A Watchkeeper or a Beekeeper?

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A Watchkeeper or a Beekeeper?

In “A Watchmaker or a Beekeeper,” guest blogger Bruce Baker walks you through the main personality types in leadership roles, and how they can impact your business.

Low morale, low profits, lack of employee engagement, high turnover and rampant gossip can be attributed to a company being led by either a Watchmaker or a Beekeeper – care to guess which one is the culprit?

If you guessed Watchmaker, you’re right!

In James Fischer’s book, Navigating the Growth Curve, a Watchkeeper is a person who needs most business components to be predictable – something they can control at all times. They believe that to be effective, the “business machine” must be controlled by its operators. This is their overarching purpose of management – to control the business. They further believe that the machine exists for its builders’ primary purpose: to generate as much money as possible for its owners/stakeholders.

There is absolutely nothing wrong with making as much money as possible. Still, it is essential that building an intentional business must be done sustainably over the long term. This includes not profiting at the expense of the company’s employees and stakeholders. The better approach is as you might have guessed by this stage, is being a Beekeeper.

Beekeepers are always mindful and have hindsight and foresight when managing and growing their business. Instead of rejecting or resisting the complexity and chaos that certainty comes with business growth, Beekeepers embrace complexity and, at times, chaos by allowing their teams’ or hive’s intelligence to be the operator instead of themselves exclusively. They appreciate and understand that their business is a living and intelligent organism, and if allowed, will generate far more innovative ideas and sustainable solutions. As a result, the Beekeeper’s business will continually self-organize around its problems and challenges.

When reading the fable in Navigating the Growth Curve, Horace’s recommendation is for Peter to become more like a Beekeeper to capitalize upon his team’s collective intelligence. Peter initially tried very much to control every aspect of his team, causing anger, hostility, and disengagement, leading to a downward spiral that could have been prevented by merely asking for their input.

This is a hard lesson that business owners/leaders can’t seem to learn often enough. Unfortunately, we regularly find far more Watchmakers than Beekeepers primarily due to individuals insisting that they should have all the answers and asking for their employees’ input may put them in a negative light. This is far from the truth! The opposite is true.

There is a Beekeeper in all of us. Still, during our day-to-day challenges as business leaders intending to do the right thing, our Watchmaker tendencies take over more than often without us even realizing it.

The 7-Stages of Growth concepts and programs offered by Workplaces are designed to help leaders predict how complexity will affect them, focus their efforts and resources on the right things at the right time and adapt to their company’s needs as their business grows.

I want to share the first steps in the journey of becoming a Beekeeper referencing the 7 Stages of Growth Model and the Business X-Ray we take our clients through. We emphasize that the only complexity in any business is its people, starting with the business owner during this exercise. The business owner and the leadership team’s ability to embrace this complexity and leverage its power will take the company and team to the next level.

Let me share the initial 4-steps we start within the Business X-ray session that will set you on the course of business growth success.

  1. Recognize the intelligence of the team by asking its opinion.

As scary as this can be, once you have it behind you, you will be amazed at the results and the amount of ‘anxiety’ it can take off your plate. Most leaders we work with hesitate to ask for their team’s input/feedback. Many reasons come to mind, but the following are the regular reasons we come across:

  • How can they possibly know enough about the company to give me advice?
  • They’ll use it as a ‘bitch’ session, and I’ve heard enough of that.
  • I don’t have time to take their suggestions – I have my issues to deal with.
  • If I ask them for their opinion, they’ll expect me to do something with it, and I have enough to do right now.

Leading is all about learning how your company and the team think and feel can only be brought about by asking and engaging.

  1. Filter out the noise

Noise is only too common in the business world today. Too many things are important, leaving nothing that is truly “important.”  There are too many agendas that are not leveraged into concise plans of action, leading to low levels of focus and execution.  Once the team’s power is recognized and leveraged (i.e., all voices and their opinions are encouraged), critical issues are brought to the surface and problems are solved.  During the Business X-Ray session, key initiatives are identified with detailed action plans ensuring results are achieved.

  1. Unify the team around the plan

Once the key initiatives from the X-Ray are identified, the work begins. Communicate this information to the rest of the company either through group and individual meetings or the entire company at one time.  Ensure that each initiative has a ‘champion’ – someone willing to be the ‘team lead’ on getting to the end goal. A lot of work? You bet, but the rewards are well worth it!

  1. Implement organic and self-organizing systems reinforcing change

Organic and self-organizing systems include people engaging and achieving results together. This essentially allows the team to put their handprint on solutions and subsequent systems and processes that produce results. Leaders are working less hard and far smarter with less direct supervision, control, and micro-management.  Allowing this to happen brings about a path of least resistance which anyone in chaotic environments would strive for.

Practice being a Beekeeper and minimize the amount of time you spend as a Watchmaker. The results will be empowering for not just your team but for you as well.

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Making Our Teams and Ourselves More Successful

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Making Our Teams and Ourselves More Successful

This week, guest writer Sonya Law walks us through the people skills we need as we work towards making our teams, and ourselves, more successful.

We achieve more as a team when we operate from a place of openness rather than fear – when we chose to thrive not just survive, we achieve more. On the road to getting there you will no doubt come across fear which is the greatest roadblock and inhibitor of growth and missed opportunities.

