alone and the only one in charge of results. It's just you and P&L. All those well intentioned uncles, often parading as directors and partners, drop their support if you don't hit the numbers. If you have too much honour to headhunt, you'll be alone sooner than planned. When the revenue stream is interrupted because you can't find talent, you are obligated to head hunt. It's not a choice, it's your obligation to your company.
Right now several industries are stealing talent from each other furiously. There is a shortage of good people though you wouldn't thinks so, given our economy is still not out of the woods. There's also a good chance your own best staff are being approached by head hunters.
The better ideas is to make a list of the good people in your industry and plan, one day, to hire them. If you love your company, if you understand you're alone in making the numbers, then make a list of names. Approach those people directly and convince them to work for you. We can do it for you, if you like. The point is, be proactive in finding good talent and bringing it onboard.
Nobody gave me a penny. I bought my first house, raised three great daughters, and grew up!
See you at 8:01 am, for breakfast.
Wolfgang
A.) Promoting from within? Do not assume all the talent you'll need for the future is already on your payroll. Secondly, it doesn't matter through which gate candidates enter the race. It only matters that they all pass through the same finish line. If they're the best person for the job and they were promoted from within, - good for everybody, but that's not the issue. Are they the best person for the job, - that's the issue.
B.) Seminar Sept. 15th, "I love my job. I hate you." Plan to attend. Because business is not about business, it's about humans. Something some people never learn. The workbook will contain "A tribal handbook" section telling employees how behave so others won't take their head off.
Solving issues around discrimination, sexism, racism, etc and seeing they're simply caused by garden variety a-holes that will put you in court if not dealt with. We sidestep the issues by calling them "gender" issues. A "jerk" is not a gender issue. S/he's a jerk.
Motivating people by leaving them alone, only giving them meaningful work, and remembering why you're in business in the first place.
Seminar is for all staff, managers, etc.. It's for managers and employee who have to exist and work with other people, - not always nice people.
C.) Have you considered headhunting? Call me. We will headhunt, across North America, under our name for any position. We can and have approached, and hired all levels, all industries, and kept the client's name confidential throughout. Decide who would make your company better. I'll find that person.
D.) Before you take offence to my use of the word "a-hole" read the NY Times Best selling management book entitled "The No A-Hole Rule" by R. Sutton, also published in Harvard Business. (Taking umbrage is an industry under siege.)
E.) BPG seminar time change to 8:01. After 13 years, I'm asking to sleep in for a half hour.
Hanging one mile of vertical pipe, in a hurricane tossed ocean, might not have been a good idea.
There's a saying, “you don't ask a fish about water.” Fish tend to lack perspective when it comes to water issues, and they have a lot of vested self interest at stake. If you were born in water and depend on it, you might just not see everything. Environment is a huge force in our thinking. BP and US Gov't thought it was a great idea!
This BP oil spill in the gulf of Mexico is an amazing fiasco. You'd have to be in the oil business to believe that hanging one mile of vertical pipe in a hurricane tossed ocean was a permanent arrangement. The rest of us think it's not that smart.
How do we become comfortable with stupid ideas? Some suggestions; stay indoors, talk only to people who think like you, and follow the breadcrumbs of self interest. Using this formula almost anything can make sense.
Business offers up the same trap. The push for profit is relentless and we're surrounded by our own industry, (we don't get out much). Eventually we all have a bit of BPs logic in us.
Hiring is one of those logic traps. Most of want to believe that we can hire a star and everything will turn out well. Our industry, our business, makes us believe that. In 2004, a Harvard Business feature showed us the flaw in this idea.
46% of stars did poorly for more than one year after leaving one company for another.
Stars performance plummeted on average, 20% with their new company.
38% stayed less than 36 months with their new employer.
29% quit before two years were up.
Stars find new jobs by following a “highest bidder” trail.
With each subsequent job, the star's stayed shorter durations.
70% of star performance is caused by the company. Only 30% can be traced to the person.
Some stars going to similar companies slipped for 2 yrs, but recovered in yr 3.
Stars rely heavily on corporate culture, resources, their network and knowledge of their previous employer for their success. When we change those things, we also change the star's chance of success.
When company's hire a star, the group's performance declines.
What to do? Build a strong system and staff it with average people. Your system has to be stronger than the people within it. Excellence has to come from the system. If you're fortunate, and hire great people, that is the greatest combination overall. Forget about hiring stars. Focus on hiring good human beings.
See you for breakfast!
Wolfgang
This BP oil spill in the gulf of Mexico is an amazing fiasco. You'd have to be in the oil business to believe that hanging one mile of vertical pipe in a hurricane tossed ocean was a permanent arrangement. The rest of us think it's not that smart.
How do we become comfortable with stupid ideas? Some suggestions; stay indoors, talk only to people who think like you, and follow the breadcrumbs of self interest. Using this formula almost anything can make sense.
Business offers up the same trap. The push for profit is relentless and we're surrounded by our own industry, (we don't get out much). Eventually we all have a bit of BPs logic in us.
Hiring is one of those logic traps. Most of want to believe that we can hire a star and everything will turn out well. Our industry, our business, makes us believe that. In 2004, a Harvard Business feature showed us the flaw in this idea.
46% of stars did poorly for more than one year after leaving one company for another.
Stars performance plummeted on average, 20% with their new company.
38% stayed less than 36 months with their new employer.
29% quit before two years were up.
Stars find new jobs by following a “highest bidder” trail.
With each subsequent job, the star's stayed shorter durations.
70% of star performance is caused by the company. Only 30% can be traced to the person.
Some stars going to similar companies slipped for 2 yrs, but recovered in yr 3.
Stars rely heavily on corporate culture, resources, their network and knowledge of their previous employer for their success. When we change those things, we also change the star's chance of success.
When company's hire a star, the group's performance declines.
What to do? Build a strong system and staff it with average people. Your system has to be stronger than the people within it. Excellence has to come from the system. If you're fortunate, and hire great people, that is the greatest combination overall. Forget about hiring stars. Focus on hiring good human beings.
See you for breakfast!
Wolfgang
Sunday, 6 June 2010
2010 - The Talent Hunt Decade.
Why is there not a glut of "A" string candidates available? The economy is still not fully up to speed but at the same time great candidates aren't lining up at the door, regardless of position or level. First, the depression took our customers and now we have no employees, - explain that.
Harris Decima Research says a couple of things are to blame. First, the baby boomers are retiring in droves. Added to that, most new jobs require post secondary education. The result is 2010 marks the start of "The Talent Hunt Decade." As this economy heats up again there will not be enough people to fill the jobs.
Three changes to improve your chances of attracting great people
1. Career ads have to change. Write ads for people who are employed, not the unemployed. Write lifestyle ads which reflect the psychological profile of the target candidate. Most career ads are written for the unemployed. They need to be written for people who are employed but looking to improve their situation. 54% of Workopolis visitors do not follow through on career ads they have read. 78% of potential job candidates are looking for work life balance more so than money.
2. Company websites have to change. Company culture and soul has to be equal to products and services featured. Every potential employee will visit your website first, count on it. Think about "staging" your company.
3. Hiring executive's attitudes have to change. That friendly arrogance old managers favour puts people off. Candidates are in the power seat, act that way. They have choices. It's a job seeker's marketplace. Act quickly, put on a sincere face, offer competitive packages and workspaces and don't play games.
One of my colourful clients uses the phrase, "more dogs than bones." You can fill in the blanks yourself. There are already more jobs than job seekers, at least quality job seekers.
Recruiting, selection, staging, all those things will be dealt with on June 16th our next seminar, (see information below). If you need seats, call us.
See you for breakfast,
Wolfgang
p.s. Source. I watch Workoplis and monster's strategies, read Harris Decima research, and Google business news. Our business is very effected by the job to talent ratio as well.
p.s. BC's unemployment is falling, I think it's at 7.1% right now. A huge amount of manufacturing jobs have been added in Ontario. Every day another piece of good news gets added to the puzzle. Remember, these employment figures are lagging indicators, i.e., after it happened.
Harris Decima Research says a couple of things are to blame. First, the baby boomers are retiring in droves. Added to that, most new jobs require post secondary education. The result is 2010 marks the start of "The Talent Hunt Decade." As this economy heats up again there will not be enough people to fill the jobs.
Three changes to improve your chances of attracting great people
1. Career ads have to change. Write ads for people who are employed, not the unemployed. Write lifestyle ads which reflect the psychological profile of the target candidate. Most career ads are written for the unemployed. They need to be written for people who are employed but looking to improve their situation. 54% of Workopolis visitors do not follow through on career ads they have read. 78% of potential job candidates are looking for work life balance more so than money.
2. Company websites have to change. Company culture and soul has to be equal to products and services featured. Every potential employee will visit your website first, count on it. Think about "staging" your company.
3. Hiring executive's attitudes have to change. That friendly arrogance old managers favour puts people off. Candidates are in the power seat, act that way. They have choices. It's a job seeker's marketplace. Act quickly, put on a sincere face, offer competitive packages and workspaces and don't play games.
One of my colourful clients uses the phrase, "more dogs than bones." You can fill in the blanks yourself. There are already more jobs than job seekers, at least quality job seekers.
Recruiting, selection, staging, all those things will be dealt with on June 16th our next seminar, (see information below). If you need seats, call us.
See you for breakfast,
Wolfgang
p.s. Source. I watch Workoplis and monster's strategies, read Harris Decima research, and Google business news. Our business is very effected by the job to talent ratio as well.
p.s. BC's unemployment is falling, I think it's at 7.1% right now. A huge amount of manufacturing jobs have been added in Ontario. Every day another piece of good news gets added to the puzzle. Remember, these employment figures are lagging indicators, i.e., after it happened.
