Category Archives: Business
STAYING HEALTHY ON THE JOB
BRYCE ON WORK & PLAY
- The realities of playing sports as we grow older.
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Before graduating from college, I played my fair share of contact sports, including football, baseball, hockey, and rugby. Like a lot of kids, I got pretty beat up in the process, such as cuts, scrapes, bruises, sprains, and a particularly nasty knee injury which sidelined me for the remainder of a season. Nonetheless, I loved playing and think back fondly on those years.
As I entered the workforce though, I came to the sudden realization my playing days were over. I could no longer afford to become sidelined from my job due to a broken bone, sprain, or some other serious injury. Plain and simply, it would affect my livelihood. It’s hard to give up such sports, but it became clear to me it was time to find something less brutal to do. This explains why activities like golf, tennis, racquetball, fishing, etc. are popular among those in their middle age or older, there is less of a chance to suffer a serious accident.
Some time ago I helped establish an “Over 35″ coed softball league in my area which has since become rather popular. I found our games to be a great stress-reliever and the hub of social activities for the many people who played the game with us over the years. I admonished my players not to get injured. I wanted them to have fun, but if it was a matter of losing a game or facing an injury, particularly at our ages, let’s take the loss. While others played as if they were in the World Series, we played smarter and survived the games with no significant injuries. We may have been beaten by other teams, but they paid for it in injuries, or should I say their companies did.
Young people typically find it difficult to accept the fact they are getting older, and occasionally you come across someone who has seriously injured themselves foolishly. I remember one young man in our print shop who broke his collarbone playing touch football (not tackle). This obviously hindered his effectiveness as a printer. He may have thought the injury was funny, but we made it clear that it was not.
Contact sports is for people who can afford to be injured, such as youth. It is certainly not for adults who have to make a living to support a family. Risking injury in some frivolous game is just plain stupid and should be rebuffed as opposed to celebrated. An injury sets the company back, your workload, your coworkers who must pick up your slack, and your family.
As I warn young people entering the workforce, let’s leave the contact sports to the fond memories of our youth. For example, one day I’ll have to tell you about the Sycamore game in 1971.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: UNDERSTANDING THE NATURAL SYSTEM – Systems always find a way to produce information to support the needs of the enterprise.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mon, Wed, Fri, 12:30-3:00pm Eastern), KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays, 6:00-10:00am Mountain), and KIT-AM 1280 in Yakima, Washington “The Morning News with Dave and Lance” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
DEALING WITH OFFICE CLUTTER
BRYCE ON MANAGEMENT
- The fundamentals are not as complicated as you might think.
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
I cringe when I hear someone say, “A cluttered desk is the sign of a brilliant mind.” I don’t know who invented this little gem, some say Albert Einstein, but I can’t seem to find any record of it. More likely, it was some slob who got called up on the carpet by his boss for running a pigpen.
It has always been tough to run an organized and efficient office, but this seems to have been compounded in recent times when PC’s started to pop-up all over and we allowed employees to eat at their desks. Now it is not uncommon to see a number of wires running everywhere, overloaded electrical sockets, and empty fast food bags and cups laying around. We used to complain about ashtrays, but this appears to be a thing of the past. Instead, we find cigarette butts on the ground just outside of the office or outdoor ashtrays overflowing with them. Very professional.
Since I believe our work is an extension of our personal lives, I tend to think of the office as our home away from home. This makes me wonder what we might find if we visited some employees homes. Are they as big a slobs at home as they are at work? If not, why do they find it necessary to trash their office as opposed to their homes?
Office clutter is indicative of management’s organization and a part of the corporate culture. Some believe the sloppier they look, the more they give the appearance they are hard at work. Not necessarily. More likely, sloppiness is indicative the person is trying to hide something and is actually quite lazy.
The military understands the need for organization and keeps their facilities spotless; you are expected to either work on something, file it, or throw it away. If you need new file cabinets, buy them. Your work is obviously not important if you keep the same clutter on your desk all of the time. In fact, such clutter will grow over time. For example, have you ever seen someone with a plastic tray on their desk? Theoretically, such trays are used for work in progress, but you’ll notice the trays never empty and, if anything, the paperwork grows. Every now and then you have to simply throw the contents in the plastic tray into the garbage can.
Programmers typically like to keep a cluttered desk. To overcome this problem we warned our programmers to clean them up or they might find the debris in the trash. At first, they thought this was a hallow warning. They found we were serious when they came in one day and found their desks spotless (and their paperwork in the garbage). We didn’t have a problem with office clutter after doing this a couple of times. Some programmers are aghast when I tell this story, but following our cleanup of the office we actually experienced an increase in productivity simply by enforcing a little discipline in the workplace. This required the programmers to organize themselves better and they were able to focus on the problem at hand as opposed to wading through the mess on their desks. I guess I see programming as a profession in the same sense as I see engineers, architects, and accountants as professions. They also require discipline in order to productively perform their work.
