Leadership

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Leadership

This week, our guest writer Christopher Kiely writes about the ways in which Leadership can become more effective when it comes to people.

$366 billion dollars. If you spent $366 billion dollars on training only to obtain negligible to non-existent results you might start thinking you were wasting money, or at least most people would. Not corporations though. In 2019 an article by Chris Westfall for Forbes magazine¹ put the yearly global Leadership training expenditures at $366 Billion, yep Billion with a B. You can use your Doctor Evil voice, it is appropriate. $166 billion of that is apparently spent in the USA alone. The article goes on to claim most of that training does not work and then cites another article from Chief Learning Officer Business Intelligence Board² that says 94% of corporations “plan to increase or maintain their current investment in leadership development.” Wow!

Let’s recap, $366 Billion spent, mostly on ineffective training, but the vast majority of corporations plan to continue spending on the ineffective training. This is a condemnation of leadership training in and of itself. Who has the gumption to point out the emperor has no clothes (a leadership trait BTW) when it comes to leadership training? Apparently, almost none of the people that had $366 billion spent on them.

If you Google “effective leadership” you will be presented with lists upon lists of “characteristics” and “qualities”, those seem to be the two prevalent terms used, some lists will be 6, some 10, others 12. There seems to be variation in how many qualities are required. Just as there is variation in what those qualities are, but a few do stand out. Listening, empathy and being “authentic” come up a lot. Not sure how you train those things to adults and apparently after billions spent neither do leadership trainers. 

I have been in the communication courses where we learned what designated colour or shape everyone was and how their colour or shape changes how we communicate with them, I was a blue square, for what that is worth. I have taken the course where we all learned each other’s Meyers-Briggs personalities and how to effectively work and lead different personality types. I have taken part in different forms of empathy training and team building initiatives. None of them changed anything, the next day we all went back to being ourselves and doing as we do… which is what people do, because it is what people want. They want to be themselves, warts and all. 

If you Google “define leadership” you get “the action of leading a group of people or an organization”. A not infrequent case where a form of the word being defined (i.e., leading) is being used to define the word (i.e., leadership). A leader leads. Ahhh… got it, thanks for that Google. 

What even is a leader? How does one become someone that takes part in the “action of leading a group”? Most people are simply designated leaders. Paying big bucks for some MBA or other C-suite qualifying degree from some fancy business school makes you a “leader” apparently, then you move up the leadership ladder chosen not by those you will lead but those that designate you to be the leader. Seems dubious to me. 

Some people are leaders, and some are not and most of what is learned about the basics of leadership characteristics is learned young. Most the “characteristics and qualities” used to define effective leadership are developed during youth or they are not developed or even developable at all. If billions down the drain with little to no positive results proves anything it is that training adults to be leaders doesn’t really work. Sure, you can perhaps blame some bad training, or cliche training programs with more sizzle than steak and even a leadership development industry that is more about personal branding and making money than developing leaders. There are plenty of all three.

But a follow up article³ to the initial Forbes article was written by Kevin Kruse a year later, in it he gives 6 reasons for why the money was wasted. He begins to get to the heart of the matter with “Reason #2: Training Too Late”. If you are seeing the need to train adults how to “listen” have “empathy” and be “genuine” (i.e., don’t only think and listen to yourself and try not to be a phoney). It seems to me you don’t have a training problem as much as you have a narcissist problem. Leadership training is full of these sorts of nuggets. Harvard Business School online⁴ adds “Integrity and Accountability” with “…’high moral standards’ as the most important leadership competency.” I’m not sure “morals” are a “competency”. If you are planning to train morals into a bunch of 30-something C-suiters, good luck to you.

What has happened to create a corporate culture where hating one’s boss is common, where the phrase “people don’t quit their job, they quit their boss” becomes cliché? When it is already becoming difficult to attract young talent can we really persist with known issues of decades past? There needs to be a fundamental shift in the notion of corporate leadership. You may begin to notice I like the “fundamental” changes; we’re swinging for the fences over here folks, I need to make it worth the price of the ticket for you.

That same Harvard Business School online post that talked about needing morals had “Ability to Influence Others” as the number one characteristic of being an effective leader, stating: 

“…influence is “the ability to produce effects on other people’s behavior.” Influencing others requires building a strong sense of trust with your colleagues. “This means [you] need to understand the types of resources people value when it comes to achieving safety and self-esteem,” says Harvard Business School Professor Julie Battilana.”

Uhm??? Not tell Harvard what-is-what, but that is kind of messed up. Leaders should not be seeking to “produce effects” on their employee’s behaviors by manipulating their “safety or self-esteem”, that is Machiavellian nonsense. Do we wonder why we have a narcissist problem? Do we really wonder why people hate their boss if this is what the elite schools are telling the C-Suiters? Enough with the designated top-down “leaders” and the billions wasted trying to turn adults in to caring empathizers with morals that then apparently will seek to “produce effects” on people’s behaviors by manipulating their self-esteem. What a colossal mess this whole corporate “leadership” notion has become.

