Changing Business Archives

Dec 08 2022

Today’s Business Equivalent to a Country’s ‘No Fly Zone’ … Employee No Contact Zone is Happening.

What seems like a l-o-n-g eight years ago I wrote a blog post entitled “From Germany … a Gift or a Wrench in the Machinery?” It referred to an article that definitely caught my attention … “Germany Examines Ban on Employees Checking Work Emails at Home!” I remember receiving reactions from readers in business who laughed and conveyed thoughts like … ‘can you even imagine?’ or ‘this can’t be serious!’. And serious it was as there were a few countries that passed laws around this.

These laws forbid leaders within organizations to email or call their reports on weekends or i.e., between the hours of 7pm and 7am the following morning during the work week. The results of such moves were seen as positive. Production was up. Turnover was down and overall satisfaction within the organizations making these moves was stronger.

That was then. And now … we soon enter 2023 and settle into new work environments created by needed adaptations to COVID. And whereas some countries introduced their ‘no contact time zones’ several years ago, the time has come for this to be considered and embraced within the U.S. Since 2020 there has been a shift to remote work in total or in part. This is the way that so many businesses have had to operate. It has also served to shine the spotlight on the needs and expectations of workers.

Employees were forced to work remotely from home. Initially this proved to be very disruptive to them, family members and roommates. Added to that was the tremendous sense of isolation that was created. However, with time, employees began realizing the benefits of having no commutes and could use this time to personally benefit themselves or their families. Being in a relaxed atmosphere was enjoyed by many. As such they have come to see that remote work in some form has and will continue to deliver benefits that they want to maintain.

Employers had to devise ways to create a meeting and communication method that would further the connection and drive success. This required significant investment in technology and programs that would allow workers to function from their residences as if they were in the office. In many cases purchasing the likes of desks, chairs and even computers added to the organization’s costs of doing business. Those who run companies were initially very anxious to see a COVID go away to enable the old ‘normal’ to return. Now, today they see and accept (perhaps reluctantly) a ‘new’ normal to which they must adapt to move forward successfully.

Here are the issues that exist today that have given potential life to the reality of having a legal ‘no contact zone’ in the U.S.

Some company leaders have blurred the line between work hours and personal time. Emails and calls are made at arbitrary times of evenings and weekends. As employees have come to realize the benefit of at least some portion of remote work, they have also come to resent the imposition of ongoing communication from the ‘boss’.

Mental health has become the focus of many employees which, in part, is blamed on the lack of respect for the juggling and adapting that this ‘normal’ has imposed. Having employers presume they had unlimited access to staff members contributed to the added stress with which they are left to contend.

Whereas the workforce has experienced a significant reduction in the past year, this has created the need and expectation that all the necessary work will be done by fewer. So be it, however, it is the ‘fewer’ that has had the effect of lengthening the workday and the expectation that employees will meet that need. Not so fast as this has given birth to quiet quitting or doing only what I know my job is and nothing beyond

The Philippines, Italy, Slovakia, Northern Ireland Portugal, France and most recently, Ontario, have also enacted “right to disconnect” laws and regulations to separate the blurred line between work and home. Is creating a law that legally defines the boundaries and circumstances related to being allowed to communicate with employees the solution? And to the extent that this is done, how realistic is it that it would ever effectively work? Personally, I don’t see this route as workable or desirable.

Firstly, the structure of our government makes taking such a legal approach somewhat of a dream. Rather, I believe and see a more realistic approach by just considering the potential of such action. Over many months the challenges on both sides began to arrive at places of comparative calm. Routines were created and established. Any business is aware of the need for discussion and compromise. This applies to dealing with our external customers and, as well, to the employees or the internal customers. Understanding and respecting the needs and desires of both sides of this challenge offers the strong potential of leading to a healthy and workable and solution and a win for all.
Mike Dorman

Jun 22 2022

The Perfect Time to Ramp It Up Just ONE Degree!

