Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Run Meetings Like a Super Villain


 

How many times have you sat through a meeting that just dragged on and on…and on? Nothing was getting accomplished and half the people were not even paying attention, checking emails on smart phones under the table or just blatantly paying attention to the tablet or laptop propped up right in front of them? If you are like me, then the answer is far too often!

Movies, on the other hand, are amazingly efficient. There is no time wasted on drudgery or banal activities. Dialogue is snappy and to the point and even the most complicated of discussions is resolved in a few minutes at most.

Perhaps the most efficient are the movie villains. Villains have a clear goal, usually the destruction of, or ruling of, the Earth. Little time is wasted on pointless meetings or discussions that do not immediately forward their evil plans.

In fact, if you want to be more productive, take a few pointers from Super Villains on how to run your meetings.

1.      Have an exotic location. You may not need to travel overseas or hold the meeting in some secret underground lair, but do make sure the meeting is set up to be comfortable with room and chairs for everyone involved. If you are using presentation tools, such as PowerPoint, or whiteboards, make sure everything is in place and working. You’ll never see a master villain foiled by his own demonstration.

2.     Skip the fluff. Nothing is more annoying than one person sidetracking a meeting with his or her own personal agenda or just eager to hear themselves talk. Keep everyone on track and on target.

3.     Risk of death keeps everyone in line. We’ve all seen the movies where one of the wayward baddies runs into a sticky end once uncovered. Your company HR director will likely object if you start electrocuting your staff or feeding them to crocodiles through a trapdoor in the conference room. However, you can hold people accountable if goals are missed or work not done.

4.     No distractions. It is hard to imagine a villain such as Blofeld, from the James Bond realm, putting up with his team reading emails or texting while he is explaining his plan to rule the world or knock-off Fort Knox. Put a quick end to the distractions (see rule #3 above).

5.     Focus on outcome. Bad guys and gals do not waste time vacillating or hesitating over decisions. Analyze the data and potential risks and then move forward on the agenda with 100% of your efforts.

6.     Decisions followed to the “T”. Or else…(see rule #3).

7.     White cat is optional. Even the most evil of villains has a human side. It is okay to let that show, at least in moderation, in front of others. After all, Blofeld always had his fluffy cat with him.

That should do it. Oh yeah…now go out and conquer the world – or at least your competition!

Get a Business Black Belt for your organization – visit www.businesskarate.com/karate-belts.

Learn self-defense for your business with Eric Smith’s new book, WorkplaceSecurity Essentials! Every aspect of protecting a workplace is compared to a self-defense skill taught to budding karate students, all in a practical and entertaining style, drawing on Eric’s law enforcement and security experience.

Eric is available for staff education and security awareness training as well as business coaching to help organizations provide safe workplaces. To learn more email Eric at businesskarate dot com.

 

 

If you would like to reprint this post, please contact Eric at Eric at businesskarate dot com.

Want a Raise? Take Your Boss Hostage!


               The French are famous for many things. The Eifel Tower, fine wines, delicious baked goods, impressionist art and a general sense of haute couture. However, we do not usually think of the French when it comes to the art of negotiation.

               French labor unions have mastered a new technique for negotiations. French workers are known for going on strike to express their dissatisfaction. Taking it a step further, workers have taken to kidnapping executives in order to make a point and make their demands.

               In a Goodyear plant, located in Amiens, France, union workers were frustrated by the company’s plans to close the plant. The union apparently had enough. Two of the plant’s executives were held in an office at the site and the doors were blocked off with large farm tires (after all it was a Goodyear plant).

by Rubohcity from Wiki Commons
               The two bosses were allowed to keep their cell phones and communicate with family while the union presented its demands. The workers wanted a severance package of $108,000 for each employee, plus $3,400 for each year worked. Who wouldn’t want a deal like that?

               As it turns out, it is somewhat common for French unions to hold company leaders hostage. It certainly helps create media attention and perhaps sympathy, at least by some people. The legal penalties seem relatively minor for these offenses. It is almost like an inside joke, a way to vent frustration with a stingy boss or company. In this case, the two men were released after being held for two days. Unfortunately, the union members also set fire to tires around the perimeter of the site, creating clouds of black smoke.

