Ichak Adizes - Mutual Trust & Respect

In my last article, as well as throughout my career, I have consistently put an emphasis on "how" we do things, not just the "what'. Here, I'd like to tie this together with a man I admire, Ichak Adizes. His version is MT&R - treating each other with mutual trust and respect. I couldn't agree more.

What does this mean in the workplace? How we involve our people in their own management? How we tailor together their approach to getting results that serve both?

It starts with sincere leadership that forges a culture of working collaboratively. This involves listening, being willing to change things for the greater good, even when it may involve personal sacrifice, for the manager, person, or even the company.

Mutual means that even though there are different levels of responsibility, we approach each other as equal people in terms of discovering a solution.

Trust is being able to let go, not having to control everything. It's recognizing that the answer most often is "in the room", if we will only listen for it. It's also allowing others to make mistakes and learn from them. It is believing in the goodness of each other when given a chance.

Respect means even when we are the boss, we are superior to no one. God made us equal in dignity, even though talents may have been given in different forms. He expects us to treat each other accordingly, as we would our family.

It is these values that have driven how I am to approach putting "The Book" together. It should be a magical journey!

"The Book" Interviews Near Completion

By the end of this month, the interviewing of H/R Managers, Top, and Middle Management will be completed. The journey has been an incredible one; from New York to Illinois; from Michigan to California, people have been most cooperative and helpful.

What have I learned? Well, for starters, it's not nearly just about the Performance Review (PR). It's about having a passion for what one does and how it is pursued. It involves not only competency, but caring. It means building mutual trust, not simply going through the motions. And certainly it encompasses the creation of success and sharing it.

Some time ago (see my blog, July 28, 2010 "To Write a Book, Part 2"), I discovered that writing a book involves letting it carry you along. It's much more effective than imposing your will on it. And so it has been with the interviews.

I began with a list of questions (see my blog, Nov 27, 2010 "Interviewing for "The Book"), This helped me immeasurably with thought organization and putting those interviewed more at ease. What I discovered however, was that each person had their own approach to things and responded best to forging their own order and emphasis. It would flow much more smoothly and I would get more content of a higher quality.

Ichak Adizes in a Christmas blog, "Where is God" recently made reference to the importance of what he calls MT&R, Mutual Trust & Respect. Not only was this important in the process of interviewing, it has emerged as an integral part of "The Book". These, along with a hand full of other values will shape it as I prepare to begin writing after the first of the year.

Publishers & the Digital Print Revolution, Part 2

We are continuing here with the evaluation of John Biggs' article on the impact of digital technology on the Publishing Industry.

Amazon, Borders, and Barnes & Noble all offer self-publishing to their customers. Biggs calls it the vanity press. We in the industry have seen an incredible growth in this area in just the last year. This is now possible for under $100. An ISBN number is provided, as are royalties on titles sold through the store.

Amazon will do it for 30% on each book. Not a bad offer, particularly if the author doesn't expect much in the way of sales. I guess that's where the vanity press comes from.

Some best-selling authors have abandoned the book entirely in favor of digital distribution. They liken printed paper books to vinyl records. They have my attention; that's a scary thought!

Seth Godin is one author who's taken it to the extreme. He distinguishes publishing from printing. Publishing, he says, is all about taking the financial risk, and finding the readers to buy their book. He maintains that the Internet makes it far easier to find and keep readers, making the Publishers less valuable.

Content Aggregation is something I've made a big deal of, probably more than most in our marketplace. Interestingly enough, the Director of Product Management at Google, Ying Wang (no, I didn't make that up) insists that Google is not a traditional publisher, but an aggregator.

All of this is quite remarkable. I have gained new respect for Mr. Biggs. But the upside is that now we can read our book almost anywhere, even on our computer. And, to those who don't have the resources like many of us, loving to read & learn, and building a personal library, will be within the reach of most.

Those of us, who have been blessed working in this market for so long, will be fine - as long as we embrace the challenges and find the positives in it.

Publishers & the Digital Print Revolution

An article was recently written by John Biggs, regarding the effect of E-Readers on the Publishing industry. This was rather unique to start with, because John has quite an Internet presence on topics from humor to technology. He is the former editor-in-chief of Gizmodo.com.

What added to this unlikely course of events was that the article caught my wife's eye (I guess that means she pays attention to what I do) in the Delta Sky Magazine on a return flight from Minneapolis. Not exactly where I spend my time keeping up with the Book & Print Industry!

Nevertheless, John also writes for the New York Times & Popular Science, among others, and does his homework. Actually, he's quite an inspiration to me: if he can do it, why not me?

Let's get to the article. He gives a nice rundown of the different Readers available, from the Kindle to the Nook, with the iPad, Kobo, Libre, and Sony in between. His point is that while the end is probably not at hand, this technology is changing the way we publish, distribute, and read the written word. And do not limit this to only books; newspapers, magazines, & other content is impacted as well.

We who are involved know this, but have we truly internalized & accepted it? What are we doing within our own organizations to complement (not fight) it?

He makes another simple but startling point: Publishers have figured this out, that paper cannot compete, period. If they have figured it out, what does this mean for we who not only print, but repurpose, distribute, and store (hopefully) their content?

The business model is taking advantage of no (or little) distribution cost. But the real value-added is in the enhancements they're now adding like animation, video, and audio. They are providing apps for PCs & Macs as well as smart phones.

In the interest of space & time, I will finish this article in mine following.

Interviewing for "The Book"

Gathering data & interviewing H/R Managers, middle managers, and President/Owners has been most fruitful. My purpose is to determine what exactly is going on in the trenches of the best companies. In this manner, I will not make the same mistakes Samuel Culbert made in his book, "Get Rid of the Performance Review".

Not only will I be accurate, factual, and unemotional, I will be able to document what I say while helping others to understand the "why".

To prepare the approach, as well as assist those willing to be interviewed, I made a list of questions, which also ensures that nothing is missed in the intensity of the interview itself. Starting in this way also allows me to stress confidentiality for them, their people, and the company itself.

Here's the list:

Questions for Book interview 11/10

Confidentiality – Whatever you share will be “scrubbed” taking persons, places, and companies’ identity out. You will be given full recognition to the extent you approve. You will also approve, before publishing, any & all manuscripts. This is being recorded with your full knowledge and approval.

Tell me about your background in management and H/R.

How do you get the most out of your people?

How do you help them find satisfaction in what they do?

Is their happiness important to their performance? How do you help them find it?

Can you give me a story regarding the above?

How would you characterize your management style? Why are you in that certain mold?

How does the Performance Review (PR) fit in?

What is most troubling to you about using the PR? Can you illustrate with a story?

Would you stop using it (the PR) if you could? Why?

How would you replace it?

If you had the power, what would you change about it?

What do you especially like about it?

If you had the power, how would you best make use of (this) these thing(s)?

How does the manager rating the employee help or hinder the process? Example?

What would you change about how the rating manager administers the PR? Why?

Talk about top management’s involvement. How does it affect the PR? Example?

Would you like to see change in your boss’s support, or lack thereof, of the PR?

Do you believe that H/R Managers as a profession support the PR? Why or why not?

What else would you like to say that hasn't been asked? Thanks so much.

The Consultant's Responsibility in Project Implementation

Previously, we looked at how to effectively implement a project undertaken by a consultant to foster desired change within the organization. And we focused on the responsibilities of Top Management. In this article, we will concentrate on how the consultant should assist in the process.

Assuming that the proper time has been spent interviewing and observing the appropriate areas, gathering data, and evaluating all, the findings are given to top management. With approval, the time is at hand to implement the agreed upon changes. What might the consultant do to facilitate and energize this process?

1) The consultant must work closely with the President, keeping her/him briefed on successes, challenges, & setbacks. There should be no surprises here.

2) The consultant must not have an agenda. First of all, it is not the consultant's company. It is also not his role to force or even steer the changes. Rather, he/she should facilitate and help the company DISCOVER its way.

3) The consultant must be discreet & trustworthy. Confidences should not be betrayed; rather, the findings should be "scrubbed" for anonymity. If one wants honest answers, there cannot be a consequence associated with truth telling.

4) The consultant must be capable of "Fierce Conversations". Communication must be truthful, uncomplicated, & caring. It's direct & to the point, but professional.

5) Value must be given for the cost to the customer. Not only should the desired results be attained, they should be commensurate with the billings. This means taking into consideration the size & resources of the organization, and balancing it with the task to be done. Look at revenue generated, short & long term with the cost.

6) Results should be given in writing, with a complete review of services rendered versus the cost. Furthermore, this should be given face to face with at least the President. In larger companies, it may be given to the Board. This is also an opportunity to discuss what else, if anything, needs to be studied.

With everyone, meaning employee, top management, and the consultant, following these guidelines, success will be that much closer for all.

The Importance of Implementation

We consultants make quite a big deal of interviewing people, gathering facts, and evaluating the data. Where we sometimes can be lacking is in explaining how we can actually help in stimulating the necessary change.

This implementation is critical to ensuring that you realize & gain the value you pay for in the project. Because implementation is a PROCESS, like most good things, let's take a look at it here in some depth.