Friday, 21 May 2010
I'm Safe From My Competitors as Long as They do Their Own Hiring.
I recently wrote a e-newsletter entitled "The Problem with Hiring an Occasional Bomber." A lot of people were disturbed by the idea that the only line of defence between us and terrorists was their own incompetence in hiring. The proof lies in that so many of the recent bombers got through all security measures and the one and only thing preventing lives from being lost was that the bombers themselves aren't good at their jobs and they don't do it often enough. Let's face it, whoever hires terrorists isn't very good at it. (something I'm grateful for!)
My finest response was from a CEO who puzzled over whether I was brilliant in observing this or irresponsible for pointing it out. He seemed to give me the benefit of the doubt, so I can safely tell my children he sided with "brilliant."
Like the terrorists, don't do your own hiring, you won't get good results. You're just not good at it. Hiring is like driving a car. We're all convinced we drive better than average and it's the other fools on the road that cause accidents.
I'm here to tell you it's just not so. Accountants who can't read spreadsheets, who can't build a system, were hired by somebody who thought they were good at it. Every salesperson who is under quota was hired by somebody who thought they themselves were good at sales. Every union shop became union because a business owner was convinced he was great at hiring but somehow managed to hire an abusive manager. Every angry customer got that way because some product or service included an employee somebody hired because they thought they had the "right" person.
Really, all business problems are caused by people who think they can hire, but can't.
I believe hiring cannot be done by the manager needing the new person and frequently not even the company, because it's all too personal. Like choosing a mate, there is nothing logical about it. People tend to unconsciously select a mate because that person represents what's missing in us. We choose to complete our own shortcomings through them, rather than making an objective & right decision.
This is why someone's hiring choices are so difficult to reverse. The choice in candidate reflects what's missing inside themselves.
Hiring should never be done by those doing the hiring. Period.
See you for breakfast!
Wolfgang
p.s. June 16th, Recruiting, selection, still some seats left. Bring anyone and everyone who gets involved in your company's hiring process. The seminar is better than the newsletter!
p.s. We're safe from terrorists as long they're doing their own hiring. It could be I'm safe from my competitors as long as they too are doing their own hiring.
p.s. You shouldn't do your own dental work, and you shouldn't do your own hiring. Get professional help and stick to what you know. It will end better.
My finest response was from a CEO who puzzled over whether I was brilliant in observing this or irresponsible for pointing it out. He seemed to give me the benefit of the doubt, so I can safely tell my children he sided with "brilliant."
Like the terrorists, don't do your own hiring, you won't get good results. You're just not good at it. Hiring is like driving a car. We're all convinced we drive better than average and it's the other fools on the road that cause accidents.
I'm here to tell you it's just not so. Accountants who can't read spreadsheets, who can't build a system, were hired by somebody who thought they were good at it. Every salesperson who is under quota was hired by somebody who thought they themselves were good at sales. Every union shop became union because a business owner was convinced he was great at hiring but somehow managed to hire an abusive manager. Every angry customer got that way because some product or service included an employee somebody hired because they thought they had the "right" person.
Really, all business problems are caused by people who think they can hire, but can't.
I believe hiring cannot be done by the manager needing the new person and frequently not even the company, because it's all too personal. Like choosing a mate, there is nothing logical about it. People tend to unconsciously select a mate because that person represents what's missing in us. We choose to complete our own shortcomings through them, rather than making an objective & right decision.
This is why someone's hiring choices are so difficult to reverse. The choice in candidate reflects what's missing inside themselves.
Hiring should never be done by those doing the hiring. Period.
See you for breakfast!
Wolfgang
p.s. June 16th, Recruiting, selection, still some seats left. Bring anyone and everyone who gets involved in your company's hiring process. The seminar is better than the newsletter!
p.s. We're safe from terrorists as long they're doing their own hiring. It could be I'm safe from my competitors as long as they too are doing their own hiring.
p.s. You shouldn't do your own dental work, and you shouldn't do your own hiring. Get professional help and stick to what you know. It will end better.
Friday, 7 May 2010
The Problem With Hiring an Occasional Bomber
If the terrorists ever fine tune their recruiting process and get better at the actual selection of bombers, we're in big trouble. Terrorists, like managers, are very capable of recruiting but fail when it comes to selection. Selection, - that final place - when you're looking at two qualified individuals and you choose the wrong one. That's selection.
Remember Richard Reid? The shoe bomber who during a flight lit matches in his seat? The naive flight attendant told him it was a no smoking flight. Richard promised to behave. The only reason the bomb never exploded was Reid had worn the shoes for more than a day and perspiration had made the fuse damp. A small oversight that only happens to infrequent, or occasional bombers.
Then there was Umar, the underwear bomber who couldn't set his own pants on fire competently. Same problem: selection. He was an occasional bomber. If he was engaged in setting his pants a blaze full time, he would have gotten the job done and blown the jet out of the sky.
This last weekend, May 1st, we meet Shazad, the failed Times Square car bomber. Shazad, also not a fulltime bomber, left the explosive laden Isuzu smoking at the curb, causing street vendors to call the cops. Additionally, he left his get-away car keys in the car bomb vehicle and had to go back to the Isuzu bomb, while police were already working the area. This happens a lot, I understand, but only to the "occasional bomber," or the "bombing hobbyist."
Every day managers select people who did some work or function, "occasionally," or a long time ago. We call them "occasional bombers." Resumes so often feature "strengths and achievements" sections. If you want the job done properly hire someone who's done it every day for the last five years. It's just bad management to hire these "occasional bombers."
Read the resume and decide whether the candidate has done what you need done recently and daily. “Walk me through your average day, in detail.” Stop hiring people who have no experience at setting their underwear on fire. Hire serious, full time, committed bombers, not hobbyists.
June workshop is recruiting & selection. This isn’t a workshop to be missed!
See you for breakfast,
Wolfgang
a. Register for June 16th Recruiting & Selection workshop at www.managing.ca.
b. If you are an occasional reader of my newsletter, make no mistake, I take terrorism very seriously. I'm also interested in the problems enlightenment of any stripe, whether religious, environmental, social, or in management - causes. Unintended consequences seem to overshadow the intended ones. My beliefs, unlike the terrorists, are to focus on my own life, to become a better, kinder person and if it's ok with you, I'm not going to try and save the world but I will be nice to you and your dog.
c. I quickly wikipedia'd the history of terrorism, and gave up. The list of terrorist acts in 2009 alone is so lengthy. Try it sometime. Any thinking human has to conclude enlightenment should be regulated and taxed. Same as any other sin tax.
Remember Richard Reid? The shoe bomber who during a flight lit matches in his seat? The naive flight attendant told him it was a no smoking flight. Richard promised to behave. The only reason the bomb never exploded was Reid had worn the shoes for more than a day and perspiration had made the fuse damp. A small oversight that only happens to infrequent, or occasional bombers.
Then there was Umar, the underwear bomber who couldn't set his own pants on fire competently. Same problem: selection. He was an occasional bomber. If he was engaged in setting his pants a blaze full time, he would have gotten the job done and blown the jet out of the sky.
This last weekend, May 1st, we meet Shazad, the failed Times Square car bomber. Shazad, also not a fulltime bomber, left the explosive laden Isuzu smoking at the curb, causing street vendors to call the cops. Additionally, he left his get-away car keys in the car bomb vehicle and had to go back to the Isuzu bomb, while police were already working the area. This happens a lot, I understand, but only to the "occasional bomber," or the "bombing hobbyist."
Every day managers select people who did some work or function, "occasionally," or a long time ago. We call them "occasional bombers." Resumes so often feature "strengths and achievements" sections. If you want the job done properly hire someone who's done it every day for the last five years. It's just bad management to hire these "occasional bombers."
Read the resume and decide whether the candidate has done what you need done recently and daily. “Walk me through your average day, in detail.” Stop hiring people who have no experience at setting their underwear on fire. Hire serious, full time, committed bombers, not hobbyists.
June workshop is recruiting & selection. This isn’t a workshop to be missed!
See you for breakfast,
Wolfgang
a. Register for June 16th Recruiting & Selection workshop at www.managing.ca.
b. If you are an occasional reader of my newsletter, make no mistake, I take terrorism very seriously. I'm also interested in the problems enlightenment of any stripe, whether religious, environmental, social, or in management - causes. Unintended consequences seem to overshadow the intended ones. My beliefs, unlike the terrorists, are to focus on my own life, to become a better, kinder person and if it's ok with you, I'm not going to try and save the world but I will be nice to you and your dog.
c. I quickly wikipedia'd the history of terrorism, and gave up. The list of terrorist acts in 2009 alone is so lengthy. Try it sometime. Any thinking human has to conclude enlightenment should be regulated and taxed. Same as any other sin tax.
Thursday, 29 April 2010
Why there is no “Sarah Brightman’s Breakfast Buffet”
The Case Against Direction, Purpose and Structure
I’d really like to believe everything I was taught about management but I’m getting shaky. If human beings wanted structure, direction, and purpose in their lives they’d take their vacations on a military base or a monastery, - but they don’t. They go to an all inclusive in Cancun, preferably with a swim up bar, round the clock buffets, and the last thing on their mind is structure, purpose or direction.
They may leave the beach long enough to drink some more at a Jimmy Buffet Margaritaville restaurant, but that’s about as structured as serious vacationer’s will get. Nobody ever approached Yo-Yo Ma with a restaurant franchise idea. Other restaurant theme ideas that were trashed include Josh Groban’s Grill, Sarah Brightman’s Breakfast Buffet, and Il Divo’s Dance and Dine. You know they would never get off the ground.
Jimmy Buffet turns out to be the concept guy. How do you beat a value proposition that features, “I blew out my flip flop.” Let’s go eat.
