Principia for After-Sales, Part Four

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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The Digital Dealership: Integrated Website

The Digital Dealership: Integrated Website

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

In my last article, “The Digital Dealership”, I painted a picture of what the digital dealership looks like.  What defined the digital dealership was information and a continuous flow of that information.  In this week’s article, I want to take a closer look at this, primarily because “Going Digital” has a particular assumption many people in our industry struggle with, especially around websites and sales. This struggle assumes “Going Digital” is about website shopping carts and electric payments, but this is not true.   You do not need to have a shopping cart or checkout function on your machine listing page to be a digital dealership.  What you need to do is have a connected flow of information that anticipates your customer’s needs.

Here are three things to consider when developing your digital dealership

First, stop separating your e-commerce customer portal solution from your main website.  Create a website that transitions from information site to portal seamlessly, and treats every visitor as a customer.  Do not make them search around for the portal login button and drop them into a different environment.

Your physical dealership doesn’t have a sign over one door labeled “Visitors” and a second door labeled “Customers”, so why do it at your digital dealership.

Using analytics platforms, you can monitor your site visitors. It won’t take long to realize a large percentage of your visitors are repeat visitors and existing customers.  These visits are often to learn more about the products they own, or products they are considering.   Your integrated website should present information on products, connect your available inventory, and create a sales connection.   Your website should integrate to your CRM, automatically creating new leads and generating Quotes in your CRM quote system.   The days of contact forms via email are over.

This brings up the second point to consider, recognize your visitors.   Without getting technical, your website can learn to recognize repeat visitors and customers.  These are visitors who may have done business with you and are in your CRM.  Yes, I’m talking about using Cookies and CRM integration.   When customers return to your site, you should know about it, and the site should recognize them.  The site should build on the existing knowledge of that visitor. Make sure your site can say “Welcome back!”.

Your physical dealership does not treat returning customers like strangers, so why would your digital dealership.

Presenting returning visitors with information about items they last viewed makes their visit more relevant.  For a known customer, show them as already “signed in” to customer areas.   Do they own a Model XYZ? Make sure they know their price on a new one or place a custom offer on the page for them.  No one else will see it because your digital dealership knows who the visitor is from your CRM.

Finally, when your customers enter your digital dealership, make sure their fleet data is available. Your customers and prospects do business with you for one reason.  They own equipment and you sell and service it.  Link services, knowledge, parts, and more to the customer’s known fleet.  Fleet data should be a visible function and updated easily.  Make sure it can capture, and save to your CRM, all brands of equipment, even if you’re an OEM dealer.

In implementing these 3 ideas your digital dealership moves beyond a billboard website or a machine advertising site, it becomes a digital dealership application that meets the needs of your customers. It engages them, provides them with ways to make doing business with you easier, and gives them the information they need.

While this may seem difficult, Modern CRM platforms like Vizybility are built to integrate with website applications and connect your digital dealership to daily operations.   Vizybility handles all your customer and prospect information and can store detailed fleet data for each.   Our complete API makes it easy and secure to connect your website to your sales and support teams.

If you would like to learn more about how we can help you build a digital dealership platform, contact me at mets.kramer@strategicevolutions.ca

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Job Shock, Part Five and a Talent RX

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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The Digital Dealership

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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Your Interpretation of Time

Your Interpretation of Time

In tonight’s post, guest blogger Bruce Baker walks you through your own interpretation of time, and what that interpretation can do to you.

Your Interpretation of Your Reality Is Taking You Down!

Human behaviour has always been based on our primary instinct of avoiding loss at any expense.  If we can acquire equal gain, we tend to be satisfied and move on with our merry lives.  When people feel that they are about to lose something or have lost something, our primary drive kicks in, and we try to compensate for this loss.

There is, however, a difference between loss aversion and risk aversion. As a business owner, this is where I encourage you to pay very close attention. Risk aversion is your perception of the utility value of a monetary payoff that depends on what you have previously experienced or what you expected to happen. For example, the last time you decided to pay for Bookkeeping services (your previous experience), you paid a lot of money, but the Bookkeeper made a bigger mess. (Your perception of the utility value of this service and the level of monetary payoff). Moving forward, you would rather do it yourself.

As our instant gratification mindset gains more traction, so does our interpretation of time change – suddenly, time is interpreted as being a lot shorter!   With shorter perceived periods to prevent loss and reduce risk, our reaction to fear also increases not only in the sheer number of times we react to fear but the intensity of how we react. This intensity destroys what comes naturally to us and our ability to be creative and build tremendous value for ourselves and the others we serve.