Relief is in the air. For sure it is what all businesses challenged negatively and impacted by the past 2+ years want, strive to have and are driven to achieve. And, as organizational leaders, their teams or individuals work to make this happen it appears that some are working to get back to the calm and productive path that they have missed. What I wonder is whether the drive is taking them as far as it can and should be? Or is the sense of relief putting unconscious limits on how far we think we can go? My work with various organizations concerns me that it’s the latter.

I recall a quote from the past attributed to Sam Parker and Mac Anderson. What struck me about it is the application and the value it adds to all of us today who are in the process of ‘righting’, rebuilding or just building our businesses to greater heights. It reads …

At 211 degrees…water is hot.
At 212 degrees…it boils.
And with boiling water, comes steam.
And steam can power a locomotive.
And, it’s that one extra degree that makes all the difference.”

So, what could this mean for businesses or individuals who are a part of it today? As we enthusiastically push forward with a sense of relief are organizations just excited to see boiling water again? Is the employee just thrilled to return to an office part or full time? Ah … we can breathe easier. But wait! Breathing easier as such, while welcome, has its’ own potential and unnecessary cost. It may be depriving some from getting the steam that just one more degree of effort could bring.

I believe there is value to think about applying the ‘one extra degree’ to an overall business, department, team or just you today … now! How does an entity or person take advantage of every opportunity that can be created to thrive and take efforts to the extreme of their potential?

Here are some areas of focus that must be considered in reemerging into the resulting ‘normal’ post COVID and the places where that extra degree can make the difference … and the desired steam:

Adapting the marketing approach to the customers preferences
- How they buy today and from whom they buy has clearly been impacted by the experience of the past 2+ years. This must guide the revamping of any approach one is inclined to consider and employ.

The approach to selling the product must reflect new habits the buyer has developed while isolated or restricted in easy mobility
- Whether a business or a retail customer is the aim, the revamped approach must recognize the changing pattern in how the customer prefers to buy. This will create needs to alter past systems to accommodate this changing mindset and pattern
Enthusiastically embracing ever advancing technology
- COVID and remote workforces required that organizations buy into the need and value of technology that would ease the imposed challenges. In pursuit of the extra degree means pushing this further. Going forward customer preferences in this arena must be incorporated into how business is done going forward. It is critical!
Customer service must be reimagined, redefined and taken to a new level
- Even if an organization has prided itself in delivering excellent service in the past, that has taken on a new definition and meaning. The customer has discovered a larger world of options. By taking a definition of ‘outstanding’ service to a never imagined level increases the opportunity of both retaining past and attracting new customers.

Working extra hard to nurture and solidify current customers
- Often the focus put on a drive to attract and win new customers comes at the expense of ignoring current ones. Yet, it is those current/past customers who can rebuild the foundation that a successful effort requires. With the uncertainty of the past 2+ years, the likelihood is good that your past customers will welcome the return to what they know and appreciate. Take advantage of that by letting them loudly and clearly know of their importance to the organization.

There is little doubt that the business world is hungry to emerge into a sense of business calm and reason. Some members of this community seem to have their sights on returning to what was for that they know and understand. This makes sense however the question to ask is if this is taking full advantage of what could be? As a first step, you need to define what the ‘extra one degree’ would mean to the organization or simply to you and the job you do. Knowing this and understanding that path, don’t be fooled into thinking that it’s a snap or it’s no big deal. Afterall, we’re talking about the ONE degree that takes us from ‘hot’ to ‘boiling’ and that, in turn, can make the difference between good and great … redefined success or settling for what was.

Whenever I have watched someone take the step of cranking it up just one degree it has had the effect of opening a very wide door of possibility. What might it do for your organization or for you as a member of the team? It’s exciting exploration and can make a dramatic difference in the success you experience. No sweat if you wear warm weather clothing to withstand the boiling heat you’ll encounter!
Mike Dorman

May 18 2022

Retaining Customers – Added Challenges in the Emerging New Normal

Attracting and retaining customers has forever been the drive and the key goal for business of any type. And as the goal it has often presented challenges that have been created by various circumstances not always in the control of the organizations. This has definitely been the situation of the past 2+ years. Now, in May of 2022, we are hopefully emerging out of the pandemic that in various ways hijacked the best plans and intentions. And, as has often been stated, in emerging we are not returning to the business atmosphere that was. We are emerging to an environment of the new normal. So, in terms of attracting and retaining customers, what does that mean?

