Categories
Improvement Management Manufacturing

The benefits of speed

For years, Dan Kennedy has said “Money loves speed.” He’s usually referring to making decisions and implementing things quickly, rather than falling prey to “Good is the enemy of perfect” (among other things). This is not speed for the sake of speed, however. The benefits of speed in the right circumstances, under the right conditions, are worth examining. You may find that you can’t increase speed without negatively impacting quality or safety. In those situations, I’d pull back on efforts to increase speed. Below, I discuss a few situations and opportunities that I hope will spur some ideas that will help you find places to increase the speed of your business activities.

Military time… and yours

A tank that can be refueled in one hour is more effective against an enemy than a tank that can be refueled in two hours. The same can be said for equipment not used in battle, like your lawn service’s mowers, or a delivery truck – even though defeating an “enemy” is not your goal. Similar effectiveness can be gained from a mower that can run twice as long, either because it consumes less fuel per hour, or because it has twice the fuel capacity of a similar mower.

During World War II’s Battle of Britain, British pilots who survived being shot down in morning were frequently back in another plane and in the air defending England that afternoon. German recovery crews had to travel much longer distances to recover a pilot and get them back in action. In addition, they had to have long range fighters so that pilots could fly to England, attack, and return back to Germany. These speed, distance, and equipment requirements thankfully had them at a disadvantage.

Is there anyone who hasn’t been parked at a point of sale counter, hotel front desk, or similar as an employee waited on a computer to perform some task necessary to allow us to check in, complete a purchase, etc? Some companies seem to be on a never-ending quest to improve these experiences. They know that customers want the shorter wait times in line. They’ve seen customers get frustrated and leave a store due to long lines. Meanwhile, other companies seem to ignore these counterproductive point of sale speed and usability problems, much less the long lines they can cause.

Sometimes, you have to temporarily slow down in order to speed up. A wobbly wheel will shake a car (and its passengers) to pieces, make the car less safe to drive, and prevent the car from reaching higher speeds. Taking a few minutes to stop and tighten or change the wheel costs a few minutes, but pays off in safer, faster driving. A simple example, but it begs the question: What’s wobbly, sketchy, or less than dependable at your business?

Downtime

Downtime is a speed issue as well, since you can’t get much slower than zero. Every time you eliminate or reduce downtime, there’s a corresponding increase in speed. The great thing about downtime is that much of it is preventable, whether it relates to computers, processes, or boat trailers.

Downtime hides in places you might not expect. Electricity. Disk space. Oil. Anti-freeze. Drive belts. Spare drive belts. Tools in vehicles. Flashlights in vehicles. Better warehouse lighting. Better training. Prevention has a solid ROI. Ask your team about processes, situations, and equipment that fails. Remember – injuries count too. Your people know where the dangerous places in your business are. Ask them, not only for where these things are, but also for ideas on how to address them.

Supply chain problems have a way of creating downtime as well. When you run out of raw materials due to order errors, delays, mistakes, or really – any reason, production grinds to a halt. Zero speed, particularly in a production environment, has a high cost. If you send people home because you’re out of raw materials, you not only miss out on the work getting produced, you also risk losing skilled people who probably weren’t easy to find. Most supply chain errors are preventable. Your team can help identify ways to deal with these problems, so be sure to ask if they’ve seen these issues before and have been involved in resolving them. Either way, take advantage of their experience and insight.

There is one place where speed isn’t recommended: Hiring.

Photo by toine G on Unsplash

Categories
Management market research Positioning Product management Sales Setting Expectations

Increase sales by making deployment easier

Everyone wants to sell more, yet few ask what impacts it the most: deployment. I had a long overdue conversation to catch up with Richard Tripp this week. His “POV method” is the best process I’ve seen for refining & re-prioritizing product focus. It’s based partly on finding out the number one outcome that the majority of your actual paying customers care about. Tripp calls this group of customers a company’s “center of success”. To my knowledge, use of his process has been limited to software companies – mostly SAAS companies. It struck me during a long drive yesterday that it could be used to improve the sales of any team. Teams with a deployed service or shipped product might gain the most.

Involve the whole team

The not-easily-impressed folks might think “Wooo, talking to customers – that’s a super new idea” and they’d be missing the point. Having been involved in many such efforts over the years – my experience is that the POV method is different & better.

It’s different in part because it isn’t about a group of VPs sitting around pontificating about things they’re disconnected from. Why disconnected? Because most VPs no longer spend time customers in the trenches. Even if you’re a owner/VP now, you weren’t always one, so you know what I mean. It’s better for the entire team to discuss progress together rather than in a series of silo’d departmental conversations. When everyone hears from everyone who has data / experiences to contribute, a much richer, more complete picture is the result.

One of the outcomes is the reduction of the pain and suffering required to adopt a product / service and substantially shrink / simplify the timeline from payment to “we’re getting the benefit we paid for”. I remember years ago watching the discovery process unfold during the early stages of a POV conversation about a group’s (non-SAAS) product.

During the discussion, a normally quiet member of the service / deployment team who spent all of their time with customers during the deployment process blurted out something like “Do you have any idea how frustrating our installs are and how long it takes our customers to go live with our software? At least three months!!