This has profound implications for a business owner scaling up, starting up or fixing up a business.  I continuously find myself working with CEOs that are constantly on edge, struggling to grow their business or, in many cases today, trying to prevent their companies from going down the proverbial tubes. What is even more profound is what got them to this state: short-term and reactive thinking based on their interpretation of risk and potential failure.  Being in this perpetual state of loss or risk is not something new but being in this state continuously and over short bursts is what we need to be concerned with.  Business leaders are always convincing themselves that “if I get this fixed now, all will be good” or “I’ll get back to the customer before the end of the day” or “I’ll pay some of this now and hopefully pay the rest at the end of the month.” The list goes on and on.

One of the primary reasons we end up “multi-tasking” or “switch-tasking” is the need for an instant fix based on an inaccurate interpretation of time.  All this has achieved are businesses that are built with short-term solutions or quick fixes.

To take this a step further, business owners are not just confronted with one or two competing priorities but many at the same time.  Franklin Covey’s Important vs. Urgent model is outstanding and always a tool I reference with my clients. Although a great tool, I continuously find that it is only useful if we understand our interpretation of time and how we behave as a result, as described above.

If we live in a world requiring instant gratification and quick fixes and respond to this as a business by operating this way, we are only preparing for one thing, failure.  We run our businesses based on this behaviour based on our interpretation of time and the risk of loss as a result. If our expectations are short-term and superficial based on who we serve, then the nature of our decisions and our state of mind will respond accordingly.

Returning to Franklin Covey’s Important vs. Urgent model, trying to distinguish the importance and the urgency of the task just doesn’t cut it. When we are in the classroom or with our business coach or consultant, it seems logical and rational to think this way (i.e., tasks classified into their level of importance and urgency). As soon as we return to “the field,” we return to solving problems and making decisions based on instant gratification and quick fixes. Our natural need to want to be accepted and not rejected forces us into the same old vicious routine – reacting to every single demand that needs to be resolved.  The business owner, in turn, responds to this as a risk that needs to be managed and if not “now” or “very soon,” the overwhelming reaction of loss aversion kicks in again.

Society has only been successful in times when we have been able to cooperate and align our expectations.  We are a society today and subsequently a business community that has evolved into the “me” culture that works on their individual needs and expectations, which are now governed by the need for instant gratification and instant resolution. As such, we respond to each other this way which requires any small business that either wants to scale, start-up or fix-up to respond the same way, failing, not only the business failing but the business owner failing, which in most cases causes a breakdown in their lives in general.

It’s time that business owners realize that this elusion of time and their response to their interpretation of risk and fear of loss is not a sustainable reality. If we think that this short-term reactive and superficial culture is the “modern way,” I hate to see the state of business and the value of service to each other over the next decade or so.

I can tell you without a doubt that business owners that I have and continue to work with that have finally realized the extent of this problem for themselves and are now thriving. You may ask what I define thriving as? Their levels of stress have drastically decreased, their creativity has drastically increased, and the value they deliver to their market has improved significantly.

Take a leap of faith, and I can guarantee you that you and your business will thrive as well!

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How to map out a strategy to build a culture of respect

How to map out a strategy to build a culture of respect

In this week’s guest post, Sonya Law explains how to map out a strategy to build a culture of respect in your organization. Respect helps us to treat our most valuable resource – our people – in a way that shows they matter within our organisation.

We will explore how respect is fundamental to building a robust and resilient culture from which to thrive and contribute positively to the wellbeing of employees and deliver a positive customer experience…

As a new employee, we learn respect when we first enter an organisation and this experience is shaped by three things:

  1. Top Management
  2. Observed culture
  3. Teammates.

Top Management

Induction and onboarding are designed to give new employees a road map to follow, on how to get things done in the organisation, who to go to, what tools to use, processes to follow, all forms of our early experiences of culture.

As human beings, we are social animals and we want to fit in and will observe behaviours, language, and actions of all employees.

However, we take most of our cues from top management because we think that if they have made it to the top, they must exhibit the behaviours that we must mimic to be successful too.

Observed culture

It is common to find that when you start with a company what you observe is very different from what you read on their website or were told in the interview.  The number one question employees ask themselves in the induction process is:  Have I made the right decision to join this company? New employees then go on a fact-finding mission to seek evidence that supports their decision to join the company or not?