Recently I was asked to chair the Human Resources Summit for 2021 and immediately I went to FEAR, I said to them I think you have the wrong person.  They said no we don’t you are perfect for this; I remember then asking them what makes you think that?

The number one inhibitor of growth is fear. Rather than see the opportunity we sometimes succumb to FEAR.

WHY is that?

Usually it’s our own self-limiting beliefs, the story we tell ourselves that holds us back, the narrative.  We believe that we can only do something if we have done it before and we look for evidence that proves or disproves our fear.  When we operate in this way it is from what is called a fixed mindset.  Whereas a growth mindset is directed toward, I like to try new things.  The top three thought leaders and books that explore this in more detail are:

  1. Mindset, author Dr. Carol Dweck.
  2. Atomic Habits …author James Clear.
  3. What got you here won’t get you there …author Marshall Goldsmith.

As Albert Einstein said “We can’t use an old map to explore a new world”.

So, what’s holding you back?

It all flows from your mindset, through the lens of The Biology of Belief by Dr Bruce Lipton PHD says:

Your beliefs become your thoughts.

Your thoughts become words.

Your words become actions.

Your actions become habits.

Your habits become values.

Your values become your destiny.

To put it in a business context, our mindset, habits and values will guide your decision making, willingness to change and appetite for risk, innovation and growth.

So how do we overcome this?

  1. Self – Awareness, what is our narrative the story we tell ourselves?
  2. Become a lifelong learner, what matters is what we learn today and even more important what we will learn tomorrow.
  3. Cultivate a Growth Mindset, be open to feedback and willingness to

A great book that explores this further is The Journey BEYOND Fear, leverage the three pillars of POSITIVITY to build your success, by John Hagel.

Still the journey beyond fear is still a primal one and still many set themselves up for failure because they are not aware and not invested in changing their mindset or habits to orientate themselves toward success.  People still diet, even though they know they should exercise and eat a balanced diet and get enough sleep, we can be our own worst enemy by not engaging in healthy HABITS.

It’s the same with FEAR, if fear is a false expectation appearing real, why do we feed ourselves negative narratives about what we are capable of, thus limiting our potential?

How do we explore this further and adopt a practice of self-enquiry to gain insight into why we act the way we do?

Three very important questions to ask yourself:

  1. What is the story I tell myself?

The Narrative is it consistent with me moving towards achieving my goals.

  1. Positive: is it enabling?
  2. Negative: is it Disabling?
  1. What am I passionate about?
    1. Positive: Do I focus on what I am passionate about what brings my life meaning, purpose and joy, does it align with my values?
    2. Negative: Or am I easily distracted and reactive?
  2. How am I choosing to respond and show up, what energy do I bring into the space? Do I explore opportunities?
    1. Negative: Do I practice avoidance and blame others.
    2. Positive: Or do I take responsibility and stay curious.

What are the benefits to a Team of operating from a place of openness rather than fear?

  • Openness to explore new ways of solving problems, collaboration,
  • Leads to Innovation,
  • Which facilitates Growth.

A good leader has vision and can frame the opportunity to be explored by the team.  Which allows the team to thrive not just survive, to innovate and grow both professionally and personally with passion.

If you are interested in a presentation on Growth Mindset, please contact Sonya Law from www.slhrconsulting.com.au.

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Your Company Legacy and the Digital Dealership

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Your Company Legacy and the Digital Dealership

Tonight, guest blogger Mets Kramer continues to educate us on all the digital aspects of our business with a look at your company legacy and how it fits in with the Digital Dealership.

“In the past, the model for an organized business was a phone and a Rolodex (younger readers can Google what that is). The new digital platforms like your Website, CRM and marketing tools are now the modern Rolodex”

When my team started our marketing efforts, I was stunned to learn there were over 15,000 equipment dealers of all sizes, in North America.  A huge number of these dealers were small organizations, of 1 to 5 team members, who do great business buying, selling, or renting equipment.  In this blog, I want to address the value of Digital Dealerships and brand development for small organizations. This is especially important for those of you who started your dealership and are trying to find ways for your business to support you into your future.

Over the past few years, I have been lucky enough to work with many small dealers. I admire their tenacity; it takes a lot for these dealers to take their own fate into their hands. Often these dealers are smart and entrepreneurial; most come from larger dealers.  They saw a gap in the market, a niche, they could exploit and make a good living. Now their future depends on how well they execute.   For most of these dealers, their eventual legacy will be what sustains them into retirement and their future generations.

So how does this relate to the Digital Dealership?

One of the great things about the digital revolution in our industry is the potential to become, with a little investment, more than a person with a Rolodex. The Digital Dealership, or your digital presence, can help you extend your legacy well into the future in several ways.

  • First, your digital presence is like having an extra team member or sales rep. You’re existing and new customers can learn about you, answer questions they have for themselves and initiate communication with you all by going through your digital profile. I have seen lots of small dealers work hard to keep up with quotes, rentals and inventory information in a very laborious way. Each time sending emails with additional information like pricing. A well created digital presence can take some of this burden off you. Now, even if you are a team of one, you are actually a team of two, or even three. Creating and investing in a Digital Dealership establishes an effective sales path that’s open 24 hours per day. Now, you can focus on getting out to see customers instead of being stuck behind the desk.
  • Second, for a small growing dealership with big aspirations, a digital presence and platform helps you standardize. In many cases over the years, I have come across great dealers who are heavily dependent on one or two key salespeople. Usually, these key players are the owners, or a highly effective salesperson. The problem with this situation is repeatability. If one key person exits the business, it’s hard to recover. Creating a digital presence and a standard process, including CRM, makes your business repeatable. It lets you add new team members, set a standard operating practice so you can repeat what’s working, with new people. Your Digital platform can help to transition your customers and maintain the goodwill you’ve built over the years.