This is my management point. Mature adults value direction, purpose, structure and discipline because they know it represents long term benefit, but they don’t prefer it. It’s why we eat greens and not deep fried, out of long term self interest. To quote Jamie Oliver, “french fries are not a vegetable.”
The management point is that structure has a mixed role. We don’t gravitate to it automatically, but we value it. Structure does not motivate on a day to day basis, but it does appeal to an employee’s long term faith in the company. Although employees have faith in workplaces with structure, they don’t confuse it with a source of fun and good times. Structure is also demanding.
At a macro level, we need structure. At a micro level, we don’t like structure. Remember the line, “you can tell them what mountain to climb, but you can’t tell them how to climb it.” The result is higher productivity, less sick days, less grumbling, less turnover and above all, your management life will become very simple.
Just remind yourself of your own holiday choices. When was the last time you looked into a monastery retreat in Utah for your family? On the other hand, you may have toyed with the idea, wondering if you couldn’t all benefit from it. In the end, Jimmy Buffet won. To heck with structure, hello Cancun!
See you for breakfast,
Wolfgang
a.) Recruiting. Go back stage, go behind the presented person. June 16th, heavy focus on selection. Everyone knows how to recruit, but very few people know how to select properly. Selection is almost entirely about character, integrity, mind clarity, maturity, and all those qualities which neither the interview or the resume tend to reveal. We’ll show you new and different ways to get behind the person in front of you. Go back stage, go behind the presented person. It’s the real person, the hidden person, you will ultimately have to manage. There will be 120 managers in attendance. Each event has been sold out for the last five years. Book early.
b.) The economy. Most of our clients are not running at full speed yet. At the same time we don’t have as many candidates, for all position, as we’d like. Our staff did some thinking. They discovered that this week, over 700 job openings were posted ever single day on Craigslist Vancouver. Certainly for all positions. When companies are hiring it means better times for everyone! Things are changing!
c.) Always love euphemisms. “Our numbers are merely retracing,” in response to falling sales. Another one about Vancouver’s rainy days, “today is only a weather sampler.”
I’d really like to believe everything I was taught about management but I’m getting shaky. If human beings wanted structure, direction, and purpose in their lives they’d take their vacations on a military base or a monastery, - but they don’t. They go to an all inclusive in Cancun, preferably with a swim up bar, round the clock buffets, and the last thing on their mind is structure, purpose or direction.
They may leave the beach long enough to drink some more at a Jimmy Buffet Margaritaville restaurant, but that’s about as structured as serious vacationer’s will get. Nobody ever approached Yo-Yo Ma with a restaurant franchise idea. Other restaurant theme ideas that were trashed include Josh Groban’s Grill, Sarah Brightman’s Breakfast Buffet, and Il Divo’s Dance and Dine. You know they would never get off the ground.
Jimmy Buffet turns out to be the concept guy. How do you beat a value proposition that features, “I blew out my flip flop.” Let’s go eat.
This is my management point. Mature adults value direction, purpose, structure and discipline because they know it represents long term benefit, but they don’t prefer it. It’s why we eat greens and not deep fried, out of long term self interest. To quote Jamie Oliver, “french fries are not a vegetable.”
The management point is that structure has a mixed role. We don’t gravitate to it automatically, but we value it. Structure does not motivate on a day to day basis, but it does appeal to an employee’s long term faith in the company. Although employees have faith in workplaces with structure, they don’t confuse it with a source of fun and good times. Structure is also demanding.
At a macro level, we need structure. At a micro level, we don’t like structure. Remember the line, “you can tell them what mountain to climb, but you can’t tell them how to climb it.” The result is higher productivity, less sick days, less grumbling, less turnover and above all, your management life will become very simple.
Just remind yourself of your own holiday choices. When was the last time you looked into a monastery retreat in Utah for your family? On the other hand, you may have toyed with the idea, wondering if you couldn’t all benefit from it. In the end, Jimmy Buffet won. To heck with structure, hello Cancun!
See you for breakfast,
Wolfgang
a.) Recruiting. Go back stage, go behind the presented person. June 16th, heavy focus on selection. Everyone knows how to recruit, but very few people know how to select properly. Selection is almost entirely about character, integrity, mind clarity, maturity, and all those qualities which neither the interview or the resume tend to reveal. We’ll show you new and different ways to get behind the person in front of you. Go back stage, go behind the presented person. It’s the real person, the hidden person, you will ultimately have to manage. There will be 120 managers in attendance. Each event has been sold out for the last five years. Book early.
b.) The economy. Most of our clients are not running at full speed yet. At the same time we don’t have as many candidates, for all position, as we’d like. Our staff did some thinking. They discovered that this week, over 700 job openings were posted ever single day on Craigslist Vancouver. Certainly for all positions. When companies are hiring it means better times for everyone! Things are changing!
c.) Always love euphemisms. “Our numbers are merely retracing,” in response to falling sales. Another one about Vancouver’s rainy days, “today is only a weather sampler.”
How to Hire "A" String Employees
There are people working in your company who were hired after a half hour interview, - twenty years ago. Luck. Dharma. The force. Could happen. It's just not the recipe to build a great company. Here is a more serious take on how to hire A string players. Some ideas!
1. A resume is the story of a life. It is a snapshot of a human being. If it's not authentic, then the candidate is not authentic. If it's confusing, or devious, or withholds information, that's also the character of your candidate.
2. You can hire either for skills, potential, or charity. It's when you confuse your motives that things don't work out.
3. People don't change. If you know anyone who has changed for the better, with age, - tell me, - I'd like to meet them. People change less than we all think.
4. In an interview, ask yourself, "what would be the most likely reason I'd fire this person?" What you come up with is probably their biggest weakness.
5. Write career ads about the candidate, not the company. Staging a home is so the perspective buyer can see themselves living there, - not you, (you turkey). Career ads have to show why the candidate would wants to work there. Career ads aren't puff pieces for companies. Write lifestyle ads that reflect the candidate's aspirations.
6. Do solid phone interviews before meeting in person. Phone interviews force you to deal more with the candidate's skills and personality. In person interviews should be done only in the final hiring interview.
7. Interview the person, not the resume. Have a conversation and listen a lot.
8. Nobody likes change or multi tasking but everyone claims they do. You can ask the question, but you should ignore the answer.
9. Where ever the candidate worked the longest, that is who they've become. Those were the 'formative years' and should you hire them, those years will influence everything the candidate does and thinks. Just be sure you're fine with that.
10. Save yourself some time and ignore the "achievements and strengths" section of a resume. Go direct to the chronological listing or employers and hope it includes detailed activities and measures for the role.
I will teach you the best recruiting processes ever at our next June 16th seminar. Each time you hire, you also define the future of your company. If you attract B string hires, you end up with a B string company. Learn to up your hiring game.
See you for breakfast,
Wolfgang
A.) Individual tickets at $135 / buy online. Member companies, just reserve. We will be full, as always, at 120 managers. Book now. 604-931-6813
B.) All BPG seminars are now available as "Lunch and Learn's" for your staff only. Price $600. Reserve your subject and date.
C.) I first wrote a version of this newsletter in November 2005, entitled "Everything I know about recruiting." Have reissued it here with changes, as we go into our annual recruiting seminar.
D.) It's easier to hire for results than to manage for them.
1. A resume is the story of a life. It is a snapshot of a human being. If it's not authentic, then the candidate is not authentic. If it's confusing, or devious, or withholds information, that's also the character of your candidate.
2. You can hire either for skills, potential, or charity. It's when you confuse your motives that things don't work out.
3. People don't change. If you know anyone who has changed for the better, with age, - tell me, - I'd like to meet them. People change less than we all think.
4. In an interview, ask yourself, "what would be the most likely reason I'd fire this person?" What you come up with is probably their biggest weakness.
5. Write career ads about the candidate, not the company. Staging a home is so the perspective buyer can see themselves living there, - not you, (you turkey). Career ads have to show why the candidate would wants to work there. Career ads aren't puff pieces for companies. Write lifestyle ads that reflect the candidate's aspirations.
6. Do solid phone interviews before meeting in person. Phone interviews force you to deal more with the candidate's skills and personality. In person interviews should be done only in the final hiring interview.
7. Interview the person, not the resume. Have a conversation and listen a lot.
8. Nobody likes change or multi tasking but everyone claims they do. You can ask the question, but you should ignore the answer.
9. Where ever the candidate worked the longest, that is who they've become. Those were the 'formative years' and should you hire them, those years will influence everything the candidate does and thinks. Just be sure you're fine with that.
10. Save yourself some time and ignore the "achievements and strengths" section of a resume. Go direct to the chronological listing or employers and hope it includes detailed activities and measures for the role.
I will teach you the best recruiting processes ever at our next June 16th seminar. Each time you hire, you also define the future of your company. If you attract B string hires, you end up with a B string company. Learn to up your hiring game.
See you for breakfast,
Wolfgang
A.) Individual tickets at $135 / buy online. Member companies, just reserve. We will be full, as always, at 120 managers. Book now. 604-931-6813
B.) All BPG seminars are now available as "Lunch and Learn's" for your staff only. Price $600. Reserve your subject and date.
C.) I first wrote a version of this newsletter in November 2005, entitled "Everything I know about recruiting." Have reissued it here with changes, as we go into our annual recruiting seminar.
D.) It's easier to hire for results than to manage for them.
Thursday, 15 April 2010
"How do you organize the music in your car CD changer?" (or do you?)
Can you hire for good time management? We think you can. Here's the question to ask a candidate.
"How do you organize the music in your car CD changer?" (or do you?)