               In the past, executives from other companies, such as 3M, Sony and Caterpillar have been held hostage during labor negotiations. Company leaders working in France may need to start demanding ‘danger’ pay to compensate for the risks.

               On the serious side, this was part of a long, ongoing feud between executives and the workers. Ironically, the left-wing union, accused French President Francois Hollande, a member of the socialist party, of working in cohorts with the business.

               The lesson here is a reminder to keep in mind the morale of employees and consider the impact on an organization. It may not result in someone blocked into an office with tractor tires in the doorways, but ongoing tension can lead to acts of workplace violence or sabotage. Businesses cannot bend to every demand or union bargaining tactic. However, leaders should give realistic thought to concerns such as raises, bonuses and the general well-being of employees. Overlooking those concerns can, in the long run, be detrimental to the bottom line.

               For companies operating in other countries and dealing with other cultures, it is a valuable reminder to consider differences as to how businesses operate, and the associated risks from work stoppages to executive kidnappings.

               In the meantime, if you want a raise, consider the “French Press” method of negotiation and hold your boss hostage. Of course, along with the raise, you may want to ask for immunity too.

              

Eric Smith, CPP is the leading authority on organizational self-defense. He has extensive experience in law enforcement as well as security management. Eric is available for staff education and security awareness training as well as business coaching to help organizations provide safe workplaces. To learn more email Eric at businesskarate dot com.

 

 

If you would like to reprint this post, please contact Eric at Eric at businesskarate dot com.

The Security Outlook for 2014



               This is the time of year when we find ourselves thinking of New Year Eve’s parties, confetti, Auld Lang Syne and resolutions for the new year (usually around getting rid of the pounds we put on during Christmas). There is also the stream of news stories about the past year, the top stories and the events and people that shaped the year. It is also a good time to take a glimpse into the coming year and think about the changes, challenges and rewards that lie ahead.

               Security, and how security relates to business, is constantly changing as well, so this is a good time to reflect and plan for the future.

Information Security
Cyber risks are a global concern

               Information security will continue to be a top focus when it comes to security. With the latest breach of credit and debit cardholders who shopped at Target, there is the ongoing fear of identity theft. The investigation continues on how hackers were able to collect all that information, including PINs for debit cards. How much of this was actually used remains to be seen or if it was an inside job. However, it has garnered a lot of media attention and brought identity theft and information security back into the spotlight. It would be surprising if there were not a push for some new legislation as a result of this, including penalties to businesses that expose customers.

               Another top concern related to information security and hacking is the risk of cyber-attacks, especially on critical infrastructure such as power grids. There have been various attacks, including some coming from foreign governments, such as China and Iran. A serious attack on utilities could essentially put the United States back in the stone ages in moments and would certainly wreak havoc.

               The hidden risk is the continued shift of focus away from physical security. Protection from physical attacks should never be overlooked. There have been a number of actual attacks, including active shooters, even the recent suicide bombs in Russia. 

NSA
               The story of Edward Snowden, the wayward NSA contractor, fleeing the country with tens of thousands of confidential documents is not going to disappear any time soon. There are legal repercussions ongoing and the question of how much information the NSA (National Security Agency) can legally gather from citizens will almost certainly end up before the U.S. Supreme Court.

               In the meantime, Snowden still has tens of thousands of additional documents that could be released and we can only speculate what kind of information might be within. The revelations have re-ignited the debate between security and liberty. Benjamin Franklin is known for saying that those who value security over liberty deserve neither. In 2014, we will certainly see more debates on how to balance protection from terrorists while protecting individual privacy and our constitutional rights. There is an additional question related to security; how did the NSA, of all groups, miss the dangers of allowing a contractor, not even a full employee, access to so many confidential documents. You have to wonder what kind of background screening was done as well. That leads to the question of how the NSA can manage gathering so much information and find the true threats when probably 99% of the information is useless.