If what they experience is too much of a shift and they don’t feel respected and supported in their efforts, it will be short-lived and they may leave. High turnover in the probation period is often a mismatch with what was promised at the interview and experienced.  Many people leave a poor culture for a promise of a better one and when it does not live up to what they expected it can have dire consequences.

Teammates

Teammates will project their own experience of the culture having either a positive or negative impact on the newcomer.  An example of a negative onboarding experience would be: when you observe a teammate speaking to a customer disrespectfully and later that day your manager points out that they are a high performer and you should model yourself on them because they are the top salesperson.  This is quite common in organisation where managers will overlook employee’s disrespectful behaviour because they are the top sales performer.

Leaving new employees to their own devices to assimilate and adapt to the new culture is fraught with risk when these three factors are negatively at play, top management, observed culture and teammates.

Tips for assimilating to the culture for the new employee, keep it simple:

  • Adapt – take your time to adjust to the new culture, be accommodating, take lots of notes and develop good habits early on. Don’t get drawn into the politics.
  • Time – take the time to get to know people and build good working relationships. Don’t make snap judgments of people.
  • Speak up – seek support and ask questions when you don’t understand something by raising concerns early you will gain some valuable insights into how open they are to feedback and dynamic they are in coming up with solutions. Remember it is a trial for both employee and employer.

The following are some tips for human resources leaders to orientate the organisation towards a more respectful culture:

Culture is pervasive, it must be driven from the top and have the 100% commitment of human resources and top management to reset the culture towards a more respectful one that is robust and resilient.

  • Role modelling at top management what respect looks like.
  • Accountability framework for those who don’t show respect.
  • Empowering employees to have a voice when respect is not shown.
  • Developing an understanding of what respect is and what it looks like through education and training at all levels of the organisation.

The items that can sabotage a culture of respect are:

  • Employees not feeling safe – to give upward feedback to top management.
  • No clear framework or process for giving feedback – handling grievances and reporting incidents.
  • Self-serving behaviors – ambitious employees who want to look good and progress in their careers and lack awareness about their negative behaviors and impact on others.
  • Disengaged employees – wanting to fly under the radar and appear busy even if they aren’t, to avoid bringing attention to themselves and being in the firing line.
  • Good employees who are mistreated – because they point out disrespectful behaviour.

The wellbeing of employees:

We have heard it many times, organisations that thrive are courageous, they respectfully discuss differences and have a framework to value the opinions of others, respond to feedback, grievances, and incidents in the workplace. These organisations have a culture that is respectful, robust, and resilient. When people feel respected and safe to raise concerns organisations can thrive and it contributes positively to the wellbeing of all employees.

How to map out a strategy to build a culture of respect in your organisation:

  1. Phase one: Gather employee feedback from various business contexts that mirror your organisation and culture – in the way people communicate, specifically relating to respect:
  • Culture surveys
  • Conduct in meetings, interviews, customer interactions
  • Qualitative assessment of induction and onboarding process
  • End of Year Performance review meetings
  • Experiences of giving and receiving difficult feedback and dealing with conflict, is it respectful?
  • Grievance process and employees’ experiences
  • Exit interview data
  • Customer insights survey
  • Seek, social media reviews
  • Behaviors observed on offsite conferences, Christmas parties, and trade shows, etc.
  1. Phase two: Analysis of the feedback to determine the themes that emerge on what respect is in the organisation, current and where you want it to be a future state at senior management level.
  2. Phase three:
  • Define what respectful behaviour is in your organisation, what it is, and what it isn’t in various business contexts, relating to your business environment.
  • Incorporate it into your code of conduct and communicate this to new employees and the wider employee groups.
  • Clear messaging in the communications plan that building a respectful culture is everyone’s responsibility and we all play a part.
  • The accountability framework sits with top management for ensuring that it is robust and resilient and not a tick the box exercise.
  • Leaders to draw a line of sight to customer satisfaction – that as individuals we are not bigger than the organisation, that the support and respect we show each other, will flow through to delivering a positive customer experience.
  • Consider strategies incorporating it into systems and practices like performance reviews that form part of merit and evaluation processes for reward and recognition programs.
  • A scorecard approach for evaluating various business contexts where people meet, for example, business meetings – did we communicate respectfully and engage in a discussion about it listening to each other’s point of view. This methodology could be applied to other business contexts.

Look after your people, treat them with respect and they will treat your customers with respect…

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Return to Work after a Workplace Injury – The Power of Words

Return to Work after a Workplace Injury – The Power of Words

In this week’s guest post, Return to Work after a Workplace Injury, Sonya Law highlights the power of words for our readers.

