tag:blogger.com,1999:blog-34291276100916822882024-03-05T00:54:27.297-07:00Shutting Up!Management and leadership tips, tricks, and techniques especially useful for the newer manager. Hosted by Eric Wagner, Vice President of Engineering at Brivo.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.comBlogger71125tag:blogger.com,1999:blog-3429127610091682288.post-9971078713916054722015-02-06T07:52:00.000-07:002015-02-06T07:52:23.066-07:00Want a job interview? Whip inflation now!Based on a flood of interviewing that we're doing here at Brivo, I thought it would be good to discuss a couple of very basic principles around interviewing for a new job. Those of you who currently work for Brivo, please ignore... :)<br />
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Even cursory scans online will produce an enormous quantity of information for handling yourself well in a job interview. But, for this discussion, I'd like to only cover the points important in actually GETTING an in-person job interview. No, I don't want to talk about writing a well-formatted resume, or whether to use a recruiter, online job board, or massive letter writing campaign to get yourself into contention. I want to talk about what comes right after that... the telephone interview.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz-w5l0QsKYkeTXM6PxekYh5uiftT9jmGEtsgIHlc_LQr4yd_5OUB4M4Co_uvSeaB54lm7p18ra_PJKp7FwLNS85ot_CQdhPKRP2PuDJhgtVIIGMP9SxgGaltoHd00SICUgeVeigfYc3I2/s1600/Plastic_%22WIN%22_sign.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz-w5l0QsKYkeTXM6PxekYh5uiftT9jmGEtsgIHlc_LQr4yd_5OUB4M4Co_uvSeaB54lm7p18ra_PJKp7FwLNS85ot_CQdhPKRP2PuDJhgtVIIGMP9SxgGaltoHd00SICUgeVeigfYc3I2/s1600/Plastic_%22WIN%22_sign.jpg" /></a>The phone interview is your first, and BEST, chance to make a good impression on a prospective hiring manager. Out of many dozens (or even 100s) of resumes, you will probably be one of 10-20 folks who are phone interviewed, and that will result in 2-4 of you being invited to appear in person. Handling the phone interview well is critical, and amazingly, handled TERRIBLY by the vast majority of candidates.<br />
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First, show that you can communicate! Speak clearly, be to-the-point, and don't ramble on throwing every buzzword you know into every response. Answer the question. If you like, give a couple of sentences answer, then ask, "Would you like me to go into more detail regarding xxxxxx?" They'll love you.<br />
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Next, be prepared to represent your experiences to the best extent possible. You should reread your OWN resume and make sure you are 100% familiar with it, and be ready to discuss any of the items on it in full detail. Just a few examples of items you should be ready to discuss for each job you've had:<br />
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<ul>
<li>What was your basic function on the team?</li>
<li>What products/services did your participation affect?</li>
<li>Which of your skills most came into play?</li>
<li>What were your biggest challenges?</li>
<li>Etc, Etc, Etc... Ad infinitum... Ad nauseum...</li>
</ul>
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The exact answers to these questions aren't as important as showing that you can communicate, express an opinion, and back it up. Hiring managers don't care if your favorite tree is the elm or the pine, but they do care that you can give an answer and back it up in a couple of sentences.<br />
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Finally, here is the WORST mistake you can make, and it is the mistake that is most-often made. Do NOT over-represent your skills. It has become very common for folks to include every skill known to man on their resumes, and to list themselves as "experts" in the area, or as having "extensive experience working with" it. This is called Resume Inflation, and it might get you a call, but it will get you shut out of an in-person interview faster than anything else.<br />
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Look, your perspective hiring manager can have a difficult time finding out if you REALLY had a particular function on a particular team. He can't know that you didn't really have someone helping you get that product done 5 years ago. He can't know that you really didn't bring it in on time and with perfect quality, as you say. What the hiring manager CAN do is ask you questions about skills you have represented you are an "expert" in. And, any good hiring manager will do that. Some of the interviews we've been having recently have resulted in conversations analogous to this:<br />
<blockquote class="tr_bq">
Us: So we see you list "driving a car" as a skill you have, yes?<br />Candidate: Absolutely!<br />Us: So where would you say you are on a scale of 1-5, where 1 would be "just passing knowledge", and 5 would be "total expert" with respect to driving a car?<br />Candidate: Oh I'm a total 5, maybe even a 6. I drive one multiple times a day, everyday.<br />Us: Great. So tell us, when you drive a car, which foot pedal is on the right?<br />Candidate: Well, uh, I usually don't have to do that... I have a tool that helps do that for me... what I think is important is that people in the car wear their seatbelts and you use a GPS to get where you want to go, and...</blockquote>
Get the point? If he had said, "Well, I've seen it done, so I'm a 1 or a 2 with that," then we wouldn't ask detailed questions. We might only NEED someone with passing knowledge of something, but misrepresenting yourself will be a showstopper.<br />
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Putting a million buzzwords on your resume might get it found by more searches, but separate out those areas you have passing knowledge in from those areas you are truly gifted in. That way, the search will still find you, but it will be clear what you truly know. You might not get as many calls, but those that you do get will be more targeted to what the employer is really looking for.</div>
Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-49457456360282189792014-11-16T09:36:00.000-07:002014-11-16T09:36:44.063-07:00On being an open book...It was just a week ago that I began my work at <a href="http://brivo.com/" target="_blank">Brivo</a> here in the Washington, DC area. The opening caught my eye because I had actually bought one of the Brivo products last year to act as a card access system at the Mindnest office. It actually operated through the cloud, rather than having some ridiculous local programming interface. When doing that research, the Brivo product kept coming out on top of any comparisons and ended up being a pretty easy decision for me.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9JMKFTWq53Pv923NUeg9Gs-3lIJTZ18FJtzEqP6rQ1G8fD7CmklxWUjHqXwKlG8dWWt38hzUkSBsE75nY3AuhfNRnL4OIPYyFw1utH7ljImdnJmCXngfXAqjtcOM89XhEwVOnhQAHB0h7/s1600/BrivoLogo-1.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9JMKFTWq53Pv923NUeg9Gs-3lIJTZ18FJtzEqP6rQ1G8fD7CmklxWUjHqXwKlG8dWWt38hzUkSBsE75nY3AuhfNRnL4OIPYyFw1utH7ljImdnJmCXngfXAqjtcOM89XhEwVOnhQAHB0h7/s1600/BrivoLogo-1.jpg" height="109" width="320" /></a>Yes, we're in the process of relocating eastward, something that's been a mixture of sadness for reduced family and friend contact, but excitement for the prospects of the future. Although the company has existed for about 15 years, it has the look and feel of a 1-2 year old startup right out of the bay area. That is not common. The people are smart, excited, and ready to blaze new trails, and I'm happy to be there with them.<br />
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When putting out my <a href="http://shuttingup.com/" target="_blank">book</a>, I never really considered that anyone would bother reading it. I know a few have, and I hope they're getting something out of it. But, what I hadn't thought of was what affect the book might have on the next job I would take... I was literally an "open book." All my thoughts on management were right out there for anyone to read... even prospective employers and teammates.<br />
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During various interviews (at Brivo and some other spots), some folks acknowledged that they had perused the book and had some questions and comments on it. My new boss basically said, "I saw the book, read the blog, and I know exactly who you are." I guess that's a good thing. :) I suppose the only downside is that I've already published many of the crazy and funny "stories from the past" I would have to relate over lunches and such. Well, hopefully nobody will read them.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-30550011996994901492014-10-19T09:20:00.001-07:002014-10-19T09:20:27.319-07:00A simple tribute to my dadMy father, Bob Wagner, passed away about a week ago. He had been in good health until that point, and was an integral part of my life. We constantly hung out together whether to grab a meal, work on computer stuff, fix things around the house, or take a trip together.<br />
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In my formative years, my dad gave me the inspiration to be a real scientist or engineer. He was a top engineer at Motorola until his retirement. In my early high school days, he smuggled home a computer terminal that I used to hack into Motorola's computers and teach myself programming. Such was my introduction to what would become my chosen profession... although I try to keep the hacking to a minimum.<br />
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Even more importantly was one interchange my dad and I had underneath my 1968 Ford Torino, working on the water pump. I never brought it up, and he would never have remembered it if I did. I explained something about what I was working on, but I wasn't entirely clear and descriptive enough. He said, and I'm paraphrasing, "If you want to be an engineer, make sure you say things clearly, and describe technical situations in ways that make it easy for others to understand." Yeah, not a huge deal on the surface, but it stuck with me. I still think of that every time I start to describe an object, a problem, a situation, or a procedure.<br />
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He was a great guy, devoted to my mother and family for over 60 years. We had a celebration of his life yesterday, attended by many family members and friends. You can try to describe someone in the conventional way -- great dad, great husband, good neighbor, hard worker, close friend. Or, you can simply look at the people that surround that person, and get a really accurate idea of who he was, what he stood for, what he enjoyed doing, and what his life represented.<br />
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Looking around yesterday at all the fantastic people that came to celebrate him, it was all clear to me.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-68447390456469740122014-09-26T21:11:00.000-07:002014-09-26T21:11:16.495-07:00The dreaded all-department meetingTake a look at almost any company-wide survey asking for general employee feedback on what’s working well and what’s not. Almost invariably, the one item that will top the “not so good” list is “communication.” Regardless of how good the communications are, they’re still not good enough. Although I must admit to having seen, once, a comment like, “There are too many communications!” workers tend to feel left out of the loop quite easily.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3LPCF9X1NFB_ldUM98Pufs4mFpZiZsXVTTrl33UwZtUJqSTtJEyCMhq1m5nJZ6l7-iMHMZyN3xmmpzd8Wiw5Sr0UvQ_IPPmeNYiwwgpCV0R5sCNYTw2988zvwWU6LcBeWuNYoAZuExi-i/s1600/2393060582_7142719d03.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3LPCF9X1NFB_ldUM98Pufs4mFpZiZsXVTTrl33UwZtUJqSTtJEyCMhq1m5nJZ6l7-iMHMZyN3xmmpzd8Wiw5Sr0UvQ_IPPmeNYiwwgpCV0R5sCNYTw2988zvwWU6LcBeWuNYoAZuExi-i/s1600/2393060582_7142719d03.jpg" height="213" width="320" /></a>Your job is to fill the vacuum that forms usually in about a 2-4 week timeframe. Even if you <br />