I played a lot of youth sports when I was young. You know youth, when you learn empathy and morals. The best most effective team I ever played on was barely coached, it had no top-down leadership at all. We had a head coach that was always busy and a few dads that supervised us. We lost one game in two years of competitive rep-football. That team was successful because even at 12-15 years of age it had strong natural leaders, no billions needed. And they mentored a culture of caring and accountability. Where each and everyone of us knew the other had their back and would perform at the expected level and if we didn’t, we would call each other out on it, but only in the huddle and only ever that once. And if you needed help blocking the giant from the other team, you got it. All that leadership pre-Harvard business school. Wow, almost like you don’t teach that stuff…

I have spent 20 years now training various corporation’s employees all over the world. If you have been a mechanic’s trainer you know a lot of venting goes on in training sessions, perhaps this is unique to mechanics, but I don’t think so. When people are removed from their daily work environment they tend to talk, probably where the slang “talking out of class/shop” came from. They say as a trainer you learn more from the class than they do from you, it is often true. I have learned most people do indeed hate some of their bosses (there are layers) and often for good reason. I have learned some people are leaders and some are not, and some are active (in the moment) leaders, the doers, and some are passive (after the fact) leaders, the listeners. The main lesson on leadership I learned is that it is naturally occurring in almost all groups, a lesson I originally learned on the football field when I was 12. 

What most corporations fail to do is recognize, legitimize and foster it and you don’t really do that by designating anyone “the leader” or by bringing in “leaders” with big degrees from outside the group, unless you have some serious problems with current group dynamics. You foster internal groups with a sense of accountability and caring that have people that are the natural leaders of the group acting as mentors, not designated top-down authorities. If done right, you are selecting the people the group wants in those positions, no authority is required. No one needs to be “in-charge” and these types of working groups if structured right will often self-regulate to ensure no one considers themselves such. If the quarterback of a football team suddenly starts thinking he is the main man-in-charge, the offensive line quickly reminds him otherwise. If the people who are natural leaders lack the business acumen or skills to be entirely successful in the designated rolls than corporations should be training those competencies and skills, not trying to train “listening, empathy and morals” to the tune of $366 billion a year, that is a lot of college MBA degrees.

  1. https://www.forbes.com/sites/chriswestfall/2019/06/20/leadership-development-why-most-programs-dont-work/?sh=636f883b61de
  2. https://www.chieflearningofficer.com/2018/03/21/follow-the-leadership-spending/
  3. https://www.forbes.com/sites/kevinkruse/2020/01/07/top-6-reasons-your-leadership-development-program-is-failing/?sh=764f7eea74fc
  4. https://online.hbs.edu/blog/post/characteristics-of-an-effective-leader
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Service Department Efficiency Gains through Repair Options

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Service Department Efficiency Gains through Repair Options

Guest writer Ron Wilson continues his series with “Service Department Efficiency Gains Through Repair Options.”

Four-part series relating to Repair Options offerings:

  • Expand Product Support Offerings with Repair Options
  • Parts Department Efficiency Gains through Repair Options
  • Service Department Efficiency Gains through Repair Options
  • Who should Set Pricing for Repair Options Rebuilds?

This is the third in a four-part series relating to Expand Product Support Offerings with Repair Options.

The first article outlined the overall advantages Repair Options provides the customer and the dealership. The second article outlined how Parts Kits used in Repair Options can be a benefit to Parts Department of a dealership.

The Service Department can benefit from the utilization of Repair Options due mostly to efficiency gains in labor hours utilized in building a component.  The hours utilized in building a component include:

  • Prepping a component to be disassembled
  • Disassembling of the component
  • Inspection and preparing a quote to the customer (including parts, labor & misc.)
  • Waiting for the approval from the customer to go ahead with the quote provided
  • Ordering and returning of parts and cores
  • Assembly, test and adjust of the rebuilt component.

Based on the list above the key element is to reduce the number of labor hours relating to non-wrench time, while providing a quality rebuild within a specific timeframe.  Pauses during the rebuild process adds to inefficiencies, delays in completing the rebuild timely, and can contribute to quality issues.

Repair options addresses several of the above items by providing:

  • An agreed upon level of rebuild with the customer before the rebuild begins based on the defined Repair Options as discussed in the first article.  For example, the customer agrees to a Level 2 rebuild which includes Level one and subcomponents such as water pump/turbo/oil pump along with a detailed inspection and recommendations. The only need to gain additional approval from the customer is if an issue is identified that is outside of the defined scope.
  • Repair options will have a parts list already prepared and can be ordered using a “Paper Parts Kit” or a “Parts Kit”.  Review the previous article on Parts Kits and their purpose.  There is very little time needed to look up parts and the parts will be delivered to the shop bay in a manner to streamline the rebuild process.
  • Based on the parts kit developed using the 100% parts usage, the only parts to be returned will be the cores.

As can be seen using repair options can streamline the overall rebuild process. The customer pre-approved the level of rebuild, Parts Department has the parts kits delivered to the shop bay, and the technician focuses on the rebuild.

This is a Win-Win for the customer, the Parts and Service Departments, and for the overall dealership.

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Parts Department Efficiency Gains through Repair Options

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Parts Department Efficiency Gains through Repair Options

Guest writer Ron Wilson talks about how the use of parts kits can benefit your business in, “Part Department Efficiency Gains Through Repair Options.”

Four-part series relating to Repair Options offerings:

  • Expand Product Support Offerings with Repair Options
  • Parts Department Efficiency Gains through Repair Options
  • Service Department Efficiency Gains through Repair Options
  • Who should Set Pricing for Repair Options Rebuilds?

This is the second in a four-part series relating to Expand Product Support Offerings with Repair Options.

In the first article we outlined the overall advantages Repair Options provides the customer and the dealership. Let’s talk a little more specifically about how Repair Options are a benefit to the Parts Department of a dealership.