By creating a digital presence and developing a consistent brand, you become more than just a one-on-one relationship. Your hard work over the years, and that of your team, creates a legacy which can be easily understood by new people joining the team. This lets your customers feel like they are still dealing with the original creator of the business, who they first trusted to serve them.

More and more, we see new business relationships initiated from digital platforms. Buyers are looking for solid information, in addition to knowledge and great service.  In the past, the model for an organized business was a phone and a Rolodex. The new digital platforms like your Website, CRM and marketing tools are now the modern Rolodex. They help you organize and maximize the efforts you have put into the business for many years. Now you have the tools to have your business support you into the future.

To build is to have something that lasts; to create a legacy.

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Job Shock: Part Six – The First Half

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Job Shock: Part Six – The First Half

Job Shock: Part Six – The First Half

Edward E. Gordon, the founder and president of Imperial Consulting Corporation in Chicago, has consulted with leaders in business, education, government, and non-profits for over 50 years. As a writer, researcher, speaker, and consultant he has helped shape policy and programs that advance talent development and regional economic growth. This week, he continues his blog series with Job Shock, Part Six – The First Half.

Gordon is the author or co-author of 20 books. His book, Future Jobs: Solving the Employment and Skills Crisis, is the culmination of his work as a visionary who applies a multi-disciplinary approach to today’s complex workforce needs and economic development issues. It won a 2015 Independent Publishers Award. An updated paperback edition was published in 2018.

Solving the Pandemic & 2030 Employment Meltdown

RETAIN Case Studies: Partnerships Rebuilding Local Employment Pipelines

The June Gordon Report provided an introduction to the general characteristics of regional public-private partnerships focusing on economic and workforce development or RETAINs. Across the United States RETAINs have many local brand names.  RETAINs bring together enlightened community leaders from many industry sectors. They cooperate in developing initiatives that provide career education and information to students and retrain incumbent workers to meet the skill demands of workplace technology changes. The goals of RETAINs are to strengthen local institutions and competitive companies while providing local residents with better job opportunities.

There are many paths to pursuing these objectives. Here are examples of RETAINs that are continuing to develop programs that address the talent challenges in their communities.

Manufacturing Renaissance, Chicago, Illinois
For the past 38 years Manufacturing Renaissance (MR) has been recognized as a leading expert, advocate and practitioner of policies and programs that support the manufacturing sector as a primary strategy for reducing poverty, expanding inclusion, and sustaining middle-class communities. MR has currently developed programs in three areas: Career Pathway Services, Policy and Advocacy, and Economic Development. Here is a snapshot of MR’s Career Pathway Services:

Manufacturing Connect. MC is a program designed to expose, inspire, prepare, and support youth and young adults to pursue career pathways in manufacturing.  MC is a community-based program serving in-school youth, ages 14-18, to provide high quality, career pathway programming including career exposure, technical training and work experiences to help young people start and keep good paying jobs in manufacturing.

Young Manufacturers Association. The YMA serves as both a network and a program for young adults, aged 18-29, who are pursuing careers in manufacturing, in-between jobs, in training or interested in starting a career in manufacturing. Through regular meetings and social events, they support one another as peers through training, transition into permanent employment, professional and life skills development, and balancing personal and work life dynamics. The YMA as a program provides services on an as-needed basis, including career coaching, wrap-around supports, employer liaison to help troubleshoot issues that come up at work, and technical training. Together, the YMA network and program are serving the untapped talent and potential that young adults specifically represent to their communities and their current or future employers.

Instructors Apprenticeship for Advanced Manufacturing. IAAM was developed in partnership with the Chicago Teachers Union Foundation and the National Institute for Metalworking Skills to train the next generation of great machining instructors to be technologically, culturally, and pedagogically competent in the machine shop classroom.

Career Pathway Services is not a traditional workforce development program. MR draws heavily from a youth development and social services orientation to engage youth and young adults who typically may not identify or seek out manufacturing as a pathway that can assist them in achieving their life goals. MR introduces young people to the sector, finds a variety of ways for them to relate to peers already in the sector to help illuminate what could be possible for their future. No matter what they ultimately choose, young people benefit from having a network of professional and social support, work experiences, technical and professionalism skills. For those who enroll in our training program and choose to pursue a career-track job in manufacturing we support them as much as possible through training, job placement and beyond to help ensure their success.

MR is expanding its reach in Cook County and showing the way for other RETAINs to begin similar efforts. It illustrates that for a RETAIN to be successful there must be strong cooperation among educational entities, the business community, unions. government agencies, and non-profit partners.