The product team’s reaction was shock and surprise, as you’d expect. Because management was part of the discussion, the project got immediate momentum. A substantial and cooperative joint effort between the product and the service departments to substantially pare down install / deployment challenges was the outcome – a small but high impact improvement.

Assembling a grill

Software deployment challenges are common, but deployment problems aren’t limited to software. The longer that the time-to-benefit period grows for any product or service, the easier it is for buyer’s remorse to take hold. If it takes 90 days to get your product or service producing, customers can lose sight of why they wanted the benefit.

It reminds me of buying a new grill, getting it home and putting it together.

If you’ve assembled a grill in the last 20 years, you know that the grill business needs some work. People buy a new grill because the old one finally rusted out, they need more capacity, or they’re having an event & need a bigger one. Most people don’t do this weeks in advance. They might buy the grill a day or two before the big event.

The likely result is one of those “It’s 10 pm on Christmas eve and I have toys to assemble” experiences. Instead of fitting together plastic parts, there’s sharp-edged sheet metal & screws that look alike but aren’t. Meanwhile, two people must hold the pieces in position so the third person can turn a few screws. Eventually, this pile of parts becomes something that will eventually cook a meal. Does it have to be this much trouble?

Imagine if the team(s) responsible for packaging, instructions, & parts watched consumers muddle through this process on a third floor apartment patio. Enlightenment is guaranteed. When a developer watches an end user use their software, it’s often painful because what seemed obvious almost never is.

Whether you make software, grills, or campers – your development, packaging, and deployment staff will learn important lessons simply by watching a few customers unpack, assemble, & deploy your product or service.

Photo by Matthieu Joannon on Unsplash

Categories
Entrepreneurs Leadership Productivity

Doing it faster, but poorly?

In today’s busy times, we’re always trying to create that little bit of extra time to get one more thing accomplished. Seldom is this item one more strategically critical task, mind you. In most cases, it’s simply one more thing because somehow we got the idea that we’re not doing enough things. No matter that we’re doing 100 things poorly – the focus is often on reaching 100.

Hearing or listening

Podcasts and audio books are a good example of this. We listen to podcasts at double speed so they don’t take as long. We listen at that speed under the illusion that we’re getting more done. This, despite the cartoonish voices and the almost certainly reduced comprehension. That way, we can listen to more of them. Or listen to them again because we didn’t really get anything out of them. We listen to more of them on the same topic because we’re struggling to absorb what we might get out of any one of them if we weren’t focused on how many we listen to and how fast.

Does it matter that you listened to 30 audio books last year if you didn’t get anything out of them? Or half of them? Obviously, audio isn’t the culprit, the same could be said for books, newspapers, blogs, or research papers. We sometimes forget that getting anything done well is better than getting that thing done faster and poorly. There is, of course, that “done is better than perfect” thing, but even “done” should have some context.

Years ago, a friend who owned several franchise locations of a fast food restaurant replied to some good natured ribbing from one of this friends who chided him that his restaurants made a lot of mistakes at the drive through window. He said “I don’t pay them to get every order right. I pay them to get the orders done quickly.” It’s a good example. Do you mind if you waited in line for five minutes if your order is right? Or would it be ok to wait in line for two minutes and frequently have your order wrong?

How is that different than whatever you’re rushing through today?

It takes an unbelievable amount of energy to resist reality.

Jim Dethmer

Advice from an old guy – and those around you

No, I wasn’t referring to me. Back in the ’60s, Earl Nightingale sold a ton of his book “The Strangest Secret” on albums. Yes, vinyl records. Some of the book revolved around his thought “Watch what everyone else does–do the opposite. The majority is always wrong.“, which I suspect rolled downhill from G. K. Chesterton’s “I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite.

While advice like this can be less useful when lived as a hard and fast rule, it has plenty of value. The real root of it is to understand the benefit of taking the time to be observant of the behaviors of those who are, and aren’t successful. What you won’t likely see from the most successful people you know is that they’re cramming more and more into their life. It may seem like it because they are doing different things than you are – and that has the appearance that they’re simply capable of doing it all.

They aren’t.

The difference is that they make a deliberate decision to remove unimportant things from their lives (like “Big Brother” or “Survivor”) so that room is created for the things that are important to them. They subtract, rather than add. Subtracting unimportant things from their lives creates the space that they fill with the things you think you can’t possibly make time for.

Do be careful while observing these folks and selectively extracting lessons to improve your own life and business. Don’t compare your life to theirs. The difference doesn’t matter, and the difference is never what you think it is because you never know the whole story – just like those who have judged you don’t know your whole story.

Don’t compare your beginning with someone else’s middle.

Alison Beere

You’re unlikely to make your bucket of life more full by cramming more things into it. Be fiercely selective about what you let in.

Categories
Business model Entrepreneurs Leadership Management Small Business

Small Business Scorecard

I’ve long focused on helping businesses one on one, by choice. From time to time, I’ve considered mechanisms (other than my writing) that provide help in a group setting. Ideally, this would let me help more people while not drastically increasing the time required to do so. Typically, this means holding webinars, group coaching, masterminds, ie: “one to many” events. This piece is intended to fill some of the gap between one-on-one help and one-to-many help, at least for now.