Another way to look at it is to ask what results are we wanting/needing, and what do we have to do to attain them. Let's make a list:

1) Embrace the change. The irony here is that we sometimes are fearful of the very outcome that we need and want. Questions pop up like; Will I be found lacking? Will my people be angry, or rebel? Will the recommendations create stress? Will the company grow from it? Talk through these thoughts with your management team. Changing the status-quo means taking a risk, but there is so much more to be gained than lost.

2) Be a confident leader. The way we carry ourselves will be contagious. Be available, communicate in an honest & straight forward manner, and answer questions head on.

3) Listen to your people. If you have assembled the right team, the answer lies within the room. Treat your employees accordingly and they will rise to the occasion, and be a part of the solution.

4) Give the project your commitment from the top, time-wise, & financially, Nothing can doom a change more than top management apathy. And if the change has merit, it should be adequately funded. Otherwise, only lip service is being paid.

5) Be willing to make sacrifices yourself. Nothing is better received from your rank and file than a president who's willing to work harder, be paid less money, or agrees to support a decision he/she is against.

These are all things you can do in the company leadership role to imporve the implementation process. We'll discuss the responsibilities of the consultant next.

The Book Has a Title!

As my writing journey takes more focus, I decided to come up with at least a descriptive title, so I can refer to it specifically, rather than just "the book." I did this realizing that my publisher will change it anyway. For the better I'm sure.

Here goes: "Rebuilding the Performance Review: the Key to Job Satisfaction & Top Performance." Now you can see why I've labeled this a "descriptive" title; it is obviously too long, but it serves its purpose for now.

Speaking of my publisher, I have received some very nice support from Arthur Chou of Velazquez Press in Southern California. He has assured me his help which, as a first time author, I dearly need. If they don't publish it (because of the topic/discipline), he will assist me in getting it published elsewhere. This is a nice favor given the way our economy and electronic books have adversely affected the marketplace for new books.

Meanwhile the background work continues. I am in the middle of interviewing H/R Professionals, as well as middle and upper management. This will help me several ways: First, it will effectively solicit opinions on the PR as a whole, while gathering data and field material, which will allow me to document why I take some of the positions I do. Secondly, it will allow for some story telling, which I believe is a great way to make a lasting impression. Finally, it will also provide a sort of bibliography which will help the book be well grounded.

Thanks to all of you who are contributing!

Theory Behind the Digital Workflow

The previous article reviewed lessons learned for executives at the recent BMI Digital Roundtable that I was fortunate enough to help put together. As promised, this article will focus more on the ideas & strategy behind digital print/workflow.

In the past, with print, the customer provided the art/content, the printer produced it, and then it was distributed by the printer, customer, or a third party.

With the digital workflow, it's more like the art/content is produced, sometimes from a variety of sources, and the file created may allow for multiple output. The digital printer/workflow then, depending on what needs to be done, may use it as is, or repurpose it. Then they print & distributes it either traditionally or digitally, and may send it to a third party for their distribution electronically. Finally, the file is either stored by the printer, or sent back to the customer.

From this, the additional value added can be seen, part or all of which may be available to the printer, turned printer/digital workflow company. Therein lies the opportunity for additional revenue.

If I haven't confused you enough yet, consider an even more direct method, which is already happening: The consumer (the customer's customer)provides the content directly to the digital printer/workflow, then distributes it themselves. This is seen in self published books, or large box stores, for example.

Finally, an off-shoot of the above is distributed print, which is creating content, distributing, and then printing or electronically making it available in multiple locations.

Here's the point. The business model is changing, so to be successful in the digital workflow, we need to understand these changes, see them within our customers, and then figure out where we can help them the most.

This "figuring it out", is all about having and/or acquiring the talent, assembling a team, and embarking on the planning journey. If you as the top executive can support it from the top, you have a great chance of succeeding.

Book Manufacturers' Institute Digital Roundtable - Another Success!

Last week, I had the privilege of helping to put together another learning day for printers getting involved with Digital Technology. This one was the Digital Roundtable for Book Manufactures Institute (BMI). Much like the Digital Seminar I facilitated for Printing Industries of Wisconsin (PIW) the week before, most of the discussion and questions surrounded the entire workflow rather than just the print side.

Here are some of the best points made, in the hopes that they will help you in your journey as a printer turned Content Aggregator:

1) Look at your organization as a provider of content, potentially in differing ways besides just print. This is the way your customers are moving, and will define what they need from you in the future.

2) If we accept the above premise, then the electronic files we used previously for only print output will be needed for varied output. In any given market, for example, it may be a web download, sent to a digital device such as an iPad, or printed traditionally, or digitally. This is why some say, "the file rules".

3) If we in turn accept this logic, we begin to see how important our IT and Pre-press Departments are. Accordingly, we need to hire, train, and retain exemplary folks who will help us give the customer what they want, THE WAY THEY WANT IT.

4) To be successful within the digital workflow, we need to find our niche, just as we do with the traditional workflow. Ideally, it will complement our traditional core business and existing customer base.

5) Success comes much more consistently when a planning process is followed. Here, an outside facilitator will markedly improve your chances of defining your opportunities, setting goals, & measuring success.

6) To do that, we as executives need to understand this opportunity well enough to fund and support it. As with most good things, the commitment must come from the top.

From a philosophical standpoint, this is the basic management part of leading your team to success in this new world of digital.

More will follow, in terms of the technical side, in further articles.







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PIW Digital Workflow Seminar: A Success!

The consensus from the 24 people representing 19 companies that participated in this Digital Workflow Seminar, was that it was effective on many fronts while answering all questions presented. It was an honor to have Hengsbach & Associates facilitate the day-long PIW sponsored event.

The speakers consisted of Jac Garner, President of Webcrafters, who spoke on the executive management's role; Diana Schwarzenberger IT Manager of LeHigh Milwaukee who did a nice job with Pre-Press & IT issues; Marc Johnson of H/P who handled print engine technology & upstream downstream customers; & Jerry Sturnick of Xerox on Bindery & Finishing opportunities.

As Facilitator, I spoke first to "set the table" for the other speakers, who in the above workflow order presented the challenges & opportunities facing we who have previously been just printers. Because of digital technology, we now output not only print, but digital media for the Web, and electronic devices. Accordingly, we are now Content Providers, with printing only being a part.

It's fair to say that the workflow was the star of the day. If we take care of the customers "file", it will allow us to provide it back to the customer in the way they want and need it. We therefore must have strong people in our companies in IT & Pre-Press areas, while understanding the entire workflow. This is the future.

A nice ending to the day came with the speakers and I forming a panel to answer any and all of the attendee questions. We had several that were submitted prior to the seminar, as well as some that came up during the day. We spent just about an hour in this mode, and did not stop until all had been answered.

The ratings of the attendees averaged 4.35 out of 5 overall, which was excellent. When asked if the day was too complex (5) or too elementary (1), they rated it 3.15 (3.0 would be perfect).

Thanks go to Judi Wolters of PIW for working behind the scenes to make it the success it was, and the speakers for their professionalism.

Advantages of Mergers & Acquisitions in the Digital Workflow

While preparing for the PIW Digital Workflow Seminar it became apparent that strong IT & Pre-Press departments & individuals were critical. If that's not the current condition of these areas in your organization, it can be time consuming and costly to develop them. Meanwhile, opportunities can be lost.

One way to answer the challenge was exemplified by Jim Pentecost, President of Dickinson press in Grand Rapids, Michigan. I remember meeting with Jim this last spring & discussing the issue. He was concerned that he did not have the experience within, and that, since he was new to digital production, there were limitations there as well.

A couple of months ago, Jim called me to say he & 2 other companies had pulled off a joint venture, with each organization providing something that the other two did not have. Very creative, and very effective.

Another possibility, for those of you who have the financial strength, might be an acquisition, and/or a merger. With this alternative, one has more risk, but also control. At the same time, depending on the scale of the transaction, it might reduce time required to enter a phase of the market, while expanding horizons for your current customer base. And it could very well add new customers as well.

M & A is always an option (it works both ways); don't fail to consider it.

Advantages of Joint Ventures in the Digital Workflow

The expansion of the Digital Workflow within the Print Industry continues to have a profound effect on its printers. Challenges, especially for the smaller companies, arise most pointedly in finding the resources to provide the content to their customers in ways differing from traditional print.

Content Aggregation (CA) is the accepting the file(s), from one or multiple sources, manipulating them to enable output in a variety of ways, and, if required, storing them securely for retrieval at a later date. Because this requires detailed & evolving software knowledge and new technology, it takes time, talent, and funding, all of which may not be available to the average printer.

One solution that is beginning to emerge is the creation of a Joint Venture. What one company doesn't have, another may. By combining forces, talent, technology, and capacity can be assembled in a timely manner that is affordable & cost effective.

For example, one organization may be growing rapidly & have a great customer base, but not have the funding needed. Another may have the IT & Pre-Press talent with a strong software base, but not the production capacity. Yet another might have a strong distribution base capable of various delivery methods, but lack the others.

By getting together they can reasonably quickly put together a program that is affordable to each, gives the customers what they want, and is actually profitable.

The downside is that there can be a risk involved to, what is often, get involved with your competitors. Keeping an open mind, and perhaps choosing partners who are only peripherally competitive, will help. And if you documenting carefully & secure sound legal advice, there may be a very nice upside.