First, let’s explore how various organizations have looked at the loss of a customer(s). Perhaps it was the oldest, biggest or most profitable and the reactions regardless of the customer varied. I’ve seen some try to laugh it off. Another was simply angry … at the client given all ‘we have done for them’. A third reaction was just being sad and puzzled. Yet regardless of the initial reaction actually examining the situation generally takes all to a place of concern.

Upon reflection and examination, what created the puzzle and lack of understanding as to why the customer was lost included:

They didn’t recall any negative conversations and viewed this as an easy customer.
They may have done a poor job of really listening to their contact and missed some warning signs of discontent.
They realized they had no real relationship or interface with any people in higher positions if the customer was a company, thus making them vulnerable.
They viewed this customer as a long-term relationship requiring little attention.

Do you see any red flags? I bet you do. Even though doing things to change the above pitfalls seems so logical we find that getting comfortable … too comfortable … is not a rare occurrence.

HOW THE CHALLENGE HAS INTENSIFIED SINCE 2020

Now consider today and what might be different that can intensify the threat of losing our customers. It has much to do with what the customers have had to endure and what adapting has required. Regardless of a particular business thriving in a COVID impacted world or suffering, it is the customer’s lives that have been turned upside down. For us to retain past/current ones or attract new ones we need to focus on and understand what they have endured.

The answer is defined in two simple words … CUSTOMER SERVICE. Most people do understand that the places they like to go to do business have also been challenged. Most people have also been extremely frustrated in adapting to the changes that have been imposed … just as the business has. However the one thing that customers see as in their control is the level of service they receive when working with a company of any type.

Shep Hyken is a customer service and experience expert and a New York Times and Wall Street Journal bestselling author. Perhaps logically, he has explored and researched this very issue and the experience of customers navigating the challenges related to doing business. Here are some of his key findings as presented in his Forbes report:

There was a major jump in customer inquiries, complaints and support calls. Companies adapted with digital support—some better than others.

At first, customers were a bit more understanding about long wait or response times, but quickly lost patience as they realized the companies and brands weren’t making an effort to adapt to their changing needs, which were based on the rapidly changing times.

A survey of more than 1,100 consumers found that 50% have prioritized customer service as a deciding factor about whether or not to do business with a brand. If you’re a company that focuses on customer service you could have a competitive advantage.

One third (33%) of the consumers surveyed claimed they had switched brands due to poor customer service since the beginning of COVID-19.

Sixty-four percent would switch after just two or three bad interactions. Furthermore, 67% report having the same or less patience for bad service since COVID-19 began.

STEPS TAKEN TO RESOLVE THIS THREATENING SITUATION:

Concerning? For sure and it should be. And the question becomes what to do about it that will resolve this very real and threatening situation? Here are some very practical steps to be taken within the entire organization as it relates to customers:

Adopt the mindset of ”NEVER AGAIN” and communicate this to all in the organization
Look at a loss as a signal of other potential problems within the customer base. Attributing it as just being ‘that’ customer is a serious oversight.
Create a litmus test to perform on each relationship to uncover weaknesses and vulnerabilities. Accept every customer comment as delivering a message that may need to be addressed and improved.

Openly share each incident with the organization and certainly the management group to discuss changes that can avoid this going forward regardless of how big or small the issue appears to be.

Resolving an issue or answering a problem on the first call makes sense. Nobody wants to keep calling back regarding the same issue a second or third (or fourth or fifth) time. Nobody wants to wait on hold wondering when they are going to get to someone who can help them. That’s customer effort.

Shep Hyken concludes his findings like this. Eighty percent of customers say that when their problems and complaints are managed well, they feel more emotionally connected to the company. Note: You can’t have customer loyalty without an emotional connection.

