Bottlenecks are easy to identify in manufacturing and production environments, but challenging to correct. Automation alone will not eliminate bottlenecks to achieve optimum performance. Addressing every step in the process and the contributing factors enables real process improvements to occur. In office environments the bottlenecks are often a result of bad habits that arise from good intentions. How do we create bottlenecks and adjust delays that result from too much dependence on authorizations, approvals, and assignments to top performers?
Once upon a time . . .
A manufacturer invested millions of dollars to purchase and install state of the art automated robotic equipment on an assembly line. The upgrades included new conveyor belts to move material quickly down the line and cameras to capture movement with electronic eyes. Computer controlled robotic arms replaced workers who had been with the company for many years. Mechanical arms hummed with life, capable of moving five times faster than the human counterparts that they replaced. The mechanical arms were intended to deliver consistent quality, precision, and performance. The manufacturer spent hundreds of thousands of dollars per machine to replace personnel. The machines would work longer hours and take fewer breaks, even with the faster pace.
After installation was complete, the manufacturer hosted a ribbon cutting ceremony with champagne for the local reporters. The company shareholders were ecstatic about the new projections. Longer hours of operation coupled with the speed of the new equipment gave rise to promising revenue projections. The machines would run for twelve hour shifts, a contrast to the typical eight hour shifts that the factory workers had maintained with manual labor. To increase production with manual labor the factory ran a second shift, and in extreme circumstances, a third shift. With the new equipment the factory would operate twelve hour shifts as standard procedure and could nearly double that for a full twenty four hour day when necessary. The equipment needed only a few engineers to keep it company whenever extra shifts would be necessary. The executives and the shareholders bubbled with enthusiasm.
Six Months Later . . .
The production numbers at the end of the first month after installation showed minor improvement. In the second month after installation the production numbers again made minor gains, but were not rising rapidly enough to meet the expectations of management. At the end of three months the production increases seemed to plateau and did not improve beyond the achievements of the second month. As the numbers rolled in for the fourth, fifth, and sixth months the factory management became increasingly concerned. The automated production processes were running at one and one half times the rate of the manual production processes. The fifty percent gains showed improvement to slowly pay back the significant investment in technology, but considerably less than the projected amount or pace. At twelve hours per shift and five times the capacity, it was presumed that the new equipment would empower the factory to deliver much greater numbers.
The management team initiated an immediate investigation to determine the cause of the unimpressive performance and to make plans for improvement. After much research, the management team hired a retired factory foreman as a consultant. The foreman had been with the company for almost twenty years and responsible for designing many previous process improvements. The foreman had voiced many concerns when the factory announced automation, but his concerns were dismissed at the time as comments from a disgruntled employee. Despite the experts, the engineers, and the blueprints, the foreman had predicted only moderate improvements in productivity. When the factory management was dismayed to discover the incredible accuracy of the former foreman's predictions, they were compelled to hire him to help them address the dire situation.
The factory management tensely detailed the production numbers and soured over reports for the former foreman. The management produced charts, checklists, and financial projections. Engineers pointed to the capabilities of the equipment operating at less than peak potential. The former foreman listened politely to the presentations and then asked to walk the factory floor. Armed with only a pad of paper, a pencil, and a stopwatch, the foreman strolled to front of the line. Shaking hands with his former colleagues, the foreman watched them load materials on the line. The employees carefully coordinated the complicated dance of moving materials from loading docks and inventory to the production line. The foreman studied the process for less than twenty minutes with took nearly as many notes.
Having briefly monitored the front of the process, the former foreman walked to the end of the line. Product came swiftly to the end of the line, where it was staged for inspection and packaging. Robotic arms hummed and carried completed product from one station to another with speed and dexterity. The equipment sped product to packaging and then slowed to a stop as it waited for the packaging process to complete. The automated processes shuffled, sorted, and separated the product into lines for packaging. Employees rushed to keep up with the productivity of the equipment, but inevitably, the conveyors would slow as product became backlogged in the packaging process. The packaging process moved at the same pace that the foreman recognized for many previous years. The former foreman thanked each of the dedicated employees as he patted them on the back as he made his final notes.
Factory Bottlenecks . . .
The factory management was only slightly relieved to know that the equipment was truly capable of achieving the predicted production estimates. Unfortunately, as the foreman explained, the equipment would not achieve full potential without considerable changes to the packaging processes at the end of the line. The foreman clearly identified bottlenecks in the process that limited the throughput. The robotic arms and the fast moving conveyors could not possible push product any faster than ability to take it off the end of the line. The engineering effort at each stage in the process remained limited by the packaging at the end of the process. Limited increases in production were the result of the longer hours of operation, not the speed of the equipment.
With the help of the experienced former foreman, the factory management adjusted the packaging processes and installed new lines to accommodate enhanced productivity. But the foreman cautioned the factory management and shareholders not to celebrate too quickly. Even as new processes were being implemented to improve packaging, the line would not move any faster than the ability to load materials at the front of the line. To keep up with the capacity of the automation, the supply of materials would need to be adjusted as well. Fixing a bottleneck at the end of the process would enable faster throughput and nearly double the current rate of production. Improving access to materials would overcome bottlenecks at the beginning of the process, resolving limitations and doubling capacity once again.
The factory management soon learned that adjusting processes to eliminate bottlenecks is a continuous process improvement. As each bottleneck was discovered and adjusted, new bottlenecks became evident. Identifying and improving the slowest part of any process is not the result of manual or automated processes. Eliminating bottlenecks requires understanding the capacity of every step and every person in the process.
Office Bottlenecks . . .
Bottlenecks are not limited to factory production but also occur in other processes. For example, processes that rely on teams, departments, and individuals are ripe grounds for bottlenecks. If a process requires a group of people to rely on the results of another group, individual, or system then there is potential for a bottleneck to occur. Any step in the process that is limited by the output or results from another contributor is a potential for bottleneck. In every business and process there are dependencies, and such dependencies do not mandate bottlenecks, but these are the places to look for them. If a job does not start because documentation is not complete, that is a bottleneck. If an action cannot be processed because it is waiting for input, that is a bottleneck. If functions cannot be performed because they are dependent upon authorization, review, approval, or other response, that is a bottleneck.
Some bottlenecks are inserted by design as a check and balance to assure quality. That is a mistake. If the assurance of quality is dependent upon stopping the progress of your productivity then you have some other serious problems. To assume that a bottleneck is required as a stopgap measure to inspect, approve, or otherwise control the process means that the designer of the process has allowed and accepted inferior performance. Rather than stop or slow the process, why not speed up the inspection, authorization, or approval processes? Powerfully productive organizations do not allow inferior performance and do not allow excuses for bottlenecks to justify lower productivity. If the capacity of many is dictated by the capacity or even the controls of a few, then you have not only allowed but also inherently designed additional costs and competitive weakness into your process. If inspections, authorizations, and approvals are slowing your response time, then do something about it!
Good intentions often lead to bad habits. This is evident when bottlenecks occur from relying too heavily on highly productive individuals or systems. It is common practice to place more responsibility on an individual if that person consistently demonstrates the capacity for it. This is not intended to imply a judgment on any individual talents because each person has a unique combination of strengths and experience. It is inevitable that some individuals are more adept at certain tasks than other individuals. The natural tendency is to continually rely on the top performers. This can quickly become a dangerous habit as the workload for the top performers continues to increase disproportionately. So what should you do about it? Workload should be consciously and intentionally proportioned to encourage the development of all performers and to give top performers some time to expand capabilities or work on urgent priorities. Do not overload top performers with the intention to just get the job done because this short-sighted approach creates the risk of burning out the top performers, and it means that your resources will be limited in the event of an emergency. Let's be honest, you do have top performers as demonstrated by yearly performance reviews. It is inevitable that your organization will have some emergencies, big or small, from time to time. Make sure that your top performers have the bandwidth to address your biggest issues or unexpected emergencies. Who do you want to give a little extra time to for creativity? Who do you want to be available in case of emergency? How are you structuring workload and bottlenecks to create good habits?
______________________________________________________
Words of Wisdom
"You may delay, but time will not."- Benjamin Franklin
"Delay always breeds danger; and to protract a great design is often to ruin it."- Miguel de Cervantes
"Good intentions often lead to bad habits.”- John Mehrmann
______________________________________________________
Showing posts with label Words of Wisdom. Show all posts
Showing posts with label Words of Wisdom. Show all posts
Monday, May 11, 2009
Friday, May 8, 2009
You are the Company
Do you sometimes feel disillusioned about your company, insecure about your career advancement, or distraught by economic challenges? Do you wonder if your contributions are perceived as valuable, or question your own sense of purpose? Do you think that the company is responsible and should be doing something about the situation? You are the company.
When the Going Gets Tough. . .
Downsizing, rightsizing, and reorganization are pleasant terms for lay-offs. Salary adjustments, benefits reductions, eliminating overtime, hiring freeze, and mandatory vacations are symptoms of cost containment measures. Sometimes tough decisions in the company can make global economic conditions a little too close to home. You may have lost friends and colleagues during reorganization, or your pay may have been adjusted, or you may wonder about the security of your career. A natural reaction is to blame the company, to feel fear in the stability of the company, or to feel that the company has let you down. The problem with blaming the company or holding the company responsible is that it belies the very nature of employment, because you are the company.
If you are part of an organization and you have felt the impact of losing friends and colleagues, then you have first-hand experience to appreciate the magnitude of the contributions that other people make to an organization. It hurts to see good friends lose their jobs, even the ones that complained about those jobs in the past. There is shared burden of the responsibilities that must be achieved, even when there are fewer people in the organization to do them. Tough times can make the environment challenging and sometimes threatening. You may be looking to other individuals for reassurance, solace, or inspiration. Most likely, there are many other people who are looking for the same things from you. You have the opportunity and the responsibility to have as much impact as those around you, and more than those who have gone before you. You are the company.
Regardless of the size of the company, or your tenure, or your position, you are an important part of the organization. If you are a sole proprietor or a consultant, then you may very well be the entire company. If you are part of a larger organization, no matter what you do, there are others counting on you. It does not matter if you have been in your position for six weeks, six months, or six years, your contributions are important to the success of the organization and thereby affect everyone in it. Your contributions are valuable, and your demeanor has a significant impact on everyone around you. People are counting on you, because you are the company.
You are the Handshake to Vendors and Partners. . .
Do you interact with current or potential vendors, partners, service providers? To the outside world, your commitments and your actions are inseparable from the company. Vendors and partners will form an opinion of everyone in the company based on the experiences of interacting with you personally. It is presumed that your attitude and your reliability are formed by the culture of the organization and are representative of the value instilled by company policy. Your attitude is synonymous with the demeanor of the organization. If you are trustworthy, compassionate, consistent, and fair, then vendors and partners will expect the same to be true of nearly everyone in the company. Moreover, your actions and attitude can even overcome inadequacies in other areas of the organization and renew confidence with vendors and partners, because you are the company.
No amount of advertising dollars, marketing, or branding will overcome personal interaction and experience. You can put perfume on a pig, but it is still a pig. No logo, slogan, or rhetoric can compensate for poor performance, dishonesty, or a negative personal experience. On the other hand, earning a reputation as a reputable individual, a knowledgeable resource, and a dedicated partner are individual qualities that are powerful endorsements for the organization. Quality individuals are necessary assets to an organization, and much more valuable than a good logo or slogan. Good partners build lasting and mutually beneficial relationships. Good personnel are able to identify mutually rewarding relationships with partners, and great personnel know how to identify and deal with unfair or unreasonable partnerships. Creating, managing, and nourishing mutually rewarding relationships requires skill, experience, talent, and determination. To those vendors and partners you are more than the handshake, you are the company.
You are the Face and the Voice to Customers. . .
With customers and clients there are two primary activities during which you are the face of the voice of the company. You are the face and the voice of the company when you are asking the prospective customer to buy from you, or you are the face and voice of the company when you are asking the customer to buy from you again. Sales and marketing activities are intended to convince a prospect that purchasing goods or services from the company is not only a good idea, but the best idea. Sometimes the sales representative is the only face or voice that a customer will ever associate with a company on a personal level. This is a very big responsibility. Sometimes sales occur through a channel, which means that the company sales representative must effectively communicate, motivate, and enable a channel partner to sell goods or services on his or he behalf. This is a special talent, because the person and company acting on behalf of the sales representative must have complete confidence in the person that they are dealing with, so the channel partner can pass on this confidence through the channel and to the ultimate customer. Such confidence comes from relationships that established between people, not between buildings, logos, or contracts. To customers and channel partners, the face and the voice of the sales representative are the face and voice of the company.
Customer service and operations activities are intended to convince existing customers that the original investment commitment was the best idea, and that it would be a good idea to do it again. Customer Service and operations are responsible for protecting the company reputation, delivering on commitments, and enabling repeat sales. The sales, operations, and service departments must be synchronized and aligned in an organization to voice accurate expectations and commitment, and then to deliver them. In many cases, the only personal interaction that occurs with a company may be the result of a problem or a service event. The responsiveness, compassion, and resolution are representative of the entire organization. Empowering customer service demonstrates commitment to live up to expectations. Compassion demonstrates care, and cements a lasting relationship when reliable results are produced. To the customer, the customer service experience is the face and the voice of the company.
With Great Power comes Great Responsibility. . .
Your decisions, actions, and reactions have tremendous impact on your colleagues, partners, and customers. Your decisions may directly impact a partner today, or the performance of your responsibilities may influence the response of a colleague or customer tomorrow. It is important to recognize the value of your contributions. Your comments, optimism, and enthusiasm may be the motivation that someone else needs right at this very moment. Acting with determination and commitment demonstrates leadership and responsibility that both internal and external customers are actively searching for right now. You have the ability to influence relationships and reputation with and within your company. It does not matter how important or insignificant you may have thought your job duties to be. What matters is how much you personally can contribute to the success of your colleagues, your partners, and yourself, because you are the company.
Footnote to Job Hunters . . .
If you are in career transition and looking for your next company, remember that you are your own company. Treat your career transition with the same diligence and commitment that you would treat job responsibilities. Develop an active campaign to promote your capabilities, nurture communications with former colleagues, and maintain a rigorous and disciplined schedule to invest your time in locating an opportunity to advance your career. As with any job, there will be some setbacks and disappointments. Some tasks are not as enjoyable as others in the doing of them, but may be equally satisfying on the completion of them. When hunting for your next job, treat the transition as part of your career development. Learn to market yourself, sell your capabilities, and take care of prospective employers as your customers. The commitment and discipline that you put into the career transition is often reflected in the attributes of the organization that recognizes these qualities in you. If you want the next company to see the quality in you, then let them see that you are your company.
______________________________________________________
Words of Wisdom
"Sometimes we think that we are holding bronze and only realize that it was Gold when we do not have it anymore. Treat everyone like Gold, and most often they will show you the Gold within them."- Samson Eshetu
"Customers don't distinguish between you and the organization you work for. Nor should they. To your customer's way of thinking, you are the company. Customers don't know how things get done behind doors marked 'employees only'. They don't know your areas of responsibility, your job description, or what you can and cannot personally do for them. And they don't care. To customers, those things are your business, not theirs."- Ron Zemke, author of 'Delivering Knock Your Socks Off Service'
"You don't have to spend a jillion dollars on advertising to get your word out. What matters is that customers have a good experience with your product at every single point of contact. We completely obsess about execution. Doing good is good business.”- David Neeleman, founder of JetBlue Airlines
"Others can stop you temporarily - you are the only one who can do it permanently.”- Zig Ziglar, author of 'See You at the Top'
______________________________________________________
When the Going Gets Tough. . .