Pay Inequality

               The World Economic Forum’s annual report has identified economic disparity has one of the top risks facing the globe. It is certainly an area getting a great deal of attention, not just between poor and wealthy nations, but even within developed countries. The U.S. president routinely brings up the issue as a champion of the downtrodden, who in turn express their outrage at being poor across social media with their iPhones. 

               In truth, there is a growing problem. Historically, top executives once earned about 20 times what the average employee made. Today, it is not uncommon for top executives to earn 200 or even 500 times what the average employees earn. Worse, household income has dropped over the last few years while corporate profits have been increasing. That is a recipe for discontent and social unrest. Switzerland, a business-friendly nation, nearly passed a restriction that would have limited executive pay to only 12 times the pay of the lowest-paid employee.
 
News Photo
               The risk is disturbances or even riots, is a very real threat that could impact supply chains and disruptions of service or even strikes. We have seen a variety of businesses that boast of being ‘green’ or promoting ‘fair trade’ and it is likely that some forward thinking businesses will promote themselves for caring for employees and having more equitable pay scales.

Obamacare

               A look at business risks cannot ignore health insurance reform, a top issue in the United States, specifically the Affordable Care Act, aka Obamacare. Within the healthcare industry there is great uncertainty and talk of cost control, i.e., lay-offs. Meanwhile of the 40 million uninsured Americans, only 1 million signed up for Obamacare. Most Americans are finding that the costs are anything but affordable. 

               Certainly, health insurance is going to be a hot topic, within both politics and healthcare, but also one that impacts every business and individual with insurance. The deductibles and monthly premiums are increasing. Businesses that provide services to hospitals should be particularly wary, as the hospitals will squeeze every contract for savings. Likely, the only things that will not change are the salaries paid to the physicians.

Active Shooters


               Shootings in Colorado and at Sandy Hook Elementary have sparked debate on care for mental health patients and gun control. School security has been a particular focus. Just like after 9-11, when there was a sudden emersion of so-called terrorist experts, there is now a rush of school security experts with arrays of solutions. Training teachers how to fight armed attackers with knee strikes and elbows is becoming more commonplace, although there still seems to be reluctance to add well-trained, armed guards to schools (expense is part of the concern). Learning to fight back is great, but it would be better yet to have the right tools for the job.

               The risk is that attackers also learn from news coverage and will adapt their plans to harm as many people as possible. Schools and all organizations need to consider other potential tactics, such as explosives, chemicals or gas attacks and so forth. Terrorists have used similar methods around the world for decades, sometimes with horrific effect. Do not get tunnel vision.

All the Usual

               In 2014, we will see our share of bizarre and strange crimes. Lust and greed fuel evil people into all sorts of crazy schemes. If any involve beautiful women or tales of sex as part of it, you can expect the usual media frenzy. Oh. Don’t forget the usual celebrity stories with drugs, alcohol, rehab and relapses and whatnot. Did I mention Duck Dynasty?

               Fasten your seat belt and hold on. 2014 will certainly be another interesting year.



Eric Smith, CPP is the leading authority on organizational self-defense. He has extensive experience in law enforcement as well as security management. Eric is available for staff education and security awareness training as well as business coaching to help organizations provide safe workplaces. To learn more email Eric at businesskarate dot com.

  

If you would like to reprint this post, please contact Eric at Eric at businesskarate dot com.

Leadership Woes? Look to the Stars

           No matter what industry you are in; the type of department; number of employees or diverse goals, you will hear the same cry.  Leaders everywhere seem to cry out in one voice with the same complaint – “If it weren’t for my employees, I could get so much done!”

Obviously, that is not true.  What is true is that dealing with individuals is perhaps one of the hardest tasks faced by any manager or leader.  Businesses, like most organizations, revolve around people and if you are a leader, you have to deal with people.  That can mean customers, employees, bosses, contractors, co-workers and direct reports. 

Too often people mean problems.  Or, perhaps it would be better to say, challenges.  Any group of individuals will face those challenges at some point.  It could be differences of opinion, different ideas on how to meet common goals, personality conflicts or self interests.  Too often, managers spend a large chunk of time playing arbitrator, peace-keeper, decision-maker, hand-holder, encourager and the list goes on.  How do you get past that?

