Many of you that follow my blogs know that almost 2 years ago, I purchased one of the first Kindles sold. Since that time, I have written articles on the Kindle, and electronic books in general. Since I am on my third one already, I feel qualified to comment on what I see developing in general.
My love of the publishing & book industries has led me to believe, perhaps somewhat biased, that the printed book would survive just fine, thank you. Recent developments have convinced me otherwise.
Technology, AND THE WAY WE NOW EMBRACE IT, has developed so quickly, that the product has far surpassed anticipated improvements. Accordingly, I believe the hardbound book, as we know it, is in some difficulty. Yes, it will survive, and it will always play a role, but a diminished one. Just like the checkbook, letter writing, & movie theatres.
Reasons are: 1) It's easier than ever to comfortably read & navigate. 2) Downloads come in about 10 seconds, after 1 click. 3) At $9.99, I was among the very first to have Dan Brown's new book, The Lost Symbol, at a $20+ savings over the bookstore price. 4) Being able to adjust the font size is a key for middle-aged & up folks who buy a good share of the hard bound books. 5) It is lighter & smaller than most hard bounds, easier to take on trips, and doesn't require but a fraction of the space your expanding library might. I could go on, especially regarding the technical end, but you get it, as I do.
There is a glimmer, however, and I don't pretend Amazon isn't smart enough to fix this problem, but there is a current flaw that is slowing the process: Quality control & Customer Service, or the lack thereof.
Recently my second Kindle locked up, crashed, or whatever. Being reasonably competent on-line, I went to Amazon's website to either report the problem, or find a number to call. It took me about 20 minutes to find the phone number after my effort failed to find a way on-line. Obviously, they do not want you to know their customer service number. We who feed them are a problem for them. Not very impressive.
After my service person and I determined it was unusable, they agreed to send me another on for $99 + shipping & handling. Hmmmmmn, after spending $399 (well above what it needs to be), it did not set well to spend another $100. But, oh well, these things happen and let's move forward.
In a few days I had my new one, charged it overnight, and then could not get it unlocked & released to me even after scrolling through the tutorial again. Another call to customer service got that fixed, but where was my library of books from the old one? Oh, they have to be transferred and that takes another call. Finally, after about 10 days, I had it back and functioning after missing my entire cruise trip vacation with it lifeless in my suitcase.
Enough of my whining, but someone better wake up at Amazon or this might take a long time.
Tuesday, September 15, 2009
How Many Hours Should it Take?
As I work with management and staff, a common question I get is, "How many hours should I expect my associates (employees) to work? Or, "How many hours should I have to work to get my job done?" As usual, this is a complex issue, and also a simple one.
First the complex part. The starting point is a job description. There has to be one, however I still find situations without them. So spend the time to put it together; it should be a positive experience for everyone.
With this in hand, then the job must be rated & then fit into a pay scale, exempt & non-exempt, that hopefully also is in place. This should also be accomplished so that all are on the same page in terms of "an honest days' wage for an honest days work". This is also an excellent exercise to determine where you stand as a company, against your competition, in paying your people.
The pay level decision is a decision that each organization has a right to make. It just needs to be realized that the decision will have consequences which you should think through. For example, if you choose to pay higher than average, you will be able to hire & retain a better calibre of people (assuming you treat them well), but will also experience a higher cost to do so. Similarly, if you pay lower than average, you will save the cost difference, but may have difficulty attracting competent associates & have higher turnover.
Now that the more complicated portions are done, it gets less complicated for the associate. If they are paid fairly, treated well, and held accountable for performing their job, as described, then the simple answer becomes, "whatever it takes."
OK, OK, it can't literally be "whatever it it takes". However, if you have a well intended employer treating a well intended associate, then there should be a spirit of give and take. Things like covering for each other to make sure the job gets done & the customer gets served should be automatic. So should arrangements be made by management to arrange for someone to see that piano recital for an hour on Thursday afternoon.
It's simple: Just do it. One hand washes the other, what goes around comes around, yadda, yadda, yadda.
First the complex part. The starting point is a job description. There has to be one, however I still find situations without them. So spend the time to put it together; it should be a positive experience for everyone.
With this in hand, then the job must be rated & then fit into a pay scale, exempt & non-exempt, that hopefully also is in place. This should also be accomplished so that all are on the same page in terms of "an honest days' wage for an honest days work". This is also an excellent exercise to determine where you stand as a company, against your competition, in paying your people.
The pay level decision is a decision that each organization has a right to make. It just needs to be realized that the decision will have consequences which you should think through. For example, if you choose to pay higher than average, you will be able to hire & retain a better calibre of people (assuming you treat them well), but will also experience a higher cost to do so. Similarly, if you pay lower than average, you will save the cost difference, but may have difficulty attracting competent associates & have higher turnover.