Exploring how the power of words can impact the recovery trajectory for an injured worker.

An employee who injures themselves at work feels immediately vulnerable and for the workplace it is a very serious incident, the priority should be the employee receiving immediate medical care. And for the workplace to contain the area where the incident has occurred where practicable to prevent any further injuries to other workers and subsequent investigation to take place.

If the injury is to the hands in particular, if we talk about manual workers as a group, their hands are used to perform all sorts of functions, when they are injured, it has a huge impact.  Their whole career flashes before them, with questions, like, am I going to be able to do my job, am I going to be able to work again. The hands are an extension of our brain and injuries to the hands can have multiple impacts physical, psychological, cognitive, and emotional overwhelm and trauma from the incident.

So, when we think about employees who have injured themselves at work, it is important to use language that shows genuine care and compassion towards them as people.

Five important tips, think of the injured employee:

  1. Are injured until proven otherwise
  2. Needs a medical diagnosis
  3. Doesn’t want to be injured
  4. Needs assistance and support
  5. And time to be made comfortable physically and emotionally, before you commence questioning them or complete a safety investigation.

When people are returning to work, the words we choose to use can change the way they feel, they need to feel cared for as a human being first.  Safe in the knowledge that they are supported and are a valued member of the team.  The emphasis needs to be on empowering them to take control of their injury, by providing them with medical attention which will give them knowledge about their injury and prognosis. Which will help them to heal and recover and be back to work with their friends and colleagues as soon as they are medically able, we are talking post-injury management.

The words we use can change the recovery trajectory from being a smooth and positive experience to being negative and difficult.  As a return-to-work coordinator or manager in charge of an employee’s return to work, it is important that you keep the lines of communication open.  It is already difficult for the employee who has experienced the trauma not only of the workplace incident and resulting injury but also being cut off from their fellow workers and workplace.

It helps when we listen and ask open questions like, how do you feel? This signals to the employee care, that you are taking the time to check in on them and their recovery.  Talking allows the employee to process what has happened to them and take ownership and responsibility for their recovery and healing which has positive impacts to the timeline for returning to work.  Talking about the injury and experience allows them to open up and verbalise how they are coping and come up with strategies that assist them in their recovery. When an employee feels genuinely cared for, they are more willing to take responsibility for attending medical appointments and follow up on rehabilitation and physio exercises that aid their return to work.  Physio is not an easy option, physio is difficult and sometimes painful, so acknowledge their effort and energy required to persevere.

A return-to-work coordinator who is disinterested and continually hard to get hold of sends a negative message to the employee that you are too busy to care.  Layer upon that the use of negative language and closed questioning, can put the employee on the defense and have a negative impact on the trajectory of their recovery and return to work timeline.  What could be a positive and progressive return to work experience then becomes a complex case.

An example of some open conversations could be: I am calling about your hand, how are you feeling? Are you feeling ready to come back to work? Sounds like it is healing up nicely and you are feeling more comfortable than last week? You are making great progress; what physio are you doing this week?  Are you getting around okay with not being able to drive, are you sleeping and eating, okay? Do you have someone to care for you at home or family or neighbors who are helping you?

Let them know the positive improvements to safety in the workplace as a result of their input into the safety investigation: We are going to make the modifications you suggested and some improvements that came out of the workplace investigation, that are going to make a real difference to your colleagues and make your job easier and safer for you when you return to work.

The biggest risk to the injured workers is not only the lack of support from managers but negative interactions with work colleagues when they return to work.  An example of this is a conversation, where their colleague says: We had to pick up the slack while you were away, because of you we were so busy and stressed.  The injured worker feels on the outer and starts to feel socially isolated at a time when their resilience is already low.  Their mental health starts to suffer they feel pain and it may impact their recovery, productivity, leading to absenteeism and an interrupted return to work plan.

If they are feeling a bit anxious or sensitive about returning to work, let them know that’s normal and that you are there to support them.  Talk with their work colleagues and ask them to be patient and supportive in the days and weeks that they return to work.  Encourage colleagues to use positive language, that it’s good to see them back, they were missed and to take care and if they feel any discomfort to speak up.  So that they don’t feel alone, this support and comradery will help the injured worker to feel happier and good about being back at work and possibly prevent re-injury.