How we get help differs

When it comes to seeking help, business owners appear many forms. Some repeatedly seek help from people, books, and other resources. Others tend to accept help about specific topics, or when a resource is recommended to them by a trusted friend. Some read or listen to many sources of help / advice, but are pretty choosy about the things they implement. Some seek no help at all – and this group seems to be broken down into a group that knows they need the help but never take action, and another segment that simply figures it out on their own (or doesn’t).

Efficient learning varies from person to person. Some prefer reading, while others learn / retain more from audio, video, pictures and/or diagrams. Some people prefer brief information, others tend to consume “long reads” or extensive, highly detailed video. This time around, I decided to take a self-guided approach. I’d appreciate feedback on how effective the scorecard is for you – and why.

How the scorecard works

I’m calling this a scorecard, but the goal is not to arrive at a number and think “We got a 74, so we’re doing fine as is.” It’s more of a self-assessment & introspection tool. You’ll find statements about how things work in your business. You’ll agree with some. Others will have you thinking “That’s definitely not us.” If a seemingly-negative item on the list doesn’t pertain to you, cross it off. Look at the items you circled / checked as “yep, this is us” as a milestone on the way to a stronger company. Some may need recurring attention.

Marketing

  • Our marketing is completely automated across all media, digital or otherwise.
  • Our marketing is strictly digital. We don’t make sales calls, send US Mail, visit prospects, have prospects visit us, and we don’t go to trade shows.
  • Our marketing is strictly organic. We don’t advertise, other than having a website.
  • We test new ads against our ad that performs the best.
  • We market our work consistently.
  • We spent ad money effectively.
  • We have data that tells us what works and what doesn’t, marketing-wise.
  • Our marketing is executed based on a plan or marketing calendar.
  • We collect information about people who show an interest in our products / services.
  • On a regular basis, we reach out to people who have shown an interest in us. We send offers as well as useful information that will help them make a purchase decision.
  • In marketing dollars, we know how much it costs to get a highly-qualified lead.
  • In marketing dollars, we know our lead cost on each type of media.
  • For each of the media we use for marketing (radio, tv, newspaper, direct mail, various internet options), we keep track of lead quality, lead volume, and ad investment.
  • We decrease our marketing efforts / spend when the market is tight.
  • We use our lead cost to drive decisions about ad purchases – including internet ad options.
  • We increase our marketing efforts / spend when the market is tight.
  • We don’t really advertise with any consistency. You might say it’s driven by which ad salespeople call on us.
  • In our market, expertly-done marketing has ceased to become an edge. Everyone in our market is a good marketer.
  • We decrease our marketing efforts / spend in good times.
  • Most companies in our market are spray-and-pray marketers.
  • Some companies in our market are haphazard or random marketers, but there are some that we’d consider experts. They spend ad money effectively.
  • We increase our marketing efforts / spend in good times.
  • We’re one of the haphazard / random marketers.
  • We’re one of the more effective marketers in our market.

Operations

  • It feels like things “fall apart” a little when critical people leave, or are out of the office.
  • When the owner or manager are gone for the day, things seem more productive.
  • When a team member is gone, it’s easy to deal with their workload because we’ve been cross trained.
  • When someone is out of the office, it can be a little tough, but we have written process / procedures documentation to help us get the work done.
  • We rarely / never have to contact someone who’s out of the office to ask them how to do something, or to get online and help us deal with this or that.
  • When our front desk takes order / job status calls, they have to call back into the shop to get someone to tell them what’s up with an order / job.
  • We sometimes run out of the supplies / raw materials we need to do our work.
  • It’s common for us to contact someone who’s out of the office because we need help dealing with something they do.
  • Customers can tell when a critical employee is on sick, off that day, or vacation.
  • When a customer contacts us to find out the status of a job / order, any employee can easily and quickly find the info and pass it to the customer.
  • Customers can’t tell when a critical employee is out of the office.
  • We never run out of the supplies / raw materials we need to do our work.
  • We use a system to track and manage our tasks / work.

Business model

  • Our products / services are one-off. We don’t make something once and sell it multiple times.
  • Once we make tooling, we can make and sell the same item repeatedly.
  • We sell services on a subscription basis.
  • The business doesn’t generate income when the owner isn’t working.
  • We serve a vertical (narrow) market.
  • We sell products and service them, so ongoing reputation is critical to get returning customers.
  • If we’re not on the job and billing hours, we’re not generating revenue.
  • We serve a horizontal (wide) market.
  • Our market has already been disrupted / is difficult to disrupt.
  • Once created, our services have a marginal COGS so we can make something and sell it repeatedly.
  • Our customers pay us each month. We deliver / replenish consumable products / services.
  • Our market could easily be disrupted.
  • We provide customers with a service infrastructure.