Now that the more complicated portions are done, it gets less complicated for the associate. If they are paid fairly, treated well, and held accountable for performing their job, as described, then the simple answer becomes, "whatever it takes."
OK, OK, it can't literally be "whatever it it takes". However, if you have a well intended employer treating a well intended associate, then there should be a spirit of give and take. Things like covering for each other to make sure the job gets done & the customer gets served should be automatic. So should arrangements be made by management to arrange for someone to see that piano recital for an hour on Thursday afternoon.
It's simple: Just do it. One hand washes the other, what goes around comes around, yadda, yadda, yadda.
Monday, September 14, 2009
Departmental SWOT Team Fundamentals
One of the more progressive practices that has gained acceptance in the last few years has been that of assembling SWOT Teams in companies to improve departmental performance, Cross-functional employees are called together, for a short period of time, to evaluate a department and discover how it might be improved to better serve customers and grow the business: hence the term SWOT.
Given this, I thought it might be productive for you to see the guidelines that have been formed to maximize results of these teams:
FUNDAMENTALS - Team environment. Although there is a facilitator & a scribe, the playing field should be level with all being equally important. This markedly increases candid & professional communication.
No dumb answers or points - Every one's entitled.
Disagreeing is encouraged. Diversity of opinion makes us stronger.
Participation is not optional - If the meeting ends & you haven't spoken, something;s wrong.
"To Do" assignments are expected to be completed on time & in an exemplary fashion.
TIMING - Meetings will generally be from 6am to 8am so as to minimize operational interruption.
FORMAT & CONTENT - The department is to be evaluated first on strengths, secondly on weaknesses, thirdly on opportunities, fourthly on threats, and Lastly on Up & Downsides.
From this, "To Do's" will be assigned involving data gathering, measurements, and analysis.
A SECOND MEETING - Will then conclude the process for the department. Decisions will be recommended with courses of actions, goals, measurements, and documentation.
Given this, I thought it might be productive for you to see the guidelines that have been formed to maximize results of these teams:
FUNDAMENTALS - Team environment. Although there is a facilitator & a scribe, the playing field should be level with all being equally important. This markedly increases candid & professional communication.
No dumb answers or points - Every one's entitled.
Disagreeing is encouraged. Diversity of opinion makes us stronger.
Participation is not optional - If the meeting ends & you haven't spoken, something;s wrong.
"To Do" assignments are expected to be completed on time & in an exemplary fashion.
TIMING - Meetings will generally be from 6am to 8am so as to minimize operational interruption.
FORMAT & CONTENT - The department is to be evaluated first on strengths, secondly on weaknesses, thirdly on opportunities, fourthly on threats, and Lastly on Up & Downsides.
From this, "To Do's" will be assigned involving data gathering, measurements, and analysis.
A SECOND MEETING - Will then conclude the process for the department. Decisions will be recommended with courses of actions, goals, measurements, and documentation.
Mentoring Guidelines
One of the most sought after services I find in working with family-owned companies is that of training and developing presidents who find themselves in the position without adequate training. This may be due to a unexpected retirement, a sudden death in the company leadership, or simply an immersion for a variety of reasons.
It can foster a wide range of responses in the son, daughter, or relative that encounters higher expectations than they may be ready to meet. Frustration can lead to counterproductive behavior that hurts everyone.
If an independent person, usually a consultant, who, by virtue of being seen as neutral, can gain the trust of the newly crowned executive, some pretty remarkable turnarounds are possible. Enter the mentor.
Having been fortunate enough to have been a mentor, in a wide variety of roles, I have learned a great deal, some things the hard way. Here's what I've absorbed over the years in the form of ground rules:
1. The mentor's sole purpose is to serve the mentee.
2. The success or failure of the process is contingent upon mutual trust.
3. There is tremendous value in diversity of opinion (each person might learn something) and honesty (saying what needs to be said in a caring way.
4. The mentor's responsibility is to prepare and consistently deliver needed content & perspective that facilitates the mentee's professionalism & personal growth.
5. The mentee's responsibility is to study, evaluate, & discuss the content and perspective brought forth. Growth is a journey as well as a destination.
6. Sessions should be regularly scheduled & a top priority on each person's schedule. Because of body language and innuendo, they should be done in person whenever possible.
.
It can foster a wide range of responses in the son, daughter, or relative that encounters higher expectations than they may be ready to meet. Frustration can lead to counterproductive behavior that hurts everyone.
If an independent person, usually a consultant, who, by virtue of being seen as neutral, can gain the trust of the newly crowned executive, some pretty remarkable turnarounds are possible. Enter the mentor.
