Services Safari

Interruptible Service?

Put the Twitter, IM, Phone and E-Mail On Hold and Read This Post

Maggie Johnson's new book, Distracted, might be something more VCs, software developers, geeks extraordinaire and self-important folks might want to read. In a nation full of Crackberries (those who take and check their Blackberries everywhere), this book may be too late for some but it could save others.

Maggie wrote a short piece for last week's BusinessWeek (see: "May We Have Your Attention, Please?", 6/23/2008) and this excerpt speaks volumes about the issue:

"Roughly once every three minutes, typical cubicle dwellers set aside whatever they're doing and start something else - anything else. It could be answering the phone, checking e-mail, responding to an instant message, clicking over to YouTube, or posting something amusing on Facebook. ...These distractions consume as much as 28% of the average U.S. worker's day, including recovery time, and sap productivity to the tune of $650 billion a year according to Basex, a business research company in New York City."

I was pleased to see this piece as I've often wondered about the business ROI of technologies like IM, Twitter, Facebook and countless other products. In their rush to tout the coolness of new technologies, few research firms ever really calculate the negative impact some of these technologies can have on corporate productivity.

Moreover, I've found it disturbing to have a meeting or meaningful business conversation with someone who is trying to win the multi-tasking Olympics. On a personal level, I resent it greatly when I'm paying a lawyer, accountant or other service person who isn't giving me or my business 100% of their time and attention. I also question the quality of the service provided from someone who never takes the time to give my problems the full, undivided and focused attention they deserve. Many problems cannot be solved in 3 second or 3 minute bursts. Maybe you think you can text a reply, read some emails, Twitter your latest GPS co-ordinates, order tonight's take out online, etc. and slip in my business in between it all but I don't want you working on my account.

Look at the problem this way. If you were buying a new car, would you want the factory workers doing all these activities while they're supposedly assembling your car's engine. No, you wouldn't. I recently had an impatient doctor try to pull this bad behavior in front of me and several family members. Since I don't suffer fools gladly, I called him on this unprofessional behavior and made him cut it out long enough for us to get straight answers to all of our questions.

Just yesterday, a client of mine admitted how good he felt when he took a week's vacation with his family and left most of his intrusive technologies at home. If you want a quality relationship with the people you love or do business with, you have to give them the attention they need/demand. Anything less is insulting or demeaning.

Let's get old school for a moment. When I need to solve big, complex problems, I turn off the phone, the television and even the iPod to focus my attention completely on the matter. I realize some problems just take more time to solve. Sometimes I even put a sign on my office door to remind potential interrupters that I'm preoccupied and unavailable short of a bonafide emergency. And, you know what? People understand that. It turns out that most of the interruptions people fire at me are neither important or urgent. They can wait.

I seriously doubt the rude, egocentric, self-important folks out there will read Maggie's book because it can't be parsed into a quick one line Twitter entry. That's a shame. But, here's hoping that some of you will fire off either this blog post or a copy of her book to those hopelessfully trapped in an attention-distracted (not attention-deficit or attention-overload) mode.

For those of you in a services profession, you and your peers really need to take heed. Inattention to clients and each other will not bode well for your firm. Just because hot technologies exist doesn't mean they don't need boundaries.

this blog cross-posted on Software Safari

Book Review

                     Quick Help For New Managers   

 

I recently read Nick McCormick’s book “Lead Well and Prosper (15 Successful Strategies for Becoming a Good Manager)”. I knocked this one out while on a flight to Oracle Open World.   

 

Companies will promote all manner of individuals within their firm. We've seen this time and time again.  Unfortunately, companies can take a perfectly good Accounts Payable clerk and mistakenly promote them to Accounts Payable Supervisor.  This can be a mistake because a person who is technically competent in one role may not make them competent as a supervisor. 

 

In walking around hundreds of client firms, I have met Peter Principle (i.e., people who are promoted to their level of incompetence) managers and executives frequently.  Some of these are promoted because of their political savvy while others may rely on their personality or technical skills.  What's missing usually in all of these individuals is a lack of basic understanding and training in what it takes to manage.

 

 

But, no matter how someone becomes part of management, they need some guidance to help them stay there. 

 

 

New managers are often left to fend for themselves.  Their superiors expect them to immediately utilize successful management techniques although training for such has probably never been offered to the new manager.  It is hoped, however, that the new manager will magically (or through the process of osmosis) soak up and internalize a whole new set of skills and capabilities previously never required of them. 