Staffing

  • We’re always understaffed.
  • We have trouble keeping people, but they don’t tell us why they leave.
  • We have trouble keeping people. They tell us why they leave, but we can’t or won’t do anything about the things they mention.
  • Customers can’t tell when an employee is brand new.
  • Our people rarely do things together outside of work.
  • It takes a long time for us to hire someone because we’re careful to find people who fit our existing team.
  • Customers can tell when an employee is brand new.
  • We have trouble keeping people. We’re not sure why.
  • Few of our first line managers are familiar enough with the line employees’ work to take over for them in a pinch.
  • It takes a long time for us to hire someone because candidates are hard to find.
  • We’re overstaffed, but our workloads vary wildly so we don’t want to shrink the size of our staff.
  • Our team is a family – they frequently do fun / family / activities together outside of work.
  • Our first line managers could easily handle the work our line employees do, if they needed to.
  • We tend to promote from our existing staff.
  • We rarely promote from our existing staff.
  • Our team tends to be swamped one week, and might be sitting around with nothing do the next week.
  • Most of our team members are easily replaceable.
  • We have employees who have been here for many years.

Sales

  • Our sales team says they never have enough leads.
  • The sales team feels our leads are properly qualified when they get them.
  • Customers and prospects comment that our sales team was useful in helping them make a purchase decision.
  • Salespeople often comment that they’re getting leads who aren’t suitable for our products / services.
  • Our pipeline is difficult to confidently predict more than a couple of weeks out.
  • We have quotas, but we aren’t involved in deciding what they should be.
  • We close an acceptable-to-us percentage of sales when we have a highly-qualified lead.
  • I feel confident when I give a solid lead to one of our salespeople.
  • We have sales quotas – and we’re involved in determining those numbers.
  • We’re constantly under pressure to make quota – and we know it’s because the company’s cash flow is precariously low.
  • We get very few complaints about our sales team.
  • Finance is always bugging us to give them pipeline information, but we can’t consistently tell them anticipated revenue more than a week or two in advance.
  • Our sales team has an experienced leader.
  • It’s not unusual to get comments that our sales team is pushy.
  • Finance really appreciates that we can give them dependable sales pipeline info 30-60 days in advance, so they can depend on revenue in advance of receiving it.
  • Sometimes people send in feedback saying our sales team is more interested in closing a sale than they are about helping customers decide on a purchase.
  • We have more leads than our sales team can handle, but not all of them are well-qualified.
  • Our sales quotas feel like impossible expectations rather than achievable goals based on lead flow.
  • Our sales team is lead by the salesperson who usually sells the most.
  • We have more highly-qualified leads than our sales team can handle.
  • We believe that our product / service makes a significant improvement in the lives of our customers and as such, it is our obligation to offer it to as many qualified prospective customers as possible.
  • Our sales team easily handles all the leads we give them. They keep asking for more.
  • Most days/weeks/months, our sales team can handle the leads assigned to them.

Management / Leadership

  • You can ask any of our employees what motivates us as a company, or “What’s our why”. They all know.
  • Our people are an investment in our business.
  • We have to constantly watch our people to keep them working.
  • Our managers are all family members who learned to manage here – and it’s worked great for years.
  • Our people feel like a cost / expense.
  • Sometimes new employees have to wait to get a phone, desk, computer, tools, or a space in the shop. Those things aren’t always / usually available on their first day.
  • Employees know what our company long and short term goals are.
  • We’re an open book company.
  • Our managers are all family members who learned to manage here. I think the company would positively benefit from an experienced leader.
  • We don’t share any financial performance information with our people.
  • When a new employee get to their desk / work station / shop station on their first day, they have everything they need to get to work.
  • We have a 401K.
  • Team members don’t seem to connect their work with the company’s goals.
  • It takes new employees a few weeks / months to get their act together and become effective.
  • We routinely discuss the importance of 401K participation in our employees’ future.
  • Our financial performance is none of our employees’ business.
  • Any good manager could join us, learn our business, and be effective here.
  • Only our family can manage this business.
  • Our employees understand what makes our business profitable and sustainable.
  • New employees often comment about how good / refreshing our on-boarding process is.
  • We encourage our employees to educate themselves and offer ongoing training as well.

Finance

  • We know where the funds for our next payroll will come from.
  • We’re always on top of the required state and Federal reports related to employees and such.
  • Sometimes we have to pay our invoices late, but it’s not an every month thing.
  • We get paid late by our customers and it creates issues for us.
  • We don’t have receivables.
  • Our payables are always behind.
  • We never have any issues with state or Federal tax returns or deposits.
  • We’re always on top of tax returns.
  • If sales could deliver dependable pipeline numbers for the next quarter, our finance problems would disappear.
  • The owner / management hates accounting.
  • We’re always up to date on tax deposits.
  • We’re not very good at managing the company’s finances.
  • We tend to be late on tax returns. Sometimes we have to pay a penalty.
  • Managing our finances is one of our superpowers. We suspect we’re better at this than many other companies.
  • We tend to be late on tax deposits. Sometimes we are charged penalties / interest.
  • We do all our own bookkeeping and accounting / tax work.
  • Debt is an important ingredient in our ability to grow.
  • We do our own bookkeeping, but we have a professional handle the taxes and related paperwork.
  • We outsource bookkeeping.
  • We’re focused on eliminating debt for the long term, even though we know it may slow us down from time to time.
  • We have a professional handle taxes and related paperwork.
  • Our “numbers” drive strategic decisions.