The Call for Case Studies

As stated clearly before, the case studies, as provided from H/R managers that I've worked with and known over time, will be an integral part of the book. The time is at hand when I will begin to receive them from those who wish to contribute, and have an important part in the book's development.

A bit over 2 months ago, I sent out the preliminary call, which had gratifying interest & response. Now I am asking for outlines of case studies that the managers believe make, or refute, a certain point. It might be one which resulted in improved accountability for a previously marginal employee, Or, it could be about a manager abusing his/her power using the P/R, and how that wrong was righted. Another may address how culture was bettered through understanding what results achieved, or conduct, was acceptable, and that which was not.

The outlines can be simple; creating more work for the already taxed H/R Manager is not what's desired. Rather the idea is simply to initially communicate 3 things: 1) What was the existing problem or situation? 2) How did proper & intended use of the P/R address it? 3) What was the outcome? Three or four sentences will do.

From these outlines, I will select the ones that serve to prove points made in the book surrounding the appropriate use of P/R's. Since these will be a main source of supporting data, there will hopefully be many of them used. Accordingly, if you send a case study in, it most likely will be used. If you send multiple cases in, I can almost guarantee that at least one/some will be used.

Once your case is intended for use in the book, you will be asked to provide a bit more detail to ensure that it is understandable and relevant to the issue. Anonymity of company and persons will be provided in all steps of the process.

My hope is that this has been kept simple, and will be not only easy, but fun to do. And you'll be doing something in support of your fine profession, that some, like Professor Culbert are maligning.

What is Planning, and How Might We Begin?

When discussing the role of planning with potential clients, I try to explain the "why" before I get them comfortable with the 'how'. To some, planning seems to be a waste of time: action is what they want. Results and improving outcomes are in fact what it's all about, but without planning, actions can be meaningless, if not expensive & counter productive.

So let's begin slowly. Planning can be a casual conversation with your CFO, or a discussion of an equipment purchase with your Executive Committee. Perhaps it's putting together an Operational Plan for improved efficiency, or it might be committing to Strategic Planning.

In any case, it's preparing for your future by understanding who you are, what your customers want, the inside & outside dynamics you face, and then taking appropriate action to secure the outcome you desire.

An extremely important consideration not always understood is: at what point & at what depth should others be involved? It then becomes a process? A process is involving others in a decision in an organized manner, gathering data & opinions, and "discovering" together the correct course of action. Discovering means no agendas; it is what it becomes.

When other people are added to the mix, especially if you're the "Big Boss" & they don't interact with you on a day to day basis, the situation becomes more complicated. Why? It may not be what you think.

Most people are willing to work, and if you've chosen & hired & trained well, competent and informed. I believe their intentions are generally good, and they want to do what's right. So if I'm accurate, what can go wrong?

Well, human nature moves each of us toward positives & away from negatives. In the work environment, this means performing tasks that add value, are recognized, and rewarded. It also means avoiding others that are counter productive, involve criticism, or have negative consequences.

If this process part of of planning is taken into a hierarchical environment, it can mean not getting honest answers and feedback. And without "Fierce Conversations", the process turns into pleasing the boss(es). This, of course, fouls the whole endeavor, because there's not really consensus, understanding, and buy-in, although it may appear that way.

Even if some good decisions are made, efficiency is reduced because everyone's not pulling in the same direction. These are the consequences of an Owner/President who says, "I don't understand why this endeavor failed; we had total agreement" Unfortunately, the total agreement was to keep the boss happy.

Unfortunately, this situation happens all too often, but it can be avoided. How so? With a third party who is impartial, has nothing to gain, and has a knack for putting even the most reticent at ease. It may be a business associate, or a consultant, but should be an experienced person not associated with the company.

He or she will create a very "flat" environment with no one in charge (especially The Big Boss). There are no foolish comments or questions; everybody's contributions are equal.

Only in this way will honest feedback be given and received. The answer basically is in the room, and will only be discovered under these set of circumstances. This is so simple, and yet so complex.

Successful and experienced people (owners) tend to think they can do anything. They (& I'm including myself) have big egos and believe that most everyone will "tell it like it is" & not patronize them. In my 30+ years, I can tell you it just isn't reality. Accordingly, the last thing they may want to do is to ask someone from the outside to come in to get this done. It involves giving up some control which is incredibly difficult for many executives. Yet when they don't, success is at best 10-15%.

Please, if you're on the Planning team, don't let your President make this mistake. And if you are he or she, have the courage to ask someone outside of the organization to facilitate.

Defining the Book's Shape

My wife doubles as my editor, and she has raised a valid question, "Why are you providing all this information on how the writing is going?" She is concerned that this might be too much information. I understand, but it is provided for those who are contributing to the process, primarily the H/R Managers.

My hope is that these articles will give them insight as to how the book is coming along, which in turn will make them, and their case studies, a bigger part of it. If that is not what's going on, feel free to scan through, or simply ignore these.

As I've stated previously, writing a book is an adventure. What is surprising, is that it emerges on it's own, if I'll simply let it. What's not so easy is to organize it, structure it, so that it progresses and flows. My goal is to have it state it's points in a way that makes sense to the readers, while stimulating thought & leaving an impression on them.

Because this is my first book, it would have been much easier if I'd chosen to research the process before I began. This was not done, purposely, as an attempt to create a fresh, honest, and "from the gut" document. I know this will drive my publishing friends crazy, but that's the way I want it. And they will get the last say (hopefully not laugh) in the process when they edit it.

Professor Culbert gets the credit (or blame) for negatively inspiring me. Writing pages & pages of notes, thoughts, values, and retorts has forced me to not only crystallize what I don't believe, but what I do believe. In another few days, I will be at the end of this phase.

Sitting there will be 100 or so pages of material that will foster another 200 or so as I fully develop the thoughts. In between, I am called to create an outline, which many would have developed at the onset. But to make the point very clear, I want it to outline itself without me making arbitrary decisions. Reviewing the 100 pages will do that for me.

Some of the decisions to be made along the way are: 1) How many chapters/pages will be devoted to responding to the good professor? 2) What do I personally see as the pros & cons of the PR? In other words, what do I believe in vs. with what do I disagree? 3) What related tools do I want to evaluate, such as the 360's? 4) How do I want to leave the reader?

The impact of the book, to me, is everything. For example, as much as I take issue with Culbert's book, it certainly made an impression on me. I have to give him credit. I was left with no alternative but to take action. Is that call to action my purpose in writing the book? I don't think so.

In searching my motives, it seems to be more of a thought provoking attempt at improving the way we look at our people, and honestly treating them well. I want them treated professionally, and with dignity. Culbert obviously wants this for the employees, but in attacking authority & management, he ignores meaningful relationships, positive mentoring & guidance, including what is done right, and what needs improvement, These are the very things that help employees elevate performance and develop a sense of satisfaction.

Putting structure into the mix at this point helps define the shape of the book without forcing the issue.

To Write a Book, Part Three

As the journey continues, it remains a joy and privilege. Strangely, it involves discovering values you didn't necessarily know you had, and with a level of passion perhaps surprising.

Here's an example. I've always thought it fair to challenge authority, though with dignity and fairness. Questioning, asking why, has always seemed not only prudent, but almost a requirement. At the same time, when relating this to Professor Culbert's book, I find I'm puzzled at not only his questioning the right of management to correct poor performance, but appalled at his labeling bosses evil and self-centered.

The point is that I do respect authority, certainly likely from my instructor pilot days in the Air Force. However, I believe with all my heart that competent and caring coaching and guidance helps to create excellence. Perhaps I am more of a rules follower than I thought. But the boat needs a captain; it needs a course. Decisions must be made by qualified hands, lest it become a rudderless ship.

Here's another. I know I am a positive person. My cup is most always full. I believe strongly that people respond much better to constructive & caring feedback, and concentrating on what they do well, not poorly. And I also have a strong pull towards, what Susan Scott says in her book, "Fierce Conversations". We must be clear, direct, and good communicators of less than satisfactory performance. Caring and professional, but to the point, so there's complete understanding.

The surprise is that I have a curious blend of firm, no nonsense communication, but at the same time, I must listen, understand, and care about the person I'm coaching. Keeping that in balance, & in the form that the recipient relates to, is the challenge.

Here's a final thought that was prompted: When we coach/critique others as their manager, do we do it in a manner that works for their own good, or ours? The easy answer is both, however, I believe it should be first for the employee. Remember, if you concentrate on genuinely helping your people, the company grows too.

To Write a Book, Part Two

As I write this book, I don't have a title. Rather, I will continue with the journey of writing it until it makes itself known.

In my limited experience with writing, I have learned to let the message, or story line, carry me along. I've found it better to let it take on a life of its own than to force it. Forcing results, for me, culminates in dead ends and what some may call "writer's block". Allowing it to emerge & flow allows for discovery; and discovery is way better than control.

My underlying theme is a good deal more than critiquing the good professor. I have found it to be a simple belief in the noble & good side of people. We all make mistakes; we are self-serving at times. But I believe most of us rarely will knowingly do something serious for our own good while being hurtful to others.

We certainly, as leaders & managers, are called to not only be responsible, but to teach responsibility. And in a team, corporate culture, we will have more success, learn more, gain more satisfaction, and have more fun when we help others succeed. Zig Ziglar has been a favorite of mine for 30 years now, and my favorite quote from him is, "If you'll help enough other people get what they want, you'll get what you want."