Downsizing, rightsizing, and reorganization are pleasant terms for lay-offs. Salary adjustments, benefits reductions, eliminating overtime, hiring freeze, and mandatory vacations are symptoms of cost containment measures. Sometimes tough decisions in the company can make global economic conditions a little too close to home. You may have lost friends and colleagues during reorganization, or your pay may have been adjusted, or you may wonder about the security of your career. A natural reaction is to blame the company, to feel fear in the stability of the company, or to feel that the company has let you down. The problem with blaming the company or holding the company responsible is that it belies the very nature of employment, because you are the company.
If you are part of an organization and you have felt the impact of losing friends and colleagues, then you have first-hand experience to appreciate the magnitude of the contributions that other people make to an organization. It hurts to see good friends lose their jobs, even the ones that complained about those jobs in the past. There is shared burden of the responsibilities that must be achieved, even when there are fewer people in the organization to do them. Tough times can make the environment challenging and sometimes threatening. You may be looking to other individuals for reassurance, solace, or inspiration. Most likely, there are many other people who are looking for the same things from you. You have the opportunity and the responsibility to have as much impact as those around you, and more than those who have gone before you. You are the company.
Regardless of the size of the company, or your tenure, or your position, you are an important part of the organization. If you are a sole proprietor or a consultant, then you may very well be the entire company. If you are part of a larger organization, no matter what you do, there are others counting on you. It does not matter if you have been in your position for six weeks, six months, or six years, your contributions are important to the success of the organization and thereby affect everyone in it. Your contributions are valuable, and your demeanor has a significant impact on everyone around you. People are counting on you, because you are the company.
You are the Handshake to Vendors and Partners. . .
Do you interact with current or potential vendors, partners, service providers? To the outside world, your commitments and your actions are inseparable from the company. Vendors and partners will form an opinion of everyone in the company based on the experiences of interacting with you personally. It is presumed that your attitude and your reliability are formed by the culture of the organization and are representative of the value instilled by company policy. Your attitude is synonymous with the demeanor of the organization. If you are trustworthy, compassionate, consistent, and fair, then vendors and partners will expect the same to be true of nearly everyone in the company. Moreover, your actions and attitude can even overcome inadequacies in other areas of the organization and renew confidence with vendors and partners, because you are the company.
No amount of advertising dollars, marketing, or branding will overcome personal interaction and experience. You can put perfume on a pig, but it is still a pig. No logo, slogan, or rhetoric can compensate for poor performance, dishonesty, or a negative personal experience. On the other hand, earning a reputation as a reputable individual, a knowledgeable resource, and a dedicated partner are individual qualities that are powerful endorsements for the organization. Quality individuals are necessary assets to an organization, and much more valuable than a good logo or slogan. Good partners build lasting and mutually beneficial relationships. Good personnel are able to identify mutually rewarding relationships with partners, and great personnel know how to identify and deal with unfair or unreasonable partnerships. Creating, managing, and nourishing mutually rewarding relationships requires skill, experience, talent, and determination. To those vendors and partners you are more than the handshake, you are the company.
You are the Face and the Voice to Customers. . .
With customers and clients there are two primary activities during which you are the face of the voice of the company. You are the face and the voice of the company when you are asking the prospective customer to buy from you, or you are the face and voice of the company when you are asking the customer to buy from you again. Sales and marketing activities are intended to convince a prospect that purchasing goods or services from the company is not only a good idea, but the best idea. Sometimes the sales representative is the only face or voice that a customer will ever associate with a company on a personal level. This is a very big responsibility. Sometimes sales occur through a channel, which means that the company sales representative must effectively communicate, motivate, and enable a channel partner to sell goods or services on his or he behalf. This is a special talent, because the person and company acting on behalf of the sales representative must have complete confidence in the person that they are dealing with, so the channel partner can pass on this confidence through the channel and to the ultimate customer. Such confidence comes from relationships that established between people, not between buildings, logos, or contracts. To customers and channel partners, the face and the voice of the sales representative are the face and voice of the company.
Customer service and operations activities are intended to convince existing customers that the original investment commitment was the best idea, and that it would be a good idea to do it again. Customer Service and operations are responsible for protecting the company reputation, delivering on commitments, and enabling repeat sales. The sales, operations, and service departments must be synchronized and aligned in an organization to voice accurate expectations and commitment, and then to deliver them. In many cases, the only personal interaction that occurs with a company may be the result of a problem or a service event. The responsiveness, compassion, and resolution are representative of the entire organization. Empowering customer service demonstrates commitment to live up to expectations. Compassion demonstrates care, and cements a lasting relationship when reliable results are produced. To the customer, the customer service experience is the face and the voice of the company.
With Great Power comes Great Responsibility. . .
Your decisions, actions, and reactions have tremendous impact on your colleagues, partners, and customers. Your decisions may directly impact a partner today, or the performance of your responsibilities may influence the response of a colleague or customer tomorrow. It is important to recognize the value of your contributions. Your comments, optimism, and enthusiasm may be the motivation that someone else needs right at this very moment. Acting with determination and commitment demonstrates leadership and responsibility that both internal and external customers are actively searching for right now. You have the ability to influence relationships and reputation with and within your company. It does not matter how important or insignificant you may have thought your job duties to be. What matters is how much you personally can contribute to the success of your colleagues, your partners, and yourself, because you are the company.
Footnote to Job Hunters . . .
If you are in career transition and looking for your next company, remember that you are your own company. Treat your career transition with the same diligence and commitment that you would treat job responsibilities. Develop an active campaign to promote your capabilities, nurture communications with former colleagues, and maintain a rigorous and disciplined schedule to invest your time in locating an opportunity to advance your career. As with any job, there will be some setbacks and disappointments. Some tasks are not as enjoyable as others in the doing of them, but may be equally satisfying on the completion of them. When hunting for your next job, treat the transition as part of your career development. Learn to market yourself, sell your capabilities, and take care of prospective employers as your customers. The commitment and discipline that you put into the career transition is often reflected in the attributes of the organization that recognizes these qualities in you. If you want the next company to see the quality in you, then let them see that you are your company.
______________________________________________________
Words of Wisdom
"Sometimes we think that we are holding bronze and only realize that it was Gold when we do not have it anymore. Treat everyone like Gold, and most often they will show you the Gold within them."- Samson Eshetu
"Customers don't distinguish between you and the organization you work for. Nor should they. To your customer's way of thinking, you are the company. Customers don't know how things get done behind doors marked 'employees only'. They don't know your areas of responsibility, your job description, or what you can and cannot personally do for them. And they don't care. To customers, those things are your business, not theirs."- Ron Zemke, author of 'Delivering Knock Your Socks Off Service'
"You don't have to spend a jillion dollars on advertising to get your word out. What matters is that customers have a good experience with your product at every single point of contact. We completely obsess about execution. Doing good is good business.”- David Neeleman, founder of JetBlue Airlines
"Others can stop you temporarily - you are the only one who can do it permanently.”- Zig Ziglar, author of 'See You at the Top'
______________________________________________________
Sunday, March 29, 2009
Preparing for Your Next Job
When in-between jobs and preparing for your next career, make amends for the sacrifices of the last one.
Write It Down
Make a personal journal of your transition experience. Keep track of daily events and observations that may result in new opportunities for you. What job postings or recommendations got your attention each day? Keep clippings from newspapers and printed copies of lists or reference information from web sites in an organized manner so this information is readily available at your fingertips. Treat this information gathering as your own research project. As you investigate, more opportunities will become available to you. Don't lose an opportunity simply because you lost track of it.
Get Connected
Network like your income depended on it! That means reaching out to friends, former colleagues, and even former competitors. It means that the time that you spent investing in your company and your reputation will pay dividends.
There are many ways to work with your network. Social networking sites can be either helpful or harmful. LinkedIn helps to maintain professional relationships, keep track of former colleagues as they move from one company to another, and meet professionals with similar group interests. LinkedIn also offers an invaluable tool for sharing endorsements and testimonials. Giving and receiving endorsements with the online utility is a tremendous way to provide an immediate reference, and to demonstrate your own connection with similar respected professionals. It is common to use LinkedIn endorsements as references attached to resumes, making the job of checking references very easy for recruiters and human resource professionals. Giving endorsements is a way to demonstrate your personal connection to a respected peer, and often results in a similar favorable response.
Social networking can be harmful when the social aspect of the online community demonstrates habits or characteristics which may not be desired by potential employers. There are a multitude of incidents in which individuals have lost job opportunities, and lost jobs, as a direct result of pictures and comments posted on social networking sites. While it may be all in good fun to post pictures or comments of friends and family in various embarrassing situations, there are many employers that now use these online references to determine how a potential candidate's behavior may reflect on the organization. It is a great opportunity for a company to avoid hiring a potentially embarrassing candidate by discovering the embarrassing content that is already available on the world-wide-web. Treat your friends and online social contacts with courtesy and respect, and ask for the same considerations in return.
Variations of Your Theme
Make a variety of versions of your resume. When submitting your resume, make sure that it matches the job opening and contains many of the same keywords. It is a common mistake to work diligently to create the one perceived perfect version of your resume. You may toil for days to get all of the information and details sorted in the manner that you believe are the best representation of your talents and experiences. In reality, the individuals at most companies are not interested in finding the candidate with the most impressive resume, but those hiring individuals are interested in finding the candidate that is best suited to fill the responsibilities of the position. That means that it is far more important for your resume to fit the needs of the position than for your resume to fit your own needs.
Start with a version of your resume and then make several variations on your theme. When preparing to submit your resume for a particular position, read the job description very carefully and highlight the pertinent keywords. Then, review your resume and your real personal experience to identify how those keywords relate to your previous work experience. Try to use those keywords in describing your own achievements, and create a version of your resume that is tailored specifically for the open position. Make sure that you keep a copy of that version of your resume, perhaps even name the document with the name of the company and position for which you wish to interview. When your opportunity to interview arises, be sure to review your customized resume and take a copy with you.
Before the Interview
Before going on an interview, study the company history, mission statement, and culture. Study the company competition. Why are they filing this position? Be prepared to have an intelligent conversation about the company and the position. Be prepared to present your ideas regarding how your experience and capabilities will contribute to achieve the goals of the company. Identify the key strengths from your resume that you think may have caught the attention of the interviewer, and be prepared to discuss them in detail. Prepare questions about the company, culture, and the other people in the area of responsibility. It is not enough to fill the position with your personal attributes and to be the right person for the job, but you must also be the right person to fit in the mix of the other personnel who are already in the organization. Prepare yourself to be that person.
Do It Now
Do something positive for yourself. When you were actively working at your position, there were many things that you probably wished you could do if you only had the time. Guess what, now you have the time! Do you remember how you always wanted to lose weight and get in shape, but you were always too busy to go for a walk or do a little exercise? Do you remember those books that you thought would be good to read, but you never had the peace and quiet to sit down with them? Do you remember how much you wish that you had time to complete that project around the house? Sure, it may be hard to get the energy and enthusiasm to get yourself started on any of those things right now. You have the time, and your excuses are gone, but you don't feel the desire to start doing them right away. Is that the case with you? What's wrong with this picture? Go do it, and start today! You will be amazed at how much this simple act of personal courage can change your life. Use the time that you have now to do those things that you always wanted to do, and then when your next career starts to consume your time, you will discover that you can always preserve the time that you need to do these projects. Once you start to exercise, you will always find time for it. Once you start to read or do projects around the house, you will discover that working will not get in the way of doing those things again. This is your chance to make a tremendous change in your life. Don't miss out on this opportunity.
Do It for Someone Else
Just as you make time to do something for yourself, make time to do something special for someone else. This could be calling an old acquaintance to renew a friendship. This could be contacting a former colleague to offer assistance or encouragement to them during the job hunt and career transition. This could be volunteering to help at a community event, or making a contribution to a special cause. Act as a consultant, volunteer your services, or share your experience with a former colleague. Whenever possible, use your talents, experience, and capabilities to help others. You may be waiting for your next employer to apply your skills, but you can keep them sharp by using them to help other individuals or organization in the interim. Volunteer a portion of your time to apply your skills and in the process everyone is rewarded.
______________________________________________________
Words of Wisdom
"More than any other time in history, mankind faces a crossroads. One path leads to despair and utter hopelessness. The other, to total extinction. Let us pray we have the wisdom to choose correctly."- Woody Allen
"In theory, there is no difference between theory and practice; In practice, there is."- Chuck Reid
"If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want, and all that is left is a compromise.”- Robert Fritz
______________________________________________________
Write It Down
Make a personal journal of your transition experience. Keep track of daily events and observations that may result in new opportunities for you. What job postings or recommendations got your attention each day? Keep clippings from newspapers and printed copies of lists or reference information from web sites in an organized manner so this information is readily available at your fingertips. Treat this information gathering as your own research project. As you investigate, more opportunities will become available to you. Don't lose an opportunity simply because you lost track of it.
Get Connected
Network like your income depended on it! That means reaching out to friends, former colleagues, and even former competitors. It means that the time that you spent investing in your company and your reputation will pay dividends.
There are many ways to work with your network. Social networking sites can be either helpful or harmful. LinkedIn helps to maintain professional relationships, keep track of former colleagues as they move from one company to another, and meet professionals with similar group interests. LinkedIn also offers an invaluable tool for sharing endorsements and testimonials. Giving and receiving endorsements with the online utility is a tremendous way to provide an immediate reference, and to demonstrate your own connection with similar respected professionals. It is common to use LinkedIn endorsements as references attached to resumes, making the job of checking references very easy for recruiters and human resource professionals. Giving endorsements is a way to demonstrate your personal connection to a respected peer, and often results in a similar favorable response.
Social networking can be harmful when the social aspect of the online community demonstrates habits or characteristics which may not be desired by potential employers. There are a multitude of incidents in which individuals have lost job opportunities, and lost jobs, as a direct result of pictures and comments posted on social networking sites. While it may be all in good fun to post pictures or comments of friends and family in various embarrassing situations, there are many employers that now use these online references to determine how a potential candidate's behavior may reflect on the organization. It is a great opportunity for a company to avoid hiring a potentially embarrassing candidate by discovering the embarrassing content that is already available on the world-wide-web. Treat your friends and online social contacts with courtesy and respect, and ask for the same considerations in return.
Variations of Your Theme
Make a variety of versions of your resume. When submitting your resume, make sure that it matches the job opening and contains many of the same keywords. It is a common mistake to work diligently to create the one perceived perfect version of your resume. You may toil for days to get all of the information and details sorted in the manner that you believe are the best representation of your talents and experiences. In reality, the individuals at most companies are not interested in finding the candidate with the most impressive resume, but those hiring individuals are interested in finding the candidate that is best suited to fill the responsibilities of the position. That means that it is far more important for your resume to fit the needs of the position than for your resume to fit your own needs.
Start with a version of your resume and then make several variations on your theme. When preparing to submit your resume for a particular position, read the job description very carefully and highlight the pertinent keywords. Then, review your resume and your real personal experience to identify how those keywords relate to your previous work experience. Try to use those keywords in describing your own achievements, and create a version of your resume that is tailored specifically for the open position. Make sure that you keep a copy of that version of your resume, perhaps even name the document with the name of the company and position for which you wish to interview. When your opportunity to interview arises, be sure to review your customized resume and take a copy with you.