Systems

  • We understand that “systems” might include automation, but also may include manual systems – such as checklists, documented work processes, job descriptions, manufacturing reviews, and similar items.
  • New employees learn our systems as they learn their job.
  • We’re gradually systemizing parts of our business.
  • None of our systems are “perfect”, but our imperfect systems save time, keep us on track, and help us avoid missed steps.
  • There’s one person who knows it all on our systems, but that’s it.
  • As an owner, I ask myself “Whose job is this?” every time a piece of paper crosses my desk.
  • Our systems are a strategic advantage. They make our work safer and more consistent. They help us produce a more consistent outcome for our customers.
  • We routinely review our systems with feedback from the people who use them. Reviews drive upcoming system improvements.
  • The nature of our business requires that we invent most or all systems ourselves.
  • We don’t have anything we’d call “automation” but we’re definitely a systemized business.
  • We have several team members working together to know, improve, and manage our systems.
  • Over time, we train new employees on all the company’s systems so that they help in any area if someone is out.
  • We understand that automation / systems can be leveraged in any part of our business, from management to finance to manufacturing, sales, and/or marketing.
  • We’re using systems and ideas that others have refined over time.
  • Systems (and particularly automation) are something we need in order to keep up with competitors. If we didn’t have to, we’d use as few as possible.
  • Our systems have been in place for years. We rarely change them.
  • Our systems are very close to ideal. We’ve worked hard to get there.
  • Our systems are difficult to change.
  • Our systems are a mix of commonly-known systems from experts and systems specific to our industry and/or business.
  • We train new employees on all the systems in their area.
  • Adding new systems to our work is easy.
  • It’s difficult getting new systems into our workflow.
  • When we hire people. we look for experience in systemized businesses and experience with systems like ours.
  • If we find job candidates with experience with systems unlike ours, we consider this useful as we might gain an edge from that differing background.

Photo by Dan Meyers on Unsplash

Categories
Getting new customers Marketing

Looking for work?

I recently had conversations with a few different people about their need to find additional work and / or find additional clients. Some are software people, but others are in less well defined areas (soft skills, in at least one case). There seems to be no shortage of folks who are tense about where their next client is coming from, or their next gig. You might be in that situation or know someone who is. Let’s discuss a few topics that will help people know you’re taking on new clients, and also to help them point the right work in your direction.

Looking for *what* work?

When people mention that they’re looking for new clients or additional work, they often assume that everyone knows exactly what they do and for whom. This often isn’t the case. In many situations, the work and the money are substantially different for work that seems (to most) like “the same work”.

Take concrete work. You might specialize in concrete finish work, foundations, and footings. If so, it might be safe for people who know you to keep their eyes open for gigs that require concrete work, specifically involving new construction.

On the other hand, if you do “mudjacking“, you’re still likely working with concrete, but the skills and equipment needed to do your work are different from that of more mainstream concrete work. You’d be in demand from a different group of people (existing building owners vs. owners / general contractors doing new construction and additions). Seems obvious to you, but keep in mind that few people know and understand your business like you do. Be sure not to leave assumptions open.

We do concrete floors, foundations, slabs, and footings” is much different than “we help people whose foundations have major damage from cracks, shifting, and settling“, even though both involve concrete. You want to make it easier for people to notice and refer you for opportunities that fit the work you want to do.

What’s your ideal work?

Let’s refine that last thought a bit more. It’ll help people notice an opportunity for you if they know what you do. It could make a big difference if they know the kind of situation where your work shines. “I know a guy who does concrete” starts a different conversation than “I know someone who specializes in fixing that“.

The second answer is only likely to come up in conversation if you consistently make it clear what your superpower is. The fact that you have this superpower doesn’t mean you’re the only one with it. Nor does it mean that you’re the best in the world at it. It simply means that someone who needs the kind of work we’re talking about will be getting one of the best if they find you. It’s the kind of work you prefer, the kind you’re one of the best at, and the kind that you’d choose if and when you have a choice.

How do you make that clear? Be explicit about it in your advertising, in your email signature, on your truck, and in any mention of your business. I mention email signature because they’re present every time you email, regardless of the reason. I like is Dean Jackson’s “When you’re ready” technique.

Dean uses a short blurb at the end of his emails after his name, sometimes as a PS. It’s so simple that anyone can use it. “Whenever you’re ready, here are three or four ways I can help:” followed by simple statements of those ways. Not everyone is ready when they see an email from him, but every email is a low-pressure reminder that leaves no doubt how he can help when they are ready.

Who’s your ideal client?

It helps to get specific about your ideal client & the ideal situation for your help. It isn’t difficult to find companies struggling with team / manager issues, but “I work with companies who managers and teams who need help” doesn’t help us help you. Do you “fix” management teams? Do you help owners whose staff is unmotivated? Clarity is essential.

Everyone knows a company or family that needs some help, or has a problem to solve. People love to refer work, so make it as easy as possible to refer you – particularly when you’re the ideal match.