That's what I believe, and that's what Professor Culbert seems to miss. While authority can be misused, it is not bad in itself; we would have chaos without it. And leadership can be self-serving, but it can also be inspiring and bring out the best in each of us.

Evil is not a person, or a thing, or a position. I believe it is the misuse of the goodness and wonders that God has given us. Simply put, even the best of strengths carried to an extreme becomes a weakness. Goodness is balance, moderation, and realizing where it all comes from.

Pretty tall order, writing this book.

To Write a Book

Over the last few weeks, for the first time ever, I have been driven with a good measure of passion, to write a book. It started with reading a book from a UCLA professor, Samuel Culbert, called "Get Rid of the Performance Review". A letter to the editor of the Milwaukee Journal Sentinel resulted, which was published 4 days later.

Following that, I wrote two further articles that were sent to clients, potential clients, and friends. The response was quite gratifying, but what really tipped the scales were the 20 or so H/R Managers that I know from the Print Industry, previous companies, and the Book Manufacturers Institute (BMI) H/R Roundtable. Since Professor Culbert's book directly attacks H/R, many were very concerned.

Because of that fact, I decided to ask these managers to send me case studies that illustrated the importance of mutual goals, accountability, and successful coaching through regular communication and the PR. I asked them to "scrub" the studies for the Company & name of employee.

As some are preparing these, I am making copious notes on the professor's book that not only foster the need for a response, but stimulate further thinking about what else needs to be said on how we treat our "associates" as I have long called employees.

Finally, it hasn't hurt the process at all that I've had a publisher, for some time now, who has been insisting that I write a book. Bingo; here it is before me!

It is already becoming a journey towards creating something with meaning.

The Final Answer to Operations/Sales Issues

The heart of the matter really becomes apparent with the consultant conducting non-manager employee interviews. The focus here needs to be with the field sales representatives, & Customer service people, as well as representatives from Operations & Finance. The emphasis is on what helps & hinders them getting their job done.

In a motivated workforce, much will come out here. It is not simply a gripe session, but neither should the feedback be discouraged. The more passionately they respond, the more they want their challenges understood, the more likely they will be able to ultimately see how their counterparts in other areas of the organization are frustrated. Guided in a positive way, which is done best by a neutral & fair third party, empathy is created, as is the importance of being a team.

The consultant next gathers the data, and "scrubs" it only to create anonymity. Otherwise it should not be touched, and allow for the importance and passion to come through.

These findings are then presented to the President and his/her management team that were first assembled. This is the time for real understanding and acceptance of the situation, even if it's fraught with negativity. There should be discussion, debate, and final consensus. Led by the President, the managers need to accept the challenge of bringing the organization together.

Then, facilitated by & with the consultant at first, & later by the managers, individuals are brought together to listen, and hear, what their counterparts have felt and said. From this frank exchange will come a list of "To Do's" for each of the 2 person teams. It might be spending a half-day with the other to witness what each person's job is like. it might be reviewing together certain past jobs that were particularly troublesome, and coming to a joint conclusion as to what could have been done differently.

Finally, each 2 person team will eventually report back to the President & Management team with its findings and recommendation for changes. The solutions become real, personal, and meaningful in this manner.

As time goes by, and with a competent consultant, you should find that your folks will do more and more of this on their own, and without the consultant and management. They will create via the process, the culture you've been looking for.

Finding Answers to the Operations/Sales Question

Previously, we examined the often-created levels of frustration between Sales & Operations/Finance caused by an imbalance between the two in acceptance and processing of jobs.

It's good to start out with everyone being thankful that we have the problem, because w/out customers and orders, we wouldn't have challenges.

Having previously contended that the answers lie within, let;s continue on that premise. First a process of communication and understanding must be undertaken. This is best done by a third party who is knowledgeable about the issues, but impartial in his/her approach.

If you doubt the need for a third party, I will emphatically state that you're making a huge mistake. Why? In a nutshell, your employees have incredible pressure, pride, and job satisfaction. If that isn't enough, consider that your customers will be affected profoundly & negatively.

It all starts at the top. A reputable consultant will first gather the managers involved, within a positive and listening environment, most ideally with the President/CEO present. They will be taken through a realization exercise that will help all understand that what they're experiencing is not only common, but typical in the print manufacturing business.

Next, the issues will be uncovered (without blame) and agreement should be reached on what the issues are, and how they inhibit employees jobs and/or adversely affect the customer and/or the company. Solutions are not discussed here, but rather a simple understanding of every one's problems.

Typical issues from the Sales standpoint are:

1) We can't get the pricing or delivery commitment we need to get the order.
2) If we tell the customer we can't fill one of their requests, they'll not
do business with us again.
3) If we aren't totally accepting of the changes the customer needs, we will
not be given further business.
4) Why aren't we more customer oriented, instead of company oriented?
5) Our prices are too high, we can't compete.
6) An order is an order, shouldn't we be happy to get it?
7) Etc, etc.

Typically, the issues from Operations/Finance might be:

1) Sales has too much freedom, they commit to pricing or delivery we simply
cannot do.
2) Our production people try their best to maintain delivery commitments, and
along comes a bunch of changes from the customer. Why do we tell them we
can do it?
3) Why isn't the company more planned and process driven? After all, we have
to make money.
4) The more focused we can be the better it will be for customers and us. Why
can't we sell what we plan for?
5) Why does Sales over promise?
6) Why can't Sales forecast accurately?
7) Etc, etc.

The intent here is to begin positively. and with support from the top. The conclusion follows next.

Managing the Differences Between Operations & Sales

After 30+ years in the Print business, there are certain recurring themes/problems/opportunities that constantly arise. One of the most prominent is what often is a battle between Sales & Operations regarding how incoming business should be handled.

Should we simply be grateful for anything we’re able to sell, or should we be rather conservative in what we accept? In a nutshell, are we Operations or Sales driven? And, by the way, what about the customer?

Let’s first look at some of the issues:
1) Pricing and profitability
2) Requested turnaround time/delivery
3) Production capabilities
a) Expertise b) Equipment
4) Capacity
5) Major customer needs, dynamics, & influences on how we do business
6) Last minute changes from customer
a) Specifications such as substrates or special effects
b) Content c) Artwork
d) Quantity, up or down e) Bindery
f) Shipping instructions g) Expedited delivery

When any one of these (let alone multiple occurrences) take place, depending on current workload, staffing, financial condition, etc., stress is created between Operations, Sales, and often Finance. How should this be resolved is the question.

I have seen it all, from Sales dominating, pushing anything and everything in, to Operations and/or Finance being so restrictive that significant volume is lost. One blames the other, and a lack of accountability results. High levels of stress occur, and nobody wins, including the customer.

Let’s examine the problems created before we look for solutions.

When Sales is undisciplined, soliciting or even accepting jobs not suitable or profitable for the company, a sacred thing called throughput is damaged. So is profitability. Operations is asked to produce a job without the best tools to do so. Often times delivery is compromised due to the extra effort Operations puts into production.

When Operations and/or Finance, with their procedures and detail orientation, are inflexible in what is accepted, volume and opportunities for growth are lost. Sales feels demotivated and inadequate when they’re unable to meet their goals.

How should these issues be resolved? As usual, my contention is that the answer lies within.

More on the Performance Appraisal

In a previous article, I discussed a recent book by a UCLA professor, Samuel Culbert. He advocates doing away with the performance appraisal (PA) & holding management accountable INSTEAD of the individual. Now I believe management must be accountable, but so must the individual. We are all in it together.


What I cannot tolerate, though, is his contentions that: 1) H/R's mission is power retention; they only support the performance appraisal to secure & enhance their job. 2) Managers only care about themselves & don't respect the individual.

Let's take these one at a time:

1) Here are a few quotes from Professor Culbert's book: "The H/R department is insistent upon the PA to ensure themselves a secret police-like power base." "HR individuals keep the PA to give themselves more power, but most don't have a clue what their people actually need." " H/R wants authority. This is a power grab pure & simple." I'm not making this up! Is everyone who's not a line worker evil?

OK, OK. Let's say Professor Culbert had some bad work experiences. How long ago was it? He implies through his studies that his perception is the norm, but he cannot be in touch. I have been in the workforce for over 35 years, and while there are bad examples out there, they are not the norm. So let's not throw the baby out with the bath water. Keep the PA and take responsibility for doing it right.

2) Here are further quotes regarding the PA and management: "The PA hampers straight talk." "360's are biased & not objective." "How often have you heard a manager say, 'Here is what I believe,' followed by 'Now tell me what do you think?' and actually mean it? Rarely, I would bet. Bosses seldom show that kind of respect." The first 2 quotes have some validity to them if not administered correctly, but the last one is very much out of line. Me thinks the professor has an authority problem.

As teachers of our children & grandchildren, there should be a responsibility for objectivity in their contentions, especially when emotional and negative. By labeling management as oppressive & non-caring, Professor Culbert does us and himself a disservice.

To end on a more positive note, PA's should facilitate a professional and caring exchange of values & thoughts as well as the actual level of performance. I have long been a fan of Susan Scott's book, Fierce Conversations. 360's can, if managed poorly, do more harm than good. It took a great deal of effort, but my experience with them is that they elevated the whole team to a new level.