Office clutter is a reflection of a person’s professionalism and, as mentioned, a part of the corporate culture. It can be remedied if management is so inclined to do so. I admire an office that is well run and organized. It tells me the people are serious about their work and a company I want to do business with. Just remember, a cluttered desk is the sign of a lazy mind, not a brilliant one.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: WHO IS TEACHING MORALITY? – And why it is important to our survival.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST). Or tune-in to Tim’s channel on YouTube.
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
ALL I ASK ABOUT RUNNING A MEETING
BRYCE ON MANAGEMENT
- The fundamentals are not as complicated as you might think.
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
I wonder how many meetings I’ve attended in my lifetime. It must be in the thousands. Of course, there have been the multitude of corporate meetings I’ve participated in, either with customers or internally. Then there are the many meetings I’ve attended over the years from the many nonprofit organizations I’ve belonged to, not to mention several meetings for the Board of Directors I have been involved with (more than 50 now). Sometimes I feel like I am more in the business of attending meetings as opposed to doing anything else.
I do not mind attending the nonprofit related meetings as I see it as a way to volunteer my time for some worthwhile causes, which is the least I can do. What I do mind though is to attend a poorly run meeting regardless if it is for a commercial company or for a nonprofit. I find it a bit disconcerting when a meeting is run badly. Then again, many well-meaning people participate in nonprofit organizations, be it a homeowners association, a sports club, a special interest group, or a religious/fraternal organization. They may have plenty of time on their hands to participate, but they haven’t got a clue as to how to run a business and, not surprisingly, run some of the worst meetings imaginable.
Regardless of the organizations I’m involved with, all I ask is that the meeting…
1. Start and end on time. Not a minute before or after. This includes not waiting for someone who is running late thereby creating a problem for others. This is simply discourteous.
2. Follow an agenda. Print it up and distribute it accordingly, preferably prior to the meeting so others can prepare themselves accordingly.
3. Maintain order to eliminate distractions and focus on business. Got a gavel? Use one. Haven’t got one? Get one. No, you do not have to be Genghis Khan to run a meeting, just someone with a little common sense, patience, discipline, and a sence of fairness. If this sounds like a baseball umpire, it is.
4. Be meaningful and interesting. Avoid boring subjects and speakers. Make the meeting something people “want” to attend as opposed to feeling compelled to do so.
Nobody wants to attend an inconsequential meeting. If treated frivolously, people will become apathetic and attendance will drop. I can remember my homeowner association board of directors meeting would literally go on for hours with nothing of any substance resulting from it. When I finally assumed the presidency, I set new records for conducting such meetings. Instead of hours wasted, I completed the business of the association in less than an hour. The first time I did this, one member of the board asked, “You mean, we’re done?” After I confirmed his suspicions, I invited him to have a libation at a nearby watering hole.
Unfortunately, after my term of office was completed, the group returned to its long-winded ways. I was asked by others to stay on as President, but I feel it is important to rotate such officers. Besides, I do not want to turn the presidency of a homeowner association into my life’s work. I have other fish to fry.
One last point, I have little use for people who come to meetings unprepared. If you serve on a Board of Directors, regardless of how frivolous it may seem, you are doing a disservice to it by coming to a meeting unprepared. And for God’s sake, bring a pen or pencil and something to take notes on. Only an idiot comes to a meeting without anything to write with.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: DEALING WITH OFFICE CLUTTER – Regardless of your profession, is it really necessary to work in a pigpen?
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST). Or tune-in to Tim’s channel on YouTube.
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
HOW INFORMATION AFFECTS MICROMANAGEMENT
BRYCE ON MANAGEMENT
- Information requirements gives us insight as to why people micromanage.
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
A friend recently confided in me he had a new Regional Manager to report to. His company is a national distributor of industrial supplies sold primarily to manufacturing companies. He didn’t know too much about his new boss other than he suddenly wanted to monitor all of the sales activity in all of the offices in the Southeast, of which there are several. To do so, he asked the sales force to e-mail him directly all of their daily customer contact lists and sales transactions for the day. In other words, the Regional Manager was interceding and performing the analysis typically performed by the local Sales Managers. The Regional Manager took it a step further and began contacting the sales force directly as opposed to going through the Sales Managers. Translation: the Regional Manager had embarked on a program of micromanagement as opposed to letting the local Sales Managers do their jobs.
This got me thinking about how the Regional Manager was going about his job and the systems supporting him. In specifying information requirements for a company, you have to consider the types of actions and decisions to be supported which can be classified by P-C-O, meaning Policy-Control-Operational. Within any enterprise, there are three fundamental levels of business functions to be supported:
* Policy information – used by executive management to steer the business and includes such things as operating summaries, forecasts, and trend analysis.
* Control information – used by middle management to control operations and report to executives; this typically includes status reports, departmental summaries, quota analysis and schedules.