So, how do you lose customers? Even more important than price or product quality, just give them a bad customer service experience. Make them work hard to get to someone who can help. Waste their time with long hold times, not giving them an option to have a callback. Connect them with people who haven’t been properly trained or don’t have the knowledge to answer questions. If you’re guilty of any of these (or other related customer service blunders), it’s time to change course. In these times of heightened customer expectations and demands, you have to be good enough for them to say, “Even when there is a problem, I can count on them. I’ll be back.” Otherwise, say, “Goodbye.”

The longer we have a relationship with a customer the more relaxed and comfortable it becomes from all sides. However, when easier and comfortable spills over the line wherein we take the relationship for granted we risk finding ourselves on a rocky and unstable path. Clearly the past recent years have left their mark. It becomes the job of every business to respect and respond to this reality. Does it make sense to take inventory in your customers? Litmus paper is VERY inexpensive and a great tool for an on-going check-up.
Mike Dorman

Apr 20 2022

The COVID Fallout ~ an Increased Tendency to Throw Others Under the Bus

The issue of throwing someone or being thrown under the bus is not new especially in a business environment. It is a subject I have addressed in years past via an e-book written on this very subject. And yet, during the past two years we have been living and working in a world heavily impacted by COVID. That IS new and as such this has expanded the potential and actual occurrence of this unpleasant experience.

Generally, in business, bullying of this nature is manifested in a couple of ways. On one hand it is done by a ‘boss’ who takes credit for work accomplished by one of her/his reports. Or, secondly, it can also be levied by a co-worker who wants to have recognition for work done by someone else. As such, in either case, they are willing to claim work as their own often to achieve some advancement and recognition. Interestingly, this occurs at times of both scarce and excess job availability. In both situations it often has to do with a person wanting to avoid responsibility for their own failures and inadequacies by taking credit for the work of another.

The intention here is to explore new ways in which the tendency to do this to others has been increased in the past two years. The struggle to adapt to the changed workplace be it office or home has clearly contributed to new ways that many are and/or feel ‘thrown’.

Characteristics of leaders inclined to send others under the bus

To throw someone under the bus may be defined as “to betray or sacrifice a person, particularly for the sake of one’s own advancement. Or, as a means of safeguarding one’s own interests. (Merriam-Webster) It definitely is not something that anyone seeks to have happen to them. It is something that others use to demonstrate their power, self-perceived superiority and unwittingly, their insecurity. So, the question has always been what makes another inclined to do this. Here are key goals of this individual that have been a challenge in this COVID world:

The drive for power over others Isn’t the ability to see the employee or team an easier way to demonstrate as the person in charge? That individual’s presence is always around when in the office.
Remotely? Requires new creative ways to convey one’s authority and that has required new learning that has proven a struggle for some to learn and do.
The drive to create and win some competition … for advancement and recognition
It’s easy to convey one’s position and one’s achievements when surrounded by others on the team. Both visual and verbal communication are natural.
Remotely? This requires one to devise new communication methods in both directions to convey one’s contribution to achievements and be rightfully recognized for them.
The view of their responsibility as being in control of other reports
Control when working together under one roof provides a visual presence that supports the recognition of a leader responsible for overseeing their group.
Remotely? The likes of zoom and/or phone conversations require one to convey their same leadership responsibility. And these tools are comparatively impersonal and distant.

Characteristics of employees who have experienced an increase in seeing the underside of a bus

With COVID came significant changes in work routines. Going to an office became and remains either not yet existent or has re-emerged on a reduced basis. Surveys reveal that even a few years from now, remote work is destined to play at least a part of the employee’s routine. The things that have and are impacting performance and thus make some targets of bus throwers include:

A question of trust
This person gets a keen sense that they are reporting to someone who simply doesn’t trust them. How could they be working with the same dedication and effort remotely. This employee becomes easier to blame for perceived failure in completing projects or meeting deadlines, actual or imagined.
Added responsibilities associated with working from home especially when there are children involved.
The employee has had to learn how to juggle all responsibilities in the remote environment. This means that although they are determined to complete all expected work, it is often intermingled with real and needed interruptions. This feeds the ‘boss’s’ concern and has provided a scapegoat to blame when something doesn’t happen as needed or intended.