Let's use our tools well & responsible, not throw them away. And, let's not use irresponsible examples to justify throwing away EVERYONE'S accountability.

Time to Fire Performance Review? Not on Your Life!

An article interviewing Samuel Culbert, the author of a new book, "Get Rid of the Performance Review", was in our local newspaper 2 days ago. Although a very passionate person, I have seldom felt so outraged as by this book. As with so many good things, Mr. Culbert "throws the baby out with the bath water" in his effort to be politically correct.

To be fair he does espouse several things with which I agree; we'll cover those now.

First, he encourages dialogue, and he wants management to take responsibility for productivity, which is more than fair, if the individual is accountable for their job performance as well. More on this later.

Secondly, employees should have a big part in how the assignment is accomplished, and share that with their superior. A consensus can be reached, and therefore they're in it together. Total agreement here.

Thirdly, Professor Culbert implies that management is at fault for not getting involved enough. Once again I agree here; management must "roll up its sleeves", assist positively, and foster joint accountability. Definitely true, but also more comments are required, and will come later.

Finally, he implies that Performance Reviews are used for "companies to justify firings & layoffs." He further states, "If people aren't learning the lessons implied by the mistakes they're making, it will be obvious and easy enough to get them out the door and on the road. You don't need a checklist for that." Wow; he is really out of touch here. It makes me wonder how long it's been since he has been in an actual workplace.

To respond, let me start from the top. The uppermost problem in ALL of the workplace now is accountability. Yes, management must be accountable, but so must the individual. The only way this is accomplished is to MUTUALLY agree upon goals, measure them, and then evaluate the results. Certainly much of this is handled in regular and candid one to ones, constructive feedback, and coaching, but at some point, the goal has been achieved or it hasn't. If it has, then mutually celebrate, if it hasn't, what needs to be changed, funded, or approached uniquely to succeed? Still at some point, there has been success or failure, or somewhere in between. We learn and move forward, but we do need a record of how we did, all of us, management included.

As for management "rolling up their sleeves", I'm in favor of that, but "joint accountability" does not mean management takes the blame, and the non-performing employee skates. Management must get results, but so must individuals.

Sadly, Professor Culbert believes employers are the bad guys, lurking around with their performance reviews, just waiting to catch someone fouling up so they can fire them. Nothing can be farther from the truth. Good companies know that excellent employees are very hard to find, and therefore want to the utmost to take care of them.

Certainly, in hard times such as we've seen recently, employers, when faced with layoffs to reduce cost, will choose many from the poorest performers. If this is wrong, from where should they better choose ? If the answer is seniority, can you accurately tell me that it is better for the company to choose by tenure which will include some of the best performers? Wouldn't you like to keep your best? Isn't this better for the future of the company and jobs?

A final note. The author made the grand point of stating that it's easy to get non-performers out the door. Where has he been? Does he see his non-performing but tenured peers at UCLA let go? How much documentation (rightfully so) does it require to fire any given worker in management OR from the ranks?

Let's keep the Performance Appraisal, but let's do it right, and win together.

Should Give & Take be Give & Receive?

Those of you who follow my articles know that I admire Ichak Adizes. He is an international lecturer & consultant with not only great insights, but values.

He was lecturing recently about trust in the marketplace. He had emphasized a tough but fair approach, and one that would truly be a win-win for each party. You'd expect this of him, but what was unique, was that at the end of the talk, he was approached by a man who gave him an interesting thought: Shouldn't give and take be give and receive?

This was very fascinating to Ichak, and is so to me as well.

Certainly, we would agree (on paper at least) that we shouldn't, in good faith, just grab what we can, if we can. Rather, it might be inferred, might we expect to receive something in return, IF we are gracious in our approach? This makes sense, but it might be a bit soft for some of us when in tough negotiations; would we really get what we expected in return?

However, this wasn't the man's point. He said that taking is easy (probably for we type A's), but receiving is hard. Hmm, something to think about. One has to be willing to acknowledge what was given. There is emotion in receiving, and perhaps even a concession that the other has been fair, or even compassionate with you.

How do your challengers (negotiators) feel about you? Does it matter? Are you a better of worse negotiator for receiving rather than taking?

Can we REALLY Make Money in Digital Print?

I remember more than 10 years ago, when in the company I would later run, as VP Sales, recommending that we begin the journey into digital print. At the time, we were printing (UV offset) overhead transparencies for the Educational Publishing market.

College publishers served the professors at the universities who wrote the books being printed. And the professors wanted the transparencies as teaching aids for their lectures. So to secure the book business, the publishers provided the overheads, usually at no cost, to the authors.

The big challenge was to improve the service to the professors while decreasing the cost (which ate into the publishers' profit). We provided a solution. With the aid of our pre-press & IT persons, a consultant wrote software for us to attach to the publisher's website. Meanwhile, we digitized/prepared the files with the publisher. What resulted was that the professor could go to the publisher's website, & choose not only which slides she wanted, but in the order she wanted. Delivery was in about 4 days (quite good back then!)

Meanwhile, we had grouped several Printronix printers (a blast from the past) and tied them to what was then an Indigo (now HP) press. We also constructed a climate controlled work area for not only the press, but finishing equipment like drilling, cutting, and wrapping. The collation sequence was handled in the software we created with H/P.

We would then summary bill the publisher monthly, which was very clean while reducing expense since the professor only ordered what she wanted. Previously, they were ordering the whole set, which could be as many as 200.

Did we make money? Yes we did. Not a lot, due to the learning curve, build out, and custom software.

But it did 2 very critical things for us: 1) It got us in the game way before 99% of the marketplace. This would eventually grow into expanded digital production for book components (covers and jackets), and other classroom materials. Eventually we had H/P, Xerox, and Kodak presses and an exemplary understanding of the workflow and marketplace.

Secondly, and just as importantly, it secured a great deal of additional business because we could serve all of the customer needs. If we got the digital portion, we would get the offset as well, and vice-versa. We also got the jobs at a higher gross profit level because our competition couldn't do the same.

What's to learn from this bit of history? Well, it's the same now, really. It's a bit scary, it's a challenge, but the winners will jump in and start the learning process. When you do things that others cannot, or will not, do, you win; it's that simple. Hire and develop good people, and together you will discover the right course of action!

Content Aggregation

Content Aggregation is defined as: "Bringing together content from multiple sources for retrieval at a later time," In the broader sense, it means taking care of the content, from one source or many, and being able to store & output it to a variety of "delivery" methods.

Previously, I stressed the importance of it to the future of Print. So it makes sense to take an even larger look at it. I believe Content Aggregation is the key to profitability as we look to our future. More on making money later.

But for the time being,for the sake of this article, let's assume I'm wrong. What if we spend time and money on learning the workflow & delivery methods & this whole digital thing is overblown? I submit that we would still be in much better shape to face the future than if we ignored it.

Here's why. To really become knowledgeable, we must immerse ourselves in it. This does not mean simply outsourcing digital print, but developing IT people, and assembling a strong pre-press group. As you involve Customer Service, Sales, and the Marketing folks, you will discover what your customers want and need, possible niches, and how to move forward.

This is how futures are developed in the face of technology. I love it when we let our most competent people guide us. Great leadership is listening to your employees & customers, and going where they take you!

Are We Printers, or Content Deliverers?

As the Digital Workflow increasingly influences our print market, one thing becomes quite apparent: We are no longer simply printers. We will certainly continue to print a wider variety of subjects, and communicate through images & the written word, but our horizons are expanding as we speak.

The center of this is not even digital print, but rather (call it what you may) the electronic/digital/digitized file. When the content of the file is in digital form, it enables a wide variety of output. Yes, it can be printed traditionally, most commonly offset, but it might also be printed on a digital press, sent to an iPad, or downloaded on the Web.

So we see, everything surrounds the file, not the printed word. Heresy you say!? Since I've gone through the same thought progression, I understand. But I have come to the conclusion that it's just the way it is; I don't have a choice.

Therefore, even if we intend to traditionally print within our customer base and niche, it's in our best interest (putting it mildly) to completely understand the file. In fact, we must now focus on the file first, because our customers may require multiple delivery methods, manipulation, integration, and even storage. Those that are most ready & able to deliver these in a versatile, secure way, will win.

What I've just explained, perhaps even too simply, is called Content Aggregation. As we learn, this is the place to start.

More on this to follow.

Responsibilities of Sales Management

Much of the time, when sales production is not growing in volume and profitability, the "monkey" is placed on the back of the sales representatives. While sales must be held accountable, it all starts from the top. If even the best of sales forces is not led, trained, funded, measured, and recognized properly, its accomplishments will be significantly diminished.

My position on clear accountability of the sales force has been documented in several previous articles. Make no mistake, they are on the very front of the firing line, and must get results. However this article will address their leadership.

Simply put, the VP of Sales (or equivalent) has a responsibility to act. It is not just a productive thing to do, it is a requirement. Those not endowed with the mettle to do so, should assume another role in the organization. Yes, this seems terribly harsh, but lack of accountability up and down the group is the number one cause of poor sales performance.