There are two common types of lists used for component rebuilds:

  • Paper Kit– is list of the 100% utilized parts needed for a specific component to be rebuilt.  This list can be broken down into specific sections (components) of the rebuild. For example an engine rebuild paper kit could be divided into:
    • Upper end- Cylinder head rebuild parts.
    • Block- liners, pistons, rods, main and rod bearings
    • Gasket kits
    • Water pump, turbo, oil pump

The paper kit is utilized to process the part orders and delivered to the shop bay as needed.  By entering one part number the kit number breaks down into the consist list of individual parts.

  • Parts Kit– is the list of the various parts needed for the 100% replacement parts that are stored in a Vidmar type cabinet on wheels and a part number is assigned to Parts Kit.  
    • The Parts Kit includes all the parts needed for the rebuilding of the component.
    • Parts are arranged in the Vidmar cabinet based on the section of the rebuild.
    • Parts are not bagged and tagged. Instead, the Vidmar dividers are labeled with a part number and quantity needed for the rebuild.

One of the key advantages of utilizing parts kits is the reduction of parts being returned from the Service Department.  The kit only contains 100% utilized parts that have been predetermined based on the level and type of Repair Option that is being completed. Very often in the traditional rebuild it is not uncommon for there to be 10-15% return percentage and several last-minute parts orders due not knowing what will be replaced until the component is disassembled and being re-assembled.

A few other points relating to Parts kits:

  • Parts Kits do take up warehouse storage space
  • Parts kits can be replenished during non-rush workload times
  • Use of Parts Kit number reduces the number of line items that need to be entered on the parts document.  The Parts Kit number breaks down to the detailed parts list.
  • The use of Parts Kits can reduce emergency backorders and related fees and freight expenses
  • Accuracy is critical. One excess o’ring left over after a rebuild can cause concern and additional cost only to determine that one extra o’ring was placed in the Vidmar.

The Parts and Service Departments working together to build Parts Kits can provide improved efficiencies in the warehouse operations and in the component rebuild bay.  All of this contributes to adding value back to the customer in quicker turn times, higher quality of work, and turn time expectation being met or exceeded.

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How you can ensure your continuous improvement efforts succeed

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How you can ensure your continuous improvement efforts succeed

Guest writer Mark Fitzsimmons offers readers a detailed guide on how you can ensure your continuous improvement efforts succeed in this week’s blog post.

Continuous improvement is a key factor in any organization’s success. It involves constantly identifying areas for improvement, implementing changes, and measuring the effectiveness of those changes. However, continuous improvement efforts can be challenging, and many organizations struggle to see results. In this blog post, we will explore what organizations need to do to ensure successful continuous improvement efforts.

Develop a culture of continuous improvement.

The first step to successful continuous improvement is developing a culture that embraces it. This means creating an environment where employees feel comfortable identifying areas for improvement and suggesting changes. It also means encouraging employees to take ownership of their work and providing them with the tools and resources they need to make improvements.

To develop a culture of continuous improvement, organizations need to communicate the importance of it regularly. They can do this by holding training sessions, providing resources such as books or articles, and highlighting success stories. Organizations can also incentivize employees to participate in continuous improvement efforts by offering rewards for suggestions or improvements that lead to significant results.

Establish a clear process for continuous improvement.

Establishing a clear process for continuous improvement is critical to success. This process should include the steps for identifying areas for improvement, collecting data, analyzing the data, developing and implementing solutions, and measuring the effectiveness of those solutions.

The process should be well-defined and communicated to all employees. It should also be flexible enough to allow for changes as needed. By having a clear process in place, organizations can ensure that everyone is on the same page and that improvements are made consistently and efficiently.

Set measurable goals.

Continuous improvement efforts should be guided by measurable goals. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). They should also align with the organization’s overall objectives.

Setting measurable goals allows organizations to track their progress and identify areas where improvements are needed. It also provides motivation for employees and helps keep everyone focused on the same objectives.

Use data to inform decisions.

Data are essential for identifying areas for improvement and measuring the effectiveness of changes. Organizations should collect data regularly to inform their decisions.

Data can be collected in many ways, such as through surveys, customer feedback, or process monitoring. Once data are collected, they should be analyzed and used to identify areas for improvement. Organizations can then develop solutions and measure the effectiveness of those solutions by collecting more data.

Involve employees in the process.

Employees are an essential part of continuous improvement efforts. They are the ones who do the work and have first-hand knowledge of the processes and procedures that need improvement.

Organizations should involve employees in the process by encouraging them to identify areas for improvement and providing them with opportunities to contribute to the development of solutions. This can be done through brainstorming sessions, focus groups, or suggestion boxes.

Involving employees in the process also helps build buy-in and ownership of the changes. When employees feel like they have a stake in the process, they are more likely to support the changes and contribute to their success.

Provide resources and support.

Continuous improvement efforts require resources and support. Organizations should provide employees with the tools and resources they need to make improvements. This may include training, access to data and information, or support from management.

Organizations should also provide support for continuous improvement efforts by assigning a dedicated team or individual to oversee the process. This team or individual should be responsible for facilitating the process, providing guidance and support, and ensuring that the process is followed consistently.

Celebrate successes.

Finally, organizations should celebrate successes. Continuous improvement efforts can be challenging and time-consuming, so it is essential to recognize and celebrate the progress made along the way. Celebrating successes helps build momentum and motivates employees to continue making improvements.

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Coaches Corner v.03.16.2023

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Coaches Corner v.03.16.2023

Right before St. Patrick’s Day, we have guest writer John Anderson writing Coaches Corner v.03.16.2023: Put Me In, Coach!