A redefinition of a good and loyal employee as one available at any and all times during the day … regardless of time of day.
Expecting employees to perform their job remotely without a concern for other responsibilities is a frequent and expressed complaint voiced by employees. And any resistance to being available as such has been interpreted as a disloyal team member. Once again, this person is an easier target on whom blame can be placed for failures encountered.

Different living circumstances between and among employees that create distension between and among them
Someone working remotely and juggling added responsibilities has challenges that don’t compare to a co-worker who lives alone or without child responsibilities. Thus, the latter just knows they are working harder and making a better contribution. As such they have used this to shine a negative light on the other person.

Things that have contributed to sending others under the bus in this COVID world

The past two years have introduced several unfamiliar aspects related to managing or being managed. Here are some key realities:

Absence makes allows the imagination to run wild
If I can’t see you then I don’t know what you are doing during the workday and my skepticism just tells me that you can’t be putting in a full day’s effort. With such lack of trust the boss is expecting that one will not be as productive as they should be. Of course, the amount of work can be seen however, a ‘boss’ just knows that someone working remotely can’t be as productive as they were. Where’s the bus?

The boss must learn how to successfully lead with fully or partially remote teams
As effective and successful as a leader has been in their role pre-COVID, a majority have had no or limited experience in leading people who are scattered. Unfortunately, when a bump is encountered in expected work, it has sometimes resulted in someone being blamed. Again, Where’s the bus?

Staff reductions created by employer or employee
These have led leaders to expect more from those who remain and some of this has been accompanied by a reduction in compensation. Thus, the employee feels taken advantage of and rather than appreciation is given blame for not being accepting of this. This bus feels extremely heavy.

Here’s the reality with which many must deal. COVID emerged and those impacted had little or no experience in how to effectively deal with or manage the changes that were forced upon so many on both ends of the work spectrum. Transitioning to working remotely or leading a remote team brought with it a lot of growing pains. Unfortunately, the learning curve has had many experience the likes of being thrown under the bus.

To say that we are well past the height of the problem would be a misstatement as it has always been said that we will and are emerging into a ‘new’ normal. It is one that has new ways in which work is completed, by whom and in varying work environments. Hopefully, as more realize and accept this, they will also have learned methods to lead effectively in such an environment. As an employee, one will have learned how to communicate her/his needs, have them recognized and respected. This person will also have been able to demonstrate their value through the contributions they make to the desired success. In no way am I suggesting that progress and learning has not taken place. However, current research clearly indicates that we’re not settled into this evolving new normal. Throwing others under the bus is messy. Of course, keeping our streets clean is a great goal!
Mike Dorman

P.S. The e-book previously written on this issue is entitled ‘Being Thrown Under the Bus’. Clicking on this link will take you to it.

Jan 20 2022

The Speed of New Innovations is Exciting … However, At What Impact and Costs?

In businesses as well as our personal lives, the speed with which advancing technology has brought change to how we function in so many ways. It creates true head-spinning. Just when we feel like we have mastered the last innovation and we are functioning easily, the next one arrives, and the learning must begin anew. Along with the excitement is created stress which can readily work again our individual and collective success.

I was recently introduced to the writings of Professor Ichak Adizes. He is at the helm of the Adizes Institute and is considered one of the world’s leading management experts. I listened to his presentation entitled “The Future of Management” in which he conveyed his beliefs on where we are in business today, where we came from and how we got from there to here. Furthermore, he expressed and related the concerns he foresees as we stay on our current evolutionary path.

I want to highlight some of the key points that Adizes has made and believe that you, the reader, will find them as interesting and thought provoking as I have.

Point # 1

‘The rate of change is unprecedented in the world. This is being driven by technology.’