The injury is not only a physical one sometimes it can take the injured worker time to build up confidence again to do a task that they routinely did before without a problem, reassure them it takes time and its normal.  Try to avoid putting tight deadlines on them, where there is time pressure to complete tasks until they feel more confident with the work.

Regularly ask them if they are experiencing any discomfort are they managing, okay?  Being thoughtful and using positive language supports their recovery rather than using negative and inflammatory language, which will make a difference to their return-to-work experience.  Questions like: How are you feeling, how comfortable are you, are you feeling more comfortable this week than last week, do you feel better?

The power of words can improve the recovery trajectory for the injured worker, by being supportive and using positive language the chance of recovery is better.

Look after your people, the way you talk with them will affect their recovery.

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Job Shock, Part Three

Job Shock, Part Three

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 Three.

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.

Job Shock Part Three: Solving the Pandemic & 2030 Employment Meltdown

Part III: The Kids & Workers Are Not “All Right”

Many students and workers cannot accept the new reality that they are undereducated for many jobs in this decade’s labor market, let alone future ones!

KNAPP has created a robot for warehouses with the dexterity to recognize and sort random items with 99 percent accuracy. Once such robots are put into operation, humans would continue to work alongside them, but the catch is that these workers will need a whole set of additional skills.

“If this happens 50 years from now,” stated Pieter Abbeel, an artificial intelligence professor at University of California, Berkeley, “there is plenty of time for the educational system to catch up to the job market.” The trouble with his prediction is that the COVID-19 pandemic has sped up companies’ plans to further automate workplaces today!

Throughout the course of the COVID-19 pandemic, small business owners have consistently reported that the quality of labor was an important business problem. In a February 2021 National Federation of Independent Business survey 56 percent of the respondents were trying to hire and 91 percent of these employers reported few or no qualified applicants for their job openings.

This situation is the result of outdated regional education-to-employment systems across the United States. They have largely become broken pipelines with an inadequate flow of people qualified to fill local jobs. Unfortunately, this skills-jobs gap has persisted throughout the last two decades.  As labor economist, Kevin Hollenbeck wrote in 2013, “I am reminded of the adage about the frog in the pot. If you put a frog into a pot of boiling water, it will jump out. But if you put a frog in a pot of water and then slowly boil it, the consequences will be dire for the frog. . .. We (workers, employers, policymakers, and politicians) like that frog, have not been alarmed enough by the signals of a widening skills-jobs gap . . . to jump to action, and now we face the dire consequences in the form of a “talent cliff.”

The COVID-19 pandemic has made this talent cliff steeper.  The switch to remote schooling has meant that many students may be behind as much as a full grade level. Jobs go unfilled due to the lack of qualified applicants while more workers remain unemployed for six months or more and the labor-force participation decreases. Clearly the kids and workers are not “all right.” Denial or wishful thinking will not change this job shock reality.

Knowledge Shock

The 2017 film “Hidden Figures” focuses on the lives of three African-American women who NASA hired because of their advanced math attainments. Through making important contributions to NASA’s space mission, these women overcame race and gender discrimination, earned the respect of their co-workers, and secured career advancement. These three women are unsung heroes of the U.S. space race against the Soviet Union.

What was a major reason for their success?  With the long-term help of their parents, each of the women overcame formidable barriers to obtaining the educational preparation that developed their mathematical talents. Education is a shared responsibility between parents and schools. Education should begin at home. Habits of learning should be instilled there. Parents can help a child learn-how-to-learn by fostering each child’s personal talents and interests.

Unfortunately, America’s popular culture does not esteem educators or link educational attainment to success in life. Parents are the primary motivators of their children.  If parents do not believe that doing well in school is very important, neither will their children.

Many parents also believe that their local school is providing a good education to their children. Regretfully this is often not the case. Education levels have not kept pace with skill demands in workplaces.

There is ample evidence that K-12 education in the United States is not providing many students with the educational foundations needed for their future development. Every two years nationwide achievement tests are given to students in grades 4, 8, and 12. The National Assessment of Educational Progress (NAEP) commonly called the “Nation’s Report Card” is conducted by the U.S. Department of Education. Recent results have been nothing short of alarming.

Students are ranked at four levels: below basic, basic, proficient (at grade level), and advanced (above grade level). The Grade 4 test results in 2019 were: 65 percent read below grade level, 26 percent were at grade level, and 9 percent were above grade level. Fourth grade is a crucial point for reading attainment because in the first three grades’ students are taught how to read, but by the fourth grade, they should have attained a level of reading proficiency that enables them to learn how to learn.