* Operational information – used to support the daily activities of the business, such as placing and processing orders, checking on order status and a myriad of other activities to support customers.
Information also has the nuance of being time dependent in order to perform the various business functions in a timely manner. Not surprising, a business requires a more rapid response at the Operational level than at the higher levels. To illustrate:
* Operational information is typically required “On Demand” (aka, “Upon request”) or daily. This ultimately represents the basic transactions of the business to collect data. Daily information is also useful for such things as end-of-day summaries, and for formulating daily schedules.
* Control information typically consists of daily, weekly, and monthly summaries so middle management can monitor operations. Random “On Demand” queries may be made periodically, but are not typically a part of middle management’s normal routine.
* Policy information normally includes weekly, monthly, quarterly, and annual summaries and projections needed for long-range planning. Again, random “On Demand” queries may be made periodically, but are not typically a part of executive management’s normal routine.
If a manager is spending an inordinate amount of time conducting “on demand” processing, as my friend’s new boss appears to be doing, it means a couple of things: First, in all likelihood, the manager is not delegating responsibility properly and has set his area of the company on a path of micromanagement. Second, it either means the company’s information systems do not adequately serve the business, or the new Regional Manager simply doesn’t know how to use it and, instead, is attempting to reinvent the wheel by devising his own system for obtaining the information. If the latter, he may be working at odds with the company’s systems department, thereby introducing redundant processes and data which may lead to conflicting results (aka, “dirty data”). In my friend’s case, I suspect the Regional Manager is guilty of all of the above.
There is certainly nothing wrong with wanting to obtain the proper information to support the business functions you are charged with, but if it results in creating problems of employee morale or invalid information, you have to wonder if the wrong person is running the show.
Managers should do some soul-searching; do they really need that information or are they interfering with the responsibilities of others? My advice to managers is simple: Delegate responsibility, hold people accountable, and get out of their way. “Manage more, supervise less” – Bryce’s Law
Keep the Faith!
P.S. – “April Fool” everyone! – Today is our company’s 42nd anniversary.
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: QUICK, WHAT IS THE NAME OF YOUR CONGRESSMAN? – And how about your other government officials?
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST). Or tune-in to Tim’s channel on YouTube.
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
HUNG UP ON JOB TITLES
BRYCE ON MANAGEMENT
- Which would you chose, better wages or a better job title?
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
Not long ago I went to the drive-thru window at our local bank to make a deposit. I was dutifully greeted by the attendent who I had chatted with before on numerous occasions. On this particular visit, the attendant, who I judged to be in her mid-twenties, was delighted to inform me she was now the “Head Cashier.” I congratulated her on the promotion, finished my business and departed. Over the next several weeks though, whenever I visited the bank, she made a point of letting me know she was the “Head Cashier” with an air of boasting about her. I presume she did this with all of her customers, that I wasn’t just being singled out. She had even gone so far as to etch a new name plate with her title boldly printed on it. It was important to her that the bank’s customers recognize her authority. Frankly, I just wanted to process my transactions and go about my business. Although I initially commended her on the promotion, I really couldn’t have cared less.
I find job titles in business to be rather amusing. Originally, a job title was intended to denote the type of work a person performed, e.g., doctor, baker, banker, etc. Over the years though some rather avant-garde job titles have emerged which are intended to impress others. For example, we use “Software Engineer” as opposed to a mere “Programmer”; “Human Resources” as opposed to “Personnel”; “Branding” as opposed to “Advertising,” a “Mixologist” as opposed to a “Bartender,” etc. For some reason, the Information Technology field has more than its share of cryptic titles, for example: “New Metrics Analyst,” “Content Engineer,” “E-mail Channel Specialist,” “Metamediary CEO,” “Chief Knowledge Officer,” and “Chief Internet Officer.” I even ran into one entitled, “Webmistress Extraordinaire” (I think this last one is related to “Domestic Goddess”).
If you can’t invent a fancy new title, simply modify an old one by delineating the level of skill or experience required to perform it, such as junior or senior. For example, banks make extensive use of “Vice Presidents,” a much coveted title. Yet there are many permeations of it, such as Junior VP, Associate VP, Senior VP, Managing VP, Executive VP, etc. Banks make extensive use of such titles as opposed to paying a decent salary. Nonetheless, some people believe meaningless job titles are more important and will help them secure a better job in the future.
Even in nonprofit organizations, titles become rather important to people. I have seen people boast they were President of their Homeowner Association, VP of Membership for clubs, and Secretary or Treasurer of other groups. They relish such titles as it denotes they are a person of authority and should be taken seriously. Now I will admit such titles are important to define areas of responsibility, but there is little point in having such titles if you do not perform anything in return. Such meaningless job titles ultimately demean the office you hold and the organization you are supposed to be serving.