High School Inc., Santa Ana, California

The initial impetus for the creation of the High School Inc. Academies Foundation came from local business leaders in the Santa Ana Chamber of Commerce. Starting in 2003, members of the Chamber of Commerce held discussions with school districts officials on how to raise student achievement. The result was a partnership involving the Chamber, the Foundation and the Santa Ana Unified School District. An official “Memorandum of Understanding was signed by all three partners in May of 2006. This agreement outlined the responsibilities of each partner for the development and operation of the High School Inc. program.

The first six High School Inc. Academies began in 2007 on the campus of Santa Ana Valley High School in the Santa Ana Unified School District. The district’s Career Technical Education (CTE) department conducts monthly meetings with High School Inc.’s staff to maintain the continuity and effectiveness of the academies.

At Valley High School the High School Inc. Academies merge both academic and technical skills through Project Based Learning (PBL), competitions, mentorships, and business internships. Because of the success of the High School Inc. academies, there has been considerable growth in the school district’s creation of career pathways in business and industry sectors. These pathways start as early as sixth grade in the school district’s intermediate schools and send students into the waiting High School Inc. Academies.

The number of Valley high school students categorized as “socioeconomically disadvantaged” in 2008 was 80 percent. However, with the help of talented teachers and staff members, and the existence of High School Inc., Valley High School has raised the level of achievement for all Valley high school students.

Mary Tran, Executive Director of High School Inc. reports that the six High School Inc. Academies have grown from an enrollment of 96 students at its start in 2007 to over 1,572 students in 2019. The Academies boast a 98% high school graduation rate. In the past year there have been 160 professional internships for seniors. The number of students receiving “Industry Certifications” after a minimum of two years in the program was 511, with over 319 students participating in business/industry themed competitions. Students in the 2018-2019 received over 950 hours of volunteer time from business and industry representatives. The program has received numerous awards and recognitions including the prestigious “Golden Bell Award” given to High School Inc. in 2014 by the California School Board Association.

Jack E. Oakes, an officer on the Board of Directors for High School Inc., says “High School Inc.’s development has produced the realization that, before students can be College and Career Ready, they must be ‘Achievement Ready.’ Students reach this new level of preparedness by being motivated to strive at or beyond their potential. The High School Inc. model ensures that students are Achievement Ready before they graduate and pursue higher education and careers. The reforms at Valley High School embrace the mission of High School Inc. ‘to empower youth and strengthen communities through education and business partnerships.’”

Summing Up
Each organization profiled here has continued to evolve to meet the challenges posed by technological, economic, and workforce shifts. The COVID-19 pandemic has disrupted American life at many levels. It opens up new opportunities for many communities to use the RETAIN model as their first step toward a more knowledgeable workforce and the better paying jobs of the Fourth Industrial Revolution.

The last segment of “Job Shock” will focus on why the 2020s will be a crucial decade for building a skilled workforce. As the nation emerges from COVID-19 shutdowns, the disconnect between needed skills and available jobs is gaining increasing attention. The time has arrived for RETAINs to take the lead in rebuilding education-to-employment pipelines in communities across the United States.

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Potential Employees

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How Do Potential Employees Find Careers in Today’s World?

Through the past month or so Ed Gordon has been exposing his Job Shock series. A very sobering critique of the labor market and the potential employees out there today. Most of the dealers that I talk with these days are extremely concerned with their inability of being able to find and hire qualified people for their job openings. In fact, job openings are growing and the ability to find anyone is getting very difficult.

There are elaborate, and in some cases rather exotic, “packages” being created to induce people to join a dealership. Signing bonuses and retention bonuses have almost become ordinary for technicians anymore. And what about management and succession planning? It appears that the leaders in our Industry between the ages of 55 and 75 have paid more attention to their own compensation packages than to the ability of their companies to smoothly transition to the next generation. There was, generally speaking, no succession in place.

If we go backwards to a period in the twentieth century between 1920 and 1940, we have a serious economic depression which was preceded by the “roaring” economy. From the 1950’s through the 1960’s we had a slow growth and stabilization after the world war. The “greatest generation” was frugal and family oriented. Then the 1960’s and the beginning of “laissez faire” attitudes and the slogan of “if it feels good do it.” Coincidentally, they saw the arrival of a credit card and the decoupling of monetary policy from the gold standard. The rate of change was rather gentle but a foundation was being laid for the coming years.

In those previous generations there were typically five different stages in the career of an employee. It was predictable and iterative.

  • Exploration
  • Establishment
  • Middle Career
  • Late Career

Those terms are all rather self-explanatory and the transitions from one to another were also quite simple to see and obtain. It was a matter of increasing skills and knowledge, through schooling and training and experience. If you get that done then you will have opportunities for progress in your career.

There is another change, or transition going on now. Today more and more businesses think they hire talent and that is all that is required. If there needs change the employee is let go and a new one is hired. There is no need to train their employees or send them off to schools and classes. Similarly, today’s employees think that once they get a job, they are done with the need to continue learning or improving their skills.

Think about both of those positions in the world we live in today. Consider the rate of change, which is on a very steep exponential curve. It is actually amazing to contemplate that people think that they can stay in place with your skills and knowledge and not need to be continuously learning. Similarly, for a business not to be investing in their key contributors is just as amazing. What are they both thinking about?

There is a quotation from Goethe that I appreciate. “Things that matter most should never be at the mercy of the things that matter least.”

A Skilled Workforce – the thing that matters most. Is being held hostage to Investing in Employee Development – the thing that matters least.