When faced with some thorny personnel issue, I wonder why you rarely see details on how other leaders resolve or deal with similar problems.  Business or leadership books often gloss over the details and this aspect of leadership doesn’t get a lot of praise.  It’s not as exciting as the snap decision in the boardroom or the quick and smooth change of a corporate direction.

So, I find that I turn to one example of leadership that I remember from my youth.  Probably the classic leader, he dealt with exciting and varying challenges every week and was a hero to many.  Of course, it didn’t hurt that his organization happened to be a starship – the USS Enterprise.  Yes, I am referring to Captain Kirk (which I saw in reruns lest you think I am older than I am).

When personnel challenges come along, I find myself thinking, “This never happened to Captain Kirk.”  For all the bickering between Dr. “Bones” McCoy and Mr. Spock, or Scotty’s worries about the Dilithium crystals, at the end of the day everyone came together and performed 100% to save the day.  One could say that they had to, as their lives depended on it.  But in modern business, everyone’s livelihood, if not life, is on the line.

The question then becomes how to coax that ‘starship’ level of performance out of each player in a modern workplace.  There are whiners and tattle-tales; those who complain and think that nothing is fair; jealousies and arguing, even backstabbing.  And of course, there are the stars who continually work and strive and the danger is that they will be forgotten, perhaps comparable to the Enterprise’s crew in the red shirts (you know how that always ended for them). 

Is it important how a leader or manager responds?  Can you ignore the human factors and barrel ahead towards your goals?  Spock might have done that as being only logical, ignoring human feelings and emotions.  On the other hand, Bones might go to the other extreme, focusing on the individuals.  Maybe Kirk is a good example after all.  At times, compassionate and human.  At other times, driven to achieve and protect his ship (read business) at all costs and complete his mission.

And that may be the real lesson and the ultimate answer.  Be mindful of the human factor, but don’t sway from your ultimate goals, whether saving the universe from Klingons or trying to turn a profit in tough times.  After all, as Spock said, “The needs of the many outweigh the needs of the few.”

              


Eric Smith, CPP is the leading authority on organizational self-defense.  He has extensive experience in law enforcement as well as security management.  Eric is available for staff education and security awareness training as well as business coaching to help organizations provide safe workplaces.  To learn more visit http://www.businesskarate.com/profile.html. 

The Failing and Flailing of American Businesses

Have you gone to a favorite store or restaurant and left feeling disappointed?  Sadly, it seems that it happens all too often.  My wife and I find that our old favorites are simply becoming mediocre at best and sometimes a place we will never visit again.

This is most common with restaurants – or at least it feels like that is where I have noticed this the most.  The past weekend was no exception.  A large group went out to dinner at a popular family restaurant.  Nothing too fancy, but not exactly cheap either with most meals costing over $10.  We went to the first restaurant and found that there was an incredibly long wait for our group of eight (although there were a lot of empty tables).  The hostess called another of their locations nearby and they said no problem, we could get right in.  Everyone got back in their cars and drove to the next spot. 

When we got there, no one knew about the call ahead and we were given another long wait time.  When we asked about the reservations, the host could not manage anything other than a shake of his Justin-Bieber-wannabe hair and said “whatever.”  That didn’t go over too well and we ended up talking to the manager.  In the end, we got a table with broken legs that twisted and rocked like a ship in a hurricane, moved to another table where one of the seats had a mysterious black stain that had to be avoided.  The food was not as good as expected either, another disappointment in the evening. 

After we left, I thought about all the times recently where I have gone in a store or restaurant and have left less than satisfied.  It could be for a variety of reasons – rude or uncaring employees; out of the item I was looking for; prices were up; quality down and so on. 

In light of all the talk about the economy and how businesses are struggling, how is it that so many are allowing customers to walk away unhappy or at least with less than the best possible experience.  Now, more than ever, companies should be going all out to give their customers the best possible service and experience.

Of course, companies are struggling.  There is uncertainty and worry about the economy.  Prices for fuel and food are rising; salaries and incomes are not.  Business leaders need to maintain and attract customers, while battling rising costs at the same time.  Balancing these challenges can leave businesses straddling the fence and ultimately sacrificing quality, pricing or both, and more importantly sacrificing customers.