thoroughly communicated everything that was going on a couple weeks ago, by the time a few weeks have gone by, your folks are starting to feel like they are out of touch. Fretting doesn’t help. It’s just a fact. So resign yourself to doing whatever is necessary to make them feel like they’re always in the loop. Better yet, why consider it some sort of detrimental situation? This is actually a great opportunity for you to do much more than speak -- you can also get everybody rowing the boat in unison. Generally, a message must be communicated 2-3 times before everybody will really hear it, and 5-10 times before they’ll start believing it. So, by taking advantage of these pre-scheduled opportunities, your bigger messages will be believed that much sooner.<br />
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At the very least, get everyone who reports to you (directly or indirectly) into a departmental briefing every month. If you do them frequently, concentrate on important items, keep up the pace, and layer in a little humor, you should be able to take no more than 30-60 minutes and provide enough information to loop everyone back in. It’s good to switch up the presenters as well -- don’t try to do the whole thing yourself. Not only does this offer the gathering a more dynamic feel, but it also gives others an opportunity to address the team, and even show off something interesting that they’ve been working on.<br />
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I’ve seen some managers that have used frequent departmental meetings quite well, only to abandon them when projects were getting down into their final stages and time was getting precious. Let me state that this is exactly the reverse of what should happen. When the pressure and stress levels get high, it is more important that the briefings continue. In fact, in those instances it is preferable to shorten the gaps and have the meetings more frequently. You have to keep everyone informed and motivated, and if things are happening fast, then more things are changing, and all the more reason to fill everyone in. There will always be a few of the, “I just can’t afford the 30 minutes out of my day to listen to this stuff” folks, but in the end, everyone gains from the experience.<br />
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In between your formal departmental meetings, use email for what it’s best at… general announcements. Give folks a periodic update on cool happenings in your department and from activities around the company. Sometimes, you will be lucky enough to have a boss who does this broadly enough to include all your own employees. That kind of communication can partially offset the need for you to send your emails, and the skip-level information will be appreciated by your team.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com2tag:blogger.com,1999:blog-3429127610091682288.post-49852602341643236432014-08-14T11:00:00.004-07:002014-08-14T11:00:59.277-07:00Indoctrinating new managersAn old friend called me a couple of days ago to help him out with a problem he was having with a new manager under him. The new manager, let's call him "John" for the sake of this discussion, was making some bad calls on how to handle some situations that had cropped up, and he was wondering how to best bring John under control.<br />
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This is a key part of any new manager's training... teaching them how NOT to become a Dingus (as I call it in the book). When moved into their first management post, most people don't have enough experience to properly deal with the myriad of situations that will arise. If they are left totally on their own, they will make mistakes. They need to be gently weaned into the management role.<br />
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My suggestion to my friend was to instruct John to come to him each and every time he encountered a situation that was new to him. Not just in situations where we wasn't sure of an appropriate approach, but in EVERY new situation. Then, have John relate the situation, then ask John how he would handle it. If correct, then all future situations of that type are "cleared" for him, and he doesn't need to repeat the process. If not correct, he and John can thoroughly walk through the situation, discuss other alternatives, and eventually show John the right way to handle it. This will include expanding John's knowledge of people issues, HR issues, legal issues, etc... And, again, John is then "cleared" for future occurrences.<br />
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Please note that it is critical to provide positive feedback and praise to John in every situation. If he initially figures out how to handle the situation, that's pretty easy. If he hasn't come to the correct initial solution, praise him for small things as you walk through the discussion. John has to go away from the conversation feeling pumped up and energized... not distraught that he didn't already know what to do.<br />
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Over time, John will encounter new situations less and less. By the time 2 months have passed, he'll probably have seen enough to be highly independent, and by 6 months, he'll have seen just about everything.<br />
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Although we've been discussing weaning new managers, the same holds true for new non-manager employees that report to you. Use the "what would you do if I wasn't here" approach to grow them and be more independent.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com1tag:blogger.com,1999:blog-3429127610091682288.post-84837763176255331142014-08-07T19:17:00.001-07:002014-08-07T19:18:36.666-07:00On the Radio (on the internet anyway)<div class="separator" style="clear: both; text-align: center;">
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If you have the better part of an hour to kill, feel free to listen to today's interview on VoiceAmerica. Very nice interviewer, and we got into some pretty good subjects from the book.<br />
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<a href="http://www.voiceamerica.com/episode/79528/shutting-up">http://www.voiceamerica.com/episode/79528/shutting-up</a><br />
<br />Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-37897929283003817082014-05-15T18:21:00.000-07:002014-05-15T18:21:34.424-07:00Avoiding the Firing SquadEveryone has heard about “not shooting the messenger,” but when the rubber hits the road, few tend to actually remember it. When someone comes to you to discuss a problem—whether he is alerting you to a situation, confessing to a mistake, or simply in all-out venting mode—never make him feel personally responsible for the mess.<div class="separator" style="clear: both; text-align: center;">
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<br />This can be harder when you’re alerted to a problem that’s developed due to a decision that you’ve made. It’s easy to unload on the messenger in self-defense. Instead, take a breath and savor the fact that someone actually trusts and respects you enough to come talk to you about it. Remember that we as managers are not always right! Having folks out there acting as real-time barometers is a good thing. And the minute you jump down someone’s throat about a problem that isn’t his personal doing, you can be sure he won’t be coming back to you with similar alerts in the future.<br /><br />In fact, you need to go out of your way to praise him for his act:<br /><div class="separator" style="clear: both; text-align: center;">
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<blockquote class="tr_bq">
“Hey, thanks for coming to me with this. I know it wasn’t something you did. In fact, we both know that if anyone’s at fault for this, it’s me. I don’t know if it was hard for you to come point this out to me, but I appreciate it. If we’re going to succeed, we have to quickly adjust anything that’s not working, even if that thing was created by me. Then we all look better in the end.”</blockquote>
Now, that guy won’t hesitate to come to you again when he needs to. <br /><br />Finally, when you announce a change you’re making as the result of this kind or information, say something like, “Jeff pointed out that my decision to such-and-such wasn’t working so well. So now we’re going to…” Acknowledging the “messenger” instead of shooting him will help get the word around that you appreciate that kind of feedback.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-90971746122334363232014-04-30T09:57:00.002-07:002014-04-30T09:57:56.999-07:00As seen on TV!Yes, the PR folks at iUniverse are doing their thing, and last Friday I appeared on The Dee Armstrong Show, a local talk show on the NBC channel in the Columbus, Georgia region. It was a lot of fun, moreso than I thought it would be.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9GNHOFUG-kgvFyE049I83kRw0Ivb062MQki1twu26cRsfp166OkgbjUr2TJ6tuLBr2USaDi8AYPUdfisz9lXDNDmJ7QFNuqaKb4NhFFWkZoW01bycYaITywOtAlnJ4NNmXKXrN3VCg2-F/s1600/as-seen-on-tv.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg9GNHOFUG-kgvFyE049I83kRw0Ivb062MQki1twu26cRsfp166OkgbjUr2TJ6tuLBr2USaDi8AYPUdfisz9lXDNDmJ7QFNuqaKb4NhFFWkZoW01bycYaITywOtAlnJ4NNmXKXrN3VCg2-F/s1600/as-seen-on-tv.png" /></a>Because it was quickly scheduled, rather than have time reserved in the regular local TV studio, they asked that we do the interview live over Skype. My wife and I had to create a makeshift studio in our home -- incredibly challenging as we are about done <b>moving out of it</b>. Although in the way everywhere, the boxes made for nice tables. We cobbled together some lamps and tried to get a halfway decent lighting look. I put on a nice shirt over my moving-trashy-cutoff-shorts, and we stacked a few books and plants behind me to make it look "officey."<br />
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During the commercial break right before going on, Dee and I chatted for a couple minutes, though not about any questions she was going to ask -- she wanted to keep it real and spontaneous for the actual show. The actual format was much more of a discussion than a pure "Q&A" session.<br />
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It didn't come out too bad, other than I had no live view of my own camera, causing me to wave my hand around a little too much. I also had no live view from the other end, so I was just talking into the little green light at the top of my mac. I have to figure out why my monitor view disappeared so I can keep tabs on my own hand waving.<br />
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Here's a tiny version of the segment, though I recommend you go <a href="http://www.wltz.com/category/201234/video?clipId=10100476&autostart=true" target="_blank">HERE</a> (starts at about 31:35) and watch it there.<br />
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<br />Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-48707160425631221792014-04-16T20:56:00.001-07:002014-04-16T20:56:32.056-07:00Guest blogging
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In a week or two, I'll be guest blogging at <a href="http://www.smartbusinessblog.biz/">www.smartbusinessblog.biz</a>. Here's a free preview. :) </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheaY1zwOONIsj4jECX9Q4kWvAcf_aw-zDMe80CVM0a0WzmZnSVNKmoXedB7qXUpTWLkXc6tOLjRapdhyphenhyphenRhPksrHVvVmJl7xw9FCl2oAkc0Ge7ZcbxeWMfsXAxzY0-jjLI6trd4Eg012VND/s1600/blog1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheaY1zwOONIsj4jECX9Q4kWvAcf_aw-zDMe80CVM0a0WzmZnSVNKmoXedB7qXUpTWLkXc6tOLjRapdhyphenhyphenRhPksrHVvVmJl7xw9FCl2oAkc0Ge7ZcbxeWMfsXAxzY0-jjLI6trd4Eg012VND/s1600/blog1.jpg" height="200" width="198" /></a></div>
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For most of us, talking is a heck of a lot more fun than
listening. And when managers speak with their subordinates, the instinct to
inject comments or answer questions before they’ve really been asked can be
powerful. What better opportunity to show off your hard-won skills and knowledge?</div>
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But too often when you <i style="mso-bidi-font-style: normal;">think</i>
you’ve been helpful, you’ve actually thrown away the opportunity to develop a
great new idea or gather some useful feedback. The most effective, respected
managers realize that what they have to say is almost always far less valuable
than what their subordinates have to say to <i style="mso-bidi-font-style: normal;">them</i>.