A Skilled Workforce, the employees I call your heroes, is required to serve your customers and satisfy your vendors. Without these heroes the dealership is in jeopardy. We have seen in the last thirty of so years a stunning level of consolidation. In part due to the need for vast amounts of capital to support the businesses. This is due, in large part, to the rapid run up prices for the equipment and products sold. There was also a need to invest in “systems” that were necessary to operate the business properly. Imagine, if you will, managing a parts inventory using a manual card system, the Kardex.

Now we are in our current market. There is a shortage of skilled people required to operate the businesses. The Universities and other education institutions are not delivering job ready skilled people as they once did. Capital Goods Dealerships are required to establish apprentice programs and mentoring or coaching new employees. Employees are having to adapt to the fact that their skills and knowledge will be measured with more precision and regularity. There is no easy path to more money or opportunity anymore. A true meritocracy is in its infancy. But make no mistake it is coming and more quickly than we can imagine today.

Learning Without Scars has responded to these changes and transitions due to the fact that we have listened to our customers. They have told us that they wanted to be able to measure the skills of their employees to determine what training is required to have the employee become more effective in their work. We have created the Job Function Skill Assessments as a result. These objective assessments have a score which determines the functional capabilities of each employee. Objectively. No opinions or favoritism or nepotism. These scores categorize the skills into four different levels; Developing, Beginning, Intermediate and Advanced. We have processed several thousand of these assessments to date, and have less than 2% of the employees in the Advanced skill level. We have found slightly more than 50% of the employees have a Beginning Skill Level. The employees were able to do the job they were taught to do. Process Orders but they didn’t know how to sell. Employees could do the repairs they were told to do but had few if any Diagnostic Skills. They could place Stock Orders that the system created but they didn’t know how to expedite for shortages, like the supply chain issues we have today. And there are as many more examples as there are tasks to perform. At Learning Without Scars we have also created Subject Specific Classes to allow each employee to overcome the “gaps” in their skills. This is the appropriate tool for skills and knowledge development for the needs of today.

Go to our Podcasts and listen to the audio explanation of the Job Specific Assessments (https://learningwithoutscars.buzzsprout.com/1721145/8055798-job-function-skills-assessments) as well as the Subject Specific Classes  (https://learningwithoutscars.buzzsprout.com/1721145/8139328-subject-specific-classes). That will provide you with all you need to know to be able to take advantage of these “up-to-date” business tools designed to help in the development of your employees skills and knowledge.

It is more than important for your success, that you have a skilled and trained workforce, it is critical. As they say you have to “have the right people on the bus” to get to your destination.

The time is now.

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The Digital Dealership: Getting Practical

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Digital Dealership: Getting Practical

Tonight, guest blogger Mets Kramer continues to educate us on all the digital aspects of our business with The Digital Dealership: Getting Practical.

For the past few weeks, we’ve looked at creating a digital dealership and what defines going fully digital.  One of the main areas of focus, was changing our understanding of how providing information was a key aspect.   Being fully digital, requires being able to provide all the information customers require, about your inventory, in a digital, and typically self-serve way.

Working from current research on purchasing, we know customers are doing 85% of their research, about their purchase, digitally prior to calling a dealer.   This means customers want to find the information they need, to make a purchase decision, in your online platform.   As a digital dealer you need to provide this information.

To put it into perspective, you cannot call Amazon to ask a question about the product you are looking at, so Amazon provides lots of space for product descriptions, so you can make a decision.

For equipment it’s no different.  To provide adequate information to buyers, a digital dealer needs more than a short summary of a couple features and a few pictures.   Consider the following as important.

  1. Specifications, of the machine and model
  2. Service History
  3. 10+ images
  4. 1 or more videos – Operating, walk around, engine running, etc.
  5. Oil Sample history
  6. Repair and condition report
  7. Market and operating cost info
  8. Attachments and features

In a traditional approach, of digital billboard advertising, providing all this information and making it available on the website, takes a huge separate effort loading data into the site, or an outside system.  Furthermore, in all “out of the box” or “off the shelf” platforms, the presentation is standard and doesn’t present the equipment in a way that reflects your dealership.

So, I’m going to put my money with my mouth is;

I would like to show any of you, how manageable taking charge of your own digital presence is.  Modern software and website technology makes building a website easy and representative of your dealership.  It allows information to flow from your inventory management to your website and back to your CRM.  This will allow you to serve up video, images, documents, and detailed descriptions, and even recognize visiting customers.

If you have been following this series and want to see it in action, I’ll provide for you a CRM and a blank website template, linked to your inventory in the CRM.  The Site will be a cutting edge Litespeed server with an Oxygen website template connected to the Vizybility CRM and your inventory, using our WordPress plugin.  Our team will show you how manageable it is, how you can present your inventory and products exactly how you want.  We will work with your team for two months to show you how it will change your digital presence and your customers engagement.  We will even connect your customer data from CRM to Mailchimp so you can run standard and drip campaigns to keep your customers engaged.  If after 2 months you are not convinced, it’s on me.

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Principia for After-Sales, Part Four

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Principia for After-sales, Part Four

Today, Ryszard Chciuk continues his blogs on Principia for after-sales with part four of the series.

In Principia for After-sales part 3, I presented the main values of my after-sales team. Today, let’s discuss some examples from the real life of any organization. How would we practice my team’s main values?

