Go out there and make it happen. There really is someone out there for you. Go find them- your business will thank you.

The 4th of July approaches; Independence Day and the fireworks are awaiting a spark. As business owners we are alot like this fledgling country that declared it’s independence from England some 234 years ago. Our forefathers took bold steps, moved to an uncharted land and created a new life, a new world. As business owners we too have taken bold steps into uncharted territory and we are aflood with hope, inspiration and dreams. We like them, encounter many challenges and not every obstacle is overcome and yet we are driven on by our convictions and the belief that we can achieve our goals.

Now is a good time for reflection; while everyone is expressing disastisfaction with the powers that be, why not step back and consider your own contributions. Are you forging trails? Are you creating new possibilities or waiting for someone else to “make it happen”? Is it easier to assign blame and express frustration than it is to take action?

• Assess the status quo- take a look at the current state of your business behavior. Is it on track? What are your strengths and weaknesses? Get input from an array of vested parties- customers, employees, vendors, etc.

And once you know where you are:

• Set the example- practice the Golden Rule- do unto others as you would have them do unto you; let your employees know that treating people right is part of the business culture and that is expected in the workplace
• Encourage feedback- let your customers, employees, vendors and other contacts know that feedback is wanted and make it easy for them to provide it
• Take action- feedback is worthless unless it is assessed and serves as the basis for change; make sure that people know that their feedback matters

Don’t leave the reputation for your business in the hands of a harried driver or a frustrated clerk- your’ business is like a glass house and rest assured, people are watching!

• we are committed to the success of our client-partners (our own success is contingent upon it)
• we are people-people (and we fully buy into the notion that “we’re all human”)
• we draw heavily upon listening, intuition and questioning (we endeavor not to leave any stone unturned in your quest for answers)

Working with a professional coach does not guarantee that you will be successful and it is a process that depends upon your genuine participation; it is far from a free ride. Furthermore, coaching is not for everyone. But coaching has been shown to be highly effective and has been growing in acceptance and prevalence for some time now. Among the many benefits to working with a coach are:

• improved clarity, vision and goal achievement
• increased self-awareness
• greater life balance
• reduced stress levels

Each of these benefits impact people at the visceral, the gut level. The compelling value of working with a coach lies in the fact that the client-partner can achieve benefits in all aspects of their lives. Working with a coach is an investment in bettering yourself, your business and your life.

Did you  know that¹:

• Cell Phone usage in the US has increased from 34 million to 203 million in the last ten years
• A 2004 MIT survey said that cell phones were ranked as the one invention that people hate the most, but can’t live without. It beat out the alarm clock and the television!
• A 2005 University of Michigan study said that 83% said cell phones made life easier (choosing it over the internet).

And this is only the tip of the iceberg. Here’s a few more stats to consider:

• Blogosphere stats²
  • 346,000,000 – number of people globally who read blogs (March 2008)
  • 900,000 – average number of blog posts in a 24 hour period (2008)

• Mobile e-mail stats³: a survey of business people revealed that
  • 79% checked e-mail in the bathroom
  • 77% while driving
  • 11% while engaged in intimate behavior
  • 94% during work nights or weekends
  • 96% while on vacation 

• Twitter© stats²
  • 1,111,991,000 – number of Tweets to date (2008)
  • 3,000,000 – number of Tweets/day(March 2008)

The list goes on but there is no question we have many means to connect and the number is growing daily. Just take a look at your inbox for all the new offerings.

The Way We Were

How many of us remember party lines and rotary dial phones? How about peaceful evenings and Sunday afternoons without the incessant ringing of phones and telemarketers hidden behind predictive dialers hoping to pitch things we neither need nor want?

To anyone born after 1978 it would be hard to imagine connecting in the primordial world that I was born into. Prior to the computer, the Internet and cell phone, we were getting along just fine. We relied upon face to face communication because it was the most reliable means and if that wasn’t enough we wrote a letter and eagerly awaited the response by ‘snail mail’.