The good news is that there are ways to solve the dilemma.  Every business is different and some ideas may work better than others for your specific circumstances.

  1. Make (or keep) the emphasis on the customer.  Make them feel special.  Welcome them to your business and give them the attention that will keep them coming back.  Having employees who remember them is huge.  I once went to a McDonald’s and the clerk remembered me from the week before and how I had ordered my coffee.  A simple, small thing, but something out of the ordinary.  If you have employees that send the message, “whatever” to your customers, you are in trouble.  Fix it.
  2. Deliver value.  Yes, you have to be price competitive in most industries.  Consumers are worried about their own income and spending, but still want a value product.  Back to the restaurant examples – price may be important in picking where to go for dinner, but is not everything.  If it was or for those times that it is the most important, then most people will go to fast food or get the cheap pizza for $5.  If you run a sit-down restaurant, you will lose that battle so don’t try to win it.  Instead, make sure that you give customers the overall value they are looking for.  Value is the right mix of quality and price.  Sacrificing quality to save a few pennies may be the wrong approach – cheap can get you through the short-term, but may fail in keeping customers in the long haul.  Focus instead on the value that your customers want.
  3. Focus on building long-term relationships.  Develop trust by meeting and exceeding your consumers’ expectations.  That will create loyalty and in turn, repeat customers plus referrals.  In his book, “If Disney Ran Your Hospital” author Fred Lee talks about customer satisfaction surveys and scores.  He notes that on a scale of 1-5, most organizations consider a 3 or above satisfactory.  However, he points out that only a score of 5 will translate into consumer loyalty, an idea that has worked well for Disney over the years.
  4. Have a clear strategy.  You must understand what makes your customers tick.  What are their price points?  What drives their buying decisions?  It may be price, it may be service, location or better options.  Depending on your type of business, you have to understand your customer and develop a plan that meets their needs, not just yours. 

Following these guidelines will help your organization survive and thrive, building the foundation for long-term success.  If you can exceed your customers’ expectations in a down economy, then you have the key to true victory as things improve.



For more on customer service read “The Five Steps to Great Customer Service.”



Have you wondered how to deal with an aggressive employee or phone threats against a staff member?  Do you have the security system you should?  Are you worried about how your business would handle an emergency situation?  There are lots of worries as a leader in your organization.  Security risks do not have to be one of them. 

Get solutions to your questions.  Contact eric@businesskarate.com. 

The Value of Security

Security, or the lack of, can have a huge impact on organizations.  The Small Business Administration (SBA) has reported that 1/3 of businesses fail due to thefts or other security flaws.  One out of three fails due to crime!

Large companies are not immune either and likely have more areas of vulnerability.  Think of all the large banks, credit card companies and universities that have exposed hundreds of thousands of customers to identity theft by losing their private information.  Pan Am, once one of the top airlines in the world, went bankrupt in part due to the costs from one terror attack (Flight 103 over Lockerbie, Scotland). 

If the thought of failure doesn’t worry you, then perhaps some other associated risk will.  There are two more main ways that security risks will have a very direct cost.  One is premise liability and the other obvious one, is the actual losses due to theft or other criminal acts.

Premise liability can result from a variety of different circumstances, but poor or lax security is one.  For example, one hotel was recently sued for $4 million after ignoring crime problems until guests became the victims of an armed robbery.  In that case, management chose to ignore the problems and refused to hire or add security personnel due to the costs.  Four million dollars would have paid for a lot of security coverage and would not have had the negative publicity that a lawsuit had.

The average lawsuit from premise liability costs property owners over $600,000.  Imagine the impact of one loss like that on the bottom line.

The other concern is the direct impact on profit margin.  What is your company’s profit margin?  Some industries might eke out 1-2%; others 8-9%; some might even be higher.  Let’s say that your losses are 1% of gross revenue.  That amount has a direct impact on your profits and earnings.  If your business grosses $100 million, 1% loss due to lax security or other operational risks easily becomes $1 million of lost income; that is money that could have been used for expansion, advertising, new employees, capital equipment or better wages and salaries for employees. 