My otherwise perfect Infiniti G35 has a problem. The CD player, as nice as it is can't tell me what disk is in each of the six decks. Suffering from the Teutonic gene, I've organized my way around that. Simple. Decks 1-3 are downbeat, chill and jazz. Decks 4-6 are Latin, dance and happy music! Left, right, no problem.
Nothing wrong so far until I discovered my daughter has organized her own car CD changer quite similarly. Decks 1-3 slower music, decks 4-6 faster, more aggressive club music. We live quite separate lives, so how did this happen? Well, we're both a bit detail oriented and also very aware of managing time. Must be in the DNA.
Behaviours is how we know someone's character. Want to hire someone great at managing time, ask them about their life, and maybe their CD changer! Get people talking around something, let them ramble. From that you will learn what they value, how they think and who they are and whether they are organized or not.
So, how do you organize your CD player?
See you for breakfast next week,
Wolfgang
p.s. I agree with you, - poor child. Depending on the job, you may not want to hire people quite so tightly wound.
p.s. Construction and electrical contracting project managers. We have candidates. Please call.
"How do you organize the music in your car CD changer?" (or do you?)
My otherwise perfect Infiniti G35 has a problem. The CD player, as nice as it is can't tell me what disk is in each of the six decks. Suffering from the Teutonic gene, I've organized my way around that. Simple. Decks 1-3 are downbeat, chill and jazz. Decks 4-6 are Latin, dance and happy music! Left, right, no problem.
Nothing wrong so far until I discovered my daughter has organized her own car CD changer quite similarly. Decks 1-3 slower music, decks 4-6 faster, more aggressive club music. We live quite separate lives, so how did this happen? Well, we're both a bit detail oriented and also very aware of managing time. Must be in the DNA.
Behaviours is how we know someone's character. Want to hire someone great at managing time, ask them about their life, and maybe their CD changer! Get people talking around something, let them ramble. From that you will learn what they value, how they think and who they are and whether they are organized or not.
So, how do you organize your CD player?
See you for breakfast next week,
Wolfgang
p.s. I agree with you, - poor child. Depending on the job, you may not want to hire people quite so tightly wound.
p.s. Construction and electrical contracting project managers. We have candidates. Please call.
Thursday, 25 March 2010
Why Beer Matters More Than Education and Experience
Last month 93 Central Falls RI school teachers were fired. It's a great story, Google it yourself. Yes, everyone in the entire school got the axe. Their little ship had sailed a long way off course and nobody cared to respond. Pay cheques were blissfully accepted in a complete contribution vacuum for many years.
Central Falls was a school in the lowest 5% in the district, less than 20% of it's students could read at grade level, math proficiency was 7%, and it's graduation rate is 48%. Apparently a collection of character deficient adults in complete agreement that how they spend their day should have no connection to why they were being paid.
The management point.
When you hire, when you select employees, you must select for character, values, work ethic and maturity because once on your payroll, their education and skills take a very secondary role.
I have to assume all the Central Falls teachers had the requisite education, credentials, experience and deserved to be in their roles. Yet too few of them had enough character to bring any of those hard skills to their job.
Education, experience, brains, don't matter in the least if not supported by a person of integrity or character.
Hard skills are required, but not sufficient. The tipping point in any hire is character. Choose well grasshopper, for you may not be able to fire them all so easily later.
See you for breakfast,
Wolfgang
A. Is teaching a child a shared responsibility? Well, yes and no. It is for poor teachers. Great teachers seem to produce great results in spite of the same constraints.
B. Do parents, poverty, class size, etc. play a role in teacher effectiveness? In schools yes, at a football game, no. At a football game you can put 60,000 students in one cold room, feed them beer, and teach them so effectively they remember everything vividly Monday morning. Maybe the difference is beer and not class size.
C. Before you write me a steamed email, . . . oh heck, go ahead and write.
Central Falls was a school in the lowest 5% in the district, less than 20% of it's students could read at grade level, math proficiency was 7%, and it's graduation rate is 48%. Apparently a collection of character deficient adults in complete agreement that how they spend their day should have no connection to why they were being paid.
The management point.
When you hire, when you select employees, you must select for character, values, work ethic and maturity because once on your payroll, their education and skills take a very secondary role.
I have to assume all the Central Falls teachers had the requisite education, credentials, experience and deserved to be in their roles. Yet too few of them had enough character to bring any of those hard skills to their job.
Education, experience, brains, don't matter in the least if not supported by a person of integrity or character.
Hard skills are required, but not sufficient. The tipping point in any hire is character. Choose well grasshopper, for you may not be able to fire them all so easily later.
See you for breakfast,
Wolfgang
A. Is teaching a child a shared responsibility? Well, yes and no. It is for poor teachers. Great teachers seem to produce great results in spite of the same constraints.
B. Do parents, poverty, class size, etc. play a role in teacher effectiveness? In schools yes, at a football game, no. At a football game you can put 60,000 students in one cold room, feed them beer, and teach them so effectively they remember everything vividly Monday morning. Maybe the difference is beer and not class size.
C. Before you write me a steamed email, . . . oh heck, go ahead and write.
The Lazy Manager's Guide to Salary Reviews
FAQ—"How do I tell this person she's not getting a raise because she didn't work up to speed? She'll argue with me, question my judgement, ask me for proof, facts, etc.. It would be easier to just give her a bit of money and let it go at that."
Answer: A performance review is not about that person. It is about that person's performance in relation to the goal. You and I aren't really supposed to evaluate the person, we're supposed to evaluate the performance. And that performance doesn't happen in a vacuum, it's performance relative to a goal.
If you don't have goals for your people, you are a bureaucrat and have no right to evaluate anything. Only managers with goals and a vision have the right to evaluate other's performance.
FAQ—"How do you decide on a salary increase?"
Answer: Don't let the annual wage review make you lose sleep. There are only three ways this can go.
1. No salary increase. Salary stays the same. That's for people who's work is minimally acceptable, but not quite bad enough to fire them. The salary review should show that improvement is required. It also tells the employee that if performance gets worse or does not improve, they will be eventually considered for dismissal.
2. Cost of living increase. For those people who have done the work as required. They have not expanded or grown the role, they've just done what was asked. Nothing extra, but no fault either. Comfortable coasters who believe life as they know it will go on forever, but, - we need them.
3. Wage raise. For those people who have brought extra value to the role, have gone beyond the requirements, have expanded what this role brings to the department. They have moved the process ahead.
FAQ—"Do we have to have a performance review?"
Answer: All companies that don't use performance reviews, find seniority becomes the replacement. Generally, they're not happy about that.
FAQ—"Should performance reviews be connected to salary reviews?"
Answer: You don't have to. You could tie it to nepotism.
I hope it helps you out as you step into the next review meeting with your people.
See you for breakfast,
Wolfgang
P.s. Great ideas, - "A generation with financial incontinence."
Answer: A performance review is not about that person. It is about that person's performance in relation to the goal. You and I aren't really supposed to evaluate the person, we're supposed to evaluate the performance. And that performance doesn't happen in a vacuum, it's performance relative to a goal.
If you don't have goals for your people, you are a bureaucrat and have no right to evaluate anything. Only managers with goals and a vision have the right to evaluate other's performance.
FAQ—"How do you decide on a salary increase?"
Answer: Don't let the annual wage review make you lose sleep. There are only three ways this can go.
1. No salary increase. Salary stays the same. That's for people who's work is minimally acceptable, but not quite bad enough to fire them. The salary review should show that improvement is required. It also tells the employee that if performance gets worse or does not improve, they will be eventually considered for dismissal.
2. Cost of living increase. For those people who have done the work as required. They have not expanded or grown the role, they've just done what was asked. Nothing extra, but no fault either. Comfortable coasters who believe life as they know it will go on forever, but, - we need them.
3. Wage raise. For those people who have brought extra value to the role, have gone beyond the requirements, have expanded what this role brings to the department. They have moved the process ahead.
FAQ—"Do we have to have a performance review?"
Answer: All companies that don't use performance reviews, find seniority becomes the replacement. Generally, they're not happy about that.
FAQ—"Should performance reviews be connected to salary reviews?"
Answer: You don't have to. You could tie it to nepotism.
I hope it helps you out as you step into the next review meeting with your people.
See you for breakfast,
Wolfgang
P.s. Great ideas, - "A generation with financial incontinence."
Thursday, 11 March 2010
Obama, Wellness Poster Boy? Not
President Obama smokes. Who knew? I didn't know and would not have guessed. I paid attention as his visit to the Cleveland Clinic was a poster boy photo op for America's wellness program and healthcare reform, but it lacked believability.
Fortune did a recent case study about the Cleveland Clinic, perhaps prompted by Obama's symbolic visit there. Not a usual hospital, some numbers that caused me to pay attention. 4.2 million patient visits annually, $5.5 billion (no kidding) in revenues, and 40,000 employees. It ranks among the top hospitals in the world and is a model for health care reformers.
Additionally it has some heretic management goodies such as, - doctors do not get tenure but are reviewed every year. You might be a neurosurgeon but that doesn't mean you have a job if you get a lousy performance review. No variable compensation. Whether you did one heart transplant or ten, your pay remains the same. Which supports my position that hardwiring incentives is not a substitute for accountable management.
However, the point of this letter was to share some of their radical hiring and employee healthcare ideas.
* The clinic counts total pounds of weight loss. In the first year the employees lost 140,000 pounds.
* Took deep fryers, candy bars and pop out of the cafeteria.
* Gave out free Curves and Weightwatchers memberships.
* Employees have free access to hospital gyms.
* Free pedometers for everyone. (10,000 steps thinking.)
* No smoking on campus rules.
* Free smoke cessation classes.
* Pushed for a law banning smoking in public places in Ohio—which passed.
* Stopped hiring smokers, (now it gets tricky)!