 

Early in my career, I quickly learned how to manage small teams of workers.  These teams ranged from 2-15 workers.  However, one day my boss was promoted and I was suddenly faced with the task of managing 96 people.  Adding to the challenge, I learned that 80 of the 96 did not work for our firm.  In the course of that first year, I focused on deadlines, deliverables and other tangible aspects of the project.  But I soon realized that if I didn't focus on some of the soft side issues of the job, I might not have much of the team left at the end of its 2 1/2 year life cycle.  That day, I re-envisioned what being a manager was all about and I dramatically changed my management style. 

 

New managers need all the help they can get.  While I love deep, intellectually challenging and provocative books on the subject of management, I also recognize that these publications are inappropriate for new managers.  It's that crawl before you walk problem that managers need help with and, unfortunately, too little is written about the new manager. 

 

Nick McCormick's book is a fast read.  It's only 92 pages long and is intended to quickly focus a new manager on the most important aspects of their job.  Whether Nick intended it for new managers or not is unknown to me; however, this book could be valuable to anyone who has recently moved from the trenches and into management. 

 

I have recommended this book for new managers as old managers have already established a style of working with people and may not be willing to change (Can old dogs learn new tricks?).  This book will not help someone who is technically incompetent, bereft of humanity or riddled with psychological inadequacies for a great managerial position.  It is, however, a quick and solid reminder of what managers should be focusing on as they drive, motivate and enhance their team's ability to be personally successful while creating value for their shareholders and customers alike.

The Psychopathy of Bad Bosses

               Who's Running Your Service Organization?

Stanley Bing, the nom de plume of a writer for Fortune, has recently updated his book "Crazy Bosses" and it made this old services executive sit back and reminisce about some prior superiors and the number these individuals worked over a lot of us.

Bing spends much of his book exploring the makeup and actions of five types of really bad bosses: The Bully, the Paranoid, the Narcissist, the Wimp and the Disaster Hunter. Thankfully, he also provides some guidance for dealing with each of these at the end of each chapter.

Whether these people are in your firm or in your client, you would do well to page through this piece on your next trans-continental flight.

Personally, I flew through this book. Maybe, that was because I could distinctly recall working for several bullies and narcissists. I've also encountered the wimp from time to time, too.

While I could write reams about some of my prior bosses, I doubt it would be therapeutic. I did have one exceptionally bad one who was paranoid, a bully and a narcissist. He was an absolute piece of work. This individual single-handedly fired everyone around him. Average tenure of anyone working with this fellow rarely exceeded 10-12 months.

Please read this book to make sure:

• you're not becoming one of these bosses
• you don't have someone in a position of responsibility who possesses these traits

Bad, toxic bosses are more than just a danger to the people who work for them, they usually cause great hardship to their employers, too. Bad bosses are a cancer that must be excised or the company could fail or falter badly.

A Book to Think About

                       Workers: Assets or Disposable Items?

Louis Uchitelle has penned a book titled "The Disposable American" that relates how the social contract between worker and employer has been devastated over the last few decades in America. If you'd like to read what others have to say regarding this piece follow this link to Amazon's posting of the book ( http://www.amazon.com/gp/product/product-description/1400034337/sr=1-1/qid=1175284961/ref=dp_proddesc_0/103-4423196-6031053?ie=UTF8&n=283155&s=books&qid=1175284961&sr=1-1 ).

Yes, offshoring, contract manufacturing and the corporate wasting of middle management positions have all taken their toll on U.S. workers. Interestingly, there's an OFF THE RECORD column in this week's InfoWorld (www.infoworld.com, 3/19/2007, "Attack of the Suits") that really gets me riled. It details what happens when some sharp-dressed folks embed themselves with the top management of a service firm. These folks execute a series of layoffs and other actions to temporarily improve the looks of the company's books so that the firm can be sold at a premium. Obviously, the new buyers and the current and former employees are the losers. Only the management folks benefited from this deal.

I've met "DEAL" CEOs. They're brought in to tart up a company and make it attractive to another firm. These folks have no soul. They're in love with themselves, their ego and their pocketbook. Personally, I think there will be a special place in the afterlife for these soulless monsters. They don't care about customers, employees or anyone save themselves. Their compensation is a pittance compared to what they'll make once a sale/merger is completed. Post-sale, you'll find these folks looking around for another workforce and customer base to torment. And, surprisingly, there's always some board of directors willing to hire these people.