There are intangible benefits as well.  Employees worried about their safety at work can impact productivity and turnover.  Most employers do not tout on their list of benefits a safe workplace.  It is something of an expectation.  However, I’ve personally conducted surveys in the past in which almost 15% of employees had considered a new job due to concerns about crime and their personal safety.  That is more than one out of every 10 employees!  What is the cost of turnover in your organization?  The U.S. Dept of Labor has estimated that turnover costs 1/3 of the new hire’s annual salary.

A security program should achieve two things:

1.      Create a safe workplace for employees, customers, vendors and other visitors

2.     Increase profit margin by reducing losses

That is exactly what the Business Karate blog is about; tips to reduce losses and creating safer work environments.  Both accomplishments add up to increased profits and that is something that appeals to the C-suite at any organization.  

There are many specific steps to follow for a sound security or protection program and the details will vary from one business to another depending on their situation.  The one underlying question comes down to this – Is security an afterthought or nuisance, or is it a true business practice helping to advance your organization’s strategic goals?





              



Have you wondered how to deal with an aggressive employee or phone threats against a staff member?  Do you have the security system you should?  Are you worried about how your business would handle an emergency situation?  There are lots of worries as a leader in your organization.  Security risks do not have to be one of them. 

Get solutions to your questions.  Contact eric@businesskarate.com. 

Leaders Don't Have Autopilot

A leader has many roles – setting goals, inspiring others, developing strategy are some examples.  But the most important is keeping teams and individuals on track.  Without this ability, the other roles will never be met.  It is also the most difficult.  No matter the education level, or pay scale or task, keeping teams or departments and all the individuals that make them up on track is by far the most challenging job a leader has.
Shortly after I first moved into a management role, I had lunch with a former boss.  He asked me how I dealt with people always coming to me for assistance or questions or needing something.  I hadn’t talked about it, but realized just how right he was and how he must have had that in his role.  And, of course, I wondered about all the special requests that I had gone to him for in the past.
The idea stuck with me and I have grown to realize that leadership is all about people more than anything else.  Addressing the needs of customers, staff, direct reports and keeping the individuals on your teams working towards the same end is the real work at hand.
Throughout my management experiences, I have encountered a number of similarities, no matter the exact job or task involved.  Namely, as a leader you are constantly striving to keep your followers or employees on track.  You may have a set vision or destination in mind and specific steps needed to get there, but you can never lose sight of what your group needs.  Because no matter how carefully you’ve trained them, developed them or inspired them, people lose that vision and things fall apart.
               Individuals will find reasons to argue and debate and work against each other instead of working for each other and the common good.  It is not due to malice, at least not always, nor any kind of bad intention.  It is just natural that a group of people will all have different ideas on how to get things done or on what to focus on.
               As a department leader, I have seen supervisors with worries about handling difficult individuals.  Sometimes, it seems as if they are more worried about being popular than meeting goals.  Other times, they are more focused on having someone do things ‘their way.’  The result is that they lose focus on the goals and end up losing the respect of their own reports and can become overbearing themselves and lose any esteem they may have had.  But the common thing is that they seemed surprised at the challenge.  That is exactly what they are supposed to be dealing with.  Difficult individuals and their differences. 
               As a leader, you will always have a target on your back – people will focus on what you do or don’t do and watch what example you set.  This is where your focus on vision is essential – people will see what you are trying to accomplish and follow if they believe.
               As a leader, you must develop, nurture and grow that belief.  This is where your knowledge, experience and most important, your judgment, come into play.
               Once you’ve done that, you cannot sit back on cruise control or autopilot.  Your ship needs constant tending and tweaking.  Individuals will wander and falter.  This is what separates great leaders – keeping everyone on track.
               And that is the difference between true leaders and just managers.  Being able to negotiate the minefields of individual differences, emotions, jealousies, private goals and personalities is critical.  And for the true leader – you cannot let down your guard or coast on auto pilot.  Issues come up too fast and too frequently.  The best of teams will fall down.
               So turn off the autopilot and forget the cruise control and settle in for a long, and often, bumpy, but rewarding ride.