Technology, especially in the print industry, is creating change swiftly; so swiftly that even when successful we cannot afford to stand pat. Our troubled economy has many doing just that now, and unfortunately, they will be the losers as the recovery grows.

What erodes courage to act is fear and lack of confidence. While the approach should be reasonable and caring, it cannot be a popularity contest. As with parenting, the "tough love" approach works best. Acknowledging poor results, not accepting them, is the beginning.

Coming next, is involving the force in crafting the solution. This secures buy-in; then the journey towards improvement can be undertaken. And rightfully so, management will have led the way.

Managing the Salesforce: Leadership & Courage vs Aggressiveness & Threats

How should an under performing sales group be treated? Certainly fairly & as professionals, but also with a sense of urgency to improve results. After all, the whole company is depending on its sales people to bring in the business that not only feeds the whole organization & gives the ownership a good return, but serves its customers.

I often find, however, that one extreme or another is taken. Either the sales group is attacked and told their jobs are in jeopardy, or they're treated with kid gloves fearing excessive push-back and mass exodus. As with most things in life, a well planned process should be undertaken. It needs to be an assertive, no nonsense approach, but one that looks at individual as well as collective results.

Remove emotion; you lose support from your people when you over react. Rather than making frustrated decisions unilaterally, take the time to listen to your people, both within the sales group and outside of it. Care about them as well as the company. The answer usually lies within. Discover together what is being done well, as well as what needs to be improved.

Be in touch with your customers and their expectations. Not only sales management, but top management should talk directly to them. They'll be happy to tell you what can be done better.

Measure and compare. What has changed? Why? Have you trained well? Have you given the team direction, a purpose, and a way to succeed? Is it supported by the company? Is it funded adequately?

Finally, if you have done your job well, most excuses have been removed. It will then be time to put together a written performance improvement plan, individually and collectively, to achieve what you must. This should be simple, direct, and to the point, complete with goals, time lines, and measurements.

More to follow, but if you've been the leader you should be, your courage and care should have you well on your way.

Entitlement Epidemic: Only in Sports?

Two weeks ago, an article appeared in USA Today that I was particularly drawn to. Christine Brennan, in the sports section, wrote on the Entitlement Epidemic she saw taking place within our most successful athletes. Ben Roethlisberger, Gilbert Arenas, & Tiger Woods were cited, but there could have been several more.

My question is, isn't it the same in business? We need only look at Enron, Arthur Anderson, & AIG. Didn't these leaders think that they were owed a good living, were owed a special lifestyle, were entitled to power & wealth?

When things go bad, much of the time our vanity or arrogance is at the root. We fail to see warnings because of the glasses through which we see. We justify irresponsible conduct because we've worked hard and DESERVE it.

Well, here's a news flash: It isn't going to get any better until we as leaders, we as a society, we as parents, we as a faithful people, stop making it our most important goal, something we just cannot live without. Our false gods destroy us.

As a consultant, I have to turn away from a deal that might be financially lucrative if I have to misrepresent my abilities. Or leave a client who sidesteps ethical issues.

Christine concluded her article with not a lot of hope, if each of us continues to spend our time and money on the wrong things. It is up to each one of us to make a difference each day and change the outcome. If we consider ourselves to be blessed by all we have, and not entitled, we will make everyone proud in the right way.

Meeting #7 for Strategic Planning (SP)

This meeting is the last one, and serves to put together the final document, provide for implementation, and ensure it will be monitored & evaluated. It should be held on-site, followed by a celebratory luncheon, also on company premises. It will be especially effective to do it in this manner so that the entire organization can see the importance & unanimity attached to this accomplishment.

The individual writers will have assembled between meetings, and have the sections pieced together, as outlined previously. They will have added the necessary details and supporting data. Accordingly, the document will be presented at this meeting in final draft form.

Ideally, each member of the Team should have received the draft a few days before this meeting. This will save time and needless petty disagreements
during the final meeting, since each person will have ironed out all but the most crucial items. Minor correction &/or typos should not be an issue.

When the plan is completed, there should be a discussion of: “Was the overall purpose/result achieved?” Again, the answer should be a resounding yes, but the conversation should serve to showcase the accomplishment.

The Implementation is the most important step of all. Be wary of having such a feeling of euphoria with plan completion that a letdown occurs. Again, if you have followed the process, you will have accountability with champions for each step of the plan. Follow the plan & timeline. Plan communication of the plan to the Company; buy-in is important.

Monitor the progress at regular intervals, preferably quarterly to start. Monitor, measure, & evaluate. It is OK to deviate, but understand WHY you are deviating, and update the plan to reflect the new direction.

Have mutual accountability. “Peer Circles” are especially effective here. Are the goals & objectives being achieved within the timelines? If not, why not? What new things are we learning? Do we still have adequate resources? What should be changed?

And finally, remember, when the plan is finished, the real work just begins!

Meeting #6 for Strategic Planning (SP) Part 2

In the previous article, we were in the midst of writing the Plan when time and space ran out. What follows now will complete the collective effort with an outline of the Plan. This should simplify putting the plan together which sometimes can seem much more complicated than it is.

General Format:

1) Don't make your format something more complicated than your organization is. Be true to your culture, values, and preferences.

2) In larger organizations, the draft may go outside the company to financial institutions, attorneys, or investors. If so, organize it such that confidential information can be eliminated.

3) Do have an Executive Summary - Not everyone is as close to the Plan as the Team.

4) Include a Historical Essentials section describing how the organization got where it is currently.

5) Mission, Vision, Values.

6) Goals & Strategies agreed upon during the process.

7) Action Planning with time lines.

8) Description of the process - This is the basic "who, what, why" information along with lessons learned.

9) Financial Planning - Funds & resources needed.

10) Operations Plan - Activities to be accomplished over time.

11) Budget Reporting - Previous & next year's expenditures & income.

12) Approval Process

13) Monitoring & Evaluation of Plan - Who's responsible for what & how frequently.

14) Communication of Plan - How is this done, who gets it, and which parts?

This is only a general outline, however, following this (hopefully) flexible outline should take the formality and guesswork out of the exercise, and take any pressure off those who may be vulnerable.

We are near the end; Final Plan Approval is next!

Managing Through our Values is Good Business

Although I have previously written on this topic several times, I feel compelled to continue to expand it. Perhaps it's because we continue to see an increase in results justifying the means, whether it be with our governmental system, within our organizations, or in our personal lives.

Previously, I have focused on the spiritual, the moral/ethical arena, and even the noble or fun side. As I've pondered this more and more, however, I've come to the conclusion that msking our values paramount is simply good business.

I especially appreciate a good quote, one that is succinct, to the point, and quietly profound. Yesterday this one popped up out of nowhere while I was doing some methodology research; "It is through values that people respond" (Barry Doublestein). Most of us would accept the importance of two areas in our organizations where consensus for importance rests: our people, and how we communicate with them. How can we do any better than to inspire our folks to thought, discussion, & action?

Values are what people live and die for; they excite, They motivate. Those of us "burdened with a few miles" have seen what an enthusiastic, motivated work force can accomplish. They will constructively question, work for the common goal, and go well beyond the norm to do what's right BECAUSE IT'S RIGHT.

Values also INVOLVE people. Through interaction, a team atmosphere is created where each is driven to understand why they do what they do. I was fortunate enough to have been given the reins to run Visual Systems, a nice mid-sized company, for 5 years. Largely through value orientation, we were able to attain record growth AND record profit while doing what was right for our customers as well as associates. They were incredible people who understood and embraced the values of our owners.

A corollary quote is: "The function & duty of a quality human being is the sincere & honest development of one's potential" (Bruce Lee). If we lead employees to respond, interact, and do what's right, we will develop not only them, but our organizations. No laziness; no shortcuts here. Striving harder to excel becomes fun, and the norm. This is how everyone wins.

How can this not be good business?

Individualizing Mentoring Plans

At the highest level it is called executive coaching, but mentoring is something that all too often, many executives do not directly or indirectly provide for their people, even though he or she may desire it for themselves. This is another area about which I've written a good deal, but one now that wants to be additionally refined.

Customizing the program to the needs of the mentee is what I'd like to focus on presently. Commonly, consultants, or even psychologists, have a predetermined approach where they will follow a process, which is good, but which can fail to address specific needs or current issues.

What I like to see is a period of inventory taking to discover exactly where the person is in their management development, before the program even begins. Issues outside the workplace can influence significantly, such as family matters, interests, upbringing, and even health. Yes, in this day and age of HIPPA, and confidentiality in general, it can be problematic. However, to the extent that the mentee is comfortable sharing more information, more effective results will be gained.

Personality profiles are a must. This is an area that IS easily entered. It is extremely helpful in helping the person recognize who they are and how they interact with others. It can explain why interacting with certain people or performing tasks may be more or less rewarding.

The mentor should be a facilitator only; he should not drive the process, the mentee should. This may be more challenging with a mentee who is begrudgingly participating, but if they will take ownership, for their own benefit, the results will be markedly different.

It may be helpful to talk with the person's supervisor ahead of time, although care should be taken here. Will the interchange prejudice the mentor? In general, I believe that it is better to have the discussion after time has past rather than at the outset.

Once all this is accomplished, the process can be tailored to the person, planned, and undertaken. There needs to be a beginning and an end. Objectives should be discussed, developed, and monitored. Without written goals, a time line, and progress evaluations, you won't know if you have succeeded.