Before the Interview
Before going on an interview, study the company history, mission statement, and culture. Study the company competition. Why are they filing this position? Be prepared to have an intelligent conversation about the company and the position. Be prepared to present your ideas regarding how your experience and capabilities will contribute to achieve the goals of the company. Identify the key strengths from your resume that you think may have caught the attention of the interviewer, and be prepared to discuss them in detail. Prepare questions about the company, culture, and the other people in the area of responsibility. It is not enough to fill the position with your personal attributes and to be the right person for the job, but you must also be the right person to fit in the mix of the other personnel who are already in the organization. Prepare yourself to be that person.
Do It Now
Do something positive for yourself. When you were actively working at your position, there were many things that you probably wished you could do if you only had the time. Guess what, now you have the time! Do you remember how you always wanted to lose weight and get in shape, but you were always too busy to go for a walk or do a little exercise? Do you remember those books that you thought would be good to read, but you never had the peace and quiet to sit down with them? Do you remember how much you wish that you had time to complete that project around the house? Sure, it may be hard to get the energy and enthusiasm to get yourself started on any of those things right now. You have the time, and your excuses are gone, but you don't feel the desire to start doing them right away. Is that the case with you? What's wrong with this picture? Go do it, and start today! You will be amazed at how much this simple act of personal courage can change your life. Use the time that you have now to do those things that you always wanted to do, and then when your next career starts to consume your time, you will discover that you can always preserve the time that you need to do these projects. Once you start to exercise, you will always find time for it. Once you start to read or do projects around the house, you will discover that working will not get in the way of doing those things again. This is your chance to make a tremendous change in your life. Don't miss out on this opportunity.
Do It for Someone Else
Just as you make time to do something for yourself, make time to do something special for someone else. This could be calling an old acquaintance to renew a friendship. This could be contacting a former colleague to offer assistance or encouragement to them during the job hunt and career transition. This could be volunteering to help at a community event, or making a contribution to a special cause. Act as a consultant, volunteer your services, or share your experience with a former colleague. Whenever possible, use your talents, experience, and capabilities to help others. You may be waiting for your next employer to apply your skills, but you can keep them sharp by using them to help other individuals or organization in the interim. Volunteer a portion of your time to apply your skills and in the process everyone is rewarded.
______________________________________________________
Words of Wisdom
"More than any other time in history, mankind faces a crossroads. One path leads to despair and utter hopelessness. The other, to total extinction. Let us pray we have the wisdom to choose correctly."- Woody Allen
"In theory, there is no difference between theory and practice; In practice, there is."- Chuck Reid
"If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want, and all that is left is a compromise.”- Robert Fritz
______________________________________________________
Sunday, March 22, 2009
Coping with Career Change
Lost your Job? Experiencing a sudden or unexpected career change? Worried about your future?
The emotional response to career change is similar to dealing with loss as characterized by Kubler-Ross.
Denial
There are typically two stages of denial that occur with sudden or unexpected career transitions. The first stage is typically very brief. There may be a short suspension of belief in which it is hard to imagine that you no longer have that job. The facts are pretty hard to deny, the position was there one day and you were gone the next day. Regardless of the circumstances, it is fairly difficult to deny when this fact when that door has been closed.
The second and more dangerous period of denial occurs when lifestyle is not altered, even though the income has changed. In many cases, denial is subsidized by a severance package, a golden parachute, or unemployment benefits. The employer no longer provides the ongoing checks or benefits coverage, but the income if otherwise subsidized and therefore lifestyle if not substantially altered. This form of denial can be very dangerous and should be quickly resolved. With time the severance package, unemployment benefits, or personal savings will start to diminish and eventually run dry. It is difficult to predict exactly when the next position or career will create a new source of income, and it is difficult to determine how the compensation and benefits will compare to previous position. When the change occurs, it is a very good time to begin assessing your financial responsibilities and expenses.
Each month as the credit cards statements, rent or mortgage, and other expenses arrive, use that as an opportunity to evaluate the necessity of the expenses that you incur. It is a common habit that expenses grow in proportion to an individual's ability to support the expenses. Clothes, cars, and eating habits are examples of expenses that easily adjust with a person's ability to sustain the expense. Subscriptions, hobbies, and miscellaneous expenses are often forgotten or disguised personal expenses. Every time that you pay an invoice, consider how that costs compares to your personal hierarchy of needs and how you can be a little more frugal in your expenditures. If you can reduce your expenses now, it will continue to bear fruit, even when your income is restored.
Anger
It is natural to be angry when events impact a person's routines. It is natural to feel anger when events interrupt an individual's ability to support a family or otherwise jeopardize financial responsibilities. It is natural, but is it productive? If the career change is due to personal lack of performance on the job, then there is nobody to blame but yourself. If the career change is due to financial hardship by the company, thereby resulting in overall job reductions, then there is nobody to blame at the company that is also struggling to survive. Organizations have a responsibility to support clients, customers, shareholders, and the remaining employees to the best of the ability of the company. Whatever the cause of the career change, the natural responses of anger and frustration lack direction and therefore offer no source of consolation.
Do you feel the energy that comes from frustration, anger, or enthusiasm? Emotions charge the body with adrenaline and create energy. Even negative emotions like frustration, anger, or worry can create an emotional charge that can be redirected into positive energy. If you sit still and let negative emotions take control, then you may find yourself drowning in continuous waves of negative thoughts and concerns. Rather than slip into depression or self-pity, use that energy to give you incentive to concentrate on positive projects. For example, invest your energy in reworking your resume. Begin making lists of opportunities and invest your time in researching companies that are showing positive growth. Start educating yourself on other aspects of your industry or profession. Use that energy that makes you shake with frustration to put your fingers to work on the keyboard, flipping pages, or dialing phone numbers. If you still have energy left over after you have worked every possibility, then go for a walk and release that energy with some positive exercise.
Depression
The hunt for your next career position may take some time. Economic challenges may restrict the job market and create seemingly overwhelming competition for a limited number of positions. Constant concerns, coupled with a sense of responsibility, can create fertile grounds for depression. If you feel this happening to you, remember that it is a choice and you have control over it. Depression occurs when you allow yourself to feel remorse because events and timelines are not occurring according to your plans. This does not mean that the forces of the universe are working against you, but it could be a strong indication that it is time to change your plans. Sometimes it is necessary to abandon your plans completely and pause to properly evaluate the options available to you. This may mean changing your lifestyle, changing your career, or allowing yourself to take an intermediate transition in another direction. Allow yourself the flexibility to adapt to the situations and opportunities that are available to you. This does not mean that you are settling for less than your full potential, but it does mean that you have the self-confidence to allow yourself to expand your talents and experience in previously unexpected areas. Allow yourself the flexibility to abandon or temporarily shelf those expectations that are causing your depression and give yourself the freedom to adjust your career or lifestyle to take advantage of what is available to you at the moment. When it seems that you cannot make any progress in the direction that you are going then allow yourself to move in the direction that gives your life momentum.
Bargaining
Once you have overcome denial and accepted the sometimes life-altering changes to control your expenses, and after you have overcome or bypassed the feelings of anger or depression, it is natural to begin a process of personal bargaining. This phase is the internal conflict of balances wants and needs with reality and resources. It is a process of justifying small concessions for the greater good. It means offsetting minor sacrifices by placating yourself with some rational of purpose or personal reward.
The process of internal bargaining can be a positive process if it means an awakening realization of the positive outcome of your decisions and actions in contrast to the investment of selective sacrifice. However, it is very important to consider the long term commitment associated with such bargaining. If the sacrifices are worth the return of a lasting career or long term relationship, then it is merely an acknowledgement of personal investment. If the sacrifice results in ethical conflicts or may otherwise require sustained commitment that you are not willing or able to make, then the bargain lacks substance and is doomed to failure. Do not negotiate commitments that you are unwilling or unable to sustain, not even to yourself.
Acceptance
Welcome to the club! There are millions of individuals experiencing various stages of career transitions. You are not alone and you are not really competitors. Each person is looking for the next opportunity to match personal talents and capability with the appropriate corresponding position. Likewise, organizations are searching for the most appropriate candidate in accordance with the job requirements. It is not a competition or a popularity contest. It is a giant puzzle in which all of the pieces are trying to find the perfect fit. As you look for your next opportunity, help those in your network to do the same. If you find a position that is suitable for someone else who is in career transition, take the time to make a recommendation and help good people discover good organizations. Helping others in your fellow career transitioning tribe may encourage them to help one another, and inspire them to help you too. Even if the favors are not returned, you will have the personal satisfaction of helping others.
Once you have accepted that your life has changed, there are countless new opportunities that are open to you. Be ready for new experiences and be prepared for more unexpected challenges. The experiences are all part of the learning process. You could have spent countless months or years in the rut of your routine, but you have been given an unexpected opportunity to apply your talents and experience in new ways. You have been given a personal invitation to expand your capabilities and to meet new friends. It can be unsettling when it is unexpected, but you can use this is an opportunity to invest in yourself and in your future.
______________________________________________________
Words of Wisdom
"'There's new energy to harness, new jobs to be created, new schools to build, and threats to meet, alliances to repair. The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there. I promise you, we as a people will get there. There will be setbacks and false starts. There are many who won't agree with every decision or policy I make as president. And we know the government can't solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it's been done in America for 221 years — block by block, brick by brick, calloused hand by calloused hand."- Barack Obama, Election Night Speech
"If government could create jobs and raise children, socialism would have worked."- George Gilder
"Emergencies have always been necessary to progress. It was darkness which produced the lamp. It was fog that produced the compass. It was hunger that drove us to exploration. And it took a depression to teach us the real value of a job.”- Victor Hugo
______________________________________________________
The emotional response to career change is similar to dealing with loss as characterized by Kubler-Ross.
Denial
There are typically two stages of denial that occur with sudden or unexpected career transitions. The first stage is typically very brief. There may be a short suspension of belief in which it is hard to imagine that you no longer have that job. The facts are pretty hard to deny, the position was there one day and you were gone the next day. Regardless of the circumstances, it is fairly difficult to deny when this fact when that door has been closed.
The second and more dangerous period of denial occurs when lifestyle is not altered, even though the income has changed. In many cases, denial is subsidized by a severance package, a golden parachute, or unemployment benefits. The employer no longer provides the ongoing checks or benefits coverage, but the income if otherwise subsidized and therefore lifestyle if not substantially altered. This form of denial can be very dangerous and should be quickly resolved. With time the severance package, unemployment benefits, or personal savings will start to diminish and eventually run dry. It is difficult to predict exactly when the next position or career will create a new source of income, and it is difficult to determine how the compensation and benefits will compare to previous position. When the change occurs, it is a very good time to begin assessing your financial responsibilities and expenses.
Each month as the credit cards statements, rent or mortgage, and other expenses arrive, use that as an opportunity to evaluate the necessity of the expenses that you incur. It is a common habit that expenses grow in proportion to an individual's ability to support the expenses. Clothes, cars, and eating habits are examples of expenses that easily adjust with a person's ability to sustain the expense. Subscriptions, hobbies, and miscellaneous expenses are often forgotten or disguised personal expenses. Every time that you pay an invoice, consider how that costs compares to your personal hierarchy of needs and how you can be a little more frugal in your expenditures. If you can reduce your expenses now, it will continue to bear fruit, even when your income is restored.
Anger
It is natural to be angry when events impact a person's routines. It is natural to feel anger when events interrupt an individual's ability to support a family or otherwise jeopardize financial responsibilities. It is natural, but is it productive? If the career change is due to personal lack of performance on the job, then there is nobody to blame but yourself. If the career change is due to financial hardship by the company, thereby resulting in overall job reductions, then there is nobody to blame at the company that is also struggling to survive. Organizations have a responsibility to support clients, customers, shareholders, and the remaining employees to the best of the ability of the company. Whatever the cause of the career change, the natural responses of anger and frustration lack direction and therefore offer no source of consolation.
Do you feel the energy that comes from frustration, anger, or enthusiasm? Emotions charge the body with adrenaline and create energy. Even negative emotions like frustration, anger, or worry can create an emotional charge that can be redirected into positive energy. If you sit still and let negative emotions take control, then you may find yourself drowning in continuous waves of negative thoughts and concerns. Rather than slip into depression or self-pity, use that energy to give you incentive to concentrate on positive projects. For example, invest your energy in reworking your resume. Begin making lists of opportunities and invest your time in researching companies that are showing positive growth. Start educating yourself on other aspects of your industry or profession. Use that energy that makes you shake with frustration to put your fingers to work on the keyboard, flipping pages, or dialing phone numbers. If you still have energy left over after you have worked every possibility, then go for a walk and release that energy with some positive exercise.
Depression
The hunt for your next career position may take some time. Economic challenges may restrict the job market and create seemingly overwhelming competition for a limited number of positions. Constant concerns, coupled with a sense of responsibility, can create fertile grounds for depression. If you feel this happening to you, remember that it is a choice and you have control over it. Depression occurs when you allow yourself to feel remorse because events and timelines are not occurring according to your plans. This does not mean that the forces of the universe are working against you, but it could be a strong indication that it is time to change your plans. Sometimes it is necessary to abandon your plans completely and pause to properly evaluate the options available to you. This may mean changing your lifestyle, changing your career, or allowing yourself to take an intermediate transition in another direction. Allow yourself the flexibility to adapt to the situations and opportunities that are available to you. This does not mean that you are settling for less than your full potential, but it does mean that you have the self-confidence to allow yourself to expand your talents and experience in previously unexpected areas. Allow yourself the flexibility to abandon or temporarily shelf those expectations that are causing your depression and give yourself the freedom to adjust your career or lifestyle to take advantage of what is available to you at the moment. When it seems that you cannot make any progress in the direction that you are going then allow yourself to move in the direction that gives your life momentum.
Bargaining
Once you have overcome denial and accepted the sometimes life-altering changes to control your expenses, and after you have overcome or bypassed the feelings of anger or depression, it is natural to begin a process of personal bargaining. This phase is the internal conflict of balances wants and needs with reality and resources. It is a process of justifying small concessions for the greater good. It means offsetting minor sacrifices by placating yourself with some rational of purpose or personal reward.
The process of internal bargaining can be a positive process if it means an awakening realization of the positive outcome of your decisions and actions in contrast to the investment of selective sacrifice. However, it is very important to consider the long term commitment associated with such bargaining. If the sacrifices are worth the return of a lasting career or long term relationship, then it is merely an acknowledgement of personal investment. If the sacrifice results in ethical conflicts or may otherwise require sustained commitment that you are not willing or able to make, then the bargain lacks substance and is doomed to failure. Do not negotiate commitments that you are unwilling or unable to sustain, not even to yourself.
Acceptance
Welcome to the club! There are millions of individuals experiencing various stages of career transitions. You are not alone and you are not really competitors. Each person is looking for the next opportunity to match personal talents and capability with the appropriate corresponding position. Likewise, organizations are searching for the most appropriate candidate in accordance with the job requirements. It is not a competition or a popularity contest. It is a giant puzzle in which all of the pieces are trying to find the perfect fit. As you look for your next opportunity, help those in your network to do the same. If you find a position that is suitable for someone else who is in career transition, take the time to make a recommendation and help good people discover good organizations. Helping others in your fellow career transitioning tribe may encourage them to help one another, and inspire them to help you too. Even if the favors are not returned, you will have the personal satisfaction of helping others.
Once you have accepted that your life has changed, there are countless new opportunities that are open to you. Be ready for new experiences and be prepared for more unexpected challenges. The experiences are all part of the learning process. You could have spent countless months or years in the rut of your routine, but you have been given an unexpected opportunity to apply your talents and experience in new ways. You have been given a personal invitation to expand your capabilities and to meet new friends. It can be unsettling when it is unexpected, but you can use this is an opportunity to invest in yourself and in your future.