At grade 12 in 2019, 37 percent received NAEP reading scores of proficient or above. However, 30 percent were at the below basic level which was larger than in any previous assessment year. In math, only 24 percent of high school seniors were at the proficient or above levels.

Yet paradoxically the U.S. high school graduation rate has been rising. How can this be explained? Grade-level standards are being downgraded or bypassed. For instance, failing students are enrolled in special “credit recovery programs” that allow them to move on to the next grade or graduate with no or minimal academic standards for a passing grade. Clearly all high school degrees are not equal!

The NAEP scores indicate that a large proportion of U.S. students are not equipped with the basic educational foundation needed for success in post-secondary programs. About 67 percent of high school graduates attend higher educational institutions. After six years only about one-third complete a degree, certificate or apprenticeship.

Many of these students take either the SAT or ACT exams that are designed to access their readiness for higher learning. Between 1967 and 2017 overall test scores on these exams have declined. In 2019 only 37 percent of ACT takers and 45 percent of SAT takers tested fully ready for post-secondary programs.

Higher-educational institutions are compelled to offer remedial education for entering students. About 40 percent of entering freshmen are now enrolled in non-college credit reading, math, or written communication classes. At some institutions over 90 percent of entering students need remedial education. Poor student preparation is also leading to declining quality in higher education.

America does have excellent schools and universities. On the 2020 Social Progress Index the United States ranked first in the world in the quality of its universities. But on this same index, the United States ranked 91st in student access to a quality elementary/secondary education. Over the past decade the decline of the U.S. rank on this indicator has been greater than that any other nation. Unless widespread systemic reform of U.S. K-12 education becomes a national priority, a significant proportion of the next generation of American workers will be under-skilled for employment in the workplaces of the future.

COVID-19 Learning Consequences

Since March 2020 almost all K-12 students have been receiving at least some instruction remotely rather than in the classroom. When the pandemic subsides, what kind of learning losses can we expect?

  •  Millions of low-income and rural students lacked reliable internet access and about 3 million mainly low-income students were not enrolled in school. Many will likely fall behind a full grade level or more.
  • The longer the pandemic persists, the greater the harm to students being taught fully or partly online.
  • Online learning is less effective for younger students as their attention spans are limited, and it also negatively impacts their social skill development.
  • Two major testing services reported that the math scores of elementary students dropped 5 to 10 percentile points in fall 2020. Both noted that their 2020 testing pool was significantly smaller as dropouts or students lacking access to digital technology were absent.
  • High school dropout rates most likely will increase

COVID-19 has also led to a severe decline in enrollments at America’s community colleges. Student enrollment was down 10 percent in the fall of 2020 compared to that of 2019. Because community colleges are an important component of apprenticeship, certificate, and other job preparation programs, this is a significant blow to the development of a more skilled workforce. Moreover, community colleges are the most accessible post-secondary option for low-income Americans whose K-12 education has suffered most due to a lack of internet access.

The Best Time for Education Reform Is Now!

In the wake of the COVID-19 pandemic, as the Brookings Report “Beyond Reopening Schools” cogently states “it is hard to imagine there will be another moment in history when the central role of education in the economic, social, and political prosperity and stability of nations is so obvious and well understood by the general population.”  Now clearly is the time for local, state, and federal action to revitalize K-12 education in the United States.

It is time to go beyond piecemeal reforms and playing “blame games” if we are to close the widening gap in the quality of U.S. education. There are some fundamental components of quality education that can be learned from the study of the world’s most successful educational systems.

  1. Great teachers: The key to boosting student results is improving instruction. Teachers need to thoroughly know their subjects and then receive extensive training and coaching in instructional methodology before and after they begin teaching. More top college students need to become teachers. To attract and retain these recruits, we need to front-load their compensation so that entry-level salaries are competitive with those of alternate professions. To keep their skills up-to-date, teachers need quality professional development programs throughout their careers.
  2. Effective Principals: School principals need to be educated and trained as both efficient administrators and drivers of instructional improvement. They have a key leadership role in fostering a culture of high expectations in educational attainment for teachers, students, and parents.
  3. Updated curriculums: All states need to mandate strengthened 21st-century curriculums to give more students the educational foundations necessary for high-skill/high-paying employment. To accommodate the diverse interests and talents of students, more options should be available at the high-school level including career education programs and advanced placement courses.
  4. The Key Role of Parents: The switch to remote schooling during the COVID-19 pandemic seems to have greatly increased parent awareness of the difficulties teachers face in keeping students engaged and in helping them make progress in their day-to-day learning. This should motivate parents to take a greater interest in the quality of the schooling their children are receiving and cooperate more fully in fostering their children’s daily academic progress.