They say life was simpler then, the pace far slower and yet, in hindsight I don’t recall that we were any worse off than we are today. In fact I’m beginning to think we lost something along the way.

The Price of Connectivity

The ability to be immediately and constantly connected supports the concept of immediate gratification and it carries a price. The human body benefits from down-time; an opportunity to refresh the batteries as it were. With the host of connectivity options literally flashing before us, it’s a wonder that we have time anymore for replenishing ourselves. I mean come on, 79% of surveyed business people report that they check their e-mail in the bathroom? Whatever happened to bringing along some light reading or maybe a little time for some introspection? Have we relinquished the need for rest and relaxation?

Is it possible we have grown so dependent upon these tools that we are dismissing the need for human contact? Surely the time available for human contact has been reduced as we spend more and more time playing with our electronic toys, even long after the workday is done. Are we beginning to lose touch?

Where Do We Go From Here?

We live in an era where technology can readily supply whatever we fancy. We’re asking for more ways to connect and we’re getting new ones, almost daily. If the past is any indication, we are rapidly moving towards a time when the need for human contact will be rendered a choice rather than a necessity.

It then is left to each of us to decide where we fit in and just what we will do with (or without) technology. Are you happy with the amount of time you spend “in touch”? Do you miss the simplicity of a quiet walk on the beach or in the forest?

Do you fancy yourself a follower or a leader and though this may bring Twitter© to mind I am thinking otherwise. The deluge of devices and connections will continue to chip away at our solitude and will shape the way that we live forever more. Technology is designed to serve us and yet we may become enslaved by it. You have a choice to make. What will it be?

Sources:

1 The world’s a cell phone stage

Ryan Kim, Chronicle Staff Writer

2 Social Media, Web 2.0 And Internet Stats

Posted by Adam Singer in Popular, The Social Web, Web Trends and News

3 Mobile Email Statistics Tell Us You Check your Email on the Potty

Posted by Thomas on the Berry Reporter

It’s no secret that I value customer service. If asked, I would surely weight customer service as being of greater importance than product, environment and value with only quality being an equal.

On a recent business trip my wife and I had occasion to observe the extremes of customer service and we were reminded just how much weight it carries.

First stop- a road-side lunch… at a newly opened sports bar. Less than one week since opening, this place was in immaculate shape; smelled like a new car and shined like a state troopers boots. The staff however was not prepared for the opening. Settling on chicken wings (which by the way we’re superb) we figured we’d be back on the road in no time. After 1.5 hours (as we prepared to walk out) our wings were delivered. The terse explanation was that the kitchen was backed up. I admit we should have spoken up sooner (that is, if we had gone in search of someone, because our server was dodging us and most of the others in her section). Frankly, I think we were simply stunned.

The following night we went to a family owned neighborhood restaurant. We were greeted by the owner as we entered our dinner restaurant; he made us feel right at home. Our surroundings were pleasant and cheerful and we were seated adjacent to a few large groups that were obviously pleased with their decision to be there. Our server promptly handled the necessities along with a hefty dose of personality and fun. A short time later the owner introduced our neighboring diners to the Chef; they had expressed their delight in the food and the owner was proud to introduce them to the source of their joy. All in all, great food served with warmth, enthusiasm and fun.

Two dining scenarios; in each case very good food, one brand new location, the other ‘lived in cozy’. The glaring difference- customer service. Not merely the provision of it but the value attached to it. Customer service gets a lot of attention; we have training programs devoted to it and we insist that our employees provide it unerringly. But do we truly value it or is it something we do because we figure “it’s the right thing to do?”

In the case of our roadside stop we encountered a business that appeared to be under pressure to open. There was little evidence that management placed much emphasis on customer service. (By the way when I think of customers I think of both our employees and our clients.) Perhaps if our server was a bit more seasoned, she’d have been more concerned with our needs but as the kitchen backed up I imagine she found herself before a lot of irate clients and lacking adequate sensitivity she chose to avoid us. The bottom line is it didn’t work. In fact we were not the only ones that nearly walked out before receiving their food.