______________________________________________________
Words of Wisdom
"'There's new energy to harness, new jobs to be created, new schools to build, and threats to meet, alliances to repair. The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there. I promise you, we as a people will get there. There will be setbacks and false starts. There are many who won't agree with every decision or policy I make as president. And we know the government can't solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it's been done in America for 221 years — block by block, brick by brick, calloused hand by calloused hand."- Barack Obama, Election Night Speech
"If government could create jobs and raise children, socialism would have worked."- George Gilder
"Emergencies have always been necessary to progress. It was darkness which produced the lamp. It was fog that produced the compass. It was hunger that drove us to exploration. And it took a depression to teach us the real value of a job.”- Victor Hugo
______________________________________________________
Wednesday, December 3, 2008
Performance Management
Data is worthless, but knowledge is priceless. Perhaps no single event in history underscored this more dramatically than the rise and fall of the Dot Com Era. Accumulating massive data warehouses of information and customer records proved to be worthless when data could not be converted into real world revenue.
During the Dot Com Era, some organizations recognized the benefits of using data as a means to provide meaningful and informative results. These organizations enjoyed exponential growth with intelligent decisions, both for themselves and as a service for their customers. The organizations that collected massive amounts of data and failed to transform the data into business intelligence and performance management became colorful examples of failed business plans. The failed organizations became vacant high rise versions of ghost towns, lined with ping pong tables and beanbag chairs. Meanwhile, the organizations that turned data into knowledge, metrics into performance management, and fed intelligent responses to customers, became dominant forces in a new economy. One need not look any further than Google to see a brilliant example of turning access to data into a responsive, informative, and intelligent tool for client convenience and generating internal revenue. The Internet is an ocean of publicly accessible data, most of which may be considered worthless when taken out of context. However, when this enormous vault of human knowledge and creativity is harnessed and focused through the single microscopic lens of a search engine to sort, filter, and present the relevant data, then the data becomes knowledge on a silver platter.
Does your organization harness the power of data or the power of knowledge?
Does your organization collect information for reporting or for informed real time business decisions?
Does your organization use data to measure the performance of the past or to apply measurements to predict and alter the course of the future?
You really do have a crystal ball, because history really does repeat itself. If you have collected historical data and measurements, then you have the framework to begin building your the future according to your own plans and blueprints. If you understand the cause and the effect of your actions and your decisions in market conditions and environments, then you can make knowledgeable decisions to chart the course of your destiny. You can respond to external conditions, you can react to internal changes, and you can change the course of your own destiny.
You can choose to use information to deliver focused and informed results for better understanding and decisions, using your data like Google. Alternately, you can collect data to make colorful roadmap reports of where you have been, and select the graphs that portray only the desired perspectives. Reports tell the truth, and nothing but the truth, but often do not portray the whole truth. You will know when you are on the right track when your metrics, dashboards, and performance management look forward at least as much as they report backward on historical trends.
Cashing in data and history for performance management, knowledge, and revenue is not just for big organizations. The same principles apply for individual planning and performance as well.
Advance Alerts and Exception Based Reports
Gather your most relevant data and reports that demonstrate the key metrics for measuring success. The key metrics for measuring success quite often include the following topics
Finance, revenue or costs
Customer satisfaction
Quality
Productivity
Speed
Performance
Refer to the data that you have been using to measure your performance in the past. Identify the critical components that have influenced finance, customer satisfaction, quality, productivity, speed, or performance. Make a list of events, internal, and external catalysts that have resulted in specific desired or undesired outcomes. Using your experience and historical data, make a note of the cause and effect illustrated in your trends. Study the causes to extract meaningful measurements that result in desired and undesired trends.
Once you have identified critical catalysts with associated metrics, then you can create new predictive reports to help guide your business with intelligent information.
Reports that contain all available data may be overwhelming and may actually hide important facts or trends. If you are measuring hundreds or thousands of transactions, the average performance might be acceptable enough to temporarily hide a few individual exceptions that could create a future catastrophe. Augment the reports of overall activity with specific, focused, exception based reports that isolate the data elements that you have determined to be catalysts for your business. The exception based reports are based on those exceptions from normal business that you have identified as the root cause for good or bad effects. These concentrated reports should be reviewed for immediate response, and the overall effects should create a consistent result in the reports for overall accumulated activity.
Short Term Goals and Long Term Goals
Be sure to compare short term and long term plans, goals, and trends. Monthly and quarterly activity may be the result of seasonal trends. Weekly trends may reflect consistent activities on certain days of the week. Marketing and sales activities are especially impacted by daily, weekly, monthly, quarterly, and yearly trends. These activities may also be greatly impacted by external events. When gathering data for historical analysis to create predictive trends, document footnotes as a reminder of external events and activities that may influence your results.
For personal planning and internal organizational planning, balance short term goals with long term goals. This is especially true when balancing personal and professional budgets. Short term investments should be balanced with long term rewards. Spending a budget when it is available, to avoid losing it, is sometimes in the best interest of both short term and long term goals. Putting off an activity, scheduling time and resources, is often highly influenced by immediate and urgent needs. Compare urgent needs to long term priorities and extended impact to determine the best balanced approach.
Balance Company and Personal Objectives
Are the management reports accurately reflected in the personnel performance metrics? When it comes time to provide yearly reviews, have the specific measurements for individual performance been accurately reflected to coincide with the performance reports administered by the organization?
Each individual should have a personal set of defined goals and objectives that can be measured for performance. The measurement for performance may be based on speed, accuracy, quality, or simply based on completion of certain tasks. Timeliness and customer satisfaction are also common measurements for performance. Individual indicators should be directly connected with the overall performance management reports. This enables each individual to recognize how much personal performance impacts the total team achievement. When this happens it is very easy to conduct performance appraisals in a fair and unbiased manner, with no surprises for anyone. More importantly, the recognition of personal contribution becomes a daily conversation of mutual commitment, rather than a yearly review.
Balance Internal and External Objectives
If you achieve your goals and objectives, is it at the expense of your vendors, suppliers, or clients? If meeting your objectives requires unbalanced sacrifice from business partners or customers, then you have only delayed inevitable decay and your own demise. If your success can only be achieved by sacrificing vendors or suppliers, then the best ones will eventually lose interest and find alternatives to protect their own organizations. Creating this culture with vendors causes conflict and a lack of mutual commitment. Treat vendors and suppliers as partners for mutual success, and expect the same in return.
If your success requires the unilateral sacrifice of clients, then you will likely find yourself without any customers. Clients can be as loyal as vendors and suppliers when treated with dignity, value, commitment, and respect. Clients will not be as patient as vendors if this relationship is lacking.
Use Technology to Empower Business Objectives
Use technology to collect, collate, and isolate the key catalysts for your business. Use historical trends to create exception based predictive reports. Monitor the trends of short term and long term activities and objectives. Use real data to demonstrate individual performance as it contributes to overall performance, and make this available to individual contributors on a daily basis. When you empower individuals to monitor performance on a daily basis, the individuals begin to manage success of the overall business. The individual contributors are most likely to recognize the cause and effect as illustrated in exception based reports, and have the ability to apply effective change when necessary. Individual contributors typically have the most significant personal relationships or interactions with vendors, suppliers, and customers. Technology can be used to enable visibility throughout the entire organization. Technology can facilitate empowered and informed communication, supplying not only the exceptional trends, but also the specific supporting data that is necessary to make real time educated decisions.
Now the decision is yours. Will you use technology to aggregate and communicate relevant data in focused response like Google, or will you be sitting back in your beanbag chair with your colorful graphs of a bygone era?
______________________________________________________
Words of Wisdom
"The best way to predict the future is to invent it."- Alan Kay
"All human situations have their inconveniences. We feel those of the present but neither see nor feel those of the future; and hence we often make troublesome changes without amendment, and frequently for the worse."- Benjamin Franklin
"Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present.”- Marcus Aurelius Antoninus
"Data is worthless, but knowledge is priceless."- John Mehrmann
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is now available for the Amazon Kindle e-book Reader
The Trusted Advocate is also available online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, and www.Target.com.
"There are a few books in my collection that I keep close at hand to refer to again and again. The Trusted Advocate is one of those books. John shows you how to build a business with integrity that keeps customers coming back because you are considered a valued resource and advocate for their business. You will learn how to engage customers and build relationships rather than 'selling'.
Real world examples of the principles taught in the book are scattered throughout along with activities that will help you apply the principles John teaches. Check out the advocate cycle on page 125. If you do nothing but follow this practical example, you will have a better business, stronger relationships, and increased sales."
Mike Coleman
Speaker, Author, and Marketing Consultant
Charting My Course
www.ChartingMyCourse.com
During the Dot Com Era, some organizations recognized the benefits of using data as a means to provide meaningful and informative results. These organizations enjoyed exponential growth with intelligent decisions, both for themselves and as a service for their customers. The organizations that collected massive amounts of data and failed to transform the data into business intelligence and performance management became colorful examples of failed business plans. The failed organizations became vacant high rise versions of ghost towns, lined with ping pong tables and beanbag chairs. Meanwhile, the organizations that turned data into knowledge, metrics into performance management, and fed intelligent responses to customers, became dominant forces in a new economy. One need not look any further than Google to see a brilliant example of turning access to data into a responsive, informative, and intelligent tool for client convenience and generating internal revenue. The Internet is an ocean of publicly accessible data, most of which may be considered worthless when taken out of context. However, when this enormous vault of human knowledge and creativity is harnessed and focused through the single microscopic lens of a search engine to sort, filter, and present the relevant data, then the data becomes knowledge on a silver platter.
Does your organization harness the power of data or the power of knowledge?
Does your organization collect information for reporting or for informed real time business decisions?
Does your organization use data to measure the performance of the past or to apply measurements to predict and alter the course of the future?
You really do have a crystal ball, because history really does repeat itself. If you have collected historical data and measurements, then you have the framework to begin building your the future according to your own plans and blueprints. If you understand the cause and the effect of your actions and your decisions in market conditions and environments, then you can make knowledgeable decisions to chart the course of your destiny. You can respond to external conditions, you can react to internal changes, and you can change the course of your own destiny.
You can choose to use information to deliver focused and informed results for better understanding and decisions, using your data like Google. Alternately, you can collect data to make colorful roadmap reports of where you have been, and select the graphs that portray only the desired perspectives. Reports tell the truth, and nothing but the truth, but often do not portray the whole truth. You will know when you are on the right track when your metrics, dashboards, and performance management look forward at least as much as they report backward on historical trends.
Cashing in data and history for performance management, knowledge, and revenue is not just for big organizations. The same principles apply for individual planning and performance as well.
Advance Alerts and Exception Based Reports
Gather your most relevant data and reports that demonstrate the key metrics for measuring success. The key metrics for measuring success quite often include the following topics
Finance, revenue or costs
Customer satisfaction
Quality
Productivity
Speed
Performance
Refer to the data that you have been using to measure your performance in the past. Identify the critical components that have influenced finance, customer satisfaction, quality, productivity, speed, or performance. Make a list of events, internal, and external catalysts that have resulted in specific desired or undesired outcomes. Using your experience and historical data, make a note of the cause and effect illustrated in your trends. Study the causes to extract meaningful measurements that result in desired and undesired trends.
Once you have identified critical catalysts with associated metrics, then you can create new predictive reports to help guide your business with intelligent information.
Reports that contain all available data may be overwhelming and may actually hide important facts or trends. If you are measuring hundreds or thousands of transactions, the average performance might be acceptable enough to temporarily hide a few individual exceptions that could create a future catastrophe. Augment the reports of overall activity with specific, focused, exception based reports that isolate the data elements that you have determined to be catalysts for your business. The exception based reports are based on those exceptions from normal business that you have identified as the root cause for good or bad effects. These concentrated reports should be reviewed for immediate response, and the overall effects should create a consistent result in the reports for overall accumulated activity.
Short Term Goals and Long Term Goals
Be sure to compare short term and long term plans, goals, and trends. Monthly and quarterly activity may be the result of seasonal trends. Weekly trends may reflect consistent activities on certain days of the week. Marketing and sales activities are especially impacted by daily, weekly, monthly, quarterly, and yearly trends. These activities may also be greatly impacted by external events. When gathering data for historical analysis to create predictive trends, document footnotes as a reminder of external events and activities that may influence your results.
For personal planning and internal organizational planning, balance short term goals with long term goals. This is especially true when balancing personal and professional budgets. Short term investments should be balanced with long term rewards. Spending a budget when it is available, to avoid losing it, is sometimes in the best interest of both short term and long term goals. Putting off an activity, scheduling time and resources, is often highly influenced by immediate and urgent needs. Compare urgent needs to long term priorities and extended impact to determine the best balanced approach.
Balance Company and Personal Objectives
Are the management reports accurately reflected in the personnel performance metrics? When it comes time to provide yearly reviews, have the specific measurements for individual performance been accurately reflected to coincide with the performance reports administered by the organization?
Each individual should have a personal set of defined goals and objectives that can be measured for performance. The measurement for performance may be based on speed, accuracy, quality, or simply based on completion of certain tasks. Timeliness and customer satisfaction are also common measurements for performance. Individual indicators should be directly connected with the overall performance management reports. This enables each individual to recognize how much personal performance impacts the total team achievement. When this happens it is very easy to conduct performance appraisals in a fair and unbiased manner, with no surprises for anyone. More importantly, the recognition of personal contribution becomes a daily conversation of mutual commitment, rather than a yearly review.
Balance Internal and External Objectives
If you achieve your goals and objectives, is it at the expense of your vendors, suppliers, or clients? If meeting your objectives requires unbalanced sacrifice from business partners or customers, then you have only delayed inevitable decay and your own demise. If your success can only be achieved by sacrificing vendors or suppliers, then the best ones will eventually lose interest and find alternatives to protect their own organizations. Creating this culture with vendors causes conflict and a lack of mutual commitment. Treat vendors and suppliers as partners for mutual success, and expect the same in return.
If your success requires the unilateral sacrifice of clients, then you will likely find yourself without any customers. Clients can be as loyal as vendors and suppliers when treated with dignity, value, commitment, and respect. Clients will not be as patient as vendors if this relationship is lacking.
Use Technology to Empower Business Objectives
Use technology to collect, collate, and isolate the key catalysts for your business. Use historical trends to create exception based predictive reports. Monitor the trends of short term and long term activities and objectives. Use real data to demonstrate individual performance as it contributes to overall performance, and make this available to individual contributors on a daily basis. When you empower individuals to monitor performance on a daily basis, the individuals begin to manage success of the overall business. The individual contributors are most likely to recognize the cause and effect as illustrated in exception based reports, and have the ability to apply effective change when necessary. Individual contributors typically have the most significant personal relationships or interactions with vendors, suppliers, and customers. Technology can be used to enable visibility throughout the entire organization. Technology can facilitate empowered and informed communication, supplying not only the exceptional trends, but also the specific supporting data that is necessary to make real time educated decisions.
Now the decision is yours. Will you use technology to aggregate and communicate relevant data in focused response like Google, or will you be sitting back in your beanbag chair with your colorful graphs of a bygone era?
______________________________________________________
Words of Wisdom
"The best way to predict the future is to invent it."- Alan Kay
"All human situations have their inconveniences. We feel those of the present but neither see nor feel those of the future; and hence we often make troublesome changes without amendment, and frequently for the worse."- Benjamin Franklin
"Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present.”- Marcus Aurelius Antoninus
"Data is worthless, but knowledge is priceless."- John Mehrmann
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is now available for the Amazon Kindle e-book Reader
The Trusted Advocate is also available online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, and www.Target.com.