The Looming Disaster of Job Shock

As low-skill jobs shrink due to automation, underprivileged elementary, high school and community college students will bear the brunt of technological advances. They are under threat of becoming the “technopeasants” of the 21st century.

We are referring to millions of our future workers who deserve an education systemically updated to meet the knowledge and skill demands of modern workplaces. America needs them to become part of a new talent pool for the 21st-century, not the victims of job shock.

Coming Next: “Job Shock Part IV”
Businesses across America now complain about the low skills of many job applicants. Yet, they often resist job training or employee reskilling programs. “Job Shock” will next review this paradox in our business culture and what needs to change to avoid potentially dire economic consequences over the next decade.

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Principia for After-sales, Part Two

Principia for After-sales, Part Two

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

In Principia for After-sales and a few next posts, I am sharing my way of defining and implementing the main principles (values). This post is about the potential conflict between personal and company values, how I was writing value definitions, and the importance of constant reminding and following of the main principles.

Theoretically, every new employee joining our team brings his/her own values and his/her own life mission. Unfortunately, many people are not aware of what kind of values they are subscribed to. Thus, both they and their employer can make a mistake when signing the employment contract. But from the other side human consciousness is flexible. Hopefully, he/she will soon realize the values of the company are not in opposition to their private values or they are enough convincing to subscribe to them. And their private life missions can be realized ­– to a certain level – by working for the chosen company.

I numbered the main principles because usually, they conflict with one another. For example, which value is more important: profitability of your department or care of people and environment (it covers also safety)? What gets higher priority: integrity or profitability? If you don’t know, the right answer is indicated by the number of the principle on the list (number 1 has the highest priority).

Some time ago I learned from Start with Why by Simon Sinek that values have to be verbs. He is definitely right. I should articulate my No 1 principal “Integrity” with the sentence “Always do the right thing”. The No 2 principle should be expressed with the words “Always take care of your co-worker, customer, supplier, investor and of all kind of life”. The No 3 “Profitability” means “Not everything we do has to be profitable, but without money, we will not exist as the organization”. The No 4 “Excellence” stands for “We are satisfied with nothing less than the very best in everything we do” (I use the same definition as in Enron’s statement).

On each occasion, I was explaining to my people what our main principles meant and I was using examples taken from the life of our after-sales organization. As I mentioned already in the post Future is Now – Part 2, that kind of presentation was usually taking place in the course of the introductory training. It was led not later than several weeks after starting the job. We worked out that unique training program with the kind collaboration of Impact Polka. It comprised of two sessions (two working days each). And it was mandatory for every new employee. As the opening lecturer, I presented there our department’s long-term goals (vision), the main principles (values), and our mission. Later on, the after-sales team members had to hear it again, and again. Additionally, once a year, during the annual company meeting I presented it to all employees of the dealership.

The leader must prove all the time, everything he is doing himself is up to the common, agreed, and persistently promoted principles. Employees mostly follow their leaders. Employees never follow the company values if the superiors break principles, both in a company or private life. You do not need to decorate your company cars with the team values, print it on every page of marketing brochures or curve in the stone tablets. Your customers are to recognize what are your values at every encounter with your crew. Have you ever asked your key customers what are your company values? You can be surprised when you do!

The main principles are not to be changed neither every year nor when a new manager takes over. They will be followed even if the founder of the values list has gone away. But it will happen only in companies having a very strong organizational culture. To be honest, I have not checked if the after-sales team I was in charge of in the past is still following our main principles. This is for a few reasons best known to me, not the main one is that I am not brave enough to find out.

There are plenty of potential values to be chosen. You will find five hundred examples here. As you can see these are only names of values, just words. The meaning of every value you have to define yourself. Why it is very important? I mentioned already that the set of values would make you different from the competition. Yes, they can steal a copy of your main principle’s declaration. But don’t worry, you are recognized as a better supplier of services because you have taught your people what those words really meant at their daily work. And they are following it. And your customers like it.

The main principles list should not be longer than 3-4 items. Too many values are more difficult to memorize and certainly will not be obeyed. Perhaps this is the main problem with the fulfillment of the Ten Commandments.

I have to underline: the content of the values list is not essential. After all, nobody would present himself as inhuman, unfaithful, dishonest, improvident, etc., isn’t it? The only difference between two organizations having the same set of values is how their members follow those principles.