At best, doing too much of the talking can quash the opportunity to build a
trusted bond with a team member. At worst, it can be disastrous.</div>
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In my book, <i style="mso-bidi-font-style: normal;">Shutting
Up!</i>, I discuss numerous situations in which it is imperative for managers
to let others do the talking… plus techniques to help you actually do the
shutting up. For example:</div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">1-on-1 Talks.</i></b> Bite your tongue… literally. Sit on your hands. Do
<i style="mso-bidi-font-style: normal;">anything</i> to stop yourself from
talking. Let the other person get it all out. And understand that even when you
think they’re done, they’re probably not! Wait for it. Or ask a probing
question. Then see what happens. Chances are, the real meat of the matter is a
lot different than what you expected.</div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Assigning Tasks.</i></b> When you delegate, don’t dive into the what,
how, when, and why of the job before asking your workers what <i style="mso-bidi-font-style: normal;">they</i> know about it. If your team already
understands what’s up, you’ll save everyone time and build mutual respect.</div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Responding to Questions.</i></b> Don’t let your workers off easy by
feeding them all the answers. Instead, ask them, “What do <i style="mso-bidi-font-style: normal;">you</i> think we should do?” and guide them as they figure out the
answers themselves. You’ll be amazed how fast your people grow into more effective,
self-sufficient workers.</div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Don’t Hijack Meetings!</i></b> Ask for everyone else’s thoughts before
you inject your own. When you speak first, it’s too easy to push your team into
going along with your ideas. But the <i style="mso-bidi-font-style: normal;">best</i>
idea just may not be yours.</div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Making Estimates.</i></b> Instead of telling your team how long they
have to get things done, ask them to tell <i style="mso-bidi-font-style: normal;">you</i>
how long they need. When your people make the estimate, they own it. And they’ll
do everything in their power to come through as promised.</div>
Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-57842432779356796132014-03-21T11:41:00.000-07:002014-03-21T11:41:54.940-07:00Giving powerpoint presentations, or notMan, if I have to sit through one more presentation where someone is reading the entire presentation right off the slides, I'm just gonna lose it. Whether in a large group setting or just in a meeting with a few folks, this type of thing shows a complete lack of understanding for how to effectively communicate, and how to connect with the audience.<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiFs76OJOdkSVaImyaa0uBBrf4wIK_2GmLkjB0IlAzzSG16OVXHWb5TJ76kC0cA0uMVL0lTK-virWf2LIIf7W7X___gljucLVpWR7NnBOzdBJNW5UyV6_GFqEo6-7GVn5KC3koC6FPujTqf/s1600/images.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiFs76OJOdkSVaImyaa0uBBrf4wIK_2GmLkjB0IlAzzSG16OVXHWb5TJ76kC0cA0uMVL0lTK-virWf2LIIf7W7X___gljucLVpWR7NnBOzdBJNW5UyV6_GFqEo6-7GVn5KC3koC6FPujTqf/s1600/images.jpg" height="212" width="320" /></a>First off, unless you are presenting on a stage (or similar conceptual location), don't use powerpoint or keynote if you can possibly avoid it. You will spend way too much time trying to figure out how to format what you have to say, rather than thinking about WHAT YOU SHOULD BE SAYING. As one who knows, I will tell you that taking some concepts and putting them into a formatted presentation is incredibly tedious. If you're just going to be talking with a few folks, find some other way of presenting the info. Hand out a diagram. Walk up to the whiteboard. Speak off the cuff. Something. Anything. Just avoid wasting time on powerpoint.<br />
<br />
Another great benefit of not having a structured presentation is that it gets your audience in an immediate dialog mode, rather than what they will assume is supposed to be an extended monolog on your part. Again, per the title of my book, the more you can personally SHUT UP and let others participate, the more valuable the meeting will be.<br />
<br />
Actually, this concept has been gaining great popularity recently, with many companies (including Amazon) banning powerpoints entirely. You can, and should, become one of them.<br />
<br />
But, when you are giving a presentation to a significant number of folks, it's almost impossible to do without a real powerpoint or keynote slide deck. You can still pull this off, but PLEASE have mercy on your audience and follow some rules:<br />
<ul>
<li>Use short bullets and not full sentences. If anyone could deliver your talk by simply reading the slides out loud, you have bad slides. And you don't want your audience being completely transfixed on reading your slides and missing anything good you have to say. Keep it way short and simple.</li>
<li>People get confused very easily. Don't try to convey more than one basic point with each slide.</li>
<li>Rehearse your talk, fully, in a standing position, EXACTLY as you would do it to your audience. No matter how many times you pseduo-rehearse it, you will never get the timing right. Even then, you will probably underestimate it. Talks always take longer when they're for real, and everyone hates it when you go over your allotted time.</li>
<li>Pick your jokes carefully. They will never go over quite as well as you think they will. You will go down in a nuclear pile of slag if you tell a joke and get no response.</li>
</ul>
Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com2tag:blogger.com,1999:blog-3429127610091682288.post-68368790428873528922014-03-06T11:36:00.001-07:002014-03-06T11:36:53.581-07:00Apocalypse neverSo, unfortunately, a situation with one of your customers has "gone south." They are unhappy over the quality of your products, the speed of delivery, the handling of some support issue, the overall value they're receiving, whatever... Maybe you should have seen it coming sooner (see some earlier blog entries), but you didn't. Or it got out of control quickly.<br />
<br />
Now is the time to bear down and get things positive again. In situations that continue to go sour, do whatever you can to salvage them. It costs so much more to attract a new customer than it does to retain one, it makes sense to go the extra mile. When you factor in the pyramid affect of your departing customers notifying all their friends, coworkers, neighbors, and relatives as well, the damage can be immense. <br />
<br />
So, you apply some of your best people to the problem. You set up regular communications (since it's likely that your customer is not located near to you). You may even setup some kind of "war room" to track all the issues. You're going to be thinking that you're doing everything within reason to deal with the issue. And, at some point you’re going to ask “What else can we really do here that will help?”<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgV_OT2HifrIbPXFF1E9gJ7q1SyoLp4OYJ4n3EArjnm0oMwKEmFrj44lea6VKAc6YwflfxUo1jCe7uCtKHAWav2t_MLbFWbXr-1MwLS3YFY_QF-ihc9hHKl4l5xQoKuMzvMJU3F-nLSERwT/s1600/Helicopter_t960.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgV_OT2HifrIbPXFF1E9gJ7q1SyoLp4OYJ4n3EArjnm0oMwKEmFrj44lea6VKAc6YwflfxUo1jCe7uCtKHAWav2t_MLbFWbXr-1MwLS3YFY_QF-ihc9hHKl4l5xQoKuMzvMJU3F-nLSERwT/s1600/Helicopter_t960.jpg" height="212" width="320" /></a>That’s a good question, but don’t limit yourself to things that are "within reason". Sometimes you need to go a little further – to things that don’t seem logical on the surface. I've mentioned before about how TV news channels throw helicopters at news stories that don't really demand them. Yes, here's one car that has rear-ended another car. You know that dozens happen in your city every single day. But, when we here at TV 7 decide to hover a copter over the top, now that's really exciting! Yeah, everyone's fine... no injuries, and the damage isn't even that great. But we've got this copter and we're sure as heck gonna use it to show you what's important (or ratings-generating) to us!<br />
<br />
Well, you can do the same. Go hover a copter. Send one of your best guys, or send yourself, out to the customer’s site. Talk to them in person. See their problems. Feel their pain. They will really appreciate it. It may not do any more to really solve the issues, but the increased personalization will buy you credibility and time to get things right. Past workmates of mine know that I call this, “putting the helicopter on scene.” <br />
<br />