"There are a few books in my collection that I keep close at hand to refer to again and again. The Trusted Advocate is one of those books. John shows you how to build a business with integrity that keeps customers coming back because you are considered a valued resource and advocate for their business. You will learn how to engage customers and build relationships rather than 'selling'.
Real world examples of the principles taught in the book are scattered throughout along with activities that will help you apply the principles John teaches. Check out the advocate cycle on page 125. If you do nothing but follow this practical example, you will have a better business, stronger relationships, and increased sales."
Mike Coleman
Speaker, Author, and Marketing Consultant
Charting My Course
www.ChartingMyCourse.com
Tuesday, September 23, 2008
2008 Passport Restrictions
Effective January 31, 2008, adult United States and Canadian citizens reentering the United States and Canada by land, ferry, or by small boat must carry a passport or a government issued photo ID, such as a driver's license, plus proof of citizenship, such as a birth certificate. Children 18 and younger require proof of citizenship only.
Cruise passengers are officially exempt, but cruise lines recommend passports and already require a photo ID, such as a driver's license, and proof of citizenship.
All US travelers returning from the Caribbean, Mexico, Bermuda, and Canada by air have had to carry passports since January 23, 2007. The change of restrictions in January 2007 created a surge in demand for passports, resulting in extended delays of several months to process the increased number and backlog of requests. Turnaround time for a standard passport is now four to six weeks. Expect to wait three weeks for an expedited passport.
The new guidelines effective January 31, 2008 extend the air travel restrictions to land, ferry, and small boat. Plan ahead for international travel, regardless of the mode of transportation, and allow enough time to procure or renew your passport if necessary.
E-Passports
Since August 2007, the United States has been issuing Electronic Passports only.
The U.S. Electronic Passport (e-passport) is similar to the former passport with the addition of a small integrated circuit computer chip embedded in the back cover. The chip securely stores the same data visually displayed on the photo page of the passport, and includes a digital photograph of the bearer. The inclusion of the digital photograph enables biometric comparison, through the use of facial recognition technology, at international borders. The U.S. e-passport also has a new look, incorporating the latest anti-fraud and security features.
Passports without chips will still be valid for the extent of the original validity period, and must be replaced with the new e-passport at the time of renewal
If you have an existing US Passport that is less than 15 years old, is not damaged, you were at least 16 years old when it was issued, and you name has not changed or you can provide documents to prove that it was legally changed, then you may be eligible to renew your passport by mail. Passports can be renewed through the mail by submitted the appropriate DS-82 form, two identical passport photographs, and a check or money order for the processing fee. The address, current fee, and DS-82 form are available at the U.S. Department of State web site, http://travel.state.gov/passport/get/renew/renew_833.html
The NEXUS Program
The United States Customs and Border Protection (CBP), and the Canada Border Services Agency (CBSA), are cooperating in a joint venture to simplify passage for pre-approved low risk travelers.
NEXUS members now have crossing privileges at any air, land, and marine ports of entry. Under the Western Hemisphere Travel Initiative, the NEXUS card has been approved as an alternative to the passport for air travel into the United States for US and Canadian citizens. The NEXUS program allows pre-screened, low risk travelers to be processed with little or no delay by the United States and Canadian officials at designated highway lanes at high volume border crossing locations, at a NEXUS kiosk at the Canadian pre-clearance airports, and at select marine locations in the Great Lakes and Seattle, Washington.
Individuals may qualify to participate in NEXUS if they are a citizen or permanent resident of the United States or Canada, residing in either country, or if they are a citizen of a country other than Canada or the United States who plans to temporarily reside lawfully in Canada or in the United States for the term of their NEXUS membership and who pass criminal history and law enforcement checks. Individuals may be denied NEXUS if inadmissible to the United States or Canada under applicable immigration law, provide false or incomplete information on the application, have been convicted of a criminal offense in any country for which they have not received a pardon, have previously violated customs or immigration law, or fail to meet stated requirements of the NEXUS program.
To apply for NEXUS, complete a single application and pay one fee. The form can be submitted on-line via the Global On-Line Enrollment (GOES), mailed, or faxed. Qualified applicants are required to come to a NEXUS Enrollment Center only once, for an interview and issuance of a photo-identification card. NEXUS allows United States and Canadian border agencies to concentrate efforts on potentially higher risk travelers and goods, to ensure security and integrity of the borders. NEXUS allows citizens of the United States and Canada to reduce delays at border crossings, and is an excellent form of international travel identification to accompany your passport.
At the time that this article was written, the one time application fee for a five (5) year NEXUS card is $50 US, and the fee for a US passport renewal is $67 US.
______________________________________________________
Words of Wisdom
"When you travel, remember that a foreign country is not designed to make you comfortable. It is designed to make its own people comfortable."- Clifton Fadiman
"Certainly, travel is more than the seeing of sights; it is a change that goes on, deep and permanent, in the ideas of living."- Miriam Beard
"A person travels the world over in search of what he needs and returns home to find it." - George Moore
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Cruise passengers are officially exempt, but cruise lines recommend passports and already require a photo ID, such as a driver's license, and proof of citizenship.
All US travelers returning from the Caribbean, Mexico, Bermuda, and Canada by air have had to carry passports since January 23, 2007. The change of restrictions in January 2007 created a surge in demand for passports, resulting in extended delays of several months to process the increased number and backlog of requests. Turnaround time for a standard passport is now four to six weeks. Expect to wait three weeks for an expedited passport.
The new guidelines effective January 31, 2008 extend the air travel restrictions to land, ferry, and small boat. Plan ahead for international travel, regardless of the mode of transportation, and allow enough time to procure or renew your passport if necessary.
E-Passports
Since August 2007, the United States has been issuing Electronic Passports only.
The U.S. Electronic Passport (e-passport) is similar to the former passport with the addition of a small integrated circuit computer chip embedded in the back cover. The chip securely stores the same data visually displayed on the photo page of the passport, and includes a digital photograph of the bearer. The inclusion of the digital photograph enables biometric comparison, through the use of facial recognition technology, at international borders. The U.S. e-passport also has a new look, incorporating the latest anti-fraud and security features.
Passports without chips will still be valid for the extent of the original validity period, and must be replaced with the new e-passport at the time of renewal
If you have an existing US Passport that is less than 15 years old, is not damaged, you were at least 16 years old when it was issued, and you name has not changed or you can provide documents to prove that it was legally changed, then you may be eligible to renew your passport by mail. Passports can be renewed through the mail by submitted the appropriate DS-82 form, two identical passport photographs, and a check or money order for the processing fee. The address, current fee, and DS-82 form are available at the U.S. Department of State web site, http://travel.state.gov/passport/get/renew/renew_833.html
The NEXUS Program
The United States Customs and Border Protection (CBP), and the Canada Border Services Agency (CBSA), are cooperating in a joint venture to simplify passage for pre-approved low risk travelers.
NEXUS members now have crossing privileges at any air, land, and marine ports of entry. Under the Western Hemisphere Travel Initiative, the NEXUS card has been approved as an alternative to the passport for air travel into the United States for US and Canadian citizens. The NEXUS program allows pre-screened, low risk travelers to be processed with little or no delay by the United States and Canadian officials at designated highway lanes at high volume border crossing locations, at a NEXUS kiosk at the Canadian pre-clearance airports, and at select marine locations in the Great Lakes and Seattle, Washington.
Individuals may qualify to participate in NEXUS if they are a citizen or permanent resident of the United States or Canada, residing in either country, or if they are a citizen of a country other than Canada or the United States who plans to temporarily reside lawfully in Canada or in the United States for the term of their NEXUS membership and who pass criminal history and law enforcement checks. Individuals may be denied NEXUS if inadmissible to the United States or Canada under applicable immigration law, provide false or incomplete information on the application, have been convicted of a criminal offense in any country for which they have not received a pardon, have previously violated customs or immigration law, or fail to meet stated requirements of the NEXUS program.
To apply for NEXUS, complete a single application and pay one fee. The form can be submitted on-line via the Global On-Line Enrollment (GOES), mailed, or faxed. Qualified applicants are required to come to a NEXUS Enrollment Center only once, for an interview and issuance of a photo-identification card. NEXUS allows United States and Canadian border agencies to concentrate efforts on potentially higher risk travelers and goods, to ensure security and integrity of the borders. NEXUS allows citizens of the United States and Canada to reduce delays at border crossings, and is an excellent form of international travel identification to accompany your passport.
At the time that this article was written, the one time application fee for a five (5) year NEXUS card is $50 US, and the fee for a US passport renewal is $67 US.
______________________________________________________
Words of Wisdom
"When you travel, remember that a foreign country is not designed to make you comfortable. It is designed to make its own people comfortable."- Clifton Fadiman
"Certainly, travel is more than the seeing of sights; it is a change that goes on, deep and permanent, in the ideas of living."- Miriam Beard
"A person travels the world over in search of what he needs and returns home to find it." - George Moore
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Monday, September 22, 2008
The Difference between Being Right and Doing the Right Thing
Is it better to be right, or to do right? Is there a real difference between being right and doing the right thing? When it comes to communications, support, and teamwork, there is a perceptible difference between the two.
Customer Service
Assisting customers can be rewarding, frustrating, and downright annoying. The scope of dealing with customers is as diverse as the personalities of the individual customers and the situation that each customer is experiencing. Some customers are grateful for assistance, and express appreciation for the efforts to help them. Some customers are frustrated by a situation or experience, and may express aggravation in a myriad of unpleasant ways. After an interaction with a highly charged angry customer, it can be challenging to not allow the experience to influence your attitude toward the next customer experience. Recipients of highly charged emotional outbursts may carry the experience beyond the workplace. There is a way to dissuade this personalization of an intense exchange with a frustrated customer, and to alleviate the personal aggravation that may result from the experience.
Perhaps one of the most frustrating experiences in providing customer service is the occasional encounter with a customer who is deliberately providing false or misleading information. Regardless of the reason that the customer is being deceptive, it is tempting to be insulted or annoyed by such an encounter. The frustration from this type of experience can also be alleviated with the proper approach to handling the customer.
In the case of angry, belligerent, and deceptive customers, a common response is the feeling that it is necessary to prove that we are right. In an effort to prove that we are right, it may also imply that someone else is wrong. That someone who is implicated as the individual in the wrong is none other than the customer. In the effort to prove that we are right, we may alienate the customer and create a situation in which our interests are at odds with one another. The focus of the interaction and the dialogue may shift from addressing a specific issue, and turn to the great divide between who is right, and who is wrong. The effort to be right, or to prove that we are right, may intensify the anger, frustration, or deceit without making any progress to resolve the underlying problem. In addition to losing the customer loyalty, the result is quite often an unsatisfying exchange that leaves both parties with lingering aggravation. There is no lasting satisfaction from an empirical victory that proves we are right, at the cost of neglecting what is the right thing to do.
To overcome the emotional experience exchange, maintain a clear and concentrated focus on doing what is right. It may be necessary to explain your actions or response with the perception of why you believe that you are doing the right thing. This is not to imply that you are right, but rather why you believe that it is the right thing to do for the customer. Simply saying that it is policy is not usually a satisfactory explanation. It may be necessary to provide a reasonable rationale for the policy. Doing the right thing may or may not include a customer accommodation, and sometimes even the accommodation is not satisfactory. If you can maintain a concentrated focus on the issues and the right thing to do for your customer, avoiding the interpersonal battle of who is right or wrong, you can align yourself with the customer and endeavor to be a customer advocate. Acting as an advocate for your customer in earnest will give you the lingering satisfaction that you have honestly endeavored to do the right thing, regardless of the outcome.
Teamwork
It is unfortunate that similar battles occur with the workplace. As pressure builds and personalities collide, it is inevitable that conflicts arise in which members of the same workplace community are at odds regarding who is right, and who is wrong. Sometimes there is a perceived need for an individual to prove him or her right. This personal need is harbored internally, just waiting for an opportunity to pounce upon an unsuspecting coworker. As internal frustration builds, it may erupt as a volcano of capital letters or profanity in an email or personal confrontation. Email has made it far too easy to attack coworkers and expose inner frailties to the masses while maintaining a temporary safe distance. Confrontational emails are public demonstrations of personal attacks that typically coincide with vicious rumors and unhealthy gossip. The public effort to aggressively prove one as being right is often the public display of a rot that has been growing beneath the surface. The damage to all parties involved, and the collateral damage to innocent bystanders copied on the communications, can be detrimental to teamwork and motivation of the organization.
The vision of what is right and in the best interest of the company or customers may vary between individuals. It is expected that perception and description of the right direction may be shaped by previous experiences, successes, and knowledge. When these experiences and perspectives are shared in a respectful manner between individuals, it fosters a community approach and a sense of unity. Even when individuals disagree on the definition of what is right, it is possible to acknowledge, understand, and agree on a collaborative course of action. Differences in opinion on the right thing to do may also create opportunities for alternatives and back up plans. The key is to be respectful of the experiences and successes of the other individuals within the company team, regardless of personal perspectives or personalities. The important thing is to come to consensus on the right course of action, rather than debating which person is right. Being able to distinguish what is right, from who is right, is the mark of a mature organization on the path to success.
You may read this and think that it is right, or you may have another perspective. I respect your opinion. In any case, this may be an opportunity to create some dialogue within your own organization to discuss and collaborate on what is the right course of action for you and your customers. I trust that you will find satisfaction in doing the right thing, with an understanding that the definition of what is right may evolve and adapt over time.
Keep smiling.
______________________________________________________
Words of Wisdom
"When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong."- Arthur C. Clarke
"A child becomes an adult when he realizes that he has a right not only to be right but also to be wrong." - Thomas Szasz
"Always do right. This will gratify some people and astonish the rest."- Mark Twain
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Customer Service
Assisting customers can be rewarding, frustrating, and downright annoying. The scope of dealing with customers is as diverse as the personalities of the individual customers and the situation that each customer is experiencing. Some customers are grateful for assistance, and express appreciation for the efforts to help them. Some customers are frustrated by a situation or experience, and may express aggravation in a myriad of unpleasant ways. After an interaction with a highly charged angry customer, it can be challenging to not allow the experience to influence your attitude toward the next customer experience. Recipients of highly charged emotional outbursts may carry the experience beyond the workplace. There is a way to dissuade this personalization of an intense exchange with a frustrated customer, and to alleviate the personal aggravation that may result from the experience.
Perhaps one of the most frustrating experiences in providing customer service is the occasional encounter with a customer who is deliberately providing false or misleading information. Regardless of the reason that the customer is being deceptive, it is tempting to be insulted or annoyed by such an encounter. The frustration from this type of experience can also be alleviated with the proper approach to handling the customer.
In the case of angry, belligerent, and deceptive customers, a common response is the feeling that it is necessary to prove that we are right. In an effort to prove that we are right, it may also imply that someone else is wrong. That someone who is implicated as the individual in the wrong is none other than the customer. In the effort to prove that we are right, we may alienate the customer and create a situation in which our interests are at odds with one another. The focus of the interaction and the dialogue may shift from addressing a specific issue, and turn to the great divide between who is right, and who is wrong. The effort to be right, or to prove that we are right, may intensify the anger, frustration, or deceit without making any progress to resolve the underlying problem. In addition to losing the customer loyalty, the result is quite often an unsatisfying exchange that leaves both parties with lingering aggravation. There is no lasting satisfaction from an empirical victory that proves we are right, at the cost of neglecting what is the right thing to do.