Example 1

Your very experienced employee is suffering from cancer. It causes his absence from time to time. This negatively affects some customers’ satisfaction and may influence the company’s profitability. Would you get rid of – dismiss lawfully – that employee? What is your answer? In my opinion, despite the negative impact on profitability, the principle No 2 is more important than No 3. Not convinced? Think about it from a wider perspective. Are you sure all your customers and employees will accept your lack of empathy without any cost for you? What about your profitability if they recognize your behavior as inhuman? Will you be seen as a man of integrity?

Example 2

Your service vans are not equipped with the tools needed to drain used oil into special tanks instead of polluting the ground. Will you accept the spoiling of millions of liters of underground water by your field technicians? Of course, the cost of necessary tools will decrease your profitability. Is your answer: the principle No 2 is more important than No 3?

Example 3

Your key customer demands the immediate arrival of your field technician to the faulty machine. The customer will be very unsatisfied if he does not see your van within an hour. Will you force your employee to drive his van as it was the formula 1 vehicle? I understand your intentions, but man, the excellent service supervisor does not promise to fix the faulty machine in an hour. Otherwise, you will break principles No 4, 3, 2, and 1 due to: consequences and the cost of a potential accident, and the cost of not keeping commitments. You have to explain kindly to the impatient customer that he will be supported several hours later than he was overpromised in just signed service agreement. You are a man of integrity, so you will explain to your customer why you do what you do. By the way: which principle was broken by the signing of the service agreement containing a not feasible promise?

Example 4

Almost every second backhoe loader within the warranty period needs at least one warranty job due to the leaking main control valve. The manufacturer accepts customer claims but only as long as the warranty is valid. Later on, the cost of new seals, travel, and labor has to be covered by customers. It boosts your profit, but you realize that one drop of oil spoils millions of liters of clean water. Will you follow your value No 3 “Profitability”? And what about “Care of people and environment” (value No 2)? Will you be recognized as the man of integrity (it is your value No 1)? Obviously, the manufacturer is breaking his promise regarding quality and environmental care. What would you do then?

***

Some situations in the real life are more difficult to be analyzed from the main values point of view. Fortunately, the real-life circumstances are usually not so demanding as the examples given in the description of the trolley problem. Are you prepared for this kind of challenge at your work? Will your values be helpful?

Nobody is perfect. We have faced breaking our main principles by managers and employees. But when everybody is aware of the common main principles, he knows when, and what he is doing wrong.  I believe the most merciless judge is our conscience.

Are you ready to discuss your values on the examples taken from the real life of your organization? Let’s do it together. And, how would you use them in the situations described in my four examples?

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Job Shock, Part Five and a Talent RX

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Job Shock, Part Five: Solving the Pandemic & 2030 Employment Meltdown with a Talent RX: RETAIN Partnerships

Edward E. Gordon, the founder and president of Imperial Consulting Corporation in Chicago, has consulted with leaders in business, education, government, and non-profits for over 50 years. As a writer, researcher, speaker, and consultant he has helped shape policy and programs that advance talent development and regional economic growth. This week, he continues his blog series with Job Shock, Part Five and a Talent RX.

Gordon is the author or co-author of 20 books. His book, Future Jobs: Solving the Employment and Skills Crisis, is the culmination of his work as a visionary who applies a multi-disciplinary approach to today’s complex workforce needs and economic development issues. It won a 2015 Independent Publishers Award. An updated paperback edition was published in 2018.

The COVID-10 pandemic has triggered widespread doubts about the future. The U.S. job market is in chaos. At the end of April 2021, the U.S. Bureau of Labor Statistics reported an unprecedented 9.3 million job openings across many business sectors. Might this finally be the right time to start anew and find fresh solutions to the skills-jobs shock now underway?

Today’s unprecedented economic upheaval presents an unprecedented opportunity. There are millions of unemployed on the one hand, and rapidly evolving job-skill needs on the other – providing a way for the former to solve the latter’s problem. Communities across the United States have a diversity of underdeveloped talent. They badly need local pathways that promote equity by offering high-quality educational opportunities that are accessible to everyone. This means providing more students and workers with enhanced talent development programs aligned with personal aptitudes and interests and the needs of local businesses and organizations.

The current U.S. labor market is in desperate need of more people who have developed their cognitive, interpersonal, and leadership skills. People who can problem-solve. These people aren’t going to drop from the skies. You can’t click for brains. How can we successfully prepare more people for the skilled jobs of today and tomorrow?

RETAINs

Across the United States at least 1,000 non-profit groups have organized to reinvent local talent-delivery systems. These public-private partnerships bring together a broad cross-section of community groups, such as parent organizations; chambers-of-commerce; elementary, secondary, and higher educational institutions; workforce boards, regional economic development commissions; local government units; unions; service clubs; foundations and other non-profit social welfare agencies. (See Figure 1.)

To provide a descriptive term for such organizations, we coined the term Regional Talent Innovation Network (RETAIN). They have many local brand names, such as The New North, High School Inc., the Vermillion Advantage, ConxusNEO, and Manufacturing Renaissance.