And here’s something I’ve experienced repeatedly upon helicoptering. More often than not, while you are visiting, you will see something new – something the customer hadn’t reported, or an additional clue to whatever was making their lives unpleasant. You’ll be able to funnel information back to your team that will help get this customer up and running quicker than you otherwise would have. You’ll also have a chance to let them, in person, tell you everything that’s on their mind. That will further improve your relationship and probably help the product out in the long run, as well. Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-75121827786179062702014-02-22T13:54:00.000-07:002014-02-25T14:54:39.142-07:00Getting direct customer feedbackSo, we were chatting about keeping customers happy, and proactively collecting information about how they're feeling.<br />
<br />
One large company I was at had links on all the web pages for each of the products that said, “click here to submit a comment, suggestion, or complaint regarding this product.” Given that there were literally millions of customers, those links got clicked quite a few times a day. As the head of some of the products there, guess who actually got to read and respond to those clicks? That’s right. The comments weren’t sent to some front-line support or marketing person... they were targeted directly to yours truly. And that turned into a one or two hour a day job in sorting through comments and responding to those that really needed it. <br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwtuBHSjmj2WjxC9j1YYatgD-4SidseGch17rVrJrL39SBLXBsxnkmoZQQ_Cn7UCBLKEPWrHAS5NvSq6Nr_OPToWsjrZ-VLPyfBhZhwbUHZHvBtUOCWfo2n73CCq4TegE7_ycRBAghRENi/s1600/Funny+Paper+shredder+Flamingsteel.com+crop+.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwtuBHSjmj2WjxC9j1YYatgD-4SidseGch17rVrJrL39SBLXBsxnkmoZQQ_Cn7UCBLKEPWrHAS5NvSq6Nr_OPToWsjrZ-VLPyfBhZhwbUHZHvBtUOCWfo2n73CCq4TegE7_ycRBAghRENi/s1600/Funny+Paper+shredder+Flamingsteel.com+crop+.jpg" height="320" width="256" /></a>But that was a truly eye-opening experience. Direct customer feedback. No filtering applied by any other company channel. A direct pipeline from the customer to me. I certainly saw my share of complaints, but some of the suggestions that came in were fantastic, and they helped us improve the products even further. And, as I said, the complaints were an opportunity for us to salvage a bad experience. <br />
<br />
I remember one situation where I had messaged back and forth a number of times with one Australian customer that had started out very unhappy and was now getting happier. I had given him lots of help, comp’d him a few items, and given him feedback on his suggestions – even committing to him that we would do some of them in the next release. <br />
<br />
It is important to note here that nowhere in the “make a comment” links did it indicate that the customer would be corresponding with the Vice President in charge of the product group. In my messages with the customer, I simply signed them with my first name – no title. After a few days, as our exchanges were coming to a close, I actually called him on the phone and we had a conversation that went pretty much like this: <br />
<blockquote class="tr_bq">
Customer: Thanks so much for all the info. You are cool. And when you get a chance to talk to the man, tell him you deserve a raise! <br />
<br />
Me: Haha. I appreciate that. But so you know, I am “the man.” <br />
<br />
Customer: Huh? <br />
<br />
Me: I’m actually the VP in charge of this stuff. I handle these comments directly to make sure we’re getting all the information. <br />
<br />
Customer: That is really cool. I thought you were just some customer support person. That’s cool that your company feels we’re that important. </blockquote>
I was paraphrasing above, but he did say “cool” a lot. We had saved this guy, and gotten some great future product direction to boot. Again, you can bet he told his friends about the experience. We'll cover some additional things you can do to try to salvage a bad situation -- next time.<br />
<br />
As a side note, I'll be speaking at the IntergratED Portland education conference next week. I'll be covering some technology future stuff, as well as some management topics from my book. If you're in the Portland area, stop by!<br />
<br />Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-74108610592694388872014-02-03T13:12:00.001-07:002014-02-03T13:12:31.499-07:00Turn that frown upside down!So we were talking about dissatisfied customers. It happens. As much as you'd like to only speak with folks who love what you're doing, you'll have to deal with some who are a little less in love with you. But you can use some good technique to get that guy back into the good zone.<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6qfwd1gZw0eyLUz-RMhiXZpo0GSB0UAlqoijbNDu05gYFaF0JHB4P0dRl4gY8G3326H5XorrdqUXkqxqYVQR7dmXMcOiVEENnqZHwubQ-arB-D9YtwYwps05jJwhRFsKv9VjuO4ZWVRdJ/s1600/images.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6qfwd1gZw0eyLUz-RMhiXZpo0GSB0UAlqoijbNDu05gYFaF0JHB4P0dRl4gY8G3326H5XorrdqUXkqxqYVQR7dmXMcOiVEENnqZHwubQ-arB-D9YtwYwps05jJwhRFsKv9VjuO4ZWVRdJ/s1600/images.jpg" /></a>First, go out of your way to try to contact the customer to have the initial conversation. Don’t make your customer come looking for you. Especially if you are part of a company with any reasonable size, locating the right person in charge may be dang near impossible for your customers. By the time they get lost in your support voicemail hell, or try to push something up the line through your sales channel, or whatever, they may give up on both you and your company. You know they’ll be happy to tell their friends all about it. <br />
<br />
I actually got my first lesson in this back when I was in college and supervising one of our city’s swimming pools. One woman was unfortunate enough to receive a car wash from a poorly aimed lawn sprinkler. Problem was, her car windows were open. I thought I did everything right. I apologized. I sent a crew of lifeguards to her car with towels. And I gave her the names and phone numbers of everyone to call at the city offices the next day (it was a weekend). Later that day, when describing the situation to my manager, he responded with, “Wouldn’t it have been easier to take her information and then we would have the right city folks call her?” Duh. I put the onus on her, when I should have left it in our hands. <br />
<br />
You need to be on the lookout for customers that are getting into trouble and might need proactive contacting. Ensure that your service and sales folks know that you need to be kept in the loop as early as possible on customers that might be degenerating. Maybe you can get a weekly report on “hot customers”, or maybe you have some sort of CRM system that will allow you to automatically generate notifications or reports of big issues out in the wild. Whatever you do, do something.<br />
<blockquote class="tr_bq">
Hi Joe, this is Ed with XYZ Systems. I noticed that you had filed a number of problem reports recently, and I just wanted to talk with you about your business, what you're doing with our products, and any suggestions you might have for what we could change or do better.</blockquote>
Seeing something going wrong, and proactively contacting the customer about it will leave your customer absolutely amazed.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-85141844951098903432014-01-22T20:09:00.000-07:002014-01-22T21:12:09.975-07:00Customers are a terrible thing!If you have the fortune of being in a startup type of company, you have the luxury of probably not having any customers yet. You might have some strong possibilities that you’re talking to, but nobody has formally paid you money yet (other than your investors!). You also don’t have any type of product on the market. That means no support headaches. Nobody screaming at you to fix anything. Nobody telling you that they have to have some particular thing as soon as freaking possible. You are free to focus your attention on getting together the initial version of whatever product or service you intend to offer. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8tGTDKrA-aZAO30SsUhPaX-Cuo8tY2_IAz5riFGn2-KSDx7oqqMNpgqW2O_VBRGw5zq4rIpp8nQ7sStTOBGlApvfGvEjk_Pek-TPNODKUxpJ2zY_Yt5A7pSXMK0dvDih6wFoR_NqXGiKQ/s1600/Unhappy_Customer.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8tGTDKrA-aZAO30SsUhPaX-Cuo8tY2_IAz5riFGn2-KSDx7oqqMNpgqW2O_VBRGw5zq4rIpp8nQ7sStTOBGlApvfGvEjk_Pek-TPNODKUxpJ2zY_Yt5A7pSXMK0dvDih6wFoR_NqXGiKQ/s1600/Unhappy_Customer.jpg" /></a><br />
<br />
Fast forward a few months – you’re now officially “in business.” You’ve started selling to those long-sought-after customers and the money is starting to flow.