COMMENTS:

Of course, there is little argument to make as anyone working in any kind of business has seen approaches and processes change dramatically. And speed of change has increased to an extent that it becomes a blur in one’s attempt to keep up and operate with the latest and greatest.

Point # 2

‘Everything in the world is a system. Each system is comprised of sub-systems. As humans we have sub-systems the likes of blood, nervous and skeletal. As a country these sub areas include economic, technological, legal and social. What we know is that sub-systems do not all change at the same speed. This creates problems. When systems don’t change at the same speed it creates gaps and cracks’

It doesn’t take long to validate this thinking by looking within a business today. As Adizes indicates,

The marketing department has a great idea that can impact the success of the company.
They present it to the advertising department that needs to understand and determine that realistic price and approach based on the value the product will provide.
The Sales department now must understand and then devise a sales approach that will attract customers who will want to buy this product.
Computer programs must be changed to reflect this new or improved product
Finally, the people producing and delivering this product need to understand and buy into it as if their invention. And people are the most difficult ones to change!

When the sub-systems don’t change at the same speed it creates gaps and cracks which in turn allows the system to become disintegrated. The higher the rate of change, the faster the disintegration. This, then, is what we would call a problem. And with such problems we grow the stress within the company and within the individuals involved in it.

COMMENTS:

Some twenty years ago an awareness of silos within an organization became very apparent. ‘My department is doinggreat … what’s your problem and you need to find out what it is and fix it’. The realization became that for an organization to hit their goals and targets, all needed to be focused on the overall company goal. Each area needed to design their efforts and approaches to achieve their part. Failure to do so would impact the other components and ultimately, the ability for the organization to hit the target. And above, they had to be willing to help those having challenges to overcome their obstacles. They needed to see themselves as a cohesive team with each needing the success of all to achieve the goal. This was then.

Today, when so much of what a company does and offers is impacted by the technology used to do this, it has once again, created a potential silo environment. This is contributing to loss of interest and motivation within the employee ranks. This has and can serve to slow down the rate of movement due to the disintegration that ongoing innovation has created.

Point # 3

‘Integrated systems require respect of others responsible for achieving the goal. With respect, we will learn from each other. This equals synergy which results in energy that leads to constructive integration. All of this happens when we respect different voices and trust that there is common interest despite differences. Respect differences and share the benefits you create together.

COMMENTS:

The lightening speed with which technological advances have altered the business environment have created internal competition that has gone beyond a healthy competitive approach. With different areas wanting to outdo others within the organization it tends to work against the desired progress and related timeline. The competition has come inside to an unhealthy degree when it is really the external competitors who require the focus.

Point # 4

‘Collaborative leadership rather than single individual leadership needs to be the mission. There should be no single leader. As such, one is promoting respect. It serves to reduce stress in the workplace. As well, we must realign sub-systems to that they don’t outpace each other and advance together. This too reduces damaging stress at work.’

COMMENTS:

Leaders that encourage the ideas, thoughts and approaches that all have to offer and remain open to seeing things differently are ultimately going to be more successful. Successful in retaining talent and creating a work environment where all feel valued and trusted. They also accelerate the energy that all willingly put into the job of meeting the expectation to the nth degree.

I have only touched upon Professor Adizes’ beliefs. To me they deserve thoughtful consideration as you evaluate where your organization is today. Technology has rendered the use of our brains a back burner activity. Artificial intelligence is on a path to rule our worlds. That is, unless we recognize that as humans working together, we can learn and apply all the ongoing innovation in a most successful way. Respecting and welcoming differences is the key to creating the harmony that leads to success.
Here is one meaningful quote from the professor. Peace is not sameness. Peace is Harmony. Pay attention to that word. Harmony is multiple voices singing together. Everyone singing in the same voice is not harmony.”

Now we just need to learn the song … or is it ‘RE-learn the song?
Mike Dorman

P.S. To hear the full recording of Prof. Adizes go here: https://www.youtube.com/watch?v=ofhdzRjK96U

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