Photo by Josue Isai Ramos Figueroa on Unsplash

Categories
Employees Hiring Leadership Management

Where to find tech candidates from underrepresented groups

Earlier this week, someone asked on a local Slack group about where they could find a more diverse set of candidates for a tech job opening vs. what they might find at the standard “big” job sites (Indeed, Monster, etc). The job sounds ideal. Good company, almost everyone working remote, Kubernetes expertise needed (ie: not stale technology).

I reworded the question a little and passed it along on Twitter. The response was pretty decent, so I thought I’d document it here in case readers have a similar desire to expand their reach when seeking out candidates. The responses below are in the order I received them and link to the author’s tweet in case you have questions, comments, etc. As I receive additional replies, I’ll add them here.

Note: A reader pointed out that there is a significant recruiter fee to place a job ad on techladies, so be a good consumer and read the fine print as the reader did.

Update: 2019-08-07: An AWS-related grant passed by me, so here’s the details: https://reinvent.awsevents.com/community/we_power_tech_grant/

Categories
Employee Training Entrepreneurs Leadership Management

Are you holding on too tight?

Have you ever driven something to the post office because then you’d be absolutely sure it was put in the right box and actually mailed? Seemed rational at the time, right? The biggest turning point in a business owner’s life is when they trust someone enough to let them do something the business owner used to do. Yes, bigger than deciding to start the business itself. It’s one of the most difficult achievements for owners because it’s driven by fear, an emotion as primitive as there is. This fear convinces us that no one else can do the work as well as we can, even when the task is unimportant but necessary.

We have a bias toward the illusion and value of control at least in part because we did everything when there was no one else to do it. We remember the good old days when we built it alone in our basement, kitchen table, garage, etc. We did it all, thumped our chests, and drank from the skulls of our competitors. Our fond memories tell us we were in control of everything. The reality was more likely daily firefighting in an environment where we were alone and nothing was truly in our control.

Control isn’t the secret sauce

We think control is an important and essential element to building and growing a company. We think this because it’s all we know. When we’re the only one doing the work – control of everything is the default behavior model. Over time, “control of everything” stakes its claim as one of the essential ingredients of our success comes to us simply because we were the only employee. That doesn’t mean it’s the ideal.

Delegating work is one of the hardest and most valuable skills a business owner can develop. We usually won’t admit to ourselves that being bad at delegating (or not wanting to delegate) is a product of our desire to preserve our illusion of control.

We convince ourselves to stay small with thoughts like these:

  • I built this thing myself when I discovered others weren’t doing this, or weren’t doing it well.” (until I delegate to the right person with the right details, assuming this was ever true, and of course the task is so critical that I MUST be the only one to do it. Except it usually isn’t that critical, it’s simply work that must be done.)
  • No one knows what we went through.” (and?)
  • No one works like an owner.” (which is understandable – they aren’t owners).
  • It’s faster to do it myself than to teach you how to do it.” (Except for the second through nth times, assuming you taught it properly)
  • Others don’t care like I do.” (even though they might – worst case, they care enough or in their own way. Again, they aren’t owners.)
  • So and so’s work isn’t perfect.” (Neither is yours)
  • I can always do it better than anyone else.” (Are you sure? Is 10% better worth not getting to that truly critical work that is of a nature that you really are the only one who can do it?)
  • No one but me has the twenty seven years of experience that’s necessary to do this work well.” (It isn’t usually necessary, we just think it is. If we use that experience to guide our training & delegation, someone else *can* do it as well.)

Control has limits

How many items can you carry at one time? At some point, you’ll either stop adding items, or you’ll start dropping things. Our minds have a similarly finite ability to control things. That “control” includes managing people, projects, relationships, much less doing the work our role demands of us.

Your leadership role requires your full attention. Would you prefer to lead your company well, or lead it poorly because your mental and physical energy is consumed by less important tasks other people can do?

Holding on too tight stifles growth. We had to hold tight when we were working alone, but it’s a serious liability when you have a team. The best NFL quarterbacks throw or hand the ball to someone else most of the time, despite most of then having great running skills. Your children won’t learn to walk if you never let them out of your arms.

An executive who works with famous bands and professional athletes regularly asks his clients how their work changed once they “went pro”. In both groups, the most prevalent answer was “having the time and mental space to focus solely on our music / on-field performance and the wants / needs of our clientele, without the distraction of little things that used to consume their time.

The fear of letting go of the control that we think helped us succeed when it was just us – is exactly the thing that keeps us small.

Hiring my assistant Lorena is one of the best decisions I ever made.
But, many entrepreneurs don’t know how to go about hiring one. (Myself included! I got lucky with Lorena!)
Many entrepreneurs don’t know where to look. They don’t know what to pay.
They don’t know WHO to trust.
But most of all, they don’t know HOW to trust.
They don’t how to let go of tasks they really need to let go of. They don’t know how to let go of control.
I get that. We entrepreneurs have skin (and blood and hair and sweat) in the game. We can’t take our eye off the ball or things slide into chaos in a hiccup.