As for me, job titles tell me a lot about a person’s ego and his/her insecurities, particularly if they boast about it, such as the “Head Cashier.” In reality, most people are less interested in the job title you hold and more interested if you can perform the work advertised.
Executives couldn’t care less about job titles. To illustrate, I remember an instance where an Information Technology Manager was given an assignment to complete an important high profile project for his company. Needing programmers for the project, he sought permission from the executive committee to hire some more. In the end, the committee granted his request and told him he could hire as many people as he wanted, and give them any job title they desired, but when the project was completed, fire them all. It might have seemed cruel, but at least they got an impressive job title to post on their resumes.
As for me, if the choice is between a fancy new job title or better wages, you can keep the job title. I know who I am, what I am capable of doing, and am certainly not hung up on job titles.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: AN ASEXUAL SOCIETY? – Why are we trying to merge the sexes; what does this accomplish?
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST). Or tune-in to Tim’s channel on YouTube.
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
PUTTING SERVICE BACK INTO “SERVICE STATION”
BRYCE ON LIFE
- Will it play in today’s world?
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
Many years ago, I worked at a Standard Oil service station in Ohio while still a young man (back when it was called “SOHIO” for those who remember). I call it a “service station” as opposed to a “gas station” simply because it made more money on service as opposed to gasoline, which was just 35 cents/gallon at the time. As an attendant, I would change tires, check/recharge batteries, and perform grease, oil and filter jobs. Our senior guys would perform the tune-ups and balance tires, which was somewhat of an art back then. We also pumped a lot of gas, and in the process would check under the customer’s hood to see if the engine was working fine, and all the fluids were at proper levels. By doing so, we sold a lot of supplemental products, be it wiper fluid, oil, radiator antifreeze/coolant or maybe even suggest new tires. It was not our intent to gouge the customer but to offer friendly service to the people in our area. Not surprising, we got to know our clientele rather well and developed strong relationships. So much so, they came to trust our advice; if we said they needed oil, they bought it with no questions asked. If everything looked fine, we told them so. I must have personally checked hundreds of tires, batteries, dip sticks, air filters, and cleaned lots of windows, not to mention pump a lot of gas. The station’s owner recognized that service was just plain good business and ran a professional station, including uniforms. It was very important that at least one attendant be visible near the pumps at all times in order to encourage business and, believe it or not, this worked remarkably well. I have retold this story ad nauseum to my children over the years, to the point where they now automatically roll their eyes whenever I mention the word, “SOHIO.”
It occurred to me though that most people today do not know what a service station is truly like. Since the 1980′s, the American public has learned to pump their own gasoline in order to save money. After all, service station attendants costs money. On a lark, I struck up a conversation with a friend who owns a modest independent gas station and asked if it would be okay for me to dress up as an attendant and work at his station for a day. This was to be an experiment and I expected nothing in return, other than to write about it. My friend was skeptical about the stunt, but as he was also interested in seeing the reaction from the public, he gave me his blessing to proceed.
On the day of the experiment, I reported for duty wearing a light blue short-sleeve shirt, navy blue trousers, a navy blue baseball cap, and some very durable rubber soled dark shoes as I knew I would be on my feet a long time. I also kept a red rag in my back pocket to check oil, and my old reliable tire gauge which I used back when I was a gas jockey. Basically, I was trying to replicate the old SOHIO look. It was clean, comfortable, and hopefully looked professional.
My friend’s station was a small one with only a single island containing six pumps; five for gas, and one for Diesel fuel. Gas was considered nothing more than a vehicle to draw people inside the station to buy soft drinks, beer, tobacco, lottery tickets, milk, and other food basics. He also sold automotive fluids and window wipers. He had only one bay next to his station to service cars, but this was seldom used.
I began promptly at 6:30am to get a head start on morning commuters. My first customer was a man with a pickup truck and trailer for his lawn mowing business who wanted to “tank up” for the day. As I approached him, I greeted him with a friendly, “Good morning,” as he was stepping out of his vehicle. “Fill it up for you?” I asked.
The man was startled at my approach. The sun wasn’t quite up yet and he looked at me suspiciously. I assured him I was there to simply service his truck. When he realized I posed no threat, he began to warm up to my advances, and asked for me to fill up both the truck and gas tanks for his mowers.
“No problem,” I replied, “Why don’t you go inside and have a cup of coffee while I finish this for you. Do you want me to check under the hood for you?”
“Ah, sure. Why not?” and he went inside for coffee, still a bit perplexed.
As I filled the truck, I cleaned his windows and checked under the hood. His oil was good, but he needed a little window washer fluid which I filled up for him. Just as I was finishing his gas tanks, he reemerged from inside the station clutching his coffee.
“You’re all set; I put a little washer fluid in it for you, but your oil and tires look fine. Just pay inside,” and he did.