Great players and great teams all have one thing in common: they have a coach. It doesn’t matter if it’s a team sport or an individual sport, both are comprised of people who are driven, motivated, and among the very best in their sport or field. They have an energy and skill set that enables them to rise to the top. They also have a self-awareness that leads to continuous improvement. Tom Brady, Tiger Woods, Venus Williams, and Michael Jordan each had a coach despite being the best in their respective disciplines. Their coaches were able to see, analyze, and offer a perspective based on expertise, experience, outside knowledge, and without being influenced by being in the game.

The same thing happens in business. Having an experienced and knowledgeable coach will elevate a business to a next-level enterprise. It’s easy to look at your own company and say you’re successful, but it’s more important to look at your business and say, “How do we become the best, or remain the best?” Often judgment and decisions are clouded by ego, job security, or just lack of experience. The complexity of operations is compounded by growth and even simple family dynamics.

Thankfully, finding a good coach today is easy. Between 2010 and 2020, a significant part of the workforce retired either by choice or economics. The very best and brightest were offered packages leading to early departure. Often these high performers were also some of the highest paid executives, and cost-cutting won out over logic. So why the exodus? Most were in their 40s and 50s and looking forward to retirement. They were driven for so many years to the top of the food chain that a chance at regaining a work-life balance had real appeal over their $200K + bonus job. Suddenly we had senior executives, innovators, leaders, true entrepreneurs who were pulled from their respective games and left the field of play. We were left with a void in the one area you can’t just fix: experience.

Fast forward to a post-pandemic model where many companies are preparing for the next wave of challenges, be they economic growth or recession-related. Companies are operating without business and spiritual coaches. Teams are being reassembled under a new dynamic but without the experience factor. Middle managers are now expected to be the leaders. Without coaches, they are destined to make big mistakes, micro-manage the less dedicated workforce, stifle creativity, and curb innovation. Why not bring in the experience at a fraction of the cost, as a resource to help navigate without the commitment of a $300K hired gun.

Today you can find a coach who has walked in your shoes for 20 years. They have led multimillion or even billion-dollar businesses. They have connections and wisdom learned from mistakes that you don’t have to make. They do not want your job. They only want to help you succeed. A good coach can offer a completely different viewpoint without the fear of losing a job or political influence. A coach isn’t in the game, so don’t expect them to be calling plays or making shots. Their role is to coach people, situations, and decisions to improve your organization. Imagine having a successful entrepreneur with 30 years of experience sitting beside you during your business planning sessions or having a superstar sales exec sitting in on your weekly sales team meetings. What about navigating an acquisition or going public? These are potentially life-changing events that you would never do without counsel or coaches.

Finding a coach is easy these days. People who left the workforce early have played enough golf, traveled when they wanted, caught up on familial responsibilities, and are just waiting for the phone to ring. They relish the idea of working and contributing more than getting a big paycheck. Often times, the cost of a coach is less than an entry-level employee, but having access to that knowledge is priceless. They look forward to working a few days a week or even a few hours every day. Getting a coach is easy. Accepting coaching is harder and what will elevate you to a champion.

In conclusion, having a business coach can be a game-changer for your organization. Great players and teams all have coaches for a reason, and the same applies to businesses. Having an experienced and knowledgeable coach will elevate your business to a next-level enterprise. With the abundance of highly skilled coaches available today, finding one that fits your needs and budget is easier than ever. A coach can provide a fresh perspective, offer guidance and advice, and help navigate challenging situations. Don’t let ego, job security, or lack of experience cloud your judgement and decision-making. Embrace coaching and take your business to new heights.

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Inflation, Jobs, and Interest Rates

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Inflation, Jobs, and Interest Rates

Today, guest writer Edward E. Gordon takes on a topic that has been in the news for quite some time: Inflation, Jobs, and Interest Rates.

Latest news headlines report that stocks are crashing. The markets are focused on further interest rate increases as the Federal Reserve responds to inflation. But to what extent is inflation triggered by surging jobs hiring and a falling unemployment rate?

 Overall businesses are still experiencing great difficulty in hiring skilled workers. Massive retirements and COVID-19 are being identified as the main culprits. However, reports from research groups and trade/professional associations are identifying skilled worker deficits as the chief cause of workforce shortages and wage inflation. As Harvard economist Gabriel Chodorow-Reich stated, “companies will keep bidding up pay as they compete for employees.”

The McKinsey Global Institute report, “Rekindling US Productivity for a New Era,” (2/23) centers on the urgent need for worker training and education to fill the rising tide of vacant jobs across America. McKinsey’s research lends future credence to similar statements by the American Hospital Association, the Association of General Contractors, the National Federation of Independent Business, and many other organizations.

 The skills-jobs disconnect has only grown since the 1990s. Companies generally fail to recognize that investing in their employees’ continuing knowledge growth is a core business function. In fact as they continue to focus on cost-cutting, they are further losing ground as automation requires better skilled people. Data shows that this skills-jobs disconnect will persist at least until the 2030s. 

Is this the new normal? The longer businesses only circle these issues at 30,000 feet, the bigger the risk of the economy running out of the required skilled workers to keep it expanding.

What has to happen before this requirement is acknowledged by our business culture? We hope soon rather than after a major economic crisis.

 

LWS addition from Ron Slee:  Mike Rowe recently said that “if you don’t work with your hands or build something, your job is at risk of being replaced by artificial intelligence. The younger generations seek purpose in their work and expect that their employers will help them with continuing education and training. Or they leave.” 