RETAINs began in the 1990s to respond to the economic erosion of their communities. Instead of seeing their young people move elsewhere for employment, they sought to retain them in their communities. Keeping the population stable also enabled communities to retain local businesses and thus stop the erosion of the tax base. Once these communities built a skilled workforce, they could attract new businesses to locate there.

In the short term, RETAINs build a network in which local businesses collaborate with training organizations, educational institutions, and in-house training departments to provide training for vacant jobs and to upskill current employees. This both enables employees to move into higher-skill/higher-paying jobs and enhances the profitability of local businesses through the more efficient use of new technologies. Access to pooled resources make these training collaboratives particularly beneficial to smaller businesses that cannot afford to provide their own in-house training.

In the long-term RETAINs update educational programs at all levels starting in elementary schools and extending to a wide variety of post-secondary options including certificate and apprenticeships programs. They work to harmonize existing educational programs and devise new ways to fill in skill gaps. RETAINs help reconcile funding streams and secure new revenue to integrate K-12, career education, higher education, and adult training. (See Figure 2.)

We agree with a Wall Street Journal editorial (June 9, 2021) that failing public K-12 schools are the “root cause of America’s skilled-worker shortage.” K-12 schools are locally controlled. The purpose of a RETAIN is to foster communication and cooperation among diverse community sectors. Many students today lack motivation as they find schooling too abstract and unrelated to the “real world.” K-12 students and teachers need active connections to local employers in order to learn about the education and skills required for careers in today’s workplaces. Local businesses need to interact with public and private high school students through sponsoring career education programs, internships, and other activities that allow students to explore career areas that align with their aptitudes and interests.

RETAINs see themselves as joint partners in community building and in the renewal of the U.S. free enterprise system. They are rebuilding the pipeline that connect their community members to the job market. The keywords here are “bottom-up collaboration” – defined as a joint authority, joint responsibility, and joint accountability among all the partners.

RETAINs Can Make a Difference

The good news is what we can expect if RETAINs are instituted across America to rebuild the U.S. workforce. (See Figure 3.) In 2030 the U.S. economy will support about 170 million jobs; 128 million of them will be high-skill or mid-skill jobs. RETAINs can increase the expected 56 million high/mid-skill workers by retraining 30 million additional workers and preparing 10 million more students for skilled employment.

Combining these job-ready workers with additional automation will reduce the number of vacant jobs across the economy. There still will be a substantial, but not an overwhelming number of surplus workers. However as more communities use the RETAIN model to sustain job-ready workforces, the number will fall. The American middle class will grow again as high-wage employment rises.

Moving Forward

The COVID-19 pandemic has heightened Job Shock in the United States and around the globe. It has disrupted schooling leaving the economically disadvantaged even further behind. Millions of workers have either changed jobs or faced unemployment. Education and training solutions are more vital than ever before. RETAINs can be an important force in preparing students and workers for positions in America’s fast-paced, technologically driven, knowledge economy. Regional development can better support broad economic expansion and ensure that the United States remains a highly competitive global economy.

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Some Personal Post-Pandemic Thoughts

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Some Personal Post Pandemic Thoughts

 

Tonight, Managing Member Ron Slee shares with us some of his personal thoughts about the post-pandemic world.

For some time now I have been wondering about what happens to the workforce once we come out of the pandemic fears and returned to normal. Of course, I don’t truly believe we will return to the old normal. I think there is a new normal. I am a baby boomer born in the 1940’s so I have seen a few economic disruptions. I am also one who has been shouting out about the fact that we spend trillions of dollars on Technology but near nothing on Sociology. In the same vein, I have long been concerned about how we as a society in the United States seem obsessed with work and succeeding (even though we cannot properly state what success means).

There was a wonderful Cadillac ELR Coupe commercial in 2014 with the actor Neal McDonough. Watch it on YouTube. The reason I want you to watch this ad is that it reflects how we “used to think” about work and our lives. We worked. Long hours and sometimes six days, we traveled a lot, we didn’t see our families enough. We were a driven society with success being measured in Status and Money. I have never really been driven that way. When I was working as an employee I was always asking “why do we do things that way or this way?” Then when we started on our business, I was just trying to make enough money to live. Starting your own business when you are 33 years old is not the easiest of tasks. I never really was working for success, rather it was survival. I don’t think I was alone.

Today, we have a much smarter and less tolerant workforce. They won’t put up with as much as my generation did by a long stretch. And I think they are right. I moved my family from Montreal to Vancouver, from Vancouver to Edmonton, from Edmonton to Denver, from Denver to Palm Springs and more recently we moved to Honolulu to get ready to retire, I think. During my years in the consulting world, I averaged over 150,000 air miles a year. If you think that is fun, think again. 8,000,000 miles later the pandemic hit and I returned to living with my family 24/7. It was wonderful. The up-and-coming generations will not put up with that kind of life. They shouldn’t. There is a lot more to life than the treadmill many of us put ourselves on to make a living.

From some recent reports, I have read between 25% and 50% of the workforce does not want to go back to the office. They want to continue to work remotely. Further, they have seen that working remotely costs them a lot less money, some $5,000/year in lower expenses. Some companies are adjusting the compensation so that employees work remotely, they pay less. On top of that, many in “my generation” want to see the employee in the office so that they know they are working. Yes, that is true. Some teachers are sitting in classrooms teaching virtually but they have to do this at the school for whatever reason. It doesn’t make sense to me. There is a major shift going on. Strip malls have lost a lot of tenants. Empty stores are everywhere in America. I am not sure they will ever come back to the “old normal.”