* They test all new employees for nicotine was well as drugs as part of their employment physical. Even people in Ohio didn't know that was legal, - but it is. (I'm not sure about BC)
Health is personal, it's tough. Easier to talk about it than to do it. Wellness programs, no matter what their form, fuel absenteeism, sick days, lates, morale, productivity and all kinds of other management problems. Companies can lead wellness and impact the bottom line, - a lot!
Encourage and lead wellness for your existing employees. Hire for health where you can. It just makes life a lot easier for everyone.
See you for breakfast!
Wolfgang
a.) Watched sixty minutes on bull fighting. Great line, "rely on courage until you find art." True for those of us who find ourselves. Finding yourself is defined by what you protect.
b.) April seminar, "Time Management" - individual tickets $135. Still some seats left.
c.) Where do you think recruiting breaks down? Answer at Wolf's blog.
Fortune did a recent case study about the Cleveland Clinic, perhaps prompted by Obama's symbolic visit there. Not a usual hospital, some numbers that caused me to pay attention. 4.2 million patient visits annually, $5.5 billion (no kidding) in revenues, and 40,000 employees. It ranks among the top hospitals in the world and is a model for health care reformers.
Additionally it has some heretic management goodies such as, - doctors do not get tenure but are reviewed every year. You might be a neurosurgeon but that doesn't mean you have a job if you get a lousy performance review. No variable compensation. Whether you did one heart transplant or ten, your pay remains the same. Which supports my position that hardwiring incentives is not a substitute for accountable management.
However, the point of this letter was to share some of their radical hiring and employee healthcare ideas.
* The clinic counts total pounds of weight loss. In the first year the employees lost 140,000 pounds.
* Took deep fryers, candy bars and pop out of the cafeteria.
* Gave out free Curves and Weightwatchers memberships.
* Employees have free access to hospital gyms.
* Free pedometers for everyone. (10,000 steps thinking.)
* No smoking on campus rules.
* Free smoke cessation classes.
* Pushed for a law banning smoking in public places in Ohio—which passed.
* Stopped hiring smokers, (now it gets tricky)!
* They test all new employees for nicotine was well as drugs as part of their employment physical. Even people in Ohio didn't know that was legal, - but it is. (I'm not sure about BC)
Health is personal, it's tough. Easier to talk about it than to do it. Wellness programs, no matter what their form, fuel absenteeism, sick days, lates, morale, productivity and all kinds of other management problems. Companies can lead wellness and impact the bottom line, - a lot!
Encourage and lead wellness for your existing employees. Hire for health where you can. It just makes life a lot easier for everyone.
See you for breakfast!
Wolfgang
a.) Watched sixty minutes on bull fighting. Great line, "rely on courage until you find art." True for those of us who find ourselves. Finding yourself is defined by what you protect.
b.) April seminar, "Time Management" - individual tickets $135. Still some seats left.
c.) Where do you think recruiting breaks down? Answer at Wolf's blog.
Let me insult you, - "I'm seeking a simpler life."
The interviews I love the most are those with unskilled and reluctant liars. I know they don't want to lie, it's not who they are but circumstances have forced them to edit the truth. Or, by the standard that truth is anything which moves things forward for the good, perhaps they are not lying.
Common among highly paid managers and engineers who have fallen from grace with big national companies is the lie that they had to step out of the corporate rate race to reclaim some quality and balance in their lives. To put the romance back in their marriage, spend time with the children, smell the roses, walk the dog, tend the garden, you get the idea
Before you smile and nod your head in agreement, remember crisis in life is a more effective driver of gardening, dog walking, and the sale of Eckhart Tolle books than well rounded success is. The old doctors tale, - when you hear hoof beats it's probably not a zebra, - applies here.
We're all self satisfied when our life choices work. I mean all parts of our life, not just the money. In a personal crisis "Walden Pond," ahh the simple life, looks like a good book to read. Then things improve and we ask Amazon to send us a copy of Donald Trump's "How to Get Rich." Funny that.
Enlightened answers cover the underlying practical reasons. Enlightened answers are patronizing. When someone tells you they are applying to your company because it means they can bring some quality back into their life. Dig deeper, don't accept that answer at face value.
A clearer mind than you or I would ask why we're talking to lifestyle candidates anyway. Lifestyle employees don't build winning companies. But let's save that for another newsletter.
Don't be patronized by lifestyle answers. Questions which provoke patronizing answers have hit their mark. You're on to something when you get a "higher calling" lecture. Keep going! The hoof beats you're hearing are not made by zebras.
See you for breakfast!
Wolfgang
P.s. Please reserve for Apr. 14th at the Planetarium, (Kit's Beach). Subject, see below.
Individual tickets still for sale for April, $135 each.
P.s. All our newsletters are archived at Wolf's blog
Click through and register, please. Productivity is the focus. Productivity through hiring and managing correctly.
P.s. I hope you're annoyed the next time a candidate gives you a philosophical or enlightened answer. You're being patronized, - it's okay to push back.
P.s. I'm all for the simple life. I even think Tiger Woods googled "Buddhism."
Common among highly paid managers and engineers who have fallen from grace with big national companies is the lie that they had to step out of the corporate rate race to reclaim some quality and balance in their lives. To put the romance back in their marriage, spend time with the children, smell the roses, walk the dog, tend the garden, you get the idea
Before you smile and nod your head in agreement, remember crisis in life is a more effective driver of gardening, dog walking, and the sale of Eckhart Tolle books than well rounded success is. The old doctors tale, - when you hear hoof beats it's probably not a zebra, - applies here.
We're all self satisfied when our life choices work. I mean all parts of our life, not just the money. In a personal crisis "Walden Pond," ahh the simple life, looks like a good book to read. Then things improve and we ask Amazon to send us a copy of Donald Trump's "How to Get Rich." Funny that.
Enlightened answers cover the underlying practical reasons. Enlightened answers are patronizing. When someone tells you they are applying to your company because it means they can bring some quality back into their life. Dig deeper, don't accept that answer at face value.
A clearer mind than you or I would ask why we're talking to lifestyle candidates anyway. Lifestyle employees don't build winning companies. But let's save that for another newsletter.
Don't be patronized by lifestyle answers. Questions which provoke patronizing answers have hit their mark. You're on to something when you get a "higher calling" lecture. Keep going! The hoof beats you're hearing are not made by zebras.
See you for breakfast!
Wolfgang
P.s. Please reserve for Apr. 14th at the Planetarium, (Kit's Beach). Subject, see below.
Individual tickets still for sale for April, $135 each.
P.s. All our newsletters are archived at Wolf's blog
Click through and register, please. Productivity is the focus. Productivity through hiring and managing correctly.
P.s. I hope you're annoyed the next time a candidate gives you a philosophical or enlightened answer. You're being patronized, - it's okay to push back.
P.s. I'm all for the simple life. I even think Tiger Woods googled "Buddhism."
Where does recruiting break down?
Ans: Selection.
Where we become weak is in understanding a person's work ethic, character, motivations, confused career plans, goals, inherant traits, intellect, culture, the problems of too much charm, beauty, . . . . it's a long list. Most choces don't fall apart because we didn't identify the person's skills, experience, or education incorrectly. Domain skills aren't the tipping point. Character is.
Add your managers to our weekly management letter.
Wolfgang
604-931-6813
wolf@managing.ca
Where we become weak is in understanding a person's work ethic, character, motivations, confused career plans, goals, inherant traits, intellect, culture, the problems of too much charm, beauty, . . . . it's a long list. Most choces don't fall apart because we didn't identify the person's skills, experience, or education incorrectly. Domain skills aren't the tipping point. Character is.
Add your managers to our weekly management letter.
Wolfgang
604-931-6813
wolf@managing.ca
Tuesday, 2 March 2010
A Management Book Suggestion
I think Salman Rushdie, (Sir), is a great writer. I’’m not sure because I don’t understand his books but I think he has a career in writing. I read all 356 pages of “The Enchantress of Florence,” occasionally thought I knew what he was talking about but in the end realized I had no clue. I loved the book I’m also afraid to read another one. Sort of like managing people. You watch them everyday but in the end, you don’t really know what’s going on.
Rushdie reminds me of one of those clear see through wrist watches, where you can look right inside the watch and see it’s amazing, complex inner workings under the glass. Wheels, gears, and tiny ratchets all synchronize according to some strange higher order, a mystery order. Like a Rushdie book. An amazing look inside a brilliant mind, but all synchronized to some higher, mysterious order.
I don’t think the characters in Rushdie’s books know what’s going on, so in the reading, I never feel alone. At times you get a sense Salman may not know what’s going on either but he’s pretty sure no one will notice.
What if all of us, and all our employees are really only actors in a Rushdie novel? Even if I’m wrong, it would explain many things. Maybe the only one who can explain managing people is Salman Rushdie.
Could be? I find books about behavioural economics more helpful in management than actual management books. Books like Ariely’s “Predictably Irrationality, several of Malcolm Gladwell’s books, certainly Freakonomics, and maybe the odd Rushdie book. Books about the riddles of human behaviour, the absurdities of real people. These are the books that will help managers more.
Management books misdirect us with their logic. The books I’ve mentioned tell us the truth. Human behaviour is governed by emotion and self interest. Rushdie understands that. In the real world, truth and logic aren’t as helpful as they’re supposed to be.
We do not manage people. We only manage their emotions. Read a Rushdie book, - if you dare.
See you for breakfast,
Wolfgang
a.) Seperate the candidate’s skills from the skills he’s selling.
b.) How to keep new people from falling off your wagon. First find the right person, keep them focused, very accountable, and always inspired.
c.) Talent is someone on the way up.
d.) Selection. Would you prefer someone with lots of experience or great potential?
e.) Who’s the best person who left recently? What was it about that person that made them exceptional?
f.) Sir Salman Rushdie is one of the top 10 authors in Britain. He is recognized around the world, and his list of rewards for literature ensures him one of the top spots in history.
g.) I don’t think there are any movies made from any Rushdie book. Understandable.