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Brand Identity = Measurable Customer Behaviors

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Brand Identity = Measurable Customer Behaviors

Today’s blog post, “Brand Identity = Measurable Customer Behaviors,” is brought to you from a new contributor. Roy Lapa is an experienced marketing professional with 25+ years of experience in B2B and B2B2C heavy industries in various functions such as sales, customer service, remanufacturing, industrial automation, product support, marketing, and management (with over 10 at senior levels). Roy’s DNA is geared toward developing solutions that are data-driven, customer-focused, and innovative. Roy is the Managing Director & Co-Founder, AFP Marketing Agency LDA.

If you search online, you’ll find many different brand identity definitions that point to various components such as your values, communication style, what you want people to feel when they interact with you, how recognizable you are, promises you make, tone, voice, fonts, colours, etc. These achieve some level of awareness but lack tangibility for most industrial businesses. Let’s narrow the definition to something more tactile for industry manufacturers, dealers, distributors, and service providers: 

Your distinct brand identity must be linked to repeatable, scalable, and measurable customer behaviours.

Archetypes

Archetypes have proven useful as a simple framework in helping define customer behaviours since they play a role in influencing human behaviour, according to Carl G. Jung1, a Swiss psychiatrist and psychoanalyst. With some industry input, I have mapped out some of the top mining and construction manufacturers onto the 12 brand archetypes illustration2. Though there may be some debate about each OEM placement, this simply serves as an example to help you figure out your brand-customer relationship. 

Here are a couple of questions and an example for each to assist you in defining your brand-customer relationship. 

Why am I here as a Manufacturer, Dealer, Distributor, or After Sales Provider? 

Example: Mountain snow groomers keep failing within the warranty period leaving the customer unsuccessful in figuring out why. They follow all the OEM recommendations to no avail. 

  •  [MASTERY-HERO] If you have a reputation for saving the day, one of your service managers is likely one of the customer’s ‘pinned’ text message contacts.  

2-way relationship behaviour: Under customer pressure, you always figure out a way.

What primary market behaviour do I want to be known for? 

Example: Looking for help completing a new and unique infrastructure project, a customer is unsure how to approach the project from a technical standpoint. 

  •  [INNOVATION-CREATOR] You have a better chance of being the first contact if you have a reputation for coming up with innovative job site solutions.

2-way relationship behaviour: When the customer asks if there a better way, you consistently invent. 

This is not new, and yet in dealing with many companies, most want to leap forward to brand identity deliverables such as voice, logo, typography, colours, etc. Additionally, firms are eager to transition to using terminology that is recognized in the business world without first doing a strategic analysis of their primary purpose: a behaviour-oriented relationship. Exploring your core business archetype is an excellent way to discover your brand identity. 

Brand Audit

An audit performed by an external company that employs a mixture of data science and interpretation, along with contextual industry insight provides a clear anchor point which will help you understand where you stand today. Reducing self-serving bias, illuminating internal blind areas, and deciphering what is authentic vs. noise requires effort. Further, strong biases result from relying only on internal personal experience, especially recent experiences, in evaluating what your organization’s archetype might be. Lastly, brand identity is unique to your business and if you want your customer to notice you walking down the street and actively seek to engage, being distinct is key.  

Great job, you narrowed it down to one brand archetype. Although it may be possible to be known for more than one, be cautious you don’t mistake that as being able to provide something for everybody. In working with many organizations, I have seen less than a handful of organizations be successfully known for two archetypes and this rare phenomenon is usually only within a distinct division or subsidiary.  

Align

Now comes the challenging part.  All facets within your company’s behaviours and communications must be in alignment if you are not already working inside your core archetype to undergo a thorough transformation. What do we mean by all? 

  • Executives, senior leaders, and managers: leading by example, living and breathing the company ‘motto’ in all internal and external interactions.
  • Marketing: Events, press releases, product launches, website, content strategy, publications, social media posts, point-of-display areas, colours etc. 
  • Product Support (Parts, Service, Customer Service): phone calls, on-hold messaging, approach to the customer, warranty support responses, in-field support, mechanics’ interactions with customers, etc. 
  • HR: the process of communicating with employees, onboarding, ongoing training, upskilling courses, instant performance-based feedback, retiree communications (alumni), and much more. 
  • Finance, IT, and all operations: the behaviours within these groups need to align as they inevitably spill over into customer interactions.  

Track

Let’s move on to some measurable items to help direct your path for the long term. I have selected these five metrics as they provide a few customer angles to measure. Each one progressively represents a stronger indication of the health of your brand identity demonstrating a more engaging customer behaviour.

  1. Digital Reviews (Trustpilot, Google Reviews, FB)
  2. Net Promoter Score (NPS)
  3. CRM rep interactions with customers (Keywords within conversations)
  4. Case studies and testimonials with customer name and endorsement
  5. Direct referrals

Are there more measurable options? Yes. Each of these five works well for most of the organizations within the equipment manufacturer, dealer, distributor, and service provider industries. From my experience, I would make a few metric adjustments, only if necessary, following your brand audit, brand identity creation, and establishment of certain fundamental joint marketing-business goals.

Real customers. Can you pick the most likely archetype that fits the quote?

  1. We’ve, [brand], stuck together through some tough times in the industry, and that’s helped us get through and into better days. 
  2. The bottom line for me is that we’re building more roads since we started using [brand], and that’s what it’s all about.
  3. What’s important to us is that [brand] has been there for us every step of the way.
  4. We agreed to buy those graders without seeing them on an actual job or talking with anybody who had used them. We made the equipment deal based solely on our trust in [brand’s] recommendation. 