Workers - run from DEAL CEOs. They'll only burn you in the long run. If they don't lay you off, offshore your job, transfer your clients to a less qualified person, cut your salary, renege on bonuses, etc., you'll be a rare exception. Pick another employer fast and get on with moving there. DEAL CEOs have no loyalty to anyone. They'll throw you under the first bus that they believe will deliver a higher sale price for the company. Don't believe them when they promise you stock options, wealth creation opportunities, job security, etc. Even if they put it in writing, prepare to take them to court to get these agreements enforced. Oh, and don't be surprised when you learn that their package includes benefits that are 1000- 1,000,000 times greater than yours.

Maybe, we need someone like Al Gore to spend some time thinking about America's workforce.   

Book Review

                         Why Johnny Can't Sell

Michael Nick has continued to nurture, expand and tune a concept he's had for years titled "Why Johnny Can't Sell". When I first became aware of this, it was a white paper that Microsoft and others were promoting over the web.

I liked the concept and I really like the book of the same name.

Many books promote a method for selling but few explain why you can have trouble doing so. More to the point, little is written about why people are having selling issues and what you should do to rectify the matter.

Michael earns points from me as he:

• explains why the good old days of selling functions and features is over
• describes all that is required to do consultative selling, especially all of the different types of research and sales enablers one needs
• helps you understand what you need to do to right your sales organization.

This book is a fast read. One transcontinental flight and you've got it nailed. Speed, while it shouldn't be factor in book choice, is great but the compactness and organization of the content are even more important reasons for getting it.

I support Michael's approach and have even developed sales training courses over the years which utilize similar concepts.

If you'd like to order his book, here's the key data you'll need:

"Why Johnny Can't Sell ...and What to Do About It", by Michael Nick & Robert Kantin, Kaplan Publishing.

Incidentally, Mike's firm is ROI4Sales (www.roi4Sales.com)

A Superb Interview

Excellent Synopsis of Hagel & Brown - Only Sustainable Advantage

Follow this link (http://knowledge.wharton.upenn.edu/article.cfm?articleid=1220 ) to read a great short interview with the authors of The Only Sustainable Advantage. John Seely Brown and John Hagel III are interviewed by Kevin Werbach (of Supernova fame and formerly with Esther Dyson's Release 1.0 publication). Incidentally, Kevin's a brilliant fellow. I met him once at Esther's offices. His blog is at: http://werbach.com/blog/ .

This book gets huge discussion time in strategic planning circles as it clearly lays out the new responsibilities of organizations and their top leaders. I especially like the time spent understanding permeable organizations and the need for companies to manage/master the 'edges' of their ecosystems.

If you won't read the book, at least read this interview. Those who do will better understand what clients are facing, what they need and the strategic dialogue of tomorrow's businesses.

Book Review

                           Trust-Based Selling

Charles H. Green has published a book that is particularly useful for those of us selling professional services. It's titled "Trust-Based Selling" and is published by McGraw-Hill. (ISBN 0-07-146194-9)

Sales enablement books usually have a predictable nature about them. They describe a methodology that will help the reader bag more deals. The implicit sub-text of these books is that a reader can execute the process within it and riches will spew forth.

The best sales books, though, are the ones that shed insight into buyers and sellers and help a sales person or their supervisor understand why deal flow is the way it is. Green's piece is in this grouping. He's not trying to get you to follow some pre-prescribed formula, instead, he's helping you understand that buyers use pricing and functions to weed out many of your competitors and then switch to trustworthiness as a final determinant of awarding the deal.

As such, Green's book is great for sellers of professional services. Too many junior consultants tend to listen to prospects just long enough to start pitching 'solutions'. This, it turns out, is a deadly error for these sellers of services.

I can relate to much of what Green writes about. My Accenture career was essentially an apprenticeship process. New consultants are taught the technology while mid-career folks get indoctrinated in the construction of solutions. Later, these more experienced personnel are invited into sales situations to learn what it's like to sell these solutions. For those professionals, this book is an unqualified must read. It sensitizes the reader to the meaning of trust in selling situations.

For those service firms that separate Sales from Delivery, I have mixed emotions. The short-lived nature of many sales professionals in these companies coupled with the immediate results driven need of sales to close deals in the current quarter/month, means that 'trust' is often way down on the priority list of sales management. It shouldn't be but it often is.

When Sales and Delivery are separate, the question of who owns the responsibility for developing and maintaining trust as part of the customer relationship is lost. Sales will promise one thing to get the work while delivery will scale back requirements to meet the financial realities a low-ball deal presents. The customer gets over-promised and under-delivered while Sales and Delivery point fingers at each other. I'm not a big fan of separating Sales and Delivery.