I have long said “life is simple, it is people that mess it up.” I don’t believe that any employee will leave their current employer if they feel that they are valued and a valuable team member contributing to the success of the company and driven to serve people: customers, vendors and coworkers. I honestly do believe that the leadership of anything is the major cause in the employee satisfaction world. Bullies are still out there but their time is quickly coming to an end. Charismatic, caring people that are committed to the success of their employees will, hopefully, become the “new normal.” It is time to step away from micromanaging our teams.

The issue of compensation will come up. I don’t believe that people will leave a job because of their pay, IF, the pay is commensurate with the skills and the market. Don’t try to take advantage of your employees by not paying them properly. One small example. I left a job and gave my employer 60 days’ notice. I was not leaving for money; in fact, I was going to make exactly the same amount of money. However, during those sixty days I was offered to have my salary doubled, to be given a company vehicle and to have a membership in a golf club. As my wife said, “they are trying to buy you.” I didn’t stay. Many employees are in the same situation. They DO NOT get the proper level of pay. That needs to change. It needs to be fixed. There are many sources to get comparable job descriptions and salary and compensation studies. The US Department of Labor has all of those facts. You can typically find them in your local library.

This is a time of significant change, and the rate of change is accelerating. Don’t pay attention to your leadership alone, it is ALL of the employees who make your company successful. It really is quite simple. Treat everyone with respect and it will come back to you. I only ask that you think about it a bit more than you do at the moment.

The time is now.

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The Digital Dealership

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The Digital Dealership

Tonight, guest blogger Mets Kramer continues to educate us on all the digital aspects of our business with The Digital Dealership.

Over the past months I’ve covered various digital aspects of sales and marketing.  We talked about shifting our mindset from Digital Billboarding to Engagement Marketing.  We looked at how your website is more than just a confirmation of your existence, but a key part of your growing digital presence.   Research shows your customers are now completing up to 85% of their new purchase research before calling your dealership.

Let’s face it, we live in a digital world!  Almost everything we do is digitally enabled, even our most hands-on team members, technicians, open laptops and connect to machines prior to most repairs, and they certainly open them to execute their work at some point.  Our sales teams do digital quotes, get digital contracts signed and transact a sale in a digital system.

In our last conversation, on Ron’s podcast, Ron and I started to look at the general idea of a Digital Dealership.  A dealership not bound by the analog world, but one that recognizes our perpetual digital interactions. It shifts its thinking by starting from a digital perspective.  Imagine a green field dealership – a virtual one.

So, what would a digital dealer look like?  Here are some thoughts

A digital dealership starts by recognizing information is the driving force behind the digital change in how we live and work. The internet is often called the information superhighway and we are all connected.  Access to information is what drives each of us to “Google” something each day, just out of curiosity.  Information is what brings value to an interaction, it connects us with the knowledge we need to execute our work and businesses.

The digital dealership looks at how information flows through the business, from marketing and sales to service and support programs.  It looks at how the information of a customer’s engagement or transactions flow into the business, and then, it does one very important thing.  It looks at where that flow gets broken or disconnected.  Discontinuity, in our digital information flow, kills transactions, so the digital dealership makes sure it doesn’t happen.

In a practical sense, this means the digital dealership looks at how marketing efforts lead to sales, then to initiating and even closing a sale.  Customers have the option to change medium, but the flow doesn’t stop them if they know what they want, it uses information to enable.   On the parts and service side information powers a digital transaction in the same way.  The digital dealership no longer asks its customers for the machine serial number when they call for parts.  The Digital dealer recognizes incoming calls, remembers the customer’s equipment, offers them a digital purchasing options or creates automatic parts carts for common jobs.

In service, the digital dealer has analyzed what is the likely problem via telematics and service history to determine a possible cause, and solution, prior to driving to see the machine.  This is a scenario we have all talked about, but how many of you are working out how to make it happen?

Customer Portals provide customers with 24/7 access to fleet information.  Equipment is linked to product data so customers can determine if it fits their next project.  It provides historical information on service, links to past financial transactions, provides service recommendations for the future and a replacement unit when the hours get too high.   It offers online chat or a button to get a call back immediately so they know someone will be on the line to help them.

In the end, the digital dealer connects all the information about a customer, and their business, together in a seamless process which captures the customer needs and makes it easy.  The dealership’s customers appreciate it, because they get the same treatment in so many other interactions in their personal lives.

The digital dealer uses bricks and mortar, where needed, to deliver a real product to their customers in a digital way, removing many of the traditional limits of territory, and possibly capital requirement limitations too.

Taking your dealership into the digital future may seem like a lot of work, it may seem too futuristic and technical, but each of the items I’ve listed is already available and being done in our industry to some degree.  The difference is the digital dealership combines them into a single experience.

Finally, it is also important to remember that the digital information doesn’t replace the knowledge and experience your team has.   The digital connections merely enable your existing relationships and empower them, making the knowledge gained by your team available to support your customer.   At the same time, the digital connection also enables you to reach more people and expand your presence.

Our industry is on the verge of these transformations.  Closely related markets are already seeing this change.  Will you be one of the first digital dealers in our industry?

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