Finally, the mentor should make herself available for periodic questions or meetings to help the mentee with the continuing journey.

Meeting #6 for Strategic Planning (SP) Part 1

As with most SP meetings, this will be held off site for reasons previously stated.

The time is now at hand to document, put in writing, the culmination of your efforts to date. This is where, if you've managed to build commitment into your process, you'll see the Team shine. It is the reason that HOW you've done WHAT you've done is so critical.

Start with a discussion of the Goal Setting from the previous meeting. Especially important is WHY goals are being set the way they are. Extra care must be given to help EVERY member understand, and be a part of, the decisions made. Remember, the value is in the disagreements.

Objectives for the goals must be built, with time lines. Ownership
responsibilities, that were emerging as the momentum grew, must be documented/assigned to their champions. This is the "least sexy", most mundane & detailed portion that will test every one's true position in the process. The outcome may be regarded as "fun", but the doing is work.

Weaved through the entire plan is the allocation of resources: the people, time, equipment, material, technology, & money to implement the Plan.

With this background, the question becomes, how do we write the Plan? If you've chosen & supported your members well, the answer is in the room. It is in the room, not only because of the talented members, but because they have all been put through a process that has taught them each to play their role and add value in whatever way they're able.

Here are some specifics that will help you: 1) The Action Plans should support the organization's Mission, Values, & Vision. 2) If you have a larger rather than smaller SP team, you may want to limit the number of writers. This will help continuity, and simplify/shorten the process. At the same time, everyone should be CONTRIBUTING to the writers. 3) Since these are drafts, keep them simple without every detail. 4) The drafts can be reviewed by the Team itself, or the Board. It also may be of help to involve certain employees for specific input.

In the interest of time and space, we will divide this meeting outline into 2 parts. The second part follows.

Meeting #5 for Strategic Planning (SP)

This meeting will be held off site for reasons previously stated.

Up to this point, the SP Team has come together to establish rules of engagement, gather data, discuss opinions/points of view, and analyze. Special emphasis has been placed upon the needs of your customers, strengths & weaknesses of your organization and competitors, and opportunities to add value and achieve growth.

If the process is working, you should be poised to shore up weaknesses, build on your strengths & take advantage of opportunities that are a fit (or can be) for your focus, core competencies, and culture. This is not to say that there won't be some stretching, which should be embraced, because it is a prerequisite for real growth.

Therefore, the time is at hand to set goals for where you're going, and how you're going to get there. This is a critical time in your SP endeavor, and yes, there is a process to assist you in accomplishing it.

An easy way to look at it is to consider that goals should be SMARTER:
Specific; Measurable; Acceptable (consensus); Realistic; Time Line; Extending (stretching); & Rewarding.

Be careful here, however, to discuss & agree upon your broad goals; the specifics will come at the next meeting where you will Action Plan. Examples might be to introduce a new product that delivers what your customers want while taking advantage of your core competencies. Or you might choose to broaden an underutilized production area that would enable you to reduce cost & pass at least some of the reductions on to the customer.

If you did your homework in Meeting #4, you used Porter's Five Forces to analyze your marketplace. With that information at hand, opportunities should have emerged, and been discussed. Now is the time to formalize & reach consensus on them. There is a wealth of other methods of discernment available here with which your facilitator can assist you.

Another one is a Goals Grid, similar to the four quadrants used in the previous two meetings for customers & products, except that it deals with four questions regarding your goals: What do you want to achieve that you don't already have? What do you want to preserve that you already have? What do you want to avoid that you don't have? What do you have now that you want to eliminate? Answering these questions as a group, and the discussing that follows should be lively, enlightening, and steer you toward meaningful goals.

There are many other aids that can be used. In the interest of time and space, we will not list them here, but your facilitator should be well versed in providing them to you.

Finally, there should be significant homework here for all. By the next meeting, where you will build Action Plans, your goals need to be formulated clearly. Drafts of agreed upon goals should be assigned to volunteers (ideally the biggest advocate). A paragraph with the SMARTER goals will be fine, & will provide a nice platform upon which to build your Action Plans.

At this point momentum should be significant as real progress begins to be seen.

Meeting #4 for Strategic Planning

The 4th meeting is again held off-site, as most are, for reasons previously stated.

During this meeting, the environmental scanning continues, but this time it moves from the external to the internal for the focus. Simply put, you take stock of those factors outside your organization that individually add up to influencing your success or failure.

Three processes are commonly used to assist you in identifying & discussing these outside influences:

1) Porters Five Forces - this looks at market entry barriers, customers, suppliers, & product elasticity, & their competitive relationship with each other.

2) SWOT analysis - strengths, weaknesses, opportunities, & threats. We looked at this in meeting #3, but only from the internal standpoint. During this meeting you will look especially at this outside the organization, and with your competitors.

3) PEST Analysis - political, economic, social, & technological factors that especially influence the opportunities and threats of the SWOT analysis. These are generally outside your competitors.

Finally, in the "taking stock", the team will use all or some of primarily four tools. They are surveys, questionnaires, focus groups, & open forums. In discussing these, you will: develop a common perception; identify not only strengths & weaknesses, but trends & conditions; and create honesty and openness to changing conditions. Your facilitator will be able to recommend the right tools for you.

Having outlined all of this, it is extremely important on how it's presented and discussed. As I've said many times before, the answers lie within the organization. The trick is to bring them out, especially when trust may be lacking. A facilitator is invaluable here, a third party with no agenda.

I was talking to an executive in a nonprofit recently who was charged with bringing together two "opposing" sides of the organization. One wanted to build the engine, one was charged with making it run. Without communication and focusing on the "customer", serious flaws emerged; the "disjoint" developed to the point that the future was threatened. He realized, because he was too close to it, that he needed to go outside to a facilitator to help handle the delicate situation.

As a rule of thumb, when you're hearing every thing's fine, & only positives and not problems, you're in trouble. If you check your ego at the door, keep centered on getting better no matter who's challenged, and use help when appropriate, you'll be fine. It may not be what you expected or wanted, but it'll be the right thing.

The Most Important Thing in Our Life is . . . ??

A very powerful book has recently come out called Counterfeit Gods, by Tim Keller. It takes a religious approach, but certainly would stand alone as a business book as well. It begins by asking us what we work for; what can we not do without; what do we absolutely live for?

A modern, succinct answer might be success, money, true love, and the life we've always wanted. Throw in a great sex life and one might have the bases pretty well covered!

Why then are there suicides like we've seen at Bear Stearns, HSBC Bank, & others? Why did Madonna write, "My drive in life is from this horrible feeling of being mediocre? My struggle has never ended & it probably never will."

Andrew Carnegie wrote, "Man must have an idol. The amassing of wealth is one of the worst species of idolatry." But money is only the most visible; there are many others. Even good things, like a successful business, our children, or even volunteer work, can be our idol if carried to an extreme. If we can't function well in a given area without perfection, something's wrong.

No one thinks they're greedy; we think we're entitled. The problem is that we as humans are built with insatiable "wants" (not needs). Stop and think. Don't you tire of even a good thing? That boat that I bought was so cool when I first launched it. But then, over time it didn't seem as special; there were other things to do, newer & more unique. We all remember the Law of Diminishing Return in Econ 101: the first chocolate bar is great, the second good, and by the time you eat four you get sick!

Balance is a terrific antidote. Without it we become fixated and irrational. We must keep everything in its perspective, & control our craving for things that end up being empty promises, hollow achievements, and controlling.

So who or what should be at our pinnacle? Tim maintains it's God, who said, "You are the ones who justify yourselves in the eyes of men but, I know your hearts." Tim maintains, and I agree, that there is only one way to change what's in your heart: by giving Him yours & asking for His help.

To some of you, I know this seems radical, but know one thing: God is one terrific businessperson!

Meeting #3 for Strategic Planning

The third meeting is scheduled off site close to headquarters from 9-4 so that each member is able to handle their daily routine (e-mail, phone calls, 1 to 1's, and paperwork) before and after. If you find it difficult to begin on time because of this, you may find 7:45-3 easier. Respecting their time & responsibilities will reduce their concerns and thereby increase participation.

The goal is to get everybody on the same page regarding some basic marketing issues. It may seem elementary but, believe me, if you have truly put together the diverse team needed for maximum value, you must take the time. They, by definition, will approach things differently.

An effective way to begin is to have a discussion as to why customers buy from you. Consensus should center around providing a unique product/service better than your competition. Whether it's faster, lasts longer, more cost effective, or one of a kind, if you are the winner, you have provided something unique: unmatched value. Your core competencies make this possible.

How do you provide value? Introduce & discuss core competencies. Examples in the print industry might be special substrates, large format, file manipulation, specialized bindery, or 2-day turnaround. And WITHIN each of these areas you've probably exceeded expectations further, such as within a product line like insurance, advertising, or health care. There are many more, but the idea is that whenever we can focus to the point where few or no one else can do the same, we win.

What follows next, much of the time, is that you discover you're not unique enough, or you're a "me too". If so, no wonder you've experienced declining margins, lost volume, or are unable to compete on large opportunities.