In total, it took me about five minutes to service the car which I thought was rather good time. I was anxious to process his rig quickly as it was taking up considerable space by the pumps, which was space other cars could use. When he came back out, he tried to hand me a tip, but I told him it wasn’t necessary and I wished him a good day. He drove away happy. Maybe a bit confused, but happy.
No sooner had the truck pulled away when two cars pulled up to the pumps. Again, I dutifully welcomed them, and serviced their cars much to their bewilderment. Like the previous driver, I invited them inside to have some coffee while I finished up. On one of the vehicles I noticed the rubber on the windshield wiper was wearing out, as is particularly common thanks to the sun. I quoted him a price for new wipers and he instructed me to put them on. As the day progressed, I sold a lot of wipers, much to the pleasant surprise of my friend.
I repeated my routine dozens of times in the morning. Time and again, people were hesitant to let me service their car, but were glad to do so when they discovered I posed no threat. In addition to gas, I sold several products for my friend. When I wasn’t busy, I would sweep up around the station to make it look more attractive. By early afternoon, the word had gotten around about the new service attendant in town, and we started to get an influx in business. My friend was surprised as afternoons were normally slow for him.
Older people told me how nice it was to see a service attendant again, and young people thought it was just “cool” for someone to help them at the station. In particular, women appeared to appreciate the service as they didn’t have to deal with a dirty gas pump. I even had an occasion where a young couple stopped by to ask for directions (something I used to answer regularly years ago). In another instance, an older couple asked if I could change the oil and filters in their cars. I said I was a little busy at the moment, but I could have it done within a half hour and suggested in the meantime they go and have lunch at the restaurant next door, which they did. I’m sure the restaurant owner appreciated the business.
I took breaks now and then, but stayed with it until 6:30pm when rush hour abated. Even then, we had people bringing their cars in to see the “service station” they had heard about.
At the end of the day, my feet were sore, but I reviewed the day’s sales with my friend who claimed they were up nearly 30%. In addition to selling more gas, we had also sold more wipers, oil, wiper fluid, radiator fluid, drinks, snacks, and a heck of a lot of coffee. Frankly, he was surprised by the day’s take.
“Can you come back tomorrow?” he asked.
I thanked him for the offer but told him it was a young man’s job to perform (as my feet kept telling me). I suggested he hire a couple of high school students, teach them the ropes, and see what happens, which he did. It may have taken them a while to teach them hospitality and service, but once they caught on, my friend’s station became a fixture in the area and has prospered ever since, all because of an old concept called “service.”
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: HUNG UP ON JOB TITLES – Which would you chose, better wages or a better job title?
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST).
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
DEALING WITH PETTY POLITICS
BRYCE ON MANAGEMENT
- Some alternatives to kissing someone’s ring.
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
It seems petty politics is an inherent part of our lives. There is no escaping it. We find it implemented by government bureaucrats, corporate department managers and supervisors, and officers of nonprofit organizations, be they homeowner associations, club sports, religious orders, garden clubs, fraternal organizations, or whatever. In most cases, petty politics emerge over turf wars where people jealously guard the fiefdoms they have built for themselves. Somehow it reminds me of two sentry ants, each desperately guarding the entrance to their ant hill from each other, and both unaware the two ant hills are connected by tunnels underground. Neither realizes they are playing on the same team.
Petty politics comes about when small-minded people have been placed in a position of authority and take pleasure in being able to exercise control over other people who would normally smash them like a bug. They desperately want to prove they are someone of importance and should command respect. And therein lies their weakness: Ego. They want to dominate you, not so much as to fulfill their duties and responsibilities, but primarily because they want to neutralize you as a competitor or as someone who might spoil their plans. Ironically, the more they try to intimidate you, the more they lose respect, not just from you, but by others observing the conflict.
When you are faced with a person practicing petty politics, there are a few options at your disposal:
1. Play their game. This ultimately depends how long this person or yourself will be around. If it is nothing more than a short period of time, it might be more expedient to simply let the other person have his/her way. If the person if going to be there longer though, you may wish to consider other tactics, such as…
2. Challenge their authority. This is a “head on” approach that will naturally result in the creation of an enemy; then again, the person was already proven himself to be an enemy from the outset so it might be worthwhile to conquer this problem now as opposed to running into again in the future. This requires you to question their authority, thereby undermining them. Before you do this though, be sure to research the friends of your adversary as they will likely be called into play if you become a problem. In other words, you will not be just fighting the petty politician, but his friends as well.
3. Perform an end-run around your obstacle, either by way of his superior or another person who can perform the service for you.
4. Offering a bribe sometimes works, be it a small present, gift or some other form of remuneration. Know this though, once you have done so, the petty politician will expect it as a regular diet.