Unfortunately, so are the headaches. Now you’ve got folks out there who
are actually relying on your product or service. They paid good money,
and they expect everything to be perfect. And they also feel that they
have the right to dictate your future direction. Not that that is a bad
thing, but it is a distracting thing. <br />
<br />
So, now, all that wonderful focus you were able to have at the beginning is getting diluted by the problems and suggestions of your newfound customer base. Hence, “customers are a terrible thing” – they make you focus on and do things that you might rather not. It’s frustrating having to divert so much time to these tasks, especially if you still have a long list of stuff you wish you had done the first time around. <br />
<br />
You have two choices here. One, do the best possible job in the first pass at whatever product or service you’re planning to offer so that you’ll be able to avoid most of the requests and complaints. Good luck with that. Of course, you may never get to market, ever, probably resulting in running out of funds before a good revenue flow gets going. <br />
<br />
Or, two, appreciate your customers for what they’re doing – telling you exactly what you need to do to provide more value to them. By fixing problems and providing things they specifically request, you are helping them, providing more value for what they’re paying, all while you are increasing your company’s value as well. Everybody wins. <br />
<br />
In fact, the key point here is to include some of your likely customers early in the process. Even if you are a well-established company, this applies if you’re beginning work on some new product as well. Get those customers into your shop and pick their brains clean to the nub. But don’t stop there. Bring them in as often as you can (even if via phone or video conference) to see the work in progress and offer fine-tuning to your ideas as you go. <br />
<br />
That will prevent you from marching down completely invalid paths, providing overly complex solutions, or adding things that “get in the way” rather than adding true value. Development of your solution will not take longer than it otherwise would. Indeed, by saving all the backtracking, false starts, and duplicated efforts, you will save – significantly – in the long run. <br />
<br />
Having 100% of your customers be satisfied 100% of the time is impossible, so accept the fact that you’ll have to speak with a few of the peeved ones occasionally. Do not avoid these interactions – unpleasant as they might sound. On the surface, these situations appear to have all the excitement of a good rope burn. But, handled deftly, you have the opportunity to turn them around and transform a customer from miserable to delighted.<br />
<br />
More on that next time. Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-2936828301974080822014-01-08T11:32:00.000-07:002014-01-08T11:43:08.198-07:00Cost of health insurance... OUCH!To folks who wonder about what affect the affordable care act will have on small businesses, here’s a specific example. I’m not going to get political about this… I’m just relating facts…<br />
<br />
<a 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width="149" /></a>I handle the policy work for Mindnest’s company’s benefits. At the warning of our insurance broker a few months ago, we renewed our plan in December of last year (a few months early) to avoid having to renew this coming March on the 1-year anniversary. Our total premium increased about 15%.<span id="goog_1807718577"></span><span id="goog_1807718578"></span><span id="goog_1181019753"></span><span id="goog_1181019754"></span><br />
<br />
We had renewed through our broker, but we just received the direct information from the insurance company itself, giving us the info for renewing this March (seems that group didn’t get the word we had already renewed through the broker). Bottom line: our premium would be going up 64%, but the employees would also be subject to this:<br />
<ul>
<li>out of network coinsurance increased</li>
<li>doctor visit coinsurance increased</li>
<li>specialist coinsurance increased</li>
<li>DOUBLING of out of pocket max (from $8000 to $16000)</li>
<li>drug costs significantly increased</li>
</ul>
If we were really renewing now, and if we wanted to maintain the best plan we could, while sticking with about the same premiums we were paying, we’d have to go to a lower plan, but that would hit our employees with this:<br />
<ul>
<li>big increases in coinsurances</li>
<li>doubling of coinsurances to see doctors and specialists</li>
<li>doubling of deductibles</li>
<li>TRIPLING of max out of pockets (each family could spend up to $25000 a year)</li>
<li>more than doubling of drug costs</li>
</ul>
Note that all of these other costs are items that directly hit the employee, not me the employer. So even if we were to hold OUR costs the same, the employee takes a huge hit. The inherent value of the insurance has been decreased.<br />
<br />
So, as small employers are asked to double their costs for providing health insurance, they certainly may choose to do that, but how many will simply dump their employees into the exchanges and pay a small fine instead? Or, how many will hold the line (or pull back) on salaries, bonuses, and other benefits to compensate for the extra burden? I guess we shall see.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-21282838010443978472014-01-05T12:35:00.001-07:002014-01-05T12:35:35.962-07:00Say what you mean!Back last June, I blogged about negotiating in good faith (see the original post <a href="http://blog.shuttingup.com/2013/06/are-you-negotiating-in-good-faith.html" target="_blank">here</a>). As the primary example of lousy negotiating environments, I used buying new or used cars. The dealerships will do everything in their power to overwhelm you. They will have you bargain with people who have no power to bargain. They will try to slip stuff by you. And on, and on, and on. And this is with the "nicer" guys.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipUeD0hwMUiUSFN9AzNnWj7XX0HCU1lr9iq3OsIQz6oJT4_uqo6TsRt4YpN5Kmcg2J7rBs8Hy57FUeJBk2tKTzfSlN0BLVKFrHOVtYELKxBU0UVm4BeEBFP_8WX4ppf5spcPipZbDDTzBN/s1600/Fotolia_24534805_XS.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipUeD0hwMUiUSFN9AzNnWj7XX0HCU1lr9iq3OsIQz6oJT4_uqo6TsRt4YpN5Kmcg2J7rBs8Hy57FUeJBk2tKTzfSlN0BLVKFrHOVtYELKxBU0UVm4BeEBFP_8WX4ppf5spcPipZbDDTzBN/s320/Fotolia_24534805_XS.jpg" width="320" /></a></div>
Time has a way of blurring old memories, so when I re-entered the car purchase process a couple weeks ago, I was expecting that maybe things weren't as bad as I had remembered. Ha.<br />
<br />
Once again, we found ourselves talking to the sales guys (they had a team assigned to us), but each round of discussions had to go to some other guy, hidden far away, for his feedback. Getting a warranty thrown in required bargaining with yet another guy, and even some aspects required bargaining with the finance guy who was doing all the final paperwork. At pretty much every point in the process, somebody was figuring out how to throw in a few more of our bucks... without telling us. <br />
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All this would have been much easier if the guys we were working with had looked like or acted like scumbags. But the problem was they seemed like genuinely nice guys. Oh sure, they have a job to do, and everyone knows that. But this large dealership, and the nice guys, made it appear like all would be pretty straightforward. Their congeniality would have made it very easy to trust that they were working things out as they said they were, and that the final papers and numbers would have reflected exactly what they said it would. Only our careful checking and rechecking of figures allowed us to insert a few, "uh... wait a second..." checkpoints. It was obvious that alot of the chat, humor, and general friendliness was intentionally designed to impart a feeling of trust that would allow them to do a little more under the table manipulation.<br />
<br />
Here's the sad part. Even if they had managed to insert the extra cost items they were trying to slip in, their total take would have been increased by only a tiny percentage. For the most part, I was willing to put them into a short list of dealerships I would be willing to deal with again. But now, they've lost future business from me. Was that really worth it for them? I would think not.<br />
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In your own business (and personal) dealings, don't be these guys. Say what you mean and mean what you say. Make your customers and suppliers comfortable in your negotiations. You may still get a deal with someone (you might be the only choice at the moment), but you may be losing out on future business with them. And people talk. Word gets around. When word about you gets around, make sure people have nice things to say. Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-39295411710861653822013-12-17T15:02:00.001-07:002013-12-17T15:02:24.310-07:00Let's play the blame game!!!Ever notice how folks choose between WE and THEY when referring to their favorite sports team based on their performance? Usually, what you'll hear is "<b>We</b> won!" and "<b>They</b> lost." Folks just have a natural tendency to want to associate with a winner and run far away from a loser. This is also covered by the old saying that "Success has a thousand fathers, but failure is an orphan."<br />
<br />
As interesting and unimportant as this is when talking about sports teams, the whole concept needs to be considered differently when thinking about how we come across in our business or family environments. Careful choosing of ME, YOU, and WE can go a long way to letting folks know what kind of person you are, how they are viewed in your eyes, what kind of responsibility you take, and generally what kind of leader you are.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXhs1G2joWj-gmvtFiTiim9nryCYjIdrzhDzCrz-U4pDsIQ9qLa9Jb4IuK0ECBo0MX1Gt0rFpE3minkozpA5yqAz7SZAja3h0e_eucSsRkebZYu-QBY49kLHCgsA0_RrYjtM0IFYe2lT7D/s1600/1770217.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXhs1G2joWj-gmvtFiTiim9nryCYjIdrzhDzCrz-U4pDsIQ9qLa9Jb4IuK0ECBo0MX1Gt0rFpE3minkozpA5yqAz7SZAja3h0e_eucSsRkebZYu-QBY49kLHCgsA0_RrYjtM0IFYe2lT7D/s320/1770217.png" width="269" /></a></div>
Let's start with something "good" to talk about... like a successful decision (in hindsight). You're talking with the group about that past decision. Maybe it was clearly made by the team as a whole, and saying something like, "That was a great decision <b>we</b> made" flows naturally. But what if it was really YOU that made it, and everyone knows it? Now is the perfect time for, "<b>WE</b> really made the right decision back then."<br />
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Look, you know you made it, they know you made it. But what's important... taking the credit or making the team feel successful? Isn't it also possible that SOMETHING from part of the team helped you make that call? If so, they were involved anyway. The point is, you live and die by your team, and sharing the credit for anything with them makes them feel good, increases morale, and will generate more successes in the future. ESPECIALLY if you're in some kind of situation where the big boss is around too, using the WE word is going to go a LONG LONG way. Again, ultimately, the big boss knows who was leading things and you'll get your just reward (at some companies).<br />
<br />
So, if WE is good, why wouldn't YOU be even better? I mean like saying, "That was a great decision YOU [ALL] made." Well, you need to see if that's appropriate. If the team clearly went in a different direction from what you had originally wanted, maybe it is. But even so, you probably let them have their way, and you get some of the credit for recognizing that maybe you don't know everything in the world ALL the freaking time. In general, WE will work for most instances.<br />
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And, as you might expect, when things go "bad", shifting in the other direction is the mark of a good leader. "<b>I</b> really blew that one guys," or "That one's on <b>me</b>." Yeah, maybe the whole team can share the blame, but take blow. As bad as it is not to include the team on the good stuff, pointing the finger towards one or more of them for the bad stuff totally sucks.<br />
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By the way, these rules don't apply to only the times when you're with your team. If you're in a management meeting, use HE, WE, and THEY in recognizing successes of your team, and use I, MY, and ME when talking about the bad stuff. Again, folks kinda know who was responsible for what anyway... or your boss will certainly find out. But acting this way in a meeting shows the other managers that your team is more important to you than you are. Set a good example and maybe other folks will follow and improve morale on a wider basis.<br />
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When your team knows you're trying to include them in the successes and not blame them for the failures, they'll appreciate it and be much more likely to go to the mat for you next time.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-15937208579594052992013-12-05T10:16:00.000-07:002013-12-05T10:16:06.451-07:00The other side of evilSo we were discussing needing to dismiss someone for poor performance, and using the "will he be surprised?"