Rushdie reminds me of one of those clear see through wrist watches, where you can look right inside the watch and see it’s amazing, complex inner workings under the glass. Wheels, gears, and tiny ratchets all synchronize according to some strange higher order, a mystery order. Like a Rushdie book. An amazing look inside a brilliant mind, but all synchronized to some higher, mysterious order.
I don’t think the characters in Rushdie’s books know what’s going on, so in the reading, I never feel alone. At times you get a sense Salman may not know what’s going on either but he’s pretty sure no one will notice.
What if all of us, and all our employees are really only actors in a Rushdie novel? Even if I’m wrong, it would explain many things. Maybe the only one who can explain managing people is Salman Rushdie.
Could be? I find books about behavioural economics more helpful in management than actual management books. Books like Ariely’s “Predictably Irrationality, several of Malcolm Gladwell’s books, certainly Freakonomics, and maybe the odd Rushdie book. Books about the riddles of human behaviour, the absurdities of real people. These are the books that will help managers more.
Management books misdirect us with their logic. The books I’ve mentioned tell us the truth. Human behaviour is governed by emotion and self interest. Rushdie understands that. In the real world, truth and logic aren’t as helpful as they’re supposed to be.
We do not manage people. We only manage their emotions. Read a Rushdie book, - if you dare.
See you for breakfast,
Wolfgang
a.) Seperate the candidate’s skills from the skills he’s selling.
b.) How to keep new people from falling off your wagon. First find the right person, keep them focused, very accountable, and always inspired.
c.) Talent is someone on the way up.
d.) Selection. Would you prefer someone with lots of experience or great potential?
e.) Who’s the best person who left recently? What was it about that person that made them exceptional?
f.) Sir Salman Rushdie is one of the top 10 authors in Britain. He is recognized around the world, and his list of rewards for literature ensures him one of the top spots in history.
g.) I don’t think there are any movies made from any Rushdie book. Understandable.
Friday, 19 February 2010
The Day Tim Horton's Quit
Sometimes you just know when someone is going to have a difficult life. I can always spot problem people by how many Tim Horton's they're banned from. If Tim Horton's places a restraining order against you, you might need more adult supervision.
True story, a New Brunswick man was banned from two Tim Hortons, for life. I feel some guilt in repeating this silly story but its Google hits went through the roof! People care about who gets banned from Tim Hortons.
Mr. Jimmy Craig, - our discerning customer, didn't like the coffee at Timmy's. Jim complained, called the manager, harangued the staff and generally made a pain out of himself. This went on for a while, with several formal attempts to sort it out. Fresh pots of coffee were made, free coffee poured. The Timmy's manager felt so bad he asked for another meeting with Jimmy Craig. Instead of free coffee he gave Jimmy a restraining order. And that was the end of that. Banned for life from Tim Horton's! Put that on your resume!
Why did Mr. Craig keep going back for coffee he didn't like and inadvertently knew would be bad? Well, there is some human truth's buried in this funny tale. Humans, (me included) often keep repeating something that doesn't work and may never have worked. For example, we coach and hope our slackers will become productive. It's not a successful strategy, but managers keep on doing it. Accepting reality and firing a person, is not something we do easily. Like Jim Craig, who couldn't fire Tim Hortons, - he just kept going back even though it wasn't working. It ended only when Tim Horton's quit.
Problem employees often survive in companies for decades. It would have been so much easier to fire them, but like Jimmy Craig, we ignore the obvious simple solution, - go somewhere else, hire someone else. It doesn't work, it's never worked, and it will never work. Move on.
Sometimes managers are lucky and lousy employees do us a favour and quit. Tim Horton's did Jimmy Craig a favour, - they just quit him.
If it's not working, help that person to get on with their life. Fire them, offer them help finding another job and sleep well. You freed up their future. You did the right thing.
See you for breakfast!
Wolfgang
a.) If you care, double check the facts yourself. I'm writing this from what I remember about the incident.
b.) What's worse, Mr. Craig drank decaf. How much quality should one be looking for when ordering decaf? Are there discerning near beer connoisseurs?
c.) Great interview question, ";have you ever been banned from a Tim Horton's?"
d.) 2010-2011 Workshop schedule for the year ahead has been posted on our website. Plan and reserve your attendance today.
e.) Come join us! Individual tickets & company memberships available for the workshop. Purchase on line or call the office.
f.) Similar logic from another time. "In the old days, when the milk was sour, you threw it in the garbage. Today, you hold a meeting."
True story, a New Brunswick man was banned from two Tim Hortons, for life. I feel some guilt in repeating this silly story but its Google hits went through the roof! People care about who gets banned from Tim Hortons.
Mr. Jimmy Craig, - our discerning customer, didn't like the coffee at Timmy's. Jim complained, called the manager, harangued the staff and generally made a pain out of himself. This went on for a while, with several formal attempts to sort it out. Fresh pots of coffee were made, free coffee poured. The Timmy's manager felt so bad he asked for another meeting with Jimmy Craig. Instead of free coffee he gave Jimmy a restraining order. And that was the end of that. Banned for life from Tim Horton's! Put that on your resume!
Why did Mr. Craig keep going back for coffee he didn't like and inadvertently knew would be bad? Well, there is some human truth's buried in this funny tale. Humans, (me included) often keep repeating something that doesn't work and may never have worked. For example, we coach and hope our slackers will become productive. It's not a successful strategy, but managers keep on doing it. Accepting reality and firing a person, is not something we do easily. Like Jim Craig, who couldn't fire Tim Hortons, - he just kept going back even though it wasn't working. It ended only when Tim Horton's quit.
Problem employees often survive in companies for decades. It would have been so much easier to fire them, but like Jimmy Craig, we ignore the obvious simple solution, - go somewhere else, hire someone else. It doesn't work, it's never worked, and it will never work. Move on.
Sometimes managers are lucky and lousy employees do us a favour and quit. Tim Horton's did Jimmy Craig a favour, - they just quit him.
If it's not working, help that person to get on with their life. Fire them, offer them help finding another job and sleep well. You freed up their future. You did the right thing.
See you for breakfast!
Wolfgang
a.) If you care, double check the facts yourself. I'm writing this from what I remember about the incident.
b.) What's worse, Mr. Craig drank decaf. How much quality should one be looking for when ordering decaf? Are there discerning near beer connoisseurs?
c.) Great interview question, ";have you ever been banned from a Tim Horton's?"
d.) 2010-2011 Workshop schedule for the year ahead has been posted on our website. Plan and reserve your attendance today.
e.) Come join us! Individual tickets & company memberships available for the workshop. Purchase on line or call the office.
f.) Similar logic from another time. "In the old days, when the milk was sour, you threw it in the garbage. Today, you hold a meeting."
Wednesday, 10 February 2010
How my Timex held my boat together
Boat people are funny anyway. Not funny ha ha, but funny strange. Back when I had my own boat, various self styled dock sages would tell me, - “Wolf, - time is the only thing that keeps all the stuff on your boat from breaking down at the same time!”
That seems to be a common and repeated wisdom on most docks, always spoken in soft oracle tones, as if sharing the secret of life after death. But, that aside, let’s have a look at the logic.
Imagine taking away time, and watching ten years packed into one minute. Time is gone. Your boat implodes. The hull cracks, propeller drops off, deck’s tear, sails blow out, the keel separates, all in an instant. What used to be a small yacht with life on board and beer in the fridge, has turned to dust in the blink of an eye. The boat is gone! Thousands of little particles glitter in the sun as they sift slowly to the ocean floor. Time stopped. Everything broke at once.
I developed an entirely different and respectful relationship with my wristwatch after that. “You my dear Timex Chronograph, is all that’s keeping me from sinking in the middle of the Strait of Georgia. Don’t ever stop running.”
Having the questionable gift of over thinking the irrelevant, it occurred to me that by the same logic, It would also be true that time was what kept companies from going form $0 to $1B in the flash of an eye! Again, time was that barrier which kept both good and bad happening all at once. If time didn’t exist you could compact ten years into 1 minute. You could literally bring the future into the now. Into right now!
Again I looked at my watch. “Sorry Timex, you’ll have to go. You are now part of the problem, and I’m pretty sure I can swim to shore, so sink already. By the time I get there, I’ll be a billionaire.
If we can agree on Pareto’s best t-shirt idea, then 80% of what’s going on is not needed. Not bad, According to Pareto, one year’s work is really 10 weeks poorly managed and needlessly stretched to 52 weeks? Yes? Are we still in agreement? 80/20 and so on?
I’ll explain it more on April 14th at the Planetarium, (the big Crab on kits beach). I may not solve all your problems but you will be entertained.
See you for breakfast, we’ll talk time management.
Wolfgang
P.s. If you don’t have a company membership, individual tickets may be purchased for $125. You can do it on our website which accepts Paypal and credit cards or call the office where we’ll take your credit card information over the phone. Go to managing.ca or call 604-931-6813
These events are always sold out and have been for the last four years. Reserve today.
P.s. When your cat begins to work off a calendar, you may want to become a bit more guarded around it. Structuring time is one of the first signs of consciousness.
P.s. Great line, “When you want different business results, you almost always have to tinker with the social system.” - Ram Charan
P.s. If you need too many weeks holiday, you may be working at the wrong job. Nobody needs holiday’s from their calling. Only “jobs” need holidays. A calling is the most fortunate way to spend a life.
P.s. Suit speak for sick minds. Your sales aren’t down, your numbers are simply retracing. (It took me a minute also).