Back to Green's book: I strongly recommend it. It's written in a very polished, professional manner. It's not a methodology but it is an insight into how to sell via trust.

Trust me - it's good plane reading material and good for your sales staff.

The Disposable American/Workforce Crisis

Is the Truth Somewhere In Between?

Two new business books are out now and they should provide some interesting water cooler chatter.

The Disposable American makes a pretty solid case against CEOs who believe that "slashing staff in the name of growth does not in the long run, lead to better stock performance". The author dismisses one myth after another (e.g., layoffs save money, or, layoffs will result in a re-energized US economy). Layoffs are creating a whole new generation of free agent workers, workers in the margin, workers who are off the radar screen and/or earning less than before. The social consequences of these actions are quite significant and long lasting. A BusinessWeek review of the book (4.10.2006) is pretty eye-opening.

http://www.amazon.com/gp/product/1400041171/sr=1-1/qid=1145379605/ref=pd_bbs_1/102-2460149-5396106?%5Fencoding=UTF8&s=books

Workforce Crisis tells a very different story. It cautions CEOs to hang on to their older, most knowledgeable and skilled workers as a shortage of workers will be compounded by an absence of skills, too. This book looks long at the demographics of today's workforce and the demands placed on companies to deliver better service to clients/customers.

http://www.amazon.com/gp/product/1591395216/sr=1-1/qid=1145392659/ref=pd_bbs_1/102-2460149-5396106?%5Fencoding=UTF8&s=books

The truth may be a blend of both perspectives. To be sure, the U.S. does not have a firm handle on illegal immigration. Low skill and low paying jobs remain the purview of the newest arrivals to this country. However, the total story on higher skilled/modest to highly paid positions is still driven by many external, macro-economic factors. This is more true today than ever before. Service professionals find their career security driven more by actions of the WTO, G7, currency traders and government officials in countries like China and India. Service professionals find today's economy quixotic and, too often, personally and economically challenged. I've got several colleagues who are 'in between gigs" who'll back me up on this phenomena.

The U.S. may possess way too many 'managers' or 'supervisors' than it needs. It may also possess too many IT project managers, programmers, etc. What the U.S. workforce must become is more specialized, more nimble and more globally competitive - it may need to be more cutthroat in its dealings with corporations regardless of their headquarter's country.

Personally, I do not reward certain firms with my patronage precisely because of the way they treat (or mistreat) their workforce. Firms that will not pay a decent wage or provide even a modest level of benefits to their workers are not worthy of economic benefit. Think about how little imagination and strategic vision these business leaders have when all they do is keep cutting costs.

Henry Ford got it right when he introduced his automobiles almost a century ago. He paid his employees substantially more than prevailing wages because if he was going to sell his mass produced cars, he needed a healthy, vibrant, economically capable working class to afford them. I seriously doubt there is a CEO in the U.S. today with Ford's courage or vision.

Top executives have to be innovative, clever and imaginative. When they are, they can develop market making (not market emulating or low cost derivative) products. The best executives can develop new solutions in spite of the labor constraints of their country.

If you don't believe it's possible, consider this: I just bought a Swiss made watch for $99 plus tax. It's a beaut and does contain some non-Swiss parts. However, I admire the moxie of the folks who designed something this exquisite and can deliver it for this price.

Offshore work is fine in its place. It is not a panacea, though. It certainly can't make up for unoriginal, brain-dead 'leaders'. If your firm's idea of innovation is to outsource much of its business (product or service) to offshore providers, there may actually be a real problem with its leadership.

While I've known some great business leaders over the years, I really admire those workers who vote with their feet and leave the worst 'executives' behind.  I hope Workforce Crisis has it right as I hope a scarcer workforce will make the natural selection of bad executives an easier process. The sooner we are shed of these bad leaders, the better our workforce, economy and morale will be.

Free Book

                                                                      The Offshore Nation

I just got an email from Joanne McCool of Primavera (a sponsor of this blog). Primavera is making available a large number of copies of neoIT’s hot new release The Offshore Nation (valued at $40 each). This book examines the globalization of services now and into the future by covering topics such as borderless services models, how preparation meets opportunity, and the future of offshoring.

Primavera's giveaway requires a quick registration (click on their sponsor ad) and you're on your way.

No purchase is necessary and all registrants will receive access to a powerful research paper and whitepaper on the subject of offshoring. Primavera's website also indicates that early registrants may an additional gift.

If you're serious about building out or optimizing your global services delivery model, you might want to get this book.