5. Ignore them. This can be the most devastating of the tactics taken. Since the petty politician craves recognition, do not give it to him under any circumstance. Do not say anything good or bad about the person, just ignore him. Simply go about your business as if the other person doesn’t exist. Find alternatives instead. If the person has something you need to fulfill your task, just take it; do not ask permission to use it as the other person certainly will not consent to give it to you. Just find another way to get the job done, but ignore the person completely. It will drive him crazy.
I have found over the years, when it comes to petty politics, you have to fight fire with fire. If you have a petty politician embedded in your organization like an Alabama tick, you can either pacify your antagonist, or yourself. Just remember, bureaucrats exist to impede progress, not expedite it. Consequently, they play dirty. If you plan to combat such a person, be prepared to get as dirty as he is.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: POLITICAL DEMOGRAPHICS – True, the president won Florida, but certainly not by a landslide.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST).
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
THE FIVE ELEMENTS OF MASS PRODUCTION
BRYCE ON MANAGEMENT
- It’s what keeps products and services affordable.
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To use this segment in a Radio broadcast or Podcast, send TIM a request.
I was recently watching a PBS biography regarding Henry Ford, the famed automotive industrialist who revolutionized manufacturing to produce affordable transportation for Americans. His “Model T” was the first automobile to be mass produced on a grand scale. Between 1908–1927, Ford produced over 15 million such vehicles. Ford’s secret to success was in two areas: recognizing average Americans as his prime consumers, as opposed to developing cars for the rich, and; introducing the concept of the assembly line whereby the vehicle was assembled quickly in stages. Ford identified over 7,000 separate tasks to be performed in manufacturing his automobile. These tasks were broken down in such a way as common laborers could perform the work as opposed to skilled craftsmen. By doing so, he was able to produce 1,000 vehicles a day, a mind-boggling number at the time, all of which were snapped up by the masses.
I’m not sure if we are all cognizant of the five elements of mass production. I don’t think it is taught in the classroom anymore, but it is something we should all be aware of in the workplace as most companies make use of it.
The Five Basic Elements of Mass Production include:
1. Assembly Line – defines the progression and synchronization of work. The Ford example is typical of manufacturing, but you can find similar scenarios in the service industry, such as restaurants, banking, insurance, etc. where there is a specific sequence of events which must be followed in order to produce the desired work product in a timely manner.
2. Division of Labor – breaks the production process into separate tasks performed by specialists or craftsmen. Subdividing the process down into smaller increments provides the means to employ common workers as opposed to developing a dependence on highly skilled craftsmen which may add to the cost to the work product. The danger here is the tedium of repetitive work, as Ford discovered. There are many ways to overcome this, such as routine breaks with light exercise (popular in Japan), or rotation through the various stations in the assembly line, thereby challenging workers to learn all facets of the work product.
3. Precision Tooling – provides mechanical leverage in the assembly line. Even in Ford’s day, he understood the need for using the most technologically advanced tools, something requiring constant monitoring and upgrading.
4. Standardization of Parts – for interchangeability and assembly by unskilled and semi-skilled workers. Such standardization provides the means to share and reuse parts not just within a single product, but between many products. Imagine you are a manufacturer of lawn mowers, and you have fifteen different models for different applications, standardization of parts lowers production costs, simplifies product development, and promotes integration within product lines. This concept can be applied outside of manufacturing as well.
5. Mass Demand – the impetus for mass production. Without it, there is no need for the other four parts. In Ford’s case, it was his desire to sell his product to the multitudes, not just one group. He recognized the need for studying consumption which, of course, is now a responsibility of Marketing to perform.
An inherent part of the production process is the concept of productivity, whereby:
Productivity = Effectiveness X Efficiency
Most people fallaciously equate productivity with efficiency, which simply gauges how fast we can perform a given task. Effectiveness, on the other hand, validates the necessity of the task itself. There is nothing more unproductive than to do something efficiently that should not have been done at all. An industrial robot, for example, can efficiently perform tasks such as welding. However, if it welds the wrong thing or at the wrong time, then it is counterproductive. It therefore becomes important in the production of any product to define Who is to perform What work, When, Where, Why, and How (“5W+H”) which, of course, is the duty of an Industrial Engineer to perform.
The Five Elements of Mass Production affects everyone and is driven by the consumer who desires products and services at an affordable price. The five elements are obviously found in manufacturing, but it can also be applied to other areas, such as systems and software development where processes and programs can be developed in a factory-like production environment. It can also be found in construction where a developer builds multiple houses or condos in a neighborhood. Actually, it’s much more prevalent than most people realize.
Next time you ask for that $.99 hamburger, thank the five elements of mass production. It is what made that product affordable to you.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: MAGNETS OF CONTROVERSY – People who question the status quo are often under attack.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST).
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
MOTIVATING EMPLOYEES
BRYCE ON MANAGEMENT
- Some ideas on how to motivate your workers. And, No, one size does not fit all.