A comment from Perry Marshall

Photo by davide ragusa on Unsplash

Categories
customer retention Customer service

Customers for life are often made rather than found

We all want customers for life – at least if they’re good customers. The challenge is finding them, right? Once you know what they look, sound, and act like, you’ll know what to look for. For some, that’ll probably work. For others, you’ll have work to do.

Finding customers for life

Finding customers for life should start with how you find new customers. There’s a decent possibility that you can find more of them by doing a close analysis of the ones you already have. That assumes you can identify which customers have been with you “forever”. A fair portion of them should exhibit similar needs, wants, responses, purchase habits, and other tendencies / similarities.

Depending on the information you have about your customers, it might not be terribly difficult to discern these subset of things that trend for lifetime customers. Having figured that out, you could use that information in your marketing copy and to emphasize where you market (ie: which types of media, which publications / sites / locations). You’d also want to use this information to segment your leads if the critical lifetime indicator data is available for your leads.

Creating customers for life

Perhaps easier than finding customers for life is taking exceptionally good care of everyone and paying attention to the things they appreciate most. Once you identify those things and have observed customer reactions to them, you’ll do more of them – and which ones to emphasize.

Taking extra steps

Recently, I witnessed a family member making calls to financial firms, insurance companies, and similar businesses after a relative passed. Listening to the calls was excruciating to me – not because of the loss of the relative, but because of the incessant frustration they subjected their decades-long customer to after paying these businesses for a very long time. The worst part was that this customer was dealing with accounts, policies, etc involving the person who passed – and didn’t seem to be getting the least bit of empathy, no matter what the result of the call. I heard this sort of thing on call after call – it was rather unbelievable and pretty frustrating even though I wasn’t directly involved. I wondered how a company could possibly do something like that – intentionally – at what was clearly during one of the worst parts of their customer’s life.

After dealing with that, can you imagine that person’s comments to other family members who are considering updates to their insurance, banking situation, etc? Who would they recommend to a friend or family member? Who might they offer a negative recommendation about?

These are the kinds of observations you need to make to not only make someone a customer for life, but to turn their entire family into customers for life. More importantly, how should you do these things differently? Remember that protecting the company on these calls isn’t just about the explicit protection of observable company assets. It’s also about the customer – whose relationship with the company is also a valuable asset.

Things to consider

It struck me that the very best people doing customer service for these companies should be segmented off into a group whose only responsibility is taking care of long-time customers who have just lost a spouse (or similar).

A department designed for this and whose staff is trained solely to deal with those situations (even if by the book) would likely behave a bit different than the average and typical team of customer service reps who are trained to handle a wide scope of situations. They’re often monitored for time on the phone with each customer and/or number of calls handled per day. These are not metrics that you’d want to use when handling someone who recently lost a spouse. Yet that’s exactly what happens if the primary customer service team handles these calls in the mix with everything else they do.

Would an elder law firm handle clients like this in a similar situation? I’m guessing not.

Consider the situations your customers for life will face throughout their lifetime as your customer. Whether they’re buying cars, insurance, web sites, or whatever – there’s a sequence of life events that the customer deals with during that time frame. What can you do to consider those in advance, perhaps reduce their impact, and at the absolute least, do what’s possible to soften the blow and make the customer’s situation better, less frustrating, and memorable in a positive way?

Photo by ian dooley on Unsplash

Categories
Leadership

An early career lesson from Ross Perot

Ross Perot meant different things to different people. He was the CEO of Electronic Data Systems (EDS) – my first real job. EDS was later purchased by General Motors – there are many stories about that, especially re: Ross’ time on the GM board. Later, EDS became part of Hewlett Packard. My Ross Perot story isn’t a business anecdote, but a personal one.

Back in 1983 when I started at EDS, there was some pretty serious cultural indoctrination. EDS people do this, and don’t do that (drugs and infidelity were explicitly mentioned). EDS people dress like this, not like that, etc. I wore tasseled dress shoes anyway – making some think I was a wildling. We were designed to compete with IBM, CSC, & similar companies. Our clients were big banks, insurance companies & Fortune 500 businesses, so we had to look like them to keep them comfortable.

In the early days (at least my early days), EDS headquarters was an eight or so story business tower. The tower, access road, and parking lot were built on half of the old Forest Hills Golf Club just west of Central Expressway on Forest Lane in North Dallas. It was a big piece of land, about 200 acres, in the middle of a fast growing area of Dallas. Amazingly, nine holes of the course and a small clubhouse were retained and kept in playing shape for use by employees & their guests. It was a great employee benefit. Unfortunately, a subsequent owner transformed all but 20 acres of the property into wall-to-wall tract homes.

Lunch “with” Ross

In addition to the course, the EDS building had a nice cafeteria. The word “cafeteria” is a little understated. Long before it was fashionable for software companies to have coffee bars and delis in their headquarters – EDS had a restaurant with puffy hat wearing chefs, etc. The food was good – and the prices were subsidized, or at least reduced to close to the company’s cost. You could get a nice lunch for $2.00 in 1983.

EDS had outgrown the building years earlier, so I worked a few miles north. As such, I didn’t visit HQ for lunch too often. However, it was EDS tradition to bring visiting family members in for lunch during the holidays.