Having been fortunate enough to have been a mentor, in a wide variety of roles, I have learned a great deal, some things the hard way. Here's what I've absorbed over the years in the form of ground rules:
1. The mentor's sole purpose is to serve the mentee.
2. The success or failure of the process is contingent upon mutual trust.
3. There is tremendous value in diversity of opinion (each person might learn something) and honesty (saying what needs to be said in a caring way.
4. The mentor's responsibility is to prepare and consistently deliver needed content & perspective that facilitates the mentee's professionalism & personal growth.
5. The mentee's responsibility is to study, evaluate, & discuss the content and perspective brought forth. Growth is a journey as well as a destination.
6. Sessions should be regularly scheduled & a top priority on each person's schedule. Because of body language and innuendo, they should be done in person whenever possible.
.
Thursday, September 3, 2009
New Beginnings: Moving Ahead
September is such a great month! Not only does it start a beautiful fall season with mild temperatures & vibrant color, it also unofficially signifies a time for new commitments. School starts in earnest; we might even take a class. Or decide to support a church or community project. It's the time when we often decide to take action.
Many of you have challenges, problems, or opportunities. You know you need to seriously consider them for your organization. Labor Day is Monday; fall unofficially starts Tuesday. What should you tackle this year? Where do you want to be going into 2010?
Let's talk. Most of you know your issues well, but somehow they haven't gotten started. I provide the spark and the passion to get the project underway. If I don't have the experience to help you, or if I don't have enough time with ongoing client activity, I'll tell you. I'll also have the courage to tell you what you may not want to hear (in a caring and professional way). I also set time and expense boundaries so they fit your needs and provide you the value you deserve.
For my part, I'll be contacting many of you this month. You have needs/wants; I have the ability to help you discover the solutions. You also will have personal references available at the President & Chairman of the Board level.
Indeed; the time is at hand.
Many of you have challenges, problems, or opportunities. You know you need to seriously consider them for your organization. Labor Day is Monday; fall unofficially starts Tuesday. What should you tackle this year? Where do you want to be going into 2010?
Let's talk. Most of you know your issues well, but somehow they haven't gotten started. I provide the spark and the passion to get the project underway. If I don't have the experience to help you, or if I don't have enough time with ongoing client activity, I'll tell you. I'll also have the courage to tell you what you may not want to hear (in a caring and professional way). I also set time and expense boundaries so they fit your needs and provide you the value you deserve.
For my part, I'll be contacting many of you this month. You have needs/wants; I have the ability to help you discover the solutions. You also will have personal references available at the President & Chairman of the Board level.
Indeed; the time is at hand.
Great Expectations, Meaningful Experiences: A Privileged Summer
For those of you wondering what's happened to my postings in July & August, (there must be a few of you?!) here's the scoop: It's been an intense and remarkable time for growth.
July saw significant client activity with excellent fact gathering & decision making on multiple fronts. Sandwiched in there was a memorable fly-in fishing trip to Canada with my friend and church pastor.
August began with virtually continuous client work. Two consecutive days were interspersed involving sponsorship of the Chicago Book Clinic & Printing Industries of Wisconsin golf outings. It was an honor to support two fine organizations. The month then ended in grand fashion with Wendy's & my delayed honeymoon on a Mediterranean cruise.
OK, so what? Why do I call it "A Privileged Summer?" Although I had virtually no free time, I was doing what I love and do best - helping good clients get better. Wonderful people surrounded me - my clients, my friend, and my wife. Much was learned - diverse points of view, each with merit; humility; finding goodness in many things; and getting closer to my Christian roots through visits to Corinth, Ephesus, and Rome.
So yes, it has been a wonderful two months, but it's now September. What comes next?
July saw significant client activity with excellent fact gathering & decision making on multiple fronts. Sandwiched in there was a memorable fly-in fishing trip to Canada with my friend and church pastor.
August began with virtually continuous client work. Two consecutive days were interspersed involving sponsorship of the Chicago Book Clinic & Printing Industries of Wisconsin golf outings. It was an honor to support two fine organizations. The month then ended in grand fashion with Wendy's & my delayed honeymoon on a Mediterranean cruise.
OK, so what? Why do I call it "A Privileged Summer?" Although I had virtually no free time, I was doing what I love and do best - helping good clients get better. Wonderful people surrounded me - my clients, my friend, and my wife. Much was learned - diverse points of view, each with merit; humility; finding goodness in many things; and getting closer to my Christian roots through visits to Corinth, Ephesus, and Rome.
So yes, it has been a wonderful two months, but it's now September. What comes next?
Subscribe to:
Posts (Atom)