To overcome the emotional experience exchange, maintain a clear and concentrated focus on doing what is right. It may be necessary to explain your actions or response with the perception of why you believe that you are doing the right thing. This is not to imply that you are right, but rather why you believe that it is the right thing to do for the customer. Simply saying that it is policy is not usually a satisfactory explanation. It may be necessary to provide a reasonable rationale for the policy. Doing the right thing may or may not include a customer accommodation, and sometimes even the accommodation is not satisfactory. If you can maintain a concentrated focus on the issues and the right thing to do for your customer, avoiding the interpersonal battle of who is right or wrong, you can align yourself with the customer and endeavor to be a customer advocate. Acting as an advocate for your customer in earnest will give you the lingering satisfaction that you have honestly endeavored to do the right thing, regardless of the outcome.
Teamwork
It is unfortunate that similar battles occur with the workplace. As pressure builds and personalities collide, it is inevitable that conflicts arise in which members of the same workplace community are at odds regarding who is right, and who is wrong. Sometimes there is a perceived need for an individual to prove him or her right. This personal need is harbored internally, just waiting for an opportunity to pounce upon an unsuspecting coworker. As internal frustration builds, it may erupt as a volcano of capital letters or profanity in an email or personal confrontation. Email has made it far too easy to attack coworkers and expose inner frailties to the masses while maintaining a temporary safe distance. Confrontational emails are public demonstrations of personal attacks that typically coincide with vicious rumors and unhealthy gossip. The public effort to aggressively prove one as being right is often the public display of a rot that has been growing beneath the surface. The damage to all parties involved, and the collateral damage to innocent bystanders copied on the communications, can be detrimental to teamwork and motivation of the organization.
The vision of what is right and in the best interest of the company or customers may vary between individuals. It is expected that perception and description of the right direction may be shaped by previous experiences, successes, and knowledge. When these experiences and perspectives are shared in a respectful manner between individuals, it fosters a community approach and a sense of unity. Even when individuals disagree on the definition of what is right, it is possible to acknowledge, understand, and agree on a collaborative course of action. Differences in opinion on the right thing to do may also create opportunities for alternatives and back up plans. The key is to be respectful of the experiences and successes of the other individuals within the company team, regardless of personal perspectives or personalities. The important thing is to come to consensus on the right course of action, rather than debating which person is right. Being able to distinguish what is right, from who is right, is the mark of a mature organization on the path to success.
You may read this and think that it is right, or you may have another perspective. I respect your opinion. In any case, this may be an opportunity to create some dialogue within your own organization to discuss and collaborate on what is the right course of action for you and your customers. I trust that you will find satisfaction in doing the right thing, with an understanding that the definition of what is right may evolve and adapt over time.
Keep smiling.
______________________________________________________
Words of Wisdom
"When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong."- Arthur C. Clarke
"A child becomes an adult when he realizes that he has a right not only to be right but also to be wrong." - Thomas Szasz
"Always do right. This will gratify some people and astonish the rest."- Mark Twain
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Why People Buy
Selling products or services, it is important to understand why people buy. Marketing, sales, operational infrastructure, and customer service should be crafted with the consumer purchasing perspective.
First, we need to distinguish between why people buy, and why people buy from you. Typically, consumers make a decision to buy, before making the decision on which one to buy, or who will make the sale. Most organizations continually refine the process of studying consumer demographics to understand position in comparison to the competition. In other words, the organizations study why a consumer will buy from them, as opposed to the competition. Design, features, marketing messages, and sales plans are organized to differentiate from the current competition. To take a step ahead of the competition, focus first on the fundamental moment of truth, the point at which the consumer makes the decision that an investment or purchase is worthwhile. Before you can answer the question of "why you", you must first answer the question, "why buy"?
Prestige, Luxury, and Style
Some purchases are based on luxury, style, and prestige. This applies to products from watches to cars, and collectors items to homes. It is easy to see examples of jewelry, watches, and other personal items as purchases based on prestige. Jewelry and watches can be a personal expression of style, achievement, a gift from a loved one, or the result of a special occasion. Some cars are purchased to accommodate a family, or to get better gas mileage. Some cars are purchased to make a statement, to convey status, or as an investment to show credibility and confidence. When the commitment is made to invest in an expensive timepiece, a luxury automobile, or prestigious real estate property, the decision to buy is typically based with this intent, well before there is a decision on who to buy it from.
Quality, Reliability, Durability, or Reputation
The decision to buy based on quality, durability, reliability, or reputation is often preceded by an experience that raises this as a concern. These considerations may also apply in the decision process for items like watches and cars, but typically not for the same consumers. Therefore, it may be necessary to understand the intent of the consumers in the market to which you are selling. While BMW and Mercedes have reputations for quality, reliability, and durability, the 'ultimate driving machine' is recognizably more a statement of luxury performance than a reassurance to avoid roadside assistance.
There is much more focus on durability in the Home Appliance market, for example. The lonely Maytag Repair Man is not trying to convince you that he represents a stylish washing machine, he is reassuring you that his brand is built to last. Once the decision is made to invest in a new washing machine, there are many selections with a wide variety of features. There is opportunity to upgrade for conveniences, for appearance, and for style. However, selections based on appearance are typically made after the consumer has already limited the playing field to a finite number of brands with a reputation for durability. Even the selection of brand is made after the decision that it is necessary to replace a home appliance, typically because the existing item is no longer reliable or must be replaced. Unlike a watch or jewelry, it is not very common for appliances to be replaced as a fashion statement.
Save Time or Money
Sometimes the consumer compelling reason to buy is based on the opportunity to save time or money. This can be just as pertinent to business and commercial sales as it is to individual consumer sales. Saving time, or making more effective use of time, can often be quantified in quality and monetary terms. There is also opportunity to save money by investing in energy conserving devices. Quite often, reducing expense or conserving time are not the catalyst to start the process of thinking about the buying decision, but rather contribute to the timing of the buying cycle. When confronted by a potential need to buy, the opportunity to save time or reduce cost can be compelling motivation to take action.
Sales, Marketing, and the Web
Once you have identified the contributing factors that compel consumers to make a purchase in your market, then it is time to reflect on your message and how you will reach out to those consumers. Your message of 'why people should buy from you', should be framed in the context of this moment of truth, the moment that consumers make the decision to buy. This is a distinctly different direction than beginning your planning based on what you have to offer and want to promote from your own features and benefits. On the contrary, begin with the perspective of that precise moment in time that your prospective consumers flip the mental and emotional switch to relinquish monetary funds for the products or services in your market. What are your customers feeling and thinking about at that precise moment? Your marketing and sales messages should be empathic to that moment of truth, and to those customers. If you are struggling to identify that moment of truth, talk to your current customers and find out why they made a decision to change or buy.
Design your web site to welcome consumers at the moment of truth, and to give them your compelling and empathetic reason to buy. Your messages and images should be based on what the customer is looking for in a provider of goods or services. Your web site is not a place to shout your features to the heavens and hope that customers will be hypnotized by your exotic and unique advantages compared to your competition. On the contrary, if the message on your web site clearly identifies customer needs at the moment of truth, then your competition becomes irrelevant. Use your web site and your marketing materials to identify with your customers and create a relationship through demonstrating awareness, compassion, and commitment to that pivotal moment in the purchase process.
Beyond Sales
It is more than marketing messages, web sites, and sales. The awareness, compassion, and commitment to your clients must resound in every aspect of your organization and delivery. Whether you are providing goods or services, the manner in which support and customer service is delivered to the individual consumer must be consistent with the message conveyed before the sale.
If the message before the sale is based on luxury and prestige, then rest assured that your clients are expecting to be treated with luxury and prestige after the sale. The operational functions and customer service must be designed to deliver exceptional personalized treatment and consideration.
If the message before the sale is based on quality, durability, and reliability, then service after the sale is expected to live up to the same merits. It is inevitable that some products or services may experience unexpected failure or defect. The response to defects in material or workmanship should be as reliable as the product is purported to be, and should mirror the same standards of quality. The quality of customer service has much longer lasting impact on a reputation for customer service than any marketing message or brochure. Quality customer service and operational expertise can be the foundation of a reputation for reliability, and the backbone of integrity with existing and future customers. Reliable service is a compelling reason to buy.
Beyond These Examples
These are just a few examples of compelling reasons that consumers decide to buy. The purchase of services may be predicated on product failure, a convenience to replace personal workload, or a strategic decision to outsource a business function. A business decision to buy may be based on periodic timing to implement changes, end of lease, or financial stimulus. There are many scenarios, but it is important to understand the perspective of your customers and the reasons that they buy. There may be multiple contributing factors, and it may be necessary to prepare several different messages to accommodate the different perspectives. Find the most common reasons that your consumers decide to buy, and then work on your marketing, sales, and customer service delivery to match that moment of truth.
______________________________________________________
Words of Wisdom
"Normal is getting dressed in clothes that you buy for work and driving through traffic in a car that you are still paying for - in order to get to the job you need to pay for the clothes and the car, and the house you leave vacant all day so you can afford to live in it."- Ellen Goodman
"There's a whole segment of the population with a mentality that bases good times on where they can go and what they can buy." - Jeff Foxworthy
"Certainly there are things in life that money can't buy, but it's very funny, did you ever try buying them without money?"- Ogden Nash
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
First, we need to distinguish between why people buy, and why people buy from you. Typically, consumers make a decision to buy, before making the decision on which one to buy, or who will make the sale. Most organizations continually refine the process of studying consumer demographics to understand position in comparison to the competition. In other words, the organizations study why a consumer will buy from them, as opposed to the competition. Design, features, marketing messages, and sales plans are organized to differentiate from the current competition. To take a step ahead of the competition, focus first on the fundamental moment of truth, the point at which the consumer makes the decision that an investment or purchase is worthwhile. Before you can answer the question of "why you", you must first answer the question, "why buy"?
Prestige, Luxury, and Style
Some purchases are based on luxury, style, and prestige. This applies to products from watches to cars, and collectors items to homes. It is easy to see examples of jewelry, watches, and other personal items as purchases based on prestige. Jewelry and watches can be a personal expression of style, achievement, a gift from a loved one, or the result of a special occasion. Some cars are purchased to accommodate a family, or to get better gas mileage. Some cars are purchased to make a statement, to convey status, or as an investment to show credibility and confidence. When the commitment is made to invest in an expensive timepiece, a luxury automobile, or prestigious real estate property, the decision to buy is typically based with this intent, well before there is a decision on who to buy it from.
Quality, Reliability, Durability, or Reputation
The decision to buy based on quality, durability, reliability, or reputation is often preceded by an experience that raises this as a concern. These considerations may also apply in the decision process for items like watches and cars, but typically not for the same consumers. Therefore, it may be necessary to understand the intent of the consumers in the market to which you are selling. While BMW and Mercedes have reputations for quality, reliability, and durability, the 'ultimate driving machine' is recognizably more a statement of luxury performance than a reassurance to avoid roadside assistance.
There is much more focus on durability in the Home Appliance market, for example. The lonely Maytag Repair Man is not trying to convince you that he represents a stylish washing machine, he is reassuring you that his brand is built to last. Once the decision is made to invest in a new washing machine, there are many selections with a wide variety of features. There is opportunity to upgrade for conveniences, for appearance, and for style. However, selections based on appearance are typically made after the consumer has already limited the playing field to a finite number of brands with a reputation for durability. Even the selection of brand is made after the decision that it is necessary to replace a home appliance, typically because the existing item is no longer reliable or must be replaced. Unlike a watch or jewelry, it is not very common for appliances to be replaced as a fashion statement.
Save Time or Money
Sometimes the consumer compelling reason to buy is based on the opportunity to save time or money. This can be just as pertinent to business and commercial sales as it is to individual consumer sales. Saving time, or making more effective use of time, can often be quantified in quality and monetary terms. There is also opportunity to save money by investing in energy conserving devices. Quite often, reducing expense or conserving time are not the catalyst to start the process of thinking about the buying decision, but rather contribute to the timing of the buying cycle. When confronted by a potential need to buy, the opportunity to save time or reduce cost can be compelling motivation to take action.
Sales, Marketing, and the Web
Once you have identified the contributing factors that compel consumers to make a purchase in your market, then it is time to reflect on your message and how you will reach out to those consumers. Your message of 'why people should buy from you', should be framed in the context of this moment of truth, the moment that consumers make the decision to buy. This is a distinctly different direction than beginning your planning based on what you have to offer and want to promote from your own features and benefits. On the contrary, begin with the perspective of that precise moment in time that your prospective consumers flip the mental and emotional switch to relinquish monetary funds for the products or services in your market. What are your customers feeling and thinking about at that precise moment? Your marketing and sales messages should be empathic to that moment of truth, and to those customers. If you are struggling to identify that moment of truth, talk to your current customers and find out why they made a decision to change or buy.
Design your web site to welcome consumers at the moment of truth, and to give them your compelling and empathetic reason to buy. Your messages and images should be based on what the customer is looking for in a provider of goods or services. Your web site is not a place to shout your features to the heavens and hope that customers will be hypnotized by your exotic and unique advantages compared to your competition. On the contrary, if the message on your web site clearly identifies customer needs at the moment of truth, then your competition becomes irrelevant. Use your web site and your marketing materials to identify with your customers and create a relationship through demonstrating awareness, compassion, and commitment to that pivotal moment in the purchase process.
Beyond Sales
It is more than marketing messages, web sites, and sales. The awareness, compassion, and commitment to your clients must resound in every aspect of your organization and delivery. Whether you are providing goods or services, the manner in which support and customer service is delivered to the individual consumer must be consistent with the message conveyed before the sale.
If the message before the sale is based on luxury and prestige, then rest assured that your clients are expecting to be treated with luxury and prestige after the sale. The operational functions and customer service must be designed to deliver exceptional personalized treatment and consideration.
If the message before the sale is based on quality, durability, and reliability, then service after the sale is expected to live up to the same merits. It is inevitable that some products or services may experience unexpected failure or defect. The response to defects in material or workmanship should be as reliable as the product is purported to be, and should mirror the same standards of quality. The quality of customer service has much longer lasting impact on a reputation for customer service than any marketing message or brochure. Quality customer service and operational expertise can be the foundation of a reputation for reliability, and the backbone of integrity with existing and future customers. Reliable service is a compelling reason to buy.
Beyond These Examples
These are just a few examples of compelling reasons that consumers decide to buy. The purchase of services may be predicated on product failure, a convenience to replace personal workload, or a strategic decision to outsource a business function. A business decision to buy may be based on periodic timing to implement changes, end of lease, or financial stimulus. There are many scenarios, but it is important to understand the perspective of your customers and the reasons that they buy. There may be multiple contributing factors, and it may be necessary to prepare several different messages to accommodate the different perspectives. Find the most common reasons that your consumers decide to buy, and then work on your marketing, sales, and customer service delivery to match that moment of truth.
______________________________________________________
Words of Wisdom
"Normal is getting dressed in clothes that you buy for work and driving through traffic in a car that you are still paying for - in order to get to the job you need to pay for the clothes and the car, and the house you leave vacant all day so you can afford to live in it."- Ellen Goodman
"There's a whole segment of the population with a mentality that bases good times on where they can go and what they can buy." - Jeff Foxworthy
"Certainly there are things in life that money can't buy, but it's very funny, did you ever try buying them without money?"- Ogden Nash
______________________________________________________
You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.
About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Monday, September 15, 2008
New Crime Warnings
With the evolution of society comes the evolution of crime. Items that were overlooked, discarded, scrap, or trash have increased in value so much that these items have become hot commodities for thieves. What you are throwing away could very well be valuable enough for someone to steal.