That seems to be a common and repeated wisdom on most docks, always spoken in soft oracle tones, as if sharing the secret of life after death. But, that aside, let’s have a look at the logic.
Imagine taking away time, and watching ten years packed into one minute. Time is gone. Your boat implodes. The hull cracks, propeller drops off, deck’s tear, sails blow out, the keel separates, all in an instant. What used to be a small yacht with life on board and beer in the fridge, has turned to dust in the blink of an eye. The boat is gone! Thousands of little particles glitter in the sun as they sift slowly to the ocean floor. Time stopped. Everything broke at once.
I developed an entirely different and respectful relationship with my wristwatch after that. “You my dear Timex Chronograph, is all that’s keeping me from sinking in the middle of the Strait of Georgia. Don’t ever stop running.”
Having the questionable gift of over thinking the irrelevant, it occurred to me that by the same logic, It would also be true that time was what kept companies from going form $0 to $1B in the flash of an eye! Again, time was that barrier which kept both good and bad happening all at once. If time didn’t exist you could compact ten years into 1 minute. You could literally bring the future into the now. Into right now!
Again I looked at my watch. “Sorry Timex, you’ll have to go. You are now part of the problem, and I’m pretty sure I can swim to shore, so sink already. By the time I get there, I’ll be a billionaire.
If we can agree on Pareto’s best t-shirt idea, then 80% of what’s going on is not needed. Not bad, According to Pareto, one year’s work is really 10 weeks poorly managed and needlessly stretched to 52 weeks? Yes? Are we still in agreement? 80/20 and so on?
I’ll explain it more on April 14th at the Planetarium, (the big Crab on kits beach). I may not solve all your problems but you will be entertained.
See you for breakfast, we’ll talk time management.
Wolfgang
P.s. If you don’t have a company membership, individual tickets may be purchased for $125. You can do it on our website which accepts Paypal and credit cards or call the office where we’ll take your credit card information over the phone. Go to managing.ca or call 604-931-6813
These events are always sold out and have been for the last four years. Reserve today.
P.s. When your cat begins to work off a calendar, you may want to become a bit more guarded around it. Structuring time is one of the first signs of consciousness.
P.s. Great line, “When you want different business results, you almost always have to tinker with the social system.” - Ram Charan
P.s. If you need too many weeks holiday, you may be working at the wrong job. Nobody needs holiday’s from their calling. Only “jobs” need holidays. A calling is the most fortunate way to spend a life.
P.s. Suit speak for sick minds. Your sales aren’t down, your numbers are simply retracing. (It took me a minute also).
Thursday, 4 February 2010
The Day Toyota Stopped Hiring for Character
Toyota today is recalling over 8 million vehicles worldwide. Toyota will take years to reclaim the trust they worked so hard to build.
Toyota is a great company. Maybe “was” is more correct. It’s manufacturing culture is so pervasive, industrial tourism became an industry. Manufacturing executives on tour busses rolled into Toyota city for a plant tour and a lecture so Toyota’s genius can be transplanted into their home companies, in all industries, back in Canada and the USA. The TMS, or Toyota Manufacturing System was written about in Harvard Business Review for ten or more years. TMS lead the quality movement.
The secret to TMS was culture, character, work ethic, integrity, and it produced a car and a company that eventually became bigger and more profitable than General Motors. Then somebody at Toyota started hiring for skills and forgot about character. How do I know that?
Here’s the story. A Saskatchewan lawyer has launched a class action lawsuit based on the premise that an electronic safety measure, which ensured gas pedals could not stick, which is used by every other major car manufacturer, was left out of Toyota cars deliberately. Furthermore, the fix-it patch was a low tech mechanical work around and not a solution. He’s not alone, there are several other USA driven class action suits based on the same idea.
At some point in the Toyota hierarchy somebody made the decision to take the easy route and leave out the safety measure. That somebody lacked integrity or character, or both because it was a values based decision. That lack of values is taking down a great company. Somebody hired that guy! Somebody interviewed him. Somebody said, “put him charge of ethical decisions.”
The old, great Toyota company would never have hired this guy, or taken the manufacturing shortcut. At some point character became second to the numbers.
Hire like the old Toyota. Hire for character. It may save your company.
See you at breakfast,
Wolfgang
P.s. The two facts that stick out are; 8 million cars recalled and it’s not over, and the absence of an industry norm safety device. If all 8 million people can be corralled to sue, it doesn’t matter if they’re wrong. Toyota will still lose and that’s a sad thing.
P.s. Funny, “more dogs than bones.”
Toyota is a great company. Maybe “was” is more correct. It’s manufacturing culture is so pervasive, industrial tourism became an industry. Manufacturing executives on tour busses rolled into Toyota city for a plant tour and a lecture so Toyota’s genius can be transplanted into their home companies, in all industries, back in Canada and the USA. The TMS, or Toyota Manufacturing System was written about in Harvard Business Review for ten or more years. TMS lead the quality movement.
The secret to TMS was culture, character, work ethic, integrity, and it produced a car and a company that eventually became bigger and more profitable than General Motors. Then somebody at Toyota started hiring for skills and forgot about character. How do I know that?
Here’s the story. A Saskatchewan lawyer has launched a class action lawsuit based on the premise that an electronic safety measure, which ensured gas pedals could not stick, which is used by every other major car manufacturer, was left out of Toyota cars deliberately. Furthermore, the fix-it patch was a low tech mechanical work around and not a solution. He’s not alone, there are several other USA driven class action suits based on the same idea.
At some point in the Toyota hierarchy somebody made the decision to take the easy route and leave out the safety measure. That somebody lacked integrity or character, or both because it was a values based decision. That lack of values is taking down a great company. Somebody hired that guy! Somebody interviewed him. Somebody said, “put him charge of ethical decisions.”
The old, great Toyota company would never have hired this guy, or taken the manufacturing shortcut. At some point character became second to the numbers.
Hire like the old Toyota. Hire for character. It may save your company.
See you at breakfast,
Wolfgang
P.s. The two facts that stick out are; 8 million cars recalled and it’s not over, and the absence of an industry norm safety device. If all 8 million people can be corralled to sue, it doesn’t matter if they’re wrong. Toyota will still lose and that’s a sad thing.
P.s. Funny, “more dogs than bones.”
Thursday, 21 January 2010
Liver soup.
Grocery shopping, I found myself in a discussion about whether we should, or should not buy some liver soup. I didn’t notice getting into that discussion, but that’s where I was. I have never eaten liver soup, wasn’t looking for any, it was not on my list, and I don’t think I know what liver soup might be other than the obvious, soup with liver in it, regardless, I didn’t want any but apparently I did.
My dear girlfriend insisted that she hated liver soup and if I wanted some that was ok but she wasn’t having any of it. We were having a disagreement but confusingly, we were both on the same side. Those are the toughest people to deal with, the ones who argue with you while agreeing.
Like you, I was wondering how this would end. The last thing I’d said was, “we need some soap, I like Lever Soap.” Which is true, I do like the hand soap made by Lever. My dear Colombian woman had heard “liver soup” not “Lever Soap” and was pretty vocal about how we didn’t need any of that stuff.
Here’s the thing. Long ago, I was married for 17 years to a disagreeable moody person who yelled at me clearly, in English and I understood everything she said. Our communication was excellent and our relationship was terrible. That ended poorly as we divorced.
Now many years later, I finally decide to get serious with a happy, easy going Colombian lady. I don’t understand most of what she says, I just say yes a lot. It works. We have some great times together, enjoy a peaceful life together, dance, laugh, entertain, - and frankly, - have no idea what the other is talking about.
My thinking is, you don’t need to communicate with other people. I suspect communication is where all the problems begin. If both people just shut up and focus on their relationship, things would be fine.
In management, you don’t need to communicate, you just need to do what’s right and do what’s next. Do what needs to be done and have the same goals. Don’t argue, don’t debate, don’t even have an idea, just move in the same direction together.
Liver soup, Lever soap, - that’s as close as we get to understanding but we have a fine life together. Funny how that is. Haven’t got a clue and we’re both happy about it.
Communication? Bahhh, humbug.
See you for breakfast,
Wolfgang
P.s. Communication does not include pushback. Debate and disagreement have somehow been lumped in with communication and that’s just not the case. Communication in the workplace about how to move the work ahead is critical. You need same goals, that’s very important.
P.s. To clarify, - we don’t want ideas other than implementation ideas. Execution ideas are the only good ideas. Get it done thinking, matters.
P.s. April we have our Time Management and Organization seminar. “How Cats Manage Their Time.” Have you ever seen a stressed cat? I don’t think so. Reserve and learn from your cat.
My dear girlfriend insisted that she hated liver soup and if I wanted some that was ok but she wasn’t having any of it. We were having a disagreement but confusingly, we were both on the same side. Those are the toughest people to deal with, the ones who argue with you while agreeing.
Like you, I was wondering how this would end. The last thing I’d said was, “we need some soap, I like Lever Soap.” Which is true, I do like the hand soap made by Lever. My dear Colombian woman had heard “liver soup” not “Lever Soap” and was pretty vocal about how we didn’t need any of that stuff.
Here’s the thing. Long ago, I was married for 17 years to a disagreeable moody person who yelled at me clearly, in English and I understood everything she said. Our communication was excellent and our relationship was terrible. That ended poorly as we divorced.
Now many years later, I finally decide to get serious with a happy, easy going Colombian lady. I don’t understand most of what she says, I just say yes a lot. It works. We have some great times together, enjoy a peaceful life together, dance, laugh, entertain, - and frankly, - have no idea what the other is talking about.
My thinking is, you don’t need to communicate with other people. I suspect communication is where all the problems begin. If both people just shut up and focus on their relationship, things would be fine.