 

 

References & Notes: 

  1. https://en.wikipedia.org/wiki/Carl_Jung
  2. Illustration created from context knowledge, industry input, and online data points, March 2023. 
  3. All brands, and original equipment manufacturer (OEM) references are owned by the respective OEM entities or their affiliates. These terms are used by AFP Marketing Agency, LDA for reference purposes only and are not intended to indicate affiliation with or approval by the OEM. 
  4. Answers: 1. Mastery-Hero 2. Control-Ruler 3. Service-Caregiver 4. Knowledge-Sage
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Coaches Corner v.03.09.2023

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Coaches Corner v.03.09.2023

In Coaches Corner v.03.09.2023, Coach Floyd Jerkins talks about management and leadership behaviors.

The New Everyday Coaching Behaviors

There is a lot of buzz about management and leadership styles today. While we’ve experienced changes in the workplace, people have always wanted to be treated as human beings. Respect, truly listening, and general compassion for our fellow humans win the day. 

Employees across the board are more vocal today about how they are treated, so be careful about following shiny objects. There are different leadership styles that work well. There is unmistakable evidence that when all the decisions are made by a given few or when employees are told exactly what to do all the time, it’s demotivating. When they don’t have input about the culture of their work environment, it’s demotivating. They quickly become disengaged because they have no say or are given an opportunity to contribute to their work tasks. None of us want to be told what to do, and neither do our employees. 

Coaching is a Participative and Situational Influencing Style 

The coaching profession has exploded in recent years, and it is diversified across many different fields and industries. Some old practices are now relabeled to new and what’s called exciting terms. Everyone is a coach, and coaching is the new thing to discuss. 

It is a noble profession and a management method that some of us have successfully taught and practiced for decades. To be good at it requires education, experience and some school of hard knocks. Just because you’ve attended a few classes and got the plaque on the wall, it takes more to walk the talk.  

Coaching Description

Coaching is a participative and situational management style that requires managers to help others enhance their own performance. They help the individual or team unlock their potential by supporting them to learn vs. telling them what the answers are. Fostering an environment to learn and think independently contributes to developing the individual or team to reach their fullest potential. The coach is a facilitator, helping the team members to achieve their results. 

Building Trust in Teams to Reach High Performance

Building trust in a team requires the leader to foster trust-building actions and decisions. When the leader stops thinking that people are there to be controlled or managed, this starts to open the culture to people not fearing a reprisal from the leader when they question something or take actions that turn out to be wrong. 

If you can’t trust people to do their jobs well, then one of the following situations needs to be addressed:

  • You hired the wrong person to fit your organization’s culture and style of business
  • You have the wrong person in the wrong position
  • You haven’t sufficiently trained them.
  • You have a manager who can’t let go of power and control

Progressive Coaching Focuses on Employees Strength

When you trust people to do the job, and it doesn’t come out right, that’s a coachable moment. If you have  good people in the wrong positions, you need to go back to the job description and ensure you have it correct. If your people are properly trained for the position, look closely at the manager. Maybe they just can’t let go of power and control. There are different leadership styles that work well.

When there are emotional or unhappy employees in your business, at some time they’ve tried to tell you about it. Maybe your ears turned off, or your reaction signaled them to think twice about bringing it up again. Spirited people may request more than once to change a system or process but eventually become frustrated and shut down because they don’t feel heard. Jumpstarting them again can be tough to do. 

A coach wants to know what is behind the conversation. What is behind the emotions? A coach is genuinely an interested listener. They make it easy for people to talk to them about almost anything. Effective listening is a learned skill set. Also, learning to listen isn’t always about what’s said. Watch what people do; that’s always revealing. 

When your employees are improving, and the culture of the business supports learning and teaching, their enthusiasm and abilities to be effective are greater. They become more connected to the business and its mission and purpose. 

A coach creates a focused approach to developing their people. Sure, we want to get business results, but that only happens after your people do what they do. As I’ve said before, good people can do extraordinary things when given a chance to succeed. Focus on each employee’s strengths and help them unleash their natural talents.            

Answer Man to the Rescue: Stop Giving All the Answers 

Managers are often promoted because they were problem solvers in their previous position. They had the ability to fix things when they were broken. The mindset is that it’s typically much faster to do the work themselves or faster to tell someone what to do vs. showing them how to do it. This management approach is a real challenge in an organization striving to move forward with new leadership styles. 

Nothing is worse than training a staff that you have all the answers all the time. It’s debilitating to the team and a significant factor in staff turnover. In my article, Answer Man to the Rescue I point out that you are not superman or superwoman who has all the answers all the time. 

Learning to let go of power and control requires the leader to delegate. You want team members to own the solutions. Being a good coach means helping them develop the best possible solutions that are good for the customer and good for the business.

The more you can engage your employees to contribute to the decision-making process and encourage them to speak up in a safe environment, the more they feel connected and empowered. 

I know some of you are thinking, wait a minute, it’s much easier and faster if I just give them the answer and then move on to other issues. The real challenge is that you are not creating problem solvers who then solve them without ever asking you. You are robbing your employees of the opportunity to figure it out, and that’s such a waste of human talent and energy. You, then, are the problem, not the solution. 

Psychological Management Practices That Foster Business Development 

In my article, “Improving Your Employees Psychological Income,” I address pieces to the puzzle of delegation and accountability through empowerment. This is an important step to learn how to help teams perform at a high level. The magic of dimes exercise is a useful tool to help your leaders transfer from “what’s going wrong” to what’s going right” and develop some focus on the things that matter the most. 