Copper
Due to global demand in electronics manufacturing and construction, copper prices continue to defy the laws of gravity and are selling at record high prices. Collection and recycling centers are paying increasingly higher prices per pound for copper, and this has incentivized a new breed of crooks to prowl for the precious metal.
Copper theft happens under the cover of darkness, and in broad daylight. Thieves are taking copper from cell phone towers, baseball field lights, and stealing huge spools of copper wire from utility company grounds. Security guards are posted at many construction sites, due to the propensity for some robbers to illegally abscond with copper wire from commercial and home building sites. There have even been reports of individuals returning home from a day at work, only to discover that a mysterious lack of water pressure was due to missing copper pipes that were cut out and removed from the crawl spaces beneath their homes.
Industrious robbers have been so bold as to take massive sculptures from public parks under the cover of darkness, and desperate enough to steal the copper plaques from gravestones. In spite of the bold maneuvers of these thieves, it can be a challenge for law enforcement in some areas to adjust to the new wave of criminals. Proving the illicit activity of a copper robber can be a tricky task for a cop. Some bungling thieves have short-circuited the legal system and suffered immediate consequences by electrocuting themselves in the process of attempting to steal live copper wires.
Beer Kegs
For years, the biggest concern for beer kegs was monitoring the drinking age of the consumer. That was until the word got out that the stainless steel kegs are valuable empty, as well as full. Thieves are taking the empty kegs from alleyways behind bars and breweries, or looting the empty kegs from under the unsuspecting noses of inebriated collegiate revelers. The price paid for stainless steel scrap has more than doubled in the last five years, and with demand rising for the metal, it is expected that this trend will continue.
Catalytic Converters
When was the last time that you went shopping for jewelry and noticed the comparative price for platinum? When an album goes platinum, it is cause for celebration. However, when the catalytic converter is stolen from your car in the middle of the night, it is cause for alarm. Catalytic converters contain between three to seven grams of the precious metal that trades at over US $1,471.50 per ounce. As awareness has increased of this rolling goldmine of platinum, so has the rate of theft.
Reports of stolen catalytic converters has gradually reached epidemic proportions, but has managed to avoid making front page headlines. Perhaps the lack of public awareness is due to the fact that many of the defenseless victims had the catalytic converters stolen from their cars while parked at the same party at which the kegs were stolen? This could explain the difficulty in obtaining consistent descriptions of the criminals and the scene of the crime. Some people might suspect that there would be some method for identifying and capturing a suspect that has a pick-up truck loaded with empty kegs, catalytic converters, large copper statues and gravestone plaques. Then again, this does sound like a typical night on campus.
Manhole Covers
This is not an urban myth. Manhole covers have become such a coveted item for trade-in value that many streets have become littered with unsafe gaping holes. According to the New York Times description of the situation in Philadelphia, "thieves have so thoroughly stripped the neighborhoods on the city's north and southwest sides that some blocks look like slalom courses, dotted with orange cones to warn drivers and pedestrians of gaping holes, some nearly 30 feet deep." The New York Times reports, "More than 2,500 covers and grates have disappeared in the past year, up from an annual average of about 100."
For the citizens of Philadelphia, the theft of manhole covers is no laughing matter. The criminals are not deterred by the changing of the seasons. A slalom course of roads pitted with thirty foot holes is dangerous enough in daylight, but how much worse will this situation become with snow and ice? It is not only dangerous for the unsuspecting driver, but also for every other vehicle that may be beside or behind the unfortunate family that is first into the scene of the crime.
Restaurant Grease
Processed fryer oil is called yellow grease, and is traded on the commodities market. It is a form of biodiesel fuel that can be used in some cars and trucks. As the prices of gas and ethanol have risen dramatically, so has the value of yellow grease. From 2000 to 2008, the price of processed fryer oil increased on the commodities trading market from 7 cents per pound to 33 cents per pound, which is nearly US $2.50 a gallon.
Yes, it's true. That grease that is used to cook your French Fries is also a lower cost alternative to the stuff that you are probably pumping into the tank of your automobile. As oil prices continue to increase relentlessly, so does the price of yellow grease, and the gas that fills your tank.
A New Economic Engine
With so much attention on sustainability, environmental protection, electronic waste, and compliance, society has made tremendous strides to protect mother earth. In the process of reusing precious metals to alleviate the depletion of natural resources, and avoid dumping toxic waste into landfills and water supplies, we have created a rapid new marketplace for those items that were formerly regarding as scrap, waste, or trash. That is the good news, that your trash really is someone else's treasure. The bad news is that some unsavory individuals want to take that treasure with inappropriate means. It is a situation that will continue to escalate and aggravate society until proper controls are created to monitor and manage the buying, selling, and trading of metals, materials, and even grease.
The proper response to this situation is not to create costly and unenforceable regulations, but rather to embrace this new economic engine with appropriate guidelines and traceable transactions. There are millions of dollars exchanged in the processing of electronic waste, scrap, and metals. There is an enormous river of currency that flows like an aqueduct under the foundations of society, with almost no notice except for the thirty foot holes that open in front of our very eyes. The days of treating reusable materials as inconsequential garbage have passed and are buried in an unmarked grave, because someone stole the copper plaque. There is a new resource in renewable materials, and an evolving marketplace that demands our attention. In the process of being environmentally conscious, we have created a new source for sustainable green dollars in the economy. As the price for new resources continues to grow, so does the demand for the old.
______________________________________________________
Words of Wisdom
"You are a product of your environment. So choose the environment that will best develop you toward your objective. Analyze your life in terms of its environment. Are the things around you helping you toward success - or are they holding you back?"- Clement Stone
"Engineering is the professional and systematic application of science to the efficient utilization of natural resources to produce wealth."- T. J. Hoover and J. C. L. Fish - 1941
"Engineering is the professional art of applying science to the optimum conversion of natural resources to the benefit of man."- Ralph J. Smith
"The engineer is the key figure in the material progress of the world. It is his engineering that makes a reality of the potential value of science by translating scientific knowledge into tools, resources, energy and labor to bring them into the service of man ... To make contributions of this kind the engineer requires the imagination to visualize the needs of society and to appreciate what is possible as well as the technological and broad social age understanding to bring his vision to reality."- Sir Eric Ashby
"Engineers participate in the activities which make the resources of nature available in a form beneficial to man and provide systems which will perform optimally and economically."- L. M. K. Boelter - 1957
"Engineering is the professional and systematic application of activities for translating scientific knowledge to achieve optimum conversion of natural resources for the benefit of man, wealth, society, and economy. Engineers are incredibly effective at reusing knowledge, but are not very creative at redefining themselves."- Ralph Abramo - 2008
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Copper
Due to global demand in electronics manufacturing and construction, copper prices continue to defy the laws of gravity and are selling at record high prices. Collection and recycling centers are paying increasingly higher prices per pound for copper, and this has incentivized a new breed of crooks to prowl for the precious metal.
Copper theft happens under the cover of darkness, and in broad daylight. Thieves are taking copper from cell phone towers, baseball field lights, and stealing huge spools of copper wire from utility company grounds. Security guards are posted at many construction sites, due to the propensity for some robbers to illegally abscond with copper wire from commercial and home building sites. There have even been reports of individuals returning home from a day at work, only to discover that a mysterious lack of water pressure was due to missing copper pipes that were cut out and removed from the crawl spaces beneath their homes.
Industrious robbers have been so bold as to take massive sculptures from public parks under the cover of darkness, and desperate enough to steal the copper plaques from gravestones. In spite of the bold maneuvers of these thieves, it can be a challenge for law enforcement in some areas to adjust to the new wave of criminals. Proving the illicit activity of a copper robber can be a tricky task for a cop. Some bungling thieves have short-circuited the legal system and suffered immediate consequences by electrocuting themselves in the process of attempting to steal live copper wires.
Beer Kegs
For years, the biggest concern for beer kegs was monitoring the drinking age of the consumer. That was until the word got out that the stainless steel kegs are valuable empty, as well as full. Thieves are taking the empty kegs from alleyways behind bars and breweries, or looting the empty kegs from under the unsuspecting noses of inebriated collegiate revelers. The price paid for stainless steel scrap has more than doubled in the last five years, and with demand rising for the metal, it is expected that this trend will continue.
Catalytic Converters
When was the last time that you went shopping for jewelry and noticed the comparative price for platinum? When an album goes platinum, it is cause for celebration. However, when the catalytic converter is stolen from your car in the middle of the night, it is cause for alarm. Catalytic converters contain between three to seven grams of the precious metal that trades at over US $1,471.50 per ounce. As awareness has increased of this rolling goldmine of platinum, so has the rate of theft.
Reports of stolen catalytic converters has gradually reached epidemic proportions, but has managed to avoid making front page headlines. Perhaps the lack of public awareness is due to the fact that many of the defenseless victims had the catalytic converters stolen from their cars while parked at the same party at which the kegs were stolen? This could explain the difficulty in obtaining consistent descriptions of the criminals and the scene of the crime. Some people might suspect that there would be some method for identifying and capturing a suspect that has a pick-up truck loaded with empty kegs, catalytic converters, large copper statues and gravestone plaques. Then again, this does sound like a typical night on campus.
Manhole Covers
This is not an urban myth. Manhole covers have become such a coveted item for trade-in value that many streets have become littered with unsafe gaping holes. According to the New York Times description of the situation in Philadelphia, "thieves have so thoroughly stripped the neighborhoods on the city's north and southwest sides that some blocks look like slalom courses, dotted with orange cones to warn drivers and pedestrians of gaping holes, some nearly 30 feet deep." The New York Times reports, "More than 2,500 covers and grates have disappeared in the past year, up from an annual average of about 100."
For the citizens of Philadelphia, the theft of manhole covers is no laughing matter. The criminals are not deterred by the changing of the seasons. A slalom course of roads pitted with thirty foot holes is dangerous enough in daylight, but how much worse will this situation become with snow and ice? It is not only dangerous for the unsuspecting driver, but also for every other vehicle that may be beside or behind the unfortunate family that is first into the scene of the crime.
Restaurant Grease
Processed fryer oil is called yellow grease, and is traded on the commodities market. It is a form of biodiesel fuel that can be used in some cars and trucks. As the prices of gas and ethanol have risen dramatically, so has the value of yellow grease. From 2000 to 2008, the price of processed fryer oil increased on the commodities trading market from 7 cents per pound to 33 cents per pound, which is nearly US $2.50 a gallon.
Yes, it's true. That grease that is used to cook your French Fries is also a lower cost alternative to the stuff that you are probably pumping into the tank of your automobile. As oil prices continue to increase relentlessly, so does the price of yellow grease, and the gas that fills your tank.
A New Economic Engine
With so much attention on sustainability, environmental protection, electronic waste, and compliance, society has made tremendous strides to protect mother earth. In the process of reusing precious metals to alleviate the depletion of natural resources, and avoid dumping toxic waste into landfills and water supplies, we have created a rapid new marketplace for those items that were formerly regarding as scrap, waste, or trash. That is the good news, that your trash really is someone else's treasure. The bad news is that some unsavory individuals want to take that treasure with inappropriate means. It is a situation that will continue to escalate and aggravate society until proper controls are created to monitor and manage the buying, selling, and trading of metals, materials, and even grease.
The proper response to this situation is not to create costly and unenforceable regulations, but rather to embrace this new economic engine with appropriate guidelines and traceable transactions. There are millions of dollars exchanged in the processing of electronic waste, scrap, and metals. There is an enormous river of currency that flows like an aqueduct under the foundations of society, with almost no notice except for the thirty foot holes that open in front of our very eyes. The days of treating reusable materials as inconsequential garbage have passed and are buried in an unmarked grave, because someone stole the copper plaque. There is a new resource in renewable materials, and an evolving marketplace that demands our attention. In the process of being environmentally conscious, we have created a new source for sustainable green dollars in the economy. As the price for new resources continues to grow, so does the demand for the old.
______________________________________________________
Words of Wisdom
"You are a product of your environment. So choose the environment that will best develop you toward your objective. Analyze your life in terms of its environment. Are the things around you helping you toward success - or are they holding you back?"- Clement Stone
"Engineering is the professional and systematic application of science to the efficient utilization of natural resources to produce wealth."- T. J. Hoover and J. C. L. Fish - 1941
"Engineering is the professional art of applying science to the optimum conversion of natural resources to the benefit of man."- Ralph J. Smith
"The engineer is the key figure in the material progress of the world. It is his engineering that makes a reality of the potential value of science by translating scientific knowledge into tools, resources, energy and labor to bring them into the service of man ... To make contributions of this kind the engineer requires the imagination to visualize the needs of society and to appreciate what is possible as well as the technological and broad social age understanding to bring his vision to reality."- Sir Eric Ashby
"Engineers participate in the activities which make the resources of nature available in a form beneficial to man and provide systems which will perform optimally and economically."- L. M. K. Boelter - 1957
"Engineering is the professional and systematic application of activities for translating scientific knowledge to achieve optimum conversion of natural resources for the benefit of man, wealth, society, and economy. Engineers are incredibly effective at reusing knowledge, but are not very creative at redefining themselves."- Ralph Abramo - 2008
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Monday, September 8, 2008
The Teacher and the Vase
We are never too late to thank our teachers, and never too old to learn from children.
Wide eyes stared with rapt anticipation as the teacher strolled between the rows of desks. The teacher carried a stack of construction paper in her arms, handing a single sheet of fresh clean paper to each child as she gracefully made her way around the classroom. As the paper landed on the desk in front of each child, little hands eagerly selected a preferred color of crayon and hovered over the paper, awaiting the first instruction. The children hunched over their desks, leaning forward in their seats as if they were in starting blocks and waiting for the sound of the gun to start the race.
As the last page fluttered effortlessly to the settle on the small wooden desk, the entire room seemed to take a breath as one. The teacher walked to the front of the room, cradling the remaining paper in her arms. She paused for a moment to stare into the eyes of the expectant children, drinking deeply of the warmth and enthusiasm in the anticipating gazes.
"After you have completed your art project," started the teacher. She paused for dramatic effect, to assure that she had the complete and undivided attention of everyone in the room. "After you have completed your art project, then you can go out to the playground. You will hand in your drawings to me, and then you may walk quietly outside. You must stay in the playground until everyone has finished. Is that understood?"
The children rose up in their chairs and nodded their heads enthusiastically. Some smiled and looked at one another. Others stole glimpses out the window, already making plans for the type of games that they would play in the sunshine.
The teacher explained the project, "I want each of you to draw a picture of a vase that represents your family. I want you to think about your family. Then, I want you to draw a picture of a vase that you think your family would like."
The teacher walked to her desk at the front of the room. She put down the stack of papers, and picked up a vase from the top of her desk. She had brought the vase from her home and filled it with fresh flowers that very morning. Holding the vase aloft, she walked to the center of the room. "This is my vase," explained the teacher. "I like to keep it on my table at home, because I like the beautiful smell of flowers that fills my house. What kind of vase makes you think of your home?"
"Draw a picture of a vase that reminds you of your home. We will put them up on the walls, so you will always have something beautiful in here that will remind you of your home. When you are done, bring your artwork up to me, and then you can go outside." Placing the vase back on her own desk, the teacher reminded the class, "Don't rush too quickly. Remember that we are going to put your vase on the wall for everyone to see. You may begin."
The room was filled with the soft sounds of crayons on paper, little feet shuffling on the floor, and an occasional thoughtful humming sound from one of the students. It was a symphony of movement. Small fingers traced outlines with careful precision, and swept back-and-forth to fill the designs with color. Pages would be lifted, turned, and inspected from different angles to perfect flowers, stems, leaves, and the intricate designs that adorned the carefully crafted images.