The discussion should then lead to what your customers want that you're not providing. This may start out rather broad, and may be unpleasant to hear, but it should not be suppressed. Because you are now thinking like your customers, this is a time where a discovery of weaknesses can lead to a positive vision of your future success. Worry about HOW you'll do it later, and concentrate on the value that your customers will pay to get.

This is a natural time to talk about your ideal customer, and opportunistic vertical markets you may want to explore. This must be discussed thoroughly & documented carefully. If you don't have everything you need to meet these needs (almost always), then it's productive to talk about your customers (prospective as well as existing), and products needed (new as well as existing).

The Four Quadrants should emerge here. Make sure all understand why targeting existing customers with existing products is easier than new customers with new products. Here, the foundation should be laid upon which future decisions are made.

Now that the realization has sunk in that you have much work to be done, the direction you take needs to be based on data. This is where your internal scanning is introduced. One way or another, you must take stock, from as many of your employees as possible, of where you stand objectively. Questionnaires & focus sessions are very helpful here. They can be purchased or you may choose to create them internally.

The feeling in the room as you complete this 3rd session can manifest itself in many ways. Don't worry if many seem overwhelmed with what's needed to be accomplished. Others may be very excited with the challenge ahead. This diversity of attitudes & approach is part of what will make you better; it facilitates them coming together as, & appreciating the team.

Should Your Company be Whale Hunters?

This will be the third, and last (for now) article regarding the book, "Whale Hunting: How to Land Big Sales & Transform your company." As remarkable a strategy this is to rethinking your Sales approach, it is not for everyone. This is not only my contention, but clearly stated by the authors as well. What follows here is a compilation of some of their concerns reinforced, with the addition of mine.

Here are the areas you should evaluate before plunging forward with the enthusiasm of a new convert. They are intended to foster questions & discussion with your team of potential hunters, not to advocate a negative decision. They are in no particular order.

Financial Resources. Are you solvent & healthy enough to withstand the "fall & winter"? Preparation is time consuming & costly. Although it is not truly an "all or nothing" approach, it is probably much closer to it than you've previously experienced. Remember that business cyclicality is one of the worst problems faced within the printing industry. In the short run, this could add to the challenge.

Culture. How big of a cultural change will you need to begin the hunt? Have you been team oriented, or have you been a group of individuals? I have seen a strong Sales group carry an organization, and while I don't believe it's the way of the future, the leap away from that approach will most likely be a difficult one.

Competency. Do you have the talent within your organization to fulfill all the roles? If not, can you train to improve it, or must you acquire some of it outside? Talented harpooners, for example, are extremely rare. Take a realistic look at what you have before you move ahead without it.

Commitment. Are you ready, as CEO or President, to give & command support from the top? Just as with Strategic Planning, the passion for the Vision must come from you.

Diversity of Skills & Personality. Do you have the proper mix and balance of differing views and skills to make the PROCESS successful? Without debate & the resultant improved methods & consensus, the meticulous nature of the approach is lost. Remember, the devil is in the details.

Change. Are you ready to change the game, rather than just try to play it better? Whale Hunting is all together different than what most people have been doing. Change is not easy; there will be push back from customers as well as your employees.

Margin Erosion. Whales like the best possible price. And because you may not be totally ready yet with your cost reductions when you land your first, you may have to temporarily cut your price as admission to the continuing hunt. This is a corollary of Financial Resources.

Pride. Are you willing to be told how you will do business? Whales are very demanding and have a penchant for thinking they know it all, which in some cases is true.

Whale Hunting is certainly here to stay. These questions are not meant to dissuade anyone; just keep your eyes wide open and do your homework. Good Hunting!

Similarities (& Differences) Between Whale Hunting & Strategic Planning

This article will continue to address the currently popular book, "Whale Hunting: How to Land Big Sales & Transform Your Company." Previously outlined was a brief synopsis of the approach of aggressively pursuing large account (Whales) acquisition & development.

As I use and study several of its methods and perspectives, it becomes more & more apparent that there are many similarities between Whale Hunting(WH) and Strategic Planning(SP). In fact, one complements the other.

Both SP & WH are processes very specifically defined, requiring a commitment from the top, and both require significant data gathering. Similarly, knowing yourself and your competitors is required by each. Both require extensive knowledge of your potential and existing customers, although WH demands a more meticulous effort.

Each touches every area in the organization, but again, WH is more thorough , and stresses understanding & contribution from literally everyone. Again, subjectively, I would say that SP at least begins a bit more internally based, with taking stock of who we are & where we've been, while WH is driven by the Whale, around which everything revolves.

The internal & external scanning of SP is similar to the target filters of WH, but here again, WH takes it a step further with weighting & analysis. At the same time SP, if it chooses to, can get very detailed in the gathering and analysis of data.

One of the most congruent approaches is in the identification of the company's unique competitive advantages. This understanding of core competencies, both current or perhaps desired, is crucial to the success of both. And both realize the importance of understanding your culture & changing it if necessary.

The most obvious dichotomy is the "all or nothing" attitude of the WH. Although it is not as extreme as it seems (existing & smaller accounts can still be pursued), it definitely is more intense. SP is a bit more about consistent performance over time yielding the results we want.

Another difference is that of changing the game; it is critical to WH, whereas with SP, it's a bit more important to understand and play the game. Additionally, there are more roles to learn with WH than with the more traditional approach of SP. Finally, WH does not tolerate incremental growth where SP does.

Areas that at least somewhat differ are the potential of customers, how we actually grade each actual & potential customer, & a smaller team approach with SP versus the wider team (the entire company) with WH.

When all is said and done, OR, at the end of the day, they each offer the other a great deal. One really does complement the other!

Whale Hunting for your Biggest Accounts

If you've not already done so, add this book to your reading list: "Whale Hunting: How to Land Big Sales & Transform Your Company". It's been out for a couple of years now, achieving popularity because of using the Inuit Indians (Eskimos) of Northwestern Alaska to teach us the importance of capturing large accounts.

Much as the Inuit understand the significance of harvesting even one whale, compared to an elk, seal, or polar bear, so we should realize what landing an account 10-20 times our average would do for us. One whale will feed 30 Inuit for an entire year. What would it mean to your company to land a whale?

The Inuit prepare all year by making and honing their gear, selecting people for specific roles, & training for the hunt. This takes complete commitment, patience, and a team effort. The children even participate as scouts to spot the whales when they first begin to appear in the early spring.

A successful hunt brings the whale to the beach where it is harvested by the entire village, processed, and preserved. Everything is used except the head, which is taken back out to sea in respect for the whale. The oil, food, and clothing are distributed according to who performed what, and the needs of the village itself. After a celebration, the process begins again for the next year.

The similarities to the sales process for landing a "whale" account are impressive.

1) Leadership must focus the organization top to bottom.
2) Employees must be willing to learn new roles, and to perform them flawlessly.
3) Everyone must agree to do the hard work.
4) The process must be managed meticulously.
5) Results are everything; everyone wins & loses together.

The book is a good read because of the story line which is easily related to our businesses, and the changes & challenges we've encountered in the marketplace. The effort however, approaches overwhelming. Accordingly, the result must truly be a whale!

Although whale hunting isn't for everyone, which I will address in a separate article, it is more than worth a look. As with most things, there is a great deal to be learned by examining and evaluating the process.

Meeting format for Strategic Planning (SP)

Meeting 1) President/CEO (P) & Facilitator (F) – On Site
Current situation. Overall purpose/result plan is to achieve. How SP meets this need. Mutual agreement on time line. Importance of support from the top. Guidelines for Strategic Planning Team (SPT) selection. Importance of “Fierce Conversations” & relationships.

2) President, SPT, Facilitator – Off Site, entire day 8-5.
(P) – Support comes from highest level. Critical need for SP to meet overall purpose. Criteria for member selection – individual differences & contributions, critical thinking. Sense of urgency. (F) – Overview of entire process & time line. Importance of participation; differences are gifts that make us stronger. Fierce Conversations. Creation of Mission, Values, & Vision Statements. Existing culture; is cultural change needed? Why?

3) Marketing Basics – Off Site 9-4
The Four Quadrants. Discipline of Market Leaders. Core Competencies. Focus & Niche. Competitive Advantage. Environmental Scanning, internal. What do we sell? What do our customers buy? How are we unique? How do we add value? What is ideal customer for us? Target vertical markets? Questionnaires/gathering information. What are our weaknesses?

4) External Scanning – Off Site 9-4
Marketplace characteristics. Who are our competitors? Why do customers buy from them instead of us? How do we attempt to beat or avoid competition? SWOT Analysis. Questionnaires/gathering information.

5) Setting Goals – Off Site 9-4
Build on strengths & take advantage of opportunities. Shore up weaknesses; avoid when possible. Strategic Formulation to achieve goals. Strategic Focus. Competitive Strategy.

6) Action Planning – Off Site 9-4
Objectives with time lines must be built. Ownership responsibilities, assign champions. It’s all about commitment! How to write the final plan. Allocation of resources - critical discussion of time, people, equipment, core competencies, money, material, & technology.

7) Final Plan Approval – On Site 9-12 followed by celebration luncheon. Corrections. Communicating to employees. Was overall purpose/result achieved? Follow-up plan.

8) Quarterly Evaluations – On Site
Measuring, monitoring, evaluation, handling deviations.