question as your
threshold of whether you were being "evil" or not. You have a responsibility to your company, but you also have a moral responsibility to not unnecessarily mess with someone's life.<br />
<br />But that covers folks on the way out. What about on the way in? In my
mind, you have an even greater responsibility<b> </b>to avoid being evil when making the hire. Let's examine...<br />
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You're recruiting. You're interviewing. You're giving all the candidates the hard sell about how great your company is, and why it's the only place they should even consider working. Whether it's about the type of work, potential workmates, salary, benefits, chance for advancement and growth, or anything else, <b>this</b> is the place to be! Of course I'm assuming that you've told the honest truth during your
sales pitch. If not, give yourself a slap in the face and change your
evil ways.<br />
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So, you've found the person you think is the best for the job. What does "best" mean anyway? Is he really really suited for it? Is his chance of success 90% or greater? If so, wonderful... make the close! But if the "best" you can find will only have a mediocre chance of succeeding with you, don't do it. "Well, I can get him to come here, and even though he only has a medium chance of success, if it doesn't work out, we'll just let him go." In the words of Dr. Evil... "Riiiiggghhhtttt...." Maybe he doesn't have a job now (or just is very unhappy where he currently is) so this isn't totally criminal. But if he's happily employed, you're messing with his life. You're being evil. At the very least you'd better tell him that you might be willing to try him out, but that his chances of success are iffy. See what he has to say about that. Push back a bit.<br />
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What if you do have more info on the candidate? It doesn't happen often, but sometimes, as a hiring manager, you get insight into other opportunities that the guy has available to him. He might just outright tell you, but usually it will be because you have a history with the guy. The history is invaluable on its own, and it can give you a solid foundation for knowing who might be your best targets.<br />
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But, especially in these cases (or if the candidate is just currently employed somewhere else), you must consider what's best for the guy even over your own personal needs. Help him walk through his options. Put your company in its proper place in the choices he can exercise. If you really come out on top, great for everybody. If not, and he still wants to come work with you, realize that the "tug" of other great opportunities will always be there nagging at him. Push back on him and get him to justify his position. What's exciting him so much for your opportunity as opposed to staying where he is or going somewhere else?<br />
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You can see that, in most hiring situations, the "talk him out of it" test is another good tool for assessing someone's state of mind. Don't go crazy, but just gently point out any legitimate points that might make some other decision better for him. If he shows so much excitement and interest that he can overcome your push-backs, you can feel pretty good moving forward.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-29313850226579939852013-11-26T11:11:00.001-07:002013-11-26T11:11:23.668-07:00Playing with lives... don't be evilThis last summer, I blogged <a href="http://blog.shuttingup.com/2013/06/staffing-ups-and-downs.html" target="_blank">here</a> about dealing with staffing issues. Part of the discussion was about dealing with your lower players, putting them on performance improvement plans, and trying to bring them back from the termination precipice.<br />
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Obviously, making the decision to terminate someone is a big decision for you. You have time and money invested in this guy, and replacing him is very time consuming and expensive in itself. And there's no guarantee that his replacement (once he's hired, comes on board, gets trained, and gets up to speed) will outperform him anyway. So you're going to do your very best to turn this guy around and save the aggravation. Make things easier and cheaper on yourself. It's in your best interest. You. Yes, you.<br />
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Oh wait, there's another human being involved here. Really, where? Uh, the guy you're about to terminate. Maybe we should consider something about him in the equation? You're messing with this guy's life, after all.<br />
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But wait again, <b>this is a business</b>! Don't <b>you</b> the manager need to do whatever is best for the business in every case? If he's not carrying his weight, doesn't he have to be let go? Yes, absolutely. Ultimately, you need to do what's best for the business. Of course, as stated, turning someone around <b>can be</b> what is best for the business, but failing that, well, poof.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPVNtmGntqiLfcz5jyBCuPI1C3kEGG3gLqr1DOpot_LOuoGWZk44ky3xbfVHv80eHxlURtmULqnBosdKM7yhhq_GKsl7Bp98OaQv8CWCjw_1fNxUrCKRgf1tbCBC-9u7ZZ_MiQMPRtc5T7/s1600/dr-evil.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPVNtmGntqiLfcz5jyBCuPI1C3kEGG3gLqr1DOpot_LOuoGWZk44ky3xbfVHv80eHxlURtmULqnBosdKM7yhhq_GKsl7Bp98OaQv8CWCjw_1fNxUrCKRgf1tbCBC-9u7ZZ_MiQMPRtc5T7/s320/dr-evil.jpg" width="286" /></a>But have you taken all the right steps leading up to the poofing? I'm not talking about what will cover your butt legally. Have you truly been giving this guy the right mentoring, correction, punishment, notice, help, whatever you want to call it?<br />
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Ask yourself this... is his being terminated going to surprise him? If the answer is "yes", you've done something wrong. By the time someone needs to be poofed, they need to see it coming. He's had plenty of talks, "needs improvement" reviews, scoldings, whatever. He knows he's underperforming, he knows he's been given direction to improve, and he knows that he hasn't done so. Having the final talk with you and HR is not really unexpected.<br />
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Even for folks you have been frustratingly unable to turn around, you owe it to them to be able to answer the "will he be surprised?" questions with a "no" before proceeding. And even if the termination is the result of a singular, massive screw-up, would the oncoming termination be surprising? Use the answer to this question as your threshold.<br />
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So, that covers folks on the way out. What about on the way in? In my mind, you have an even greater responsibility prior to hiring someone. More on that next time...Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com1tag:blogger.com,1999:blog-3429127610091682288.post-67630932918207967822013-11-14T20:27:00.000-07:002013-11-14T20:27:42.539-07:00But that guy knows EVERYTHING... we can't fire him!<div class="separator" style="clear: both; text-align: center;">
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When in management, you'll find a fairly constant flow of team members requiring performance management. Hopefully not a big flow -- maybe more like a trickle if you’re lucky. Once in a while, the targeted employee will be someone with what someone considers to be, “one of the greatest minds on this planet,” or, “the only guy we have who knows how the whole system works.” Just because someone has a high I.Q., has been with the company since the dawn of time, or is seen as the only irreplaceable part of the whole, that is no reason to excuse them from performance correction when needed. <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXFZnWMDZ8uX2Gi2UEexgsqeV_zYGULIbhJR5sg9lRUFifGAGqAaR4rvvqM9yoI19gAy_m0toF5x0iVgjhz2QXjl3vOJ6o9I-SQ2Ha2v80zT_DSNJFN1czEqAPliJJdcEbYyHRF0VIWDoL/s1600/Fotolia_49824756_XS.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXFZnWMDZ8uX2Gi2UEexgsqeV_zYGULIbhJR5sg9lRUFifGAGqAaR4rvvqM9yoI19gAy_m0toF5x0iVgjhz2QXjl3vOJ6o9I-SQ2Ha2v80zT_DSNJFN1czEqAPliJJdcEbYyHRF0VIWDoL/s200/Fotolia_49824756_XS.jpg" width="200" /></a>People like this who also <span id="goog_1307787195"></span><span id="goog_1307787196"></span>possess the right attitude will take your mentoring and correction efforts to <span id="goog_1307787198"></span>heart, and you will measurably increase their overall affect on the company. But, once in a while, Bob will feel a little bit above the rest of the crowd, and maybe a tad above your attempts to help him see that there are some ways for him to improve himself. If Bob’s problems are fairly minor, your need to succeed is somewhat diminished as Bob is probably still contributing at a much higher level than most others. <br />
<span id="goog_1307787197"></span><br />
<br />
But, if Bob’s problems are major, if he’s subverting processes, if he’s interfering with other people’s work, if he’s being downright disruptive and counterproductive, then you really have no choice but to help him improve. Ultimately, if you are less than successful, you are going to need to make an incredibly tough decision. Do you let Bob go and say goodbye to maybe the only guy you have who knows how all the system pieces fit together? Or do you hang onto him and deal with all of his detractions and distractions? Surely you can eventually fix him, right? <br />
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In coming across this situation a few times in my own experiences, I must admit to taking the latter course most of the time. I will also confess that this has always been a mistake. In those instances where I wasn’t able to obtain improvement fairly quickly, I have never been successful in getting it farther down the line either. Eventually, I was forced to make the tough call that I should have made earlier. <br />