One by one, as each child finished, the pages were carefully carried to the front of the room. Each child waited eagerly for the confirmation, radiant smile, and compliments of the teacher. Not a single child was disappointed. The teacher accepted each project as if it were a priceless gift. The teacher shared a personal comment and excitement with each child, identifying something unique and individual about each vase and assortment of flowers. Some of the vases had images of people, like urns that had been adorned with images of Greek Gods. Other vases contained intricate patterns, as if inspired by Easter Eggs. For some of the children, the vase was small and indistinguishable amid the bountiful flowers that filled the page. Each project was unique, and each was beautiful.
The room emptied except for one child who toiled in silence. The little hands did not sweep across the page in a glorious burst of colors, but rather traced shadows of lines with diligence and care. Every once in a while, the child would rest his head on one hand, as he studied the page and contemplated the next move of the crayon.
As the minutes slowly passed, the child became gradually aware that he was the only person remaining in the room with the teacher. He put down the crayon and picked up the page. He stared at the vase for a few moments, as if contemplating to bring it up, or to continue working on it. After much deliberation, the child shuffled to the front of the room and placed the page in the hands of his teacher.
The teacher was eager to see the outcome of this studious and thoughtful work of the student. Thinking that this would be the most stunningly beautiful drawing, she had imagined the things that she could say to reward the inspiration of the young artist. But when the page was in her hands, she stared quietly in confused silence.
"You don't like it," said the child in unmasked disappointment.
"Of course I like it," rebuked the teacher. "I love it."
"Your vase is absolutely beautiful," exclaimed the teacher. "Did you want to draw some flowers in it, too?"
"It won't hold any water," replied the child wistfully.
The teacher thought about this and laughed a little. "Of course it will not hold real water. It is only a drawing," she said.
"My vase cannot hold water, because it is cracked," explained the little boy. Wide brown eyes met the teacher's gaze. She followed his finger to trace the carefully drawn fissures that nearly split the vase in two.
"My parents argue all the time," continued the little boy. "I know that it is not my fault, but our vase if broken. As long as it is broken, we cannot put the beautiful flowers in it, because they will die."
The teacher stared in stunned silence at the image in her hands. She wanted to reach out and pick up the child in her embrace, and to tell him that everything would be alright, but the gesture would feel inadequate in comparison to the deep thought that had gone into this drawing. Despite the emotional surge, the teacher knew that she had to respond appropriately to the precious gift in her hands.
"I have an idea," said the teacher, carefully selecting an assortment of yellow, orange, and brightly colored crayons. "Can you add a candle inside your vase?"
The little boy turned his big brown eyes back to the eyes of the teacher. He could not disguise his confusion and interest.
The teacher continued, "The candle will illuminate the cracks in the vase, so you can see them better. When you can see the cracks clearly, then you will know what you need to do about them. In the meantime, the candle will shine its light through the cracks, and it will fill the vase with warmth. It does not have to be full of flowers to be beautiful in some other special way."
The little boy thought about what the teacher said, and a smile lit up his face. With a twinkle in his eye, the little boy excitedly collected the vibrant colored crayons from his teacher and raced back to his desk. He stared at the page carefully, contemplating his new approach to this project, and then worked furiously to illuminate even the farthest edges of the paper.
As the child deposited the revised page in the hands of his teacher, he did not wait for her comments. Rather, he reached up placed his arms around the neck of his teacher, and gave her the most gentle of hugs. Then he raced out the door to join his fellow students on the playground.
As promised, the artwork was diligently posted around the classroom. The drawings of flowers adorned the walls, but the teacher kept one particular drawing closest to her own desk. Sometimes, after the children had gone home for the day and the classroom was quiet, she would stare at that picture and reflect on the insight of the little boy. She wondered what she would say to the parents when the time came for them to visit the classroom, as would inevitably occur. It did not take long.
As the teacher walked into the classroom, she saw the little boy standing in-between his parents, pointing at his artwork on the wall. She was stunned. She had often thought about how she would address his parents, and how she would explain the only empty vase. Looking at the expression on the faces of the adults, she knew that she would not have to explain, for the little boy had already done it. One of the most powerful gifts of children is the ability to be unashamedly honest. Although the cracked vase was never specifically mentioned, the conversation had the uncomfortable thin veil of politeness that concealed the deeper thoughts which remained largely unspoken between the adults.
One afternoon a few days later, after all of the children had left for the day, the teacher once again let her mind and her eyes wander to the drawing of the cracked vase. She immediately noticed something wrong with the picture, and leaned over to get a closer look. Someone had colored in the bottom of the crack. It was very subtle. In fact, it had hardly changed at all, but she had stared at the picture so often that she could tell even the slightest change. Surely, someone had snuck into the room and colored the bottom of the crack.
The teacher hoped that the little boy would not notice the act of vandalism. She carefully raised the picture a little higher on the wall, in an effort to keep it out of reach from any further abuse. Then she made it a point in her routine schedule to check on the vase every single day. To her amazement, someone continued to color-in the crack. It was never very much, just a little alteration every couple of days, but she could see the difference. The crack was slowly being filled.
After several more days had passed, the teacher made a concerted effort to discover the person who was gradually altering this artwork. She had watched carefully in the morning and afternoons, but had been unable to catch the vandal at work. She decided to check on the room during the playground break, and was amazed to discover the same little boy as he walked quietly and diligently to his desk in the classroom. He carefully selected a handful of crayons, and then pulled the teacher's chair up against the wall beneath his drawing. Concentrating and gently biting on the tip of his tongue, he colored in the last of the fissure at the top of the vase. Then, he pulled out a green crayon and drew a long stem from the top of the vase, a stem that nearly reached the top of the paper. At the top of that long stem, he began to lovingly create soft orange and yellow petals. The boy completed his task without a word or a glance to either side. He was completely absorbed in his loving craft.
The little boy put the crayons back in his desk, put the chair back at the teacher's desk, and walked toward the door. "Thank you for letting me use your chair, I could not get there on my own," said the little boy. "How do you like my sunflower?"
______________________________________________________
Words of Wisdom
"I have learnt silence from the talkative, toleration from the intolerant, and kindness from the unkind; yet strange, I am ungrateful to these teachers."- Kahlil Gibran
"The true aim of everyone who aspires to be a teacher should be, not to impart his own opinions, but to kindle minds."- Frederick William Robertson
"An understanding heart is everything in a teacher, and cannot be esteemed highly enough. One looks back with appreciation to the brilliant teachers, but with gratitude to those who touched our human feeling. The curriculum is so much necessary raw material, but warmth is the vital element for the growing plant and for the soul of the child."- Carl Jung
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Wide eyes stared with rapt anticipation as the teacher strolled between the rows of desks. The teacher carried a stack of construction paper in her arms, handing a single sheet of fresh clean paper to each child as she gracefully made her way around the classroom. As the paper landed on the desk in front of each child, little hands eagerly selected a preferred color of crayon and hovered over the paper, awaiting the first instruction. The children hunched over their desks, leaning forward in their seats as if they were in starting blocks and waiting for the sound of the gun to start the race.
As the last page fluttered effortlessly to the settle on the small wooden desk, the entire room seemed to take a breath as one. The teacher walked to the front of the room, cradling the remaining paper in her arms. She paused for a moment to stare into the eyes of the expectant children, drinking deeply of the warmth and enthusiasm in the anticipating gazes.
"After you have completed your art project," started the teacher. She paused for dramatic effect, to assure that she had the complete and undivided attention of everyone in the room. "After you have completed your art project, then you can go out to the playground. You will hand in your drawings to me, and then you may walk quietly outside. You must stay in the playground until everyone has finished. Is that understood?"
The children rose up in their chairs and nodded their heads enthusiastically. Some smiled and looked at one another. Others stole glimpses out the window, already making plans for the type of games that they would play in the sunshine.
The teacher explained the project, "I want each of you to draw a picture of a vase that represents your family. I want you to think about your family. Then, I want you to draw a picture of a vase that you think your family would like."
The teacher walked to her desk at the front of the room. She put down the stack of papers, and picked up a vase from the top of her desk. She had brought the vase from her home and filled it with fresh flowers that very morning. Holding the vase aloft, she walked to the center of the room. "This is my vase," explained the teacher. "I like to keep it on my table at home, because I like the beautiful smell of flowers that fills my house. What kind of vase makes you think of your home?"
"Draw a picture of a vase that reminds you of your home. We will put them up on the walls, so you will always have something beautiful in here that will remind you of your home. When you are done, bring your artwork up to me, and then you can go outside." Placing the vase back on her own desk, the teacher reminded the class, "Don't rush too quickly. Remember that we are going to put your vase on the wall for everyone to see. You may begin."
The room was filled with the soft sounds of crayons on paper, little feet shuffling on the floor, and an occasional thoughtful humming sound from one of the students. It was a symphony of movement. Small fingers traced outlines with careful precision, and swept back-and-forth to fill the designs with color. Pages would be lifted, turned, and inspected from different angles to perfect flowers, stems, leaves, and the intricate designs that adorned the carefully crafted images.
One by one, as each child finished, the pages were carefully carried to the front of the room. Each child waited eagerly for the confirmation, radiant smile, and compliments of the teacher. Not a single child was disappointed. The teacher accepted each project as if it were a priceless gift. The teacher shared a personal comment and excitement with each child, identifying something unique and individual about each vase and assortment of flowers. Some of the vases had images of people, like urns that had been adorned with images of Greek Gods. Other vases contained intricate patterns, as if inspired by Easter Eggs. For some of the children, the vase was small and indistinguishable amid the bountiful flowers that filled the page. Each project was unique, and each was beautiful.
The room emptied except for one child who toiled in silence. The little hands did not sweep across the page in a glorious burst of colors, but rather traced shadows of lines with diligence and care. Every once in a while, the child would rest his head on one hand, as he studied the page and contemplated the next move of the crayon.
As the minutes slowly passed, the child became gradually aware that he was the only person remaining in the room with the teacher. He put down the crayon and picked up the page. He stared at the vase for a few moments, as if contemplating to bring it up, or to continue working on it. After much deliberation, the child shuffled to the front of the room and placed the page in the hands of his teacher.
The teacher was eager to see the outcome of this studious and thoughtful work of the student. Thinking that this would be the most stunningly beautiful drawing, she had imagined the things that she could say to reward the inspiration of the young artist. But when the page was in her hands, she stared quietly in confused silence.
"You don't like it," said the child in unmasked disappointment.
"Of course I like it," rebuked the teacher. "I love it."
"Your vase is absolutely beautiful," exclaimed the teacher. "Did you want to draw some flowers in it, too?"
"It won't hold any water," replied the child wistfully.
The teacher thought about this and laughed a little. "Of course it will not hold real water. It is only a drawing," she said.
"My vase cannot hold water, because it is cracked," explained the little boy. Wide brown eyes met the teacher's gaze. She followed his finger to trace the carefully drawn fissures that nearly split the vase in two.
"My parents argue all the time," continued the little boy. "I know that it is not my fault, but our vase if broken. As long as it is broken, we cannot put the beautiful flowers in it, because they will die."
The teacher stared in stunned silence at the image in her hands. She wanted to reach out and pick up the child in her embrace, and to tell him that everything would be alright, but the gesture would feel inadequate in comparison to the deep thought that had gone into this drawing. Despite the emotional surge, the teacher knew that she had to respond appropriately to the precious gift in her hands.
"I have an idea," said the teacher, carefully selecting an assortment of yellow, orange, and brightly colored crayons. "Can you add a candle inside your vase?"
The little boy turned his big brown eyes back to the eyes of the teacher. He could not disguise his confusion and interest.
The teacher continued, "The candle will illuminate the cracks in the vase, so you can see them better. When you can see the cracks clearly, then you will know what you need to do about them. In the meantime, the candle will shine its light through the cracks, and it will fill the vase with warmth. It does not have to be full of flowers to be beautiful in some other special way."
The little boy thought about what the teacher said, and a smile lit up his face. With a twinkle in his eye, the little boy excitedly collected the vibrant colored crayons from his teacher and raced back to his desk. He stared at the page carefully, contemplating his new approach to this project, and then worked furiously to illuminate even the farthest edges of the paper.
As the child deposited the revised page in the hands of his teacher, he did not wait for her comments. Rather, he reached up placed his arms around the neck of his teacher, and gave her the most gentle of hugs. Then he raced out the door to join his fellow students on the playground.
As promised, the artwork was diligently posted around the classroom. The drawings of flowers adorned the walls, but the teacher kept one particular drawing closest to her own desk. Sometimes, after the children had gone home for the day and the classroom was quiet, she would stare at that picture and reflect on the insight of the little boy. She wondered what she would say to the parents when the time came for them to visit the classroom, as would inevitably occur. It did not take long.
As the teacher walked into the classroom, she saw the little boy standing in-between his parents, pointing at his artwork on the wall. She was stunned. She had often thought about how she would address his parents, and how she would explain the only empty vase. Looking at the expression on the faces of the adults, she knew that she would not have to explain, for the little boy had already done it. One of the most powerful gifts of children is the ability to be unashamedly honest. Although the cracked vase was never specifically mentioned, the conversation had the uncomfortable thin veil of politeness that concealed the deeper thoughts which remained largely unspoken between the adults.
One afternoon a few days later, after all of the children had left for the day, the teacher once again let her mind and her eyes wander to the drawing of the cracked vase. She immediately noticed something wrong with the picture, and leaned over to get a closer look. Someone had colored in the bottom of the crack. It was very subtle. In fact, it had hardly changed at all, but she had stared at the picture so often that she could tell even the slightest change. Surely, someone had snuck into the room and colored the bottom of the crack.
The teacher hoped that the little boy would not notice the act of vandalism. She carefully raised the picture a little higher on the wall, in an effort to keep it out of reach from any further abuse. Then she made it a point in her routine schedule to check on the vase every single day. To her amazement, someone continued to color-in the crack. It was never very much, just a little alteration every couple of days, but she could see the difference. The crack was slowly being filled.
After several more days had passed, the teacher made a concerted effort to discover the person who was gradually altering this artwork. She had watched carefully in the morning and afternoons, but had been unable to catch the vandal at work. She decided to check on the room during the playground break, and was amazed to discover the same little boy as he walked quietly and diligently to his desk in the classroom. He carefully selected a handful of crayons, and then pulled the teacher's chair up against the wall beneath his drawing. Concentrating and gently biting on the tip of his tongue, he colored in the last of the fissure at the top of the vase. Then, he pulled out a green crayon and drew a long stem from the top of the vase, a stem that nearly reached the top of the paper. At the top of that long stem, he began to lovingly create soft orange and yellow petals. The boy completed his task without a word or a glance to either side. He was completely absorbed in his loving craft.
The little boy put the crayons back in his desk, put the chair back at the teacher's desk, and walked toward the door. "Thank you for letting me use your chair, I could not get there on my own," said the little boy. "How do you like my sunflower?"
______________________________________________________
Words of Wisdom
"I have learnt silence from the talkative, toleration from the intolerant, and kindness from the unkind; yet strange, I am ungrateful to these teachers."- Kahlil Gibran
"The true aim of everyone who aspires to be a teacher should be, not to impart his own opinions, but to kindle minds."- Frederick William Robertson
"An understanding heart is everything in a teacher, and cannot be esteemed highly enough. One looks back with appreciation to the brilliant teachers, but with gratitude to those who touched our human feeling. The curriculum is so much necessary raw material, but warmth is the vital element for the growing plant and for the soul of the child."- Carl Jung
______________________________________________________
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
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