Around Christmas & other times of the year, the restaurant would serve steamship rounds of roast beef. A steamship round is a giant chunk of beef that is carved to order right at the buffet by one of the puffy hat wearing chefs. For $2.00 (!), with all the trimmings.

In 1983, my paternal grandmother came to visit for Christmas, so I took her to lunch at HQ on steamship day. When grandma & I got to the normally busy cafeteria (what employees called it), there was almost no one there as many were on vacation. I was nearing the end of my first year at EDS, so I didn’t have much vacation. As we stepped into line, a short man in a suit (all of us wore suits) turned & smiled. He stepped forward & said “Hi, I’m Ross Perot” to my grandma & shook her hand. He then looked me in the eye, shook my hand & said “I always like it when my guys bring their moms into the office for lunch.” He asked where she was from & made a moment of small talk before wishing us a nice lunch & continuing down the line.

My grandma was in her late sixties at the time & had a major league silver-blue bouffant hairdo. I was 24. No one would likely mistake her for my mother, but he err’d on the side of courtesy & charm by playing it that way. He could have ignored us, gone through the line, and scampered back up to his office with his lunch – but he didn’t. Despite having billion dollar things on his mind, he took the time to say hello to a wet behind the ears newbie and his grandma. It was one of my earliest “Business is Personal” moments – a valuable lesson.

Rest in peace, sir.

P.S. My grandma had no idea who Ross was. When we sat down to eat, she said “He was a nice man.” I told her he owned the company & was worth about five billion dollars. She (a widow for over 20 years at the time) said “Well, I guess I should take that cowboy home with me.” 🙂

Photo credit: By Allan Warren – Own work, CC BY 3.0, https://commons.wikimedia.org/w/index.php?curid=59243822

Categories
Employees Hiring Sales

Been ghosted or simply ignored?

Being ghosted describes a conversation where one of the participants simply stops communicating without saying “Bye”, etc. They simply go silent, or disappear. Amazingly, the place it’s easiest to find is during job hunting (or hunting for someone to fill a position).

Back in the age of the dinosaur (or at least the fax machine), it was common courtesy to tell a Human Resources person or recruiter that you were no longer interested in their position. Even if this happened by email, you did it. If they treated you well during the process, you might even tell them why you’re heading another direction.

Likewise, it was also common courtesy for a recruiter or Human Resources person to tell all their candidates that their position had either been filled or they’d closed the position for some other reason.

When a job candidate decides they don’t want or need your open position, many simply stop communicating with you. The same behavior has become common for recruiters and HR people when they lose interest in a candidate, fill a position, or decide not to hire. The ghosted party hears “radio silence“.

Rude, inconsiderate, selfish, stupid, etc.

I find this simply remarkable, not to mention rude, inconsiderate, selfish, stupid, lacking in vision … you get the idea.

You’ll hear excuses from both groups including these:

We don’t have time to connect with each candidate to tell them the position is filled.

I don’t have time to contact each recruiter / company to tell them I’ve taken another position or have lost interest in their opening.

Horse biscuits. Weak, lazy, excuses.

When ghosting is a good idea

Here’s where it might be a good idea for a recruiter / HR person to ghost someone:

If you never want to have a conversation with that candidate ever again, nor a business they might someday own, nor with anyone they know.

Why? Because many of them are going to tell all of their family, peers, and friends that they were ghosted – and who did it. You can presume that the reputation of your recruiting firm or your company are going to be stained by this behavior. In the meantime, unplug the resume scanner and start working with candidates like a real person – if you want to hire real people rather than the presentation version of someone.

Here’s where it might be a good idea to ghost a recruiter or HR person:

Never.

Even if they did things during the selection process that were illegal or stupid (ie: “Are you and your spouse planning to start a family?”), wave good bye. If you feel particularly gracious, tell them why. Remember, the person you’re dealing with might be forced to perform in that way. While it doesn’t mean it’s right, they may need that job for now. You never know where your paths might cross again in the future.

In the best of situations, if you explain why you don’t feel the position is a fit, at least they’ll know. Depending on what you tell them, you may find that they have another opening that makes more sense.

Why do they ghost you?

Sometimes, we get ghosted even if we didn’t seem to do anything wrong – or so we thought.

Does someone call & leave a message? Call them back. If you email them because you don’t like to talk on the phone – you’re asking to be ghosted.

Did they email to ask a question about your product? Email them a reply that fits their question. If you call them, “handwave” their question, then dive into your standard pitch, expect to be ghosted.

Solution: Return the communication using the medium they used unless they specifically ask for something different.

People do sometimes email or text and ask you to call. Maybe they remembered they want to talk to you and don’t want to forget to ask for a call, but can’t talk right then. They could be sitting at a long stop light and suddenly realize they need what you sell (so they quickly send a text before the light changes, asking you to call sometime).

When you first connect with a contact, ask them what their preferred method of communication is. If it’s by phone or text, ask them the best time of day. You want to ask for a phone appointment during that time, not when you feel like it, or when your tickler went off.

Photo by Stefano Pollio on Unsplash