The second night was totally different from the start. The owner possessed considerable pride for his restaurant and his staff. His warm greeting and the engaging nature of all members of his staff was sincere and heart-felt. What was a very fine dining experience became a memorable occasion.

Our customers know when they are being treated well and they not only appreciate it, they’re looking for it. Often it’s the only difference between a mediocre experience and a loyal, long-term relationship. What can YOU do to make it happen?

• First, we must truly value the experience that customers receive when they do business with us (there is no amount of training that can modify our state of mind; if we don’t value our customers we cannot deliver sincere customer service. Period!)
• We select our employees based upon the compatibility of our values (if they don’t value the customer experience they won’t be good additions to our team.)
• We practice what we preach; we treat all of our customers with the respect and appreciation they deserve. Believe it or not, good will is contagious.
• Finally, we never tire of listening to and observing our customers; they are what keeps our businesses going. Who better to learn from?

What would your customers say about your business? Are they thinking of walking out before being served or planning a return visit before the soup has begun to cool?

If you focus on the value of your customers as much as you do on the quality of your business, you can be sure they’ll be coming back for more. And they’re going to bring their friends with them too!

Author’s note: Many thanks to the staff of Portofino Bistro and Bar for providing the positive inspiration behind this story. Find them on the web at http://www.portofinorochester.com.

…it’s not about pleasing everyone!

I was a Board member of a small (approximately 250 members) Chamber ofCommerce. We had endured some tough fiscal times but had emerged as a viable entity. Even then we knew that our future was uncertain and following considerable discussion and review we opted to merge with a larger Chamber. As we soon discovered, though our tough decisions may have been the best choice for the organization, they’re also a source of fear and loathing; at least for some.

The old adage, “you can’t please everyone” is constantly reinforced in times of change. Our Chamber sought to move from a fund-raising model to one of giving back. After all that is the purpose of a Chamber- to serve its’ community. Following our decision to merge there were a few folks that expressed their dissatisfaction; still others seem to have faded away.

The benefits of growing our Chamber are considerable. We’ve acquired another 750 or so members; our representation has blossomed from 2 to 16 communities. The sheer quantity and variety of events has tripled and for many the need to be a member of multiple chambers has been eliminated; that alone is a significant cost savings. Members now have an opportunity to meet new people and expand their business visibility.

This process has reinforced some very important lessons: 1) running a business is not about being popular and 2) tough decisions have to be made. We thrive on support for our decisions and we actively seek outcomes that will satisfy the majority of folks but it doesn’t always work that way. As leaders we need to be comprehensive in our approach to decision making; decisions based upon popularity are emotion-based and are difficult to sustain and nurture. So what are we supposed to do?

Think Large- even when the decision seems small!

When faced with tough decisions it’s critical that we acquire a broad perspective of the issue. Decisions that seem small in scope often have far-reaching impact. Taking the time to scope out the ramifications of our decisions leads to more effective solutions.This should not be viewed as a means to please everyone but rather a well-balanced way to arrive at the most desirable outcome.

Respect- earn it!

In business, we make tough decisions all the time. Earning the respect of our employees and colleagues is an on-going task. If we come from a place of integrity, if we genuinely listen and acknowledge, if we embrace the ‘who’ and ‘what’ of those around us, we will earn their respect. Though we cannot make everyone happy all the time, we can foster their ability to appreciate change if we first earn their respect.

Don’t Shy Away from Tough Decisions- embrace them!

Tough decisions aren’t going away so why not embrace them! When we make tough decisions we plow through a challenge or obstacle that otherwise would have held us back. At the root of every tough decision is an opportunity.

Above All – remember your mission!

When tough decisions are to be made, keep your mission at the forefront. Decisions, no matter how small, should be aligned with our mission. This sort of continuity breeds sustainability and confidence. In the case of our Chamber we explored a number of options. We simply could not ignore the fundamental reason for our existence; nor could we ignore that staying as we were, we could not meet those expectations. Faced with our inability to fulfill our mission, we grew confident that our decisions, popular or not were right for our members.