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And here was the interesting thing that happened when I finally did pull the proverbial trigger. Folks were coming out of the woodwork to thank me. Usually, the depth of Bob’s actual disruptiveness was not fully apparent to me. Once he was actually off the team, that’s when the full picture started to emerge. Story after story about how he slowed things down, was disruptive, or generally undermined team productivity. Wow. In addition, no matter how much you think Bob is the only one who is familiar with the whole system, in reality, this is completely bogus. Each time a Bob has departed, many others have stepped forward who clearly had at least a reasonable ability to fill in for his skills. And these folks were thrilled to have the opportunity to step up and show what they could do. <br />
<br />
Ultimately, I was always proven wrong to have waited so long to make the tough decision on Bob. The benefits of eliminating all the Bob-oriented trouble, combined with the ability of others to eagerly fill the gaps, all added up to far more than any possible downside from losing Bob. And, another side benefit to this is showing everyone that you are not afraid to make the difficult decision. You’re also saying that nobody on the team is exempt from following appropriate processes and behaviors, simply because he happens to have been around a while, or merely because he’s chosen to keep some information very close to his own chest.<br />
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By the way, why not rectify that "tribal knowledge" problem before it actually becomes an issue? Work with your team to identify the potential trouble spots and start cross training as much as practical. Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-28415693524524157012013-11-02T10:26:00.001-07:002013-11-02T10:26:38.961-07:00Solar... how did we do?Some of you will recall that we switched onto a new SOLAR program provided by our electric company. If you don't remember it, you can read the posting <a href="http://blog.shuttingup.com/2012/11/solar-kinda.html" target="_blank">here</a>.<br />
<br />
Jumping into the new program was a birthday present for my wife and, as we just celebrated another birthday for her, reminded me that we had now been on the solar program for a year. How did we do? Did the advertised stats live up to reality?<br />
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Before I jump to the comparison, I'll also throw in that we did get to have a tour of the facility a couple of months ago. Very impressive. It sits on a 144 acres and generates 20 MEGAwatts of power from 66,000 panels. The panels are on motors that keep them pointed directly towards the sun throughout the day.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAtj2vycisfu9ma75meaClvpWWgEjX4UeB28wpjha3lTkXBZuY4XtjluQ4jhFkVHf5CeW0cugouK0n2RVPCrBakrluJVYCihBJFWKQKHoN9sIiZYPs5BZ2bnUnjhrLtIpSqasO9iZpcJjs/s1600/IMG_0806.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAtj2vycisfu9ma75meaClvpWWgEjX4UeB28wpjha3lTkXBZuY4XtjluQ4jhFkVHf5CeW0cugouK0n2RVPCrBakrluJVYCihBJFWKQKHoN9sIiZYPs5BZ2bnUnjhrLtIpSqasO9iZpcJjs/s320/IMG_0806.jpg" width="320" /></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1HELAX9BTYiZCLfchYD85e-uYXiPKKi-5TEj1Wz4pRGGxhFh54Karm77ilYy2uFFg08yWGOe8zCMTHOcrXOVBRVsv9L3b-RNr4FWSj5HD62vkaPU-DSrvFglqDtauJpXCSazQ3XFmmfQ_/s1600/IMG_0809.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="100" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1HELAX9BTYiZCLfchYD85e-uYXiPKKi-5TEj1Wz4pRGGxhFh54Karm77ilYy2uFFg08yWGOe8zCMTHOcrXOVBRVsv9L3b-RNr4FWSj5HD62vkaPU-DSrvFglqDtauJpXCSazQ3XFmmfQ_/s320/IMG_0809.jpg" width="320" /></a></div>
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<br />
So, what were the results? We were told that over the course of one year, about 25% of our total energy usage would come from the solar system, and that the annual cost for electricity would go up about $75.<br />
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In reality, amazingly, the 25% figure was EXACTLY correct. Okay, well it was 25.16%, but who's counting? Some months were down below 20%. But a couple (April and May) were very close to 50%. That's half of everything in our house (including 2 A/C units) effectively being powered by the sun!<br />
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And the cost... well, we were massively lied to. Our bills over the last year ended up being $85.69 bigger than if we had gone on the program. I'm suing for the extra $10.69.<br />
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What about the benefits to the environment? Well, frankly, I don't really know. I don't think anyone can. It's nice to think about not having burned extra fossil fuel or been a factor in creating more nuclear fuel rod waste to be stored deep under Las Vegas. But then again, how much energy was used or environmental impact came from creating the panels, shipping them from Europe or Asia or wherever they were made, clearing the land for them, installing them, maintaining them, etc...? And what are the environmental effects when they need to be disposed of in a decade or two? At least solar panels don't kill birds like windmills do.<br />
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I think I'll just stick with the simplistic view that it's probably a better thing to take advantage of the 12 TRILLION watt-hours that the sun drops on every square mile of the earth every year. And as more folks like us are willing to invest a few bucks, the technology will continue to improve until maybe the cost/benefit equations swing in favor of renewables. Here's to hoping!Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-34598566763449555982013-10-19T09:46:00.001-07:002013-10-19T09:46:52.133-07:00Estimating in 3 easy steps!A conversation at lunch recently revolved around the best way to estimate the length of a task. Lots of folks have developed intricate formulas for this process, but I've found a particular technique to work more often than not.<br />
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We're not talking about estimating some humongous project here. That requires, obviously, much more effort. But if you are looking to come up with a "best guess" for some chunk of work you're about to embark on, try this. By the way, this technique works best if you have at least a minimal amount of experience doing tasks of a similar nature.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhxXjXDpMWgtCtlpTzI6mis9v6GGVWlW7wxMNx_xb4V6LF2UGG-IRvIp_YxXTPzrgat-maaTzDBB4xGA9Jf6vtbUHMAFG5IoKj25Laa39CPZyDJuK9eubbcoYIRCxR-pQH-3X1u5oq9AFJY/s1600/jellybeans.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhxXjXDpMWgtCtlpTzI6mis9v6GGVWlW7wxMNx_xb4V6LF2UGG-IRvIp_YxXTPzrgat-maaTzDBB4xGA9Jf6vtbUHMAFG5IoKj25Laa39CPZyDJuK9eubbcoYIRCxR-pQH-3X1u5oq9AFJY/s320/jellybeans.jpg" width="320" /></a></div>
First, knowing what you know, if absolutely everything went perfectly, how long would it take? No roadblocks, no speed bumps, no waiting on other people, no unusual delays, etc... Take this guess and call it "B" (best case).<br />
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Next, if virtually everything that could go wrong did indeed go wrong, what would your estimate be? I'm not talking about a nearby nuclear explosion melting down your city, but if all the REGULAR types of things went wrong, what's your guess? Call that "W" (worst case).<br />
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Now, given any previous experience, and your gut feel for what might really go wrong, how long do you HONESTLY think this will take? This would probably be the one guess you'd give your boss if he asked you for an estimate. Call that "L" (likely case).<br />
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Now, do this formula to arrive at "E", which is your REAL estimate:<br />
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E = (B + 3W + 2L) / 6<br />
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In other words, we are weighting your "best case" estimate very lightly, your "worst case" estimate very heavily, and your "gut feel" somewhere in between. Here's an example:<br />
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B = everything goes perfectly = 1 month<br />
W = everything goes wrong = 4 months<br />
L = best gut feel = 2 months<br />
E = (1 + 3x4 + 2x2) / 6 = 17/6 = 2.83 months<br />
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Face it, things go wrong more than they tend to go right. You might as well build that in when you give your estimates. Better to overestimate a little and be sure to come in on time.<br />
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But whenever you actually finish the task, go back and look at your estimates for B, W, and L, and see if you have learned anything new. Did you hit some problem you hadn't ever thought of? Have you simply gotten better at doing these kinds of things? Etc...<br />
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Adjust your future estimates accordingly. If you find that your gut estimate (L) tends to be more accurate than
the computed value (E), feel free to even change the relative weightings to give it more power. But
in many cases, you'll find this to work pretty well.<br />
<br />Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-40864441990705103772013-10-07T19:29:00.000-07:002013-10-07T21:14:07.012-07:00Change my password?!?! Again?!?!The following message is directed towards I.T. directors everywhere, and is brought to you by all of the people that you "serve"...<br />
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STOP MAKING US CHANGE OUR FREAKING PASSWORDS EVERY 30 DAYS!!!!</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhF0siQTdEV3AI_FVpjadv_BBf8jOpCe9g2V7u2CesvXB8mP9iyIWJEz2y-_DHbSbCEz-AP74QORggQA10HurlTAhL2cZ0KCPfh8gw23sBiSzg78vwjkIMJlRtzLhAxjUPSUaVcEDFyVMpR/s1600/Fotolia_11830185_XS.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhF0siQTdEV3AI_FVpjadv_BBf8jOpCe9g2V7u2CesvXB8mP9iyIWJEz2y-_DHbSbCEz-AP74QORggQA10HurlTAhL2cZ0KCPfh8gw23sBiSzg78vwjkIMJlRtzLhAxjUPSUaVcEDFyVMpR/s320/Fotolia_11830185_XS.jpg" width="213" /></a>First, big-company I.T. groups brought you the "minimum password requirements". This little gem was designed to provide a reasonable helping of security so that folks wouldn't just use their first names as passwords. Next, they implemented a dictionary check to make sure that you weren't using a common word. OK. Then they said you also have to use at least 8 or 10 characters in your password. OK. Then they said you have to add a number to it. Then you had to have a CAPITAL letter, too. Oh yes, and now you have to have a special character (like %, $, or #) to further throw off the password moochers. So now, your password is something that not only can't be easily guessed, but something that's hard for you to remember, too.<br />