In management, you don’t need to communicate, you just need to do what’s right and do what’s next. Do what needs to be done and have the same goals. Don’t argue, don’t debate, don’t even have an idea, just move in the same direction together.
Liver soup, Lever soap, - that’s as close as we get to understanding but we have a fine life together. Funny how that is. Haven’t got a clue and we’re both happy about it.
Communication? Bahhh, humbug.
See you for breakfast,
Wolfgang
P.s. Communication does not include pushback. Debate and disagreement have somehow been lumped in with communication and that’s just not the case. Communication in the workplace about how to move the work ahead is critical. You need same goals, that’s very important.
P.s. To clarify, - we don’t want ideas other than implementation ideas. Execution ideas are the only good ideas. Get it done thinking, matters.
P.s. April we have our Time Management and Organization seminar. “How Cats Manage Their Time.” Have you ever seen a stressed cat? I don’t think so. Reserve and learn from your cat.
Tuesday, 12 January 2010
Job descriptions are only manuals
Car manual, and destination. Job description and outcomes. A job description is not the work. The manual in your car is not the destination. We drive, and work, to get somewhere. A job description is what you refer to when you have questions about getting to your outcomes. Job outcomes are what matter, not job descriptions.
Write job outcomes and manage people towards them.
Write job outcomes and manage people towards them.
A million dollar workplace for cheap.
From Canwest today. “Stress, burnout, depression, everywhere in the public system, a tsunami of distractions -- meetings, everything questioned, delegated, people moving ... and no one is really in charge,” said Mr. Wilkerson. "It's the most transient, fluid, unsettling work environment on the planet, so why wouldn't people be anxious and in distress? They are human beings."
“Disability claims are up and 40% of them are for depression. In the public service, mental health claims doubled between 1991 and 2007 and now account for 45% of all claims. (full story here . . . ) 75% of federal executives are on the verge of burnout or fatigue, 25% of them felt verbally harassed and tormented. Ambiguity around who’s in charge, and a feeling of accomplishing nothing.”
Oh woe is me, - Oh nonsense, I see none of that in human beings.
What I see is that human beings thrive on confusion, lack of direction, chaos, meetings, and everything else this article mentions. Non of this is a problem in our private life. It’s why we have sports bars, wedding parties, and picnics.
We love a lack of structure and focus so much we insist on holidays and a remote control for the tv. Gossip and lying are a respected social art form turned business by facebook and the rest of the social media.
We love being overworked which is why we have gardens, children and dogs. The popularity of golf proves we love failure. Our attraction to credit proves we love being under resourced. We don’t need the proper tools which is why all your kitchen knives serve as screw drivers.
We dance the polka without instruction proving training is not important. Apathy is enshrined as enlightenment to aspire to, in songs such as “Margaritaville,” or “It’s 5 o’clock Friday somewhere.” Furthermore, we don’t ask to be paid, it’s how we willingly structure our leisure time.
An underpaid, chaotic, unstructured, confused, gossipy workplace sounds like heaven for humans. What’s the problem?
So what really is the problem? Well, - we only love our chaos when we’re with friends. These government people are not friendly, not nice, and they don’t like each other which is why all the finger pointing at external conditions. Everything management experts tell us bad at work is what we surround ourselves with in our personal lives! Humans love a mess, just follow them around after hours. It’s what we do best!
When we like who we’re with, nothing is a problem. When we don’t like who we’re with, everything is a problem. If you have a million dollar view, you have a million dollar home. At work, where there’s love and friendships, you have a million dollar workplace!
See you for breakfast next week, - we are full to the rafters!
Wolfgang
P.s. Reserve now for Apr. event, “How cat’s manage their time.” It’s booking already.
P.s. There is an irony in that we try to solve workplace problems with methods nobody believes in. Try strengthening your marriage by paying your spouse. Let me know how that works.
P.s. Stop trying to manage your workplace and put a little love into it.
“Disability claims are up and 40% of them are for depression. In the public service, mental health claims doubled between 1991 and 2007 and now account for 45% of all claims. (full story here . . . ) 75% of federal executives are on the verge of burnout or fatigue, 25% of them felt verbally harassed and tormented. Ambiguity around who’s in charge, and a feeling of accomplishing nothing.”
Oh woe is me, - Oh nonsense, I see none of that in human beings.
What I see is that human beings thrive on confusion, lack of direction, chaos, meetings, and everything else this article mentions. Non of this is a problem in our private life. It’s why we have sports bars, wedding parties, and picnics.
We love a lack of structure and focus so much we insist on holidays and a remote control for the tv. Gossip and lying are a respected social art form turned business by facebook and the rest of the social media.
We love being overworked which is why we have gardens, children and dogs. The popularity of golf proves we love failure. Our attraction to credit proves we love being under resourced. We don’t need the proper tools which is why all your kitchen knives serve as screw drivers.
We dance the polka without instruction proving training is not important. Apathy is enshrined as enlightenment to aspire to, in songs such as “Margaritaville,” or “It’s 5 o’clock Friday somewhere.” Furthermore, we don’t ask to be paid, it’s how we willingly structure our leisure time.
An underpaid, chaotic, unstructured, confused, gossipy workplace sounds like heaven for humans. What’s the problem?
So what really is the problem? Well, - we only love our chaos when we’re with friends. These government people are not friendly, not nice, and they don’t like each other which is why all the finger pointing at external conditions. Everything management experts tell us bad at work is what we surround ourselves with in our personal lives! Humans love a mess, just follow them around after hours. It’s what we do best!
When we like who we’re with, nothing is a problem. When we don’t like who we’re with, everything is a problem. If you have a million dollar view, you have a million dollar home. At work, where there’s love and friendships, you have a million dollar workplace!
See you for breakfast next week, - we are full to the rafters!
Wolfgang
P.s. Reserve now for Apr. event, “How cat’s manage their time.” It’s booking already.
P.s. There is an irony in that we try to solve workplace problems with methods nobody believes in. Try strengthening your marriage by paying your spouse. Let me know how that works.
P.s. Stop trying to manage your workplace and put a little love into it.
Saturday, 2 January 2010
What’s more useful than IQ?
I wanted to think Gladwell was turning popularist but with the amount of research he pulls together to make his case I have to give him credit. Gladwell’s cover line, - “about the story of success”. You could say it that way, but you could also say stuff causes stuff, not people. Or systems have outputs independent of the players. Which is probably why I don’t sell books but Mr. Gladwell does.
He makes some great, and some not so great arguments about how successful people are a product of such things as their family, birthplace, birth date, why rice paddies are more complex systems than agricultural farms which generates a different work ethic which is why Asians are better at math, and they’re better at math because they don’t give up as quickly as westerners. We give up too early and that’s why we’re lousy at math, - and probably a few other things as well.
Initiative, that sanitized word we use when discussing people who are too lazy to try one more time, is a bit of a birth family curse or gift, depending on who’s side you’re on. Apparently 6.5 ft is tall enough to be a basketball superstar, (Michael Jordan), and after an IQ of 120, more IQ points do not tranlate into real world success. At some point creativity is more important. You can read better reviews on Amazon, please go there and have a look.
There is a concept that conditions, or environments cause outputs. Or, if you leave the right tools lying around, people succeed on their own.
Besides simply learning a lot thanks to Gladwell doing his homework, the book showed me, one more time, and in ways I could never think of, - that results are caused. We can cause results in the people in our company and on our team. Great managers cause greatness in others.
Buy the book, it’s worth every penny. One of my great clients recommended it to me, - thank you Ron.
See you for breakfast,
Wolfgang
p.s. Two lines which bother me, in a fun way.
- Even if your dog has a camera, - the pictures will not be great.
- Pigs fly just fine, - given enough thrust.
p.s. Very little of what I write is original. I collect incredible thinking in my reading and wish I could remember the names and origins of some of the great minds. I try to filter the wisdom of others into this complicated thing called managing people.
p.s. So what’s more useful than IQ? Creativity! Creative minds are never under resourced ;-) “We have chewing gum and string, - let’s start a business.” Makes total sense.
He makes some great, and some not so great arguments about how successful people are a product of such things as their family, birthplace, birth date, why rice paddies are more complex systems than agricultural farms which generates a different work ethic which is why Asians are better at math, and they’re better at math because they don’t give up as quickly as westerners. We give up too early and that’s why we’re lousy at math, - and probably a few other things as well.
Initiative, that sanitized word we use when discussing people who are too lazy to try one more time, is a bit of a birth family curse or gift, depending on who’s side you’re on. Apparently 6.5 ft is tall enough to be a basketball superstar, (Michael Jordan), and after an IQ of 120, more IQ points do not tranlate into real world success. At some point creativity is more important. You can read better reviews on Amazon, please go there and have a look.
There is a concept that conditions, or environments cause outputs. Or, if you leave the right tools lying around, people succeed on their own.
Besides simply learning a lot thanks to Gladwell doing his homework, the book showed me, one more time, and in ways I could never think of, - that results are caused. We can cause results in the people in our company and on our team. Great managers cause greatness in others.
Buy the book, it’s worth every penny. One of my great clients recommended it to me, - thank you Ron.
See you for breakfast,
Wolfgang
p.s. Two lines which bother me, in a fun way.
- Even if your dog has a camera, - the pictures will not be great.
- Pigs fly just fine, - given enough thrust.
p.s. Very little of what I write is original. I collect incredible thinking in my reading and wish I could remember the names and origins of some of the great minds. I try to filter the wisdom of others into this complicated thing called managing people.
p.s. So what’s more useful than IQ? Creativity! Creative minds are never under resourced ;-) “We have chewing gum and string, - let’s start a business.” Makes total sense.
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