Next time I am going to present the details about the main principles of my after-sales team.

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Role-Playing is Essential for Sales Professionals

Role-playing is essential for Sales Professionals

This week, guest blogger Don Buttrey of Sales Professional Training offers us wisdom when it comes to our sales professionals: role-playing is essential! It is easy to overlook the benefits of role-playing in the professional environment, but these benefits cannot be overstated. If you are interested in what you see here today, you can reach out to Don here.

Professional athletes, accomplished musicians, battle-ready soldiers, doctors, pilots, and all professionals know that practice is essential. Pilots practice in simulators. Then after two months of ground training, they need to log more than 1,500 hours of flight experience. Quarterbacks run their patterns over and over.

You play as you practice. And in sales, it is no different.

Jerry Rice had a career as one of the greatest receivers in NFL history. Yet it was much more than just talent or good hands that made that a reality. Jerry had one of the most rigorous workout schedules in the NFL. Plus, we know that professional athletes watch a lot of films! They play back game film to critique strategy and execution. They must constantly improve to compete and win.

You play as you practice. If you want to make the big plays when it counts – your practice regimen is imperative.

So how can a sales professional get that essential practice? Granted, we can’t strap a GoPro cam to our head before meeting with a customer and then watch and critique it afterward. So, the only way to expose dangerous habits or feeble techniques is the method of role-playing. Role-plays are not real-life (and in the back of your head you know the other person is acting or improvising) but stuff will happen. You will see weaknesses or tendencies that you need to address and work on. Larry Bird, NBA superstar observed, “Coaches can talk and talk and talk about something, but if you get it on tape and show it to them, it is so much more effective.”

When you say “role-play”, most new hires start shaking in their boots. Some privately puke. But hey – they are new and probably expect intensive training or proving grounds. Some veterans (who are performing OK) might be threatened or fearful that they will be misjudged or condemned based on someone’s skewed opinions or branded sales techniques that may not apply to their customers or selling situations. A few successful veterans say, “bring it on – watch the master at work!” – only to bomb horribly. All this dread, fear, and mistrust is real. But it is not an excuse to just send your team out on the field every day and hope they are performing as sales professionals. Leaders need to know!

The answer to this need begins by adopting a proven sales curriculum, a standard pre-call planning process, and empowered servant leaders who coach and develop each sales professional with respect and consistency. Then, plan regular reinforcement, skill development and practice . . . on purpose. Put it on the calendar!

As a sales trainer over the last 25 years, I provided a starting point by conducting a sales training camp. I have always required a role-play exercise at the end of my training camps. Once the sales disciplines and the pre-call planning process were delivered in the seminar, a video-recorded and professionally critiqued role-play became the highest impact portion of the learning! The logistics required us to have lots of breakout rooms and equipment for the role-plays, but it was worth the effort. What was accomplished by the manager and I in each breakout room, one-on-one with each salesperson, far surpassed the impact of just lecture or teaching.

The training camp was meant to be the initiation into a regular culture of practice. The hope was that this first experience would remove the stigma and the invisible barrier to coaching. Role-playing should be part of a regimen of regular, ongoing practice! However, after a powerful training event ended, and everyone went back to busy schedules, it usually did not continue.

Today, Sales Professional Training has designed a new approach to training and practice that assures ongoing, sustainable sales team development. How? Well now, instead of a one-time seminar event, our complete sales training curriculum is delivered via web-based E-learning. It is on-demand and is digested and applied in short weekly increments that are processed with the sales manager and the team after each segment. Access to the course for review and reinforcement never expires. Clearly, this is much better than a one-time seminar where the salesperson feels like they are taking a drink out of a fire hydrant!

And here is the best part! The pandemic forced us to see past our paradigms and leverage the amazing technology at our fingertips. I now provide training and coaching for my clients that far surpasses what we could do in a seminar setting. Now, following completion of the E-learning version of The Four Pillars of the Sales Profession, we can role-play ‘virtually’ from different locations or branches. Zoom, Teams, and other virtual formats make it doable. No time, travel, or breakout room limitations!

No excuses.

Sales Professional Training is now offering role-play services! It is easy to implement and schedule virtually. I have been doing this service for other companies –and it is very high impact. They get more personal coaching from me and their manager in that hour than we could ever dream of doing in the logistics of a ‘live’ meeting!

Contact me and we will get role-play practice on your calendar!

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