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Lately I have been receiving a rash of e-mails promoting seminars designed to motivate employees (most end up in my spam folder where they rightfully belong). From what I read in them though, most do nothing more than teach managers how to give pep talks to inspire their workers. It all looks rather frivolous to me. Motivating employees is certainly not new. Businesses have been studying this problem for many years now. Here are some techniques I’ve learned over the years:
First, there is no single technique to motivate workers. As humans we have different “hot buttons” which motivate us. What works for one person, doesn’t necessarily work for another. It all depends on the worker’s values, interests, intelligence, ambition and their perspectives, not to mention the urgency of the job at hand. This means a manager must be able to shift gears at any given moment to invoke the reaction he desires from his workers.
Whip and Chair Approach – Some use heavy handed dictatorial tactics to force their workers to jump through hoops. This may come in the form of severe threats and open criticisms from the boss (which we used to call a good “dressing down” or “ass chewing”), but most today come in the form of what we commonly refer to as “micromanagement” whereby the boss closely supervises the activities of the workers. Nothing happens without the boss’ personal stamp of approval. This is a “Theory X” type of scenario whereby the boss believes the workers are lazy and possess limited intelligence and judgement to perform the work. Consequently, the manager feels it is necessary to make all of the critical decisions. Sometimes this type of motivation is warranted, but under most situations it is not. In fact, such an on-going approach tends to promote a “prisoner” or “slave” mentality among the workers, which is certainly not conducive for promoting corporate loyalty, and morale naturally suffers. Such an approach may be needed for rare occasions where extreme measures are needed, but it tends to be detrimental to the workers as a regular diet.
As opposed to the “Whip and Chair,” some managers have the knack to nudge workers along with some friendly bullying. The intention here is not to threaten the worker, but motivate him by questioning his ability to perform a given task, e.g., “What’s the matter, is this too much for you to handle?” Unfortunately, some managers take this too far by suggesting the worker will not advance unless he kisses the manager’s ring (or some other posterior).
Salesmanship – in most situations, the manager must play the role of salesman whereby he enumerates to the workers why it is necessary to conquer a given assignment. Here, the manager is appealing to the worker’s intellect, reasoning, and perspective. For this to be successful, the workers have to have a good basic relationship with the manager and be conscientious workers. Regrettably, not everybody is; some can be just plain “thick” which is why techniques such as the “Whip and Chair” are still needed. Nonetheless, the manager is ultimately playing the role of mentor to the workers, where he encourages them and, by doing so, develops trust with the staff who feel less threatened.
Incentives – money, prizes and perks can influence worker production, be they substantial or trivial, such as a bonus, time off, gift coupons, or a keg party. Pep rallies fall into this category. It’s interesting how people react to “freebies.” I guess it’s a little like winning the lottery. However, it’s not so much for what they won, but the fact they won at all. “Employee of the month” offers worker recognition which some people thrive on, but I have also seen such programs backfire and cause morale problems due to jealousy. Sometimes simple recognition, such as a public “thank you” or “congratulations” can go a long way to motivating employees.
Lead by Example – One of the most effective motivational techniques is actually the simplest to perform, hence “Lead by Example” where the boss creates a model for others to aspire to. If the boss is careless and uncaring, the workers will likely follow suit. Conversely, if the manager appears to be on top of his game, the staff will have an idea of what the boss expects and try to emulate him.
Policy and Procedures Manuals – Quite often the worker simply doesn’t know what is expected of him in terms of duties, responsibilities, and systems. Consequently, there is a tendency to wander inside or outside of their scope of work, either doing too much or too little. Policy and Procedures Manuals (aka, “Employee Handbooks”) become a useful reference point for the worker and helps promote quality in workmanship. However, beware of creating a bureaucracy of paperwork which thwarts productivity. Although such manuals are useful for “do’s and don’ts”, try not to threaten the workers that they will be terminated if the slightest rule is violated. Such a threat tends to create a paralysis among the workers, and productivity diminishes.
Special Attention – Ever since the famed “Hawthorne Effect” was discovered in the 1920′s, industrial psychologists have understood the need to make workers feel special in order to produce superior results. This ultimately suggests changing the physical surroundings of the workers thereby demonstrating you are investing in them. By introducing such things as a new office environment or new tools and equipment, workers tend to believe they are being pampered by management in order to produce something special. It also contributes to creating an “esprit de corps” among the workers. For example, the Navy SEALS as opposed to a regular seaman, or the Army’s Green Beret as opposed to a regular soldier. In other words, the manager is ultimately saying, “You’re special, now act like it,” and this can be a powerful stimulus. Doing nothing more than simply assigning a worker to a “special project” can do wonders for the person’s ego. It conveys a message that the boss recognizes the worker’s abilities.