Intentionally becoming positive is a practice all by itself and tough to master for many. Instead of always pointing out what’s wrong, the coach accepts these instances as coachable moments and learning opportunities. The discussion centers on the mistake, how it happened, and what we can do to prevent it from happening again. We fix the source of the problem, so it doesn’t happen again and stays out of the emotional upheaval. 

Open and Direct Communications Style               

In today’s world of people management, there are new rules and new paradigms of people being sensitive to certain words and phrases. To say you should not patronize or be critical of others is an understatement. It all boils down to what Dale Carnegie wrote in his 1936 book, “How to Win Friends and Influence People.” Treat others like you want to be treated. Empowering and coaching others is not a new concept. 

Whether you are a small business owner, a leader in a business, or possibly a company preparing to scale your model to reach larger goals, mobilizing and cultivating your human assets is key to your success. 

There are duplicatable steps to implement empowerment. You can read more about it in this article. “Conditions of Empowerment.” This provides a general guideline for the information. Make it clear what teams are responsible for by following:

  • Specify the Desired Results
  • Set Some Guidelines
  • Identify Available Resources
  • Define Accountability
  • Determine the Consequences

By using an open and direct communication style, you can make it clear what your people are responsible for. Give them the room to go about it their own way. 

Implementation isn’t always easy and there usually isn’t a clear road map. Habits can be hard to break, so recognize if you always see the negative in a situation. You’ll have to catch yourself if you start making negative remarks. You can relearn how to make a better and positive style of reply under nearly all circumstances through conditioning. Just do what an athlete does to get better, they perform the same moves every time under certain conditions, then tweak the responses to gain the maximum results they’re seeking. It is possible to phrase everything in constructive terms – even a negative sentiment. Practice makes perfect! 

In Closing…

It just makes common sense that people are better motivated when they are happy and focused. It’s also a lot more fun to work around teams of people who are excited to come to work every day and who share a common goal. 

The real success of a leader today is easily measured by the success of the people that work for them.           

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Is Innovation in Dealer Systems Dead?

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Is Innovation in Dealer Systems Dead?

Guest writer John Anderson doesn’t ask the easy questions in this week’s blog post: Is Innovation in Dealer Systems Dead?

There is an urgent need for disruption in the industry.

As a former evangelist for dealer systems, I have spent over 30 years preaching the gospel of innovation to dealerships across the country. From John Deere agricultural dealers to small Bobcat dealers to the largest multi-store Komatsu dealer, I was always on the hunt for the next important thing. But lately, as I’ve returned to the industry, I can’t help but wonder: has innovation in dealer systems died a slow and boring death?

Sure, we have data analytics and integration to other industry applications, but is that really enough to keep us ahead of the curve? As I attend conferences and seminars, I cannot help but feel that the dealer systems industry is stuck in a rut. Instead of pushing the boundaries and taking risks, we’re settling for incremental updates and rehashed ideas.

The problem is, the world is changing faster than ever before. Technology is evolving at a breakneck pace, and we need to keep up if we want to stay competitive. We need to find visionaries and free thinkers who are willing to take risks and pursue new ideas. We need to challenge our system suppliers to do better and think outside the box.

One of the most exciting areas of innovation in dealer systems is the use of machine learning and artificial intelligence. Imagine being able to request a detailed repair order complete with parts requirements, technician instructions, time requirements, and skills matching, all from historical data and some AI. Even less experienced mechanics could receive technical instructions and AR vision to help ensure a quality job. These are the kinds of game-changing ideas that should be driving the industry forward.

Of course, there are challenges to implementing these kinds of innovations. It takes time, money, and a willingness to take risks. But the rewards are worth it. Not only will innovative dealer systems make dealers more efficient and profitable, but they will also make customers happier and more loyal. When was the last time you were genuinely excited about the technology and systems you use every day?

So, what should you be looking for in a dealer system supplier? You should be seeking a company with a great history and knowledge, but one that isn’t constrained by its own legacy. Look for a supplier that is developing new and needed applications that you can really get behind. You should be getting monthly updates on what’s new and what it means. And, most importantly, you should be challenging your system suppliers to show you what they’re working on. Make them develop a skunk works.

Innovation in dealer systems does not have to be dead. It’s up to us to breathe new life into the industry and push it forward. The entire world is changing at an unprecedented rate. Is your dealer business system doing the same, or is it just trying to keep up? Do not settle for mediocrity. Demand more and be a part of the solution.

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The Importance of Purpose

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The Importance of Purpose

Guest writer Christopher Kiely has written today’s blog post, The Importance of Purpose, as a continuation of his thoughts on meaning and purpose in the workplace.

As we discussed previously, one of the main contributors to the malaise about work and the lack of desire of a quarter of workers ages 20-34 to participate in the workforce was the lack of meaning and purpose found in the modern workforce. People were looking for “what it all means”. Members of the younger generations have seen their parents dedicate themselves to the 9-5, only to end up on the endless treadmill of unfulfilling work for narcissistic bosses assigned to them by uncaring and demanding companies. Running in place for decades for the opportunity to retire in the twilight of their life. And those are the lucky ones. Many others have seen their parents wind up laid-off, cast aside and dismissed after dedicating years and even decades to the treadmill. 

Since writing that initial blog on this subject we have seen the mass layoffs in tech with the depressingly informative website “Layoffs.fyi” ¹ putting the numbers so far this year at over 100,000. That is on top of the 159,846 they tracked in 2022. These are the jobs the younger generations were told are the “jobs of the future”. Well, the future is now and apparently there is way too many of them. That is unlikely to provide anyone with much sense of purpose.