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No? You've found a way around this??? Cool! What did you do? Did you capitalize the first letter and add the number "1" to the end? And maybe finish it with a "!"? Guess what? So did everyone else! So now, the world is full of passwords with leading capital letters and trailing 1's, meaning that the difficulty in stealing them is greatly reduced anyway. Nevertheless, it's still probably pretty hard to compromise.<br />
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So, given that, why in the heck do folks need to change them every month or two? Especially with all the complexity of updating not only our laptops, but also changing our phones and tablets, you can lose a couple of hours just messing with your password every month. And then you have to come up with yet another password to remember. What? You found an easy way to deal with this, too??? Did you change that trailing "1" to a "2"? Guess what? So did everyone else! Are you THAT shocked? So if someone just happened to know that your password was Aardvark1, and now it's been changed, do you think they'll just try Aardvark2? I sure would. So a heckuvalotta good that monthly change is doing anyway.<br />
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Yet, HERE was the greatest travesty I ever saw. At a recent company, our I.T. group required that our smartphone 4-digit pins be changed every month. Right! Those 4 digits you use to unlock the phone every time you use it. To protect your corporate email, this was enforced by the phone so you had no choice. Also, the time that it took for the phone to lock was only 5 minutes, so almost every time you picked it up, you had to put your pin in, and remember which pin you were currently using.<br />
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Think about the insanity here. If some stranger somehow saw you type in your pin, they still didn't have your freaking phone to use it. But just to be sure, it wouldn't matter because you'd be changing that pin anyway in a couple weeks. Going overboard a bit?<br />
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Anyway, here's my parting gift to you. If you have an I.T. department that enforces crazy password rules, give yourself a secret thrill every time you login. Change your corporate password to something like "OurITd3ptSux!" or "Ih8ourEffingITgroup!" That'll show 'em!<br />
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Oh, and if you are IN the I.T. group, why don't you reconsider some of your nutsy rules?Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-71870791669636787142013-09-27T13:32:00.000-07:002013-09-27T13:32:36.190-07:00First things first!A very recent situation with one of our customers reminded me of a situation that bears discussion. Some say that "customers are always right." We know that that's not really the case. But whether they're right or wrong, we want them to walk away from a problem feeling satisfied. Whether by providing clarifying information and allowing them to understand something better, or by truly fixing a problem, the outcome must be positive.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiM9_atf2lD2owotQHfpycb1FEdcA6bDHD6U-dLIrXeGy_wCmJIxtQyo36uacYNy7USHz9kfB_XaJ-tufu0M1k1FkRaftHLv2tzlcpEEZJ8yCPxLUAp2X10RlD-CkXDgw7BtSh5sBYKCE-_/s1600/Donkey_from_Shrek.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiM9_atf2lD2owotQHfpycb1FEdcA6bDHD6U-dLIrXeGy_wCmJIxtQyo36uacYNy7USHz9kfB_XaJ-tufu0M1k1FkRaftHLv2tzlcpEEZJ8yCPxLUAp2X10RlD-CkXDgw7BtSh5sBYKCE-_/s320/Donkey_from_Shrek.jpg" width="184" /></a>The particular situation that happened recently was a customer reporting a problem to us, but not doing it with a new customer support ticketing system we had just setup for their use. Literally the first thing that popped into my mind was, "Dang it! Why didn't they use the new system?" The second thing that popped into my mind was, "Dingus! Read the freaking problem and worry about the process later!"<br />
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Never put the customer's problem at a lower priority than having him comply with some process your company has designed...<br />
<blockquote class="tr_bq">
Rep <answering support phone call>: Super support line, can I help you?<br />
You: Yes, I wanted to report a critical problem with your product.<br />
Rep: Thanks for calling, but did you know that you can report that problem online at our website?<br />
You: Uh, yeah, ok. But I wasn't near my computer and thought I'd just call it in to you for quick handling.<br />
Rep: Thank you, but it's better if you report it through the website in the future.<br />
You: So you don't have the ability to log critical problems?<br />
Rep: Yes, I can, but we like it better when they come in that way.<br />
You: So why do you still have the support phone line?<br />
Rep: For folks who don't have access to our website.<br />
You: So can I just tell it to you now?<br />
Rep: Yes, please go ahead, but try to use the website next time if you can.<br />
You: Uh, I forgot what the problem was...</blockquote>
Okay, you may think this is an exaggeration, but I've had this happen to me before. Is it useful information that I can report problems online? Sure. Is that fact more important than actually getting a critical problem logged in and fixed? Not likely. Yet, here you are, being berated for not following their procedure. Your actual problem has become secondary. That is bad.<br />
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Instead, how about this:<br />
<blockquote class="tr_bq">
You: Yes, I wanted to report a critical problem with your product.<br />
Rep: Please go ahead, sir.<br />
.........<br />
Rep: Thank you very much, and we'll get that reported immediately. Also, in case you don't know, if it's ever more convenient for you, we offer the ability to log problems in at our website. It makes things a little easier for us to track that way, and you can follow the status of your requests.<br />
You: Sure, thanks!</blockquote>
Always handle the customer's situation first. If you have any information for them about a different way to handle things, or any suggestions for next time, then go ahead and have that discussion. Having had his problem handled, now he'll be in the mood to listen to some other process points.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0tag:blogger.com,1999:blog-3429127610091682288.post-43450483305492857702013-09-18T09:50:00.000-07:002013-09-18T09:50:39.590-07:00Thanks to Scott SheppardFirst, I'd like to take the opportunity to thank Scott Sheppard for his crazily in-depth review of my new book. As always, Scott went way beyond expectations and actually wrote a review that was fun to read. He also had a couple good points for me that I'll be trying to implement. If you haven't seen it, please take a look <a href="http://labs.blogs.com/its_alive_in_the_lab/2013/09/book-review-shutting-up-by-eric-wagner.html" target="_blank">here</a>. And be sure to read his blog... always some good entertainment.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_8MnNH9HSt0YPe3kjjwswGb5bYjVWUgok5mFjjXxsaSRrS2fai9jriFu9c2LgFYrdkI1ncIuRPfuY0exfAOjf9wuKVhY3xMbbltBHDiUwAfXFhVRmw2yysUgXdU1BYkpSojQS1cfzuq03/s1600/scott_sheppard_drawn.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_8MnNH9HSt0YPe3kjjwswGb5bYjVWUgok5mFjjXxsaSRrS2fai9jriFu9c2LgFYrdkI1ncIuRPfuY0exfAOjf9wuKVhY3xMbbltBHDiUwAfXFhVRmw2yysUgXdU1BYkpSojQS1cfzuq03/s1600/scott_sheppard_drawn.png" /></a>It was actually a comment that Scott made to one of my blog postings a few weeks ago (check it out <a href="http://blog.shuttingup.com/2013/08/make-good-first-impression-before-first.html" target="_blank">here</a>) that reminded me of another similar trick when meeting people.<br />
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Many times, you'll be in a non-work setting with a large number of coworkers... think something like a company picnic or party. You may have just a few people that you work with, or you might have hundreds. Especially if a significant number of them report to you, they will think that you know all their names. Even if most of them don't report to you, they'll still expect that you'll be able to pin a name on them.<br />
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Unfortunately, as sad as it is, this is not always true. Especially in the larger companies I've been a part of, it can be very difficult to remember every name. Certainly, there are many you interact with frequently, and those folks aren't a problem. But there will be a few that just won't be waiting for you on the tip of your tongue. Not only can this be embarrassing, but it can leave the coworker feeling like they just don't matter to you. This is bad.<br />
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If you're at this event solo, this may not be a problem. You can just use general greetings and completely bypass the name fiasco. The "Nice to see ya!" trick works well. But, what if you have your significant other along with you? You're the one who's going to be expected to do the introductions, and that's going to leave you hanging out to dry.<br />
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My wife and I adopted a process for this long ago. When the third party approaches, if I don't immediately make use of the other person's name or do an introduction, she steps forward and introduces herself, as if I had forgotten to do so.<br />
<blockquote class="tr_bq">
3rd party: Hi Eric! How are you?<br />
Me: Hi <b>Joe!</b> Doing great thanks. By the way, this is my wife.....</blockquote>
Or....<br />
<blockquote class="tr_bq">
3rd party: Hi Eric! How are you?<br />
Me: Hey! Great! How are you doing?<br />
3rd party: Good thanks. I was just....<br />
Wife <At first chance>: Hi I'm.... by the way.<br />
3rd party: And I'm Joe.<br />
Me: Oh sorry about that.</blockquote>
I know some of you have probably thought of this trick already, and I realize I'm giving away some secrets to those of you who I still might need to use this on. But that's just part of the sacrifices I'm willing to make on your behalf.<br />
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And once again, many thanks for the great book review to my buddy, um, uh.....<br />
Wife <now at first chance>: Hi I'm..... by the way.<br />
3rd party: And I'm Scott.<br />
Me: Oh sorry about that.Erichttp://www.blogger.com/profile/07249262782827001638noreply@blogger.com0