Managing from the Bottom-Up – This is based on the belief that workers must live a meaningful and productive life which is derived from the principles of Theory Y. Unlike Theory X “micromanagement” where the worker is assumed to be lazy, “Managing from the Bottom-Up” assumes the worker is intelligent and should be empowered to make more decisions about their assignments. Management still provides direction in terms of assignments and objectives, but the individual worker assumes responsibility for planning, estimating and scheduling the work effort, and seeing it through to successful completion. Managers are not abdicating control, quite the contrary. Instead, the worker assumes responsibility for supervising themselves and reports to management on progress. This means the manager spends less time supervising, and more time managing. The only hindrance here is that some workers shutter at being held accountable for their actions and prefer others telling them what to do, thereby enabling an excuse when something goes awry. However, we have found true “professional” workers prefer the “Managing from the Bottom-Up” approach as opposed to “micromanagement.”
Again, there is no one motivational technique that can be used universally, primarily because the manager must consider such things as the worker’s intelligence, sense of pride, greed, fear, self-respect, family, security, and work ethic. In all likelihood, the intuitive manager will try to motivate his workers using a compendium of techniques, not just one. If you are comfortable giving pep talks, great, but realize it will not motivate everybody. Different strokes for different folks.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: THE DEATH OF BIPARTISANSHIP – It’s actually been gone for a long time, at least since 2009.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST).
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
BECOMING “AMERICANIZED”
BRYCE ON BUSINESS
- Thanks to the Internet, the work habits of other countries is changing.
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When I began visiting Japan in the late 1970′s, I was somewhat taken aback by some of the business customs of the day which I considered rather unusual. Unlike American businesses, protocol and honor were of paramount importance. Everyone knew their place in the pecking order of business, and never did anything to violate the integrity of the family and company (aka, “Saving Face”). This was never quite as apparent as when making introductions in business, a very formal affair as opposed to Americans who tend to treat it more frivolously. Japanese culture emphasizes each employee should lead an honorable and respectable life. Both the manager and employee were cognizant of this and act accordingly.
A couple of other incidents caught my attention:
In most offices, desks were organized in a symmetrical classroom format, with the manager’s desk typically in the middle of the room, along with a small meeting area usually consisting of either two sofas or a table and chairs for meetings. There was no partitioning of desks or cubicles for privacy. Everyone could see and hear everyone else in the office. Remarkably, the office was generally quiet and quite productive as a result of this format. I visited one such office with our Japanese representative where we met with the manager to discuss our product. While my rep was talking in his native tongue I would occasionally look around to study the layout of the office. Suddenly, I was taken by surprise when a young man a few rows away from me, jumped up on his desk and read something aloud to his fellow employees. Everyone dutifully stopped, listened, and applauded when he finished. Afterwards I asked my rep what all the hubbub was about. He explained to me it was nothing special, the employee just read a small speech to his fellow employees on how proud and pleased he was to work for this company and the people in his department. “It happens all the time,” my rep said.
I replied, “Not where I come from.”
I also learned it was a taboo to openly criticize your manager and talk back. Knowing this might cause frustration, companies provided a small room adjoining the office where an employee could go in and, using a bamboo cane, beat an effigy of the boss, thereby relieving the worker’s passions. As strange as this custom sounded, it worked.
Unlike most American companies, where the individual is encouraged to kick, scratch and claw their way to the top, in Japan I learned it was typical for a class of workers to enter a company at the same time and work in different capacities, yet all are on a predefined ten year career path. During this time they are carefully scrutinized in terms of their performance and attitudes towards work. At the end of the ten years, the class is evaluated and individuals are either promoted or demoted based on their service with the company. Again, this was atypical from American custom.
All of this has changed a lot over the last fifteen years with the propagation of the Internet whereby oung Japanese workers took note of the laid back attitudes of their American counterparts. Protocol and honor are still important to the Japanese, but not to the degree they once were. They have also become less industrious preferring to have more free time. Their emphasis on teamwork is slowly deteriorating and becoming more individualistic in attitude. For example, office partitioning is now found in Japanese offices, as is gossip and politics.
This is an interesting phenomenon and demonstrates the power of the Internet and how our attitudes towards work affects others. Who knows? If the Japanese had invented the Internet first, maybe we would all be using bamboo canes today.
Keep the Faith!
Note: All trademarks both marked and unmarked belong to their respective companies.
Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com
For Tim’s columns, see:
timbryce.com
Like the article? TELL A FRIEND.
Copyright © 2013 by Tim Bryce. All rights reserved.
NEXT UP: LESSONS OF LEADERSHIP (Part 1 of 2) – Two published biographies, about Churchill & Jackson, can teach us some important lessons regarding leadership.
Listen to Tim on WJTN-AM (News Talk 1240) “The Town Square” with host John Siggins (Mondays, Wednesdays, Fridays, 12:30-3:00pm ET), and KGAB-AM 650 “The Morning Zone” with host Dave Chaffin (weekdays. 6:00-10:00am MST).
Also look for Tim’s postings in the Palm Harbor Patch, The Gentlemen’s Association, and throughout the Internet.