On a recent trip back from Nevada I took an Uber home from the airport. My driver was a millennial finishing up their Uber shift and we got to talking about mining (I was coming back from a mine), electric cars (we were in a Tesla), professions, and life. Turns out the Uber gig was only one of three jobs or “hustles”, as the kids say, all part of the “grind culture”. The Uber job paid for the Tesla, insurance and charging costs, plus some. The second hustle was real estate. They were going to do some “staging of a condo” for that hustle after the Uber gig, it was already 1AM. The third hustle was coaching, “legit sports coaching, not the life-coaching variety”. I have known a few of those… they often require the most life-coaching. But hey a good way to learn is to teach or coach. So, fake it until you make it, I guess. But I digress.

The millennial-hustler and I spoke about the layoffs in tech, he just chuckled unsympathetically. The notion of relying on that traditional relationship with a company seemed completely foreign and foolish to them. Keep in mind, they still depend on corporations and institutions for their hustles. There is no Uber-driver without Uber. Only the relationship has changed. My driver was the exact type of “worker” corporations used to be on the hunt for: intelligent, confident, charismatic, driven, self-motivated, multi-tasker, willing to work long hours, etc… and for years our schools cranked out willing workers conditioned to seek approval from institutions, including corporations. But the new hustler of the grind culture has no time for those systems of control and authority when there are apparent by-passes everywhere.

Along the way that whole system has worn out and broken down, call it a lack of foresight, poor planning or malicious neglect, it really doesn’t matter. I’m not here to pick sides and theories. But I will view with suspicion and/or slight pity anyone that does not recognize the current state of our institutions. From education, to healthcare, to government itself, all have been shown to be questionable in their authority of late. This does not go unnoticed by our youth. I know, I have a few in the house. They trust in very little and have “faith” in even less, including our venerated institutions. They believe more in their phone than they do in much else. The opportunity technology provides youth is underestimated and under-appreciated by older generations. They will have no time for our institutional systems of control and authority. Not the smart ones anyway. The emperor has no clothes.

But, replacing a treadmill with a grind does not sound like much of a step-up, and certainly not a step-off. I worry that in pursuit of “what it all means” in a world of deep cynicism there is a risk of repeating the same old mistakes while making all new ones. The lesson seems to have been learned that corporations, jobs, the 9-to-5, do not provide a life of purpose. That is good, because in and of themselves, they don’t. But as I said, there is still no need for an Uber-driver without Uber. Only the nature of the relationship has changed. While the young hustling-grinder sees freedom and opportunity to work as they please. The corporation has a workforce it views as contract and replaceable, the backdrop of dystopian sci-fi. Some will say it has always been that way and the notion of loyalty to employees was just a façade. I would hesitate to disagree but would argue the façade kept some people dedicated and loyal. Removing it all together is certain to affect such things negatively and the façade crumbling to the ground in their lifetimes as they are due to continue the charade, is bound to impact a generation.

We have a generation of youth that seem to be trading a treadmill for a grind combined with a new type of corporate disregard for people that provides people with little reason to want to work for many corporations, beyond hand-to-mouth necessity. All at a time when our institutions seem strained by expected everyday use. I understand the younger generations being disillusioned by it all. I was disillusioned when I was their age, I still am frankly. What disillusioned me then has not become any better. Now whether all this hustling and grinding leads anywhere different than the treadmill of old remains to be seen. My driver certainly seemed to be focused on the ever-arriving future, a state of being we continue to mistake for purpose and tends to lead us to look back with regret. I have the feeling both the corporations failing to harness passion and provide any sense of purpose and the young generation choosing to use passion to grind for purpose, are both failing one another.

Corporations that are serious about the quality of life they provide their employees (really serious, not sort-of-serious in a CSR, good-PR type of way), need to be honest with themselves about what passions and purpose employees have the opportunity to find in their companies. Are there any? Maybe there really is not. What passions and purpose are some jobs capable of providing? 

Why do employees want to come to work? If most companies are honest with themselves, they really haven’t thought about it much more than “you should be happy you have a job here” and “we pay you” levels of thought. “Good” companies add occasional pizza, barbecues and donuts, maybe a “family atmosphere” type pitch. Top tier companies provide daily fruit and granola bars, rock climbing walls, and mental health programs (hmm… sort of like they know).

If the reality is, most people work for money and little other “passion or purpose” and on the flipside most companies have no real passion or purpose to provide and will ditch you and your job ASAP in order to stay afloat or satisfy investors, then maybe it is time we are all simply honest about that? I am certainly not one to argue with the frank reality of things. 

A company that still wants the top hustling-grinders of every generation, will need to develop a new way of relating to and renumerating their employees. Hierarchies are overrated, yearly reviews are lazy, mandated hours for many jobs are unnecessary, quit wasting time training unqualified managers how to manage themselves around those they manage, (i.e., leadership training). Leadership is learned in grade school and most schools don’t teach it anymore. Besides, most workers do not need leaders, they need mentors and cooperative peers. Corporate structures need to be re-examined, or corporations will struggle to attract the brightest and best of the younger generations.

A company with passions and purpose to provide, should understand how to recognize, provide and cultivate it. Otherwise, they should encourage and allow employees the freedom to find those things elsewhere in their lives while they support the pursuit. As for the young generation hustling for the grind and grinding for the hustle, don’t mistake constant work and the endless pursuit of future things to be purpose. The treadmill itself wasn’t the trap for the older generations, it was not being happy on the treadmill while thinking it would lead somewhere better. No one can tell anyone what their life’s passions and purpose are, or even provide it to them, but I do know it is found in the now, not in the future.

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