GET YOUR HEAD OUT OF THE SAND. NOW!

Paul Levy, CEO faced an over-whelming challenge. In the wake of a declining census, strained reimbursement structure and rising costs, the prestigious Beth Israel Deaconess Medical Center of Boston projected a near 20-million dollar deficit. Tough decisions had to be made; Mr. Levy knew he could not avert some unsettling actions
but then again he wasn’t about to give in to the academic ‘cutting’ routine either.

In preparation for a critical staff meeting Mr. Levy took a good close look at the people working in his institution; he made particular note of the lower wage folks. When Mr. Levy stood before the assembled employees he said “I want to run an idea by you that I think is important, and I’d like to get your reaction to it. I’d like to do what we can to protect the lower-wage earners – the transporters, the housekeepers, the food service people. A lot of these people work really hard, and I don’t want to put an additional burden on them.

“Now, if we protect these workers, it means the rest of us will have to make a bigger sacrifice. It means that others will have to give up more of their salary or benefits.”*

You won’t believe what happened next.

The audience erupted in applause and appreciation. But this meeting was just the beginning; collectively, senior management accepted 25% reductions in pay, physician groups made generous contributions and staff far and wide flooded Mr. Levy with
ideas and action aimed at reducing lay-offs. When all was said and done, the projected lay-off of 600 employees had been scaled back to less than 150 and in excess of 12- million dollars had been saved. It’s very clear that Mr. Levy values his employees. Perhaps that’s why in part there are two things he chose not to do: put his head in the sand and the other, try to fix it on his own.

Once an ostrich…
Leaders cannot afford to put their head in the sand, but that doesn’t mean it isn’t done. Knowing what’s going on in your business and the world around it is essential. But for some, the burden becomes over-whelming and ‘looking the other way’
provides temporary, yet misguided, relief.

Mr. Levy knew that big changes would be needed; so he took stock of the who, what, why and how of his business. By observing lower-wage earners for example, he recognized not only the integrity of their work ethic but also that their services are essential to the efficient and effective operation of his business. As a result of his factfinding efforts he was better equipped to make appropriate decisions regarding staff reductions and cost-savings. Had he chosen to put his head in the sand and go through this exercise out of the public eye it’s likely that far more people would have received pink slips.

Rally the troops
Mr. Levy’s address was surely but one example of his efforts to rally the troops. A true leader knows that he or she cannot achieve success single-handedly. Success is the product of an often complex series of events, processes and outcomes that is mediated and conducted by a host of people working in concert. Rallying the troops is of particular importance in times of duress and this action enhances the success process. The ability to rally the troops hinges on a long-term investment in your people; inspire loyalty, build trust and form a common sense of purpose. Having done this, rallying the troops can be initiated using a few simple tools:

• Share the reality- just as you shouldn’t put your head in the sand, so too it is important that your employees do the same. Don’t treat them as if it hurts to know the truth. The rumor mills are vicious and often ill-informed. So tell your employees what’s going on. Don’t expect them to like all of it, but be honest. They deserve nothing less.
• Ask for their help- once they know what reality is, it is your employees that can provide some of the best advice as to what to do next. Ask them for their help; not only does this engage them in the outcome but chances are they have
  information you can’t afford to miss.
• Put your skin in the game- if you must ask for sacrifice, lead by example. If salary cuts are needed, let them start with the leaders first. If a reduction or modification in benefits is needed, be sure yours are the first to change. What’s
  good enough for your employees should be tested and vetted by the very leaders that prescribe it.

To say the current economic climate is worrisome is an understatement. The jobless rate is at its highest in more than 25 years, the Dow at its lowest in more than 12 years. Yet, it has been worse in our lifetime and cycles such as these will recur. This too shall pass; it’s what you do between now and when the sun shines brightly again that’s critical to the success and the sustainability of your business. It seems we have a lot to learn from the Beth Israel-Deaconess experience. Thanks Mr. Levy.

* Source: A head with a heart; Kevin Cullen, Boston Globe; 3/12/09