Irresponsible Reporting
Monday, June 30, 2008
What we need is a news media overhaul...
NOW!
ABC's World News Tonight surprised me last week. They reported that, thanks to higher fuel prices, manufacturing jobs are returning to the United States. My question is "What took so long? Why has it taken months for them to realize that some good will come from higher gas prices?"
You and I know that there is an opportunity riding the back of every challenge we face. The problem is that we're not looking up. Why? One of the reasons is that the news media keeps reminding us of how bad the situation is. We don't need reminders; we're living it everyday!
Imagine that an acquaintance told you that he'd been diagnosed with cancer. Would you cite statistics telling him that his odds aren't very good? Would you tell him how miserable chemotherapy will make him feel? Of course not! You'd offer him encouragement.
You'd look for the silver lining - medical breakthroughs that have increased his odds for a long life, the wonderful things he will do with his time, the joy he'll gain from the little things he once took for granted. That's how you'd help him deal with his frightening news.
Should we expect less from our news media? I think not. To me, it's reprehensible that our news media intensify fear instead of offering encouragement. I'm not asking that them to be Polyannaish. I simply want them to report both sides of the situation - the bad and the good.
Yes, fuel prices have skyrocketed, but manufacturing jobs are on the rise again and we've just opened our first hydrogen fuel stations. Yes, the dollar is anemic, but that makes the United States a more affordable vacation destination for the rest of the world. These bits of good news receive little, if any, mention.
It's counter-intuitive, but balanced reporting helps us see the opportunity riding atop the challenge we face. It's what gives us the confidence to move forward, speeds our recovery and accelerates future growth. I challenge the news media to adopt a more balanced approach in its reporting. I implore you to be the voice of reason to counteract the irresponsible reporting we're experiencing.
As I put away my soapbox, are there any issues you'd like me to address? If so email me at dale@furtwengler.com.
Game Players
Monday, June 23, 2008
Why do some people take great joy in thwarting others' ideas?
More importantly, how do you deal with them?
A young mother was telling me that her 3 year old has the annoying habit of asking endless, ridiculous questions. The example she cited was a skinned knee. The child would ask, "What if it doesn't get better? What if the bandaid falls off? What if...? What if...?" "I think it's a game with her", the mother said.
I'm certain that all of us have experienced customers, vendors, employees, friends and relatives, who think it's great sport to bombard you with inane questions. They not only waste your time, they sap your energy. What's the solution?
My advice to this young mother was "Turn the tables on her." Say "That's a good question, what do you think we should do if it gets infected? What would you do if the bandaid fell off?" My experience is that people who ask ridiculous questions or raise ludicrous objections don't enjoy the experience when the roles are reversed.
It's counter-intuitive, but an easy way to put an end to game playing is to reverse the players' roles - ask them what they'd do in that situation.
We'd enjoy hearing your approaches to dealing with game players; post your suggestions as a comment so that all of our readers can benefit from your experience. Please let me know what topics you'd like addressed. Email me at dale@furtwenwengler.com.
Nothing Says "I Love You" Like...
Monday, June 16, 2008
A rewards program
Or does it?
My experiences with three different rewards programs, each with well-respected organizations, has been abysmal. Here's a recent experience.
For months I had never received statements showing what I'd earned. Then I received a statement showing I had zero points even though I'd made purchases. When I questioned why my rewards points didn't show, I was provided a gift card to replace the "expired" rewards points. When I tried to use the gift card online, it didn't work. When I called customer service, she said the gift card wasn't showing on the system. I cancelled the order and placed the order with a competitor.
With the other companies, I couldn't get their online system to apply my reward points to the order. In one instance I didn't receive any indication that the points hadn't been applied, then found an invoice waiting for me when I went to pick up the order.
A rewards program can be a wonderful way to say "I love you" to your customers, but it is fraught with pitfalls. You are creating expectations. If those expectation aren't met, you risk having your customer go to your competitor as I did.
Even if your peformance is exemplary, your customers' memory of the "details" of your program isn't. Reminding them of those details doesn't remove the disappointment they experience. Even when they acknowledge their mistake, they're likely to think "This is too complicated; it isn't worth the effort."
What's the solution? Make the reward immediate. Many reward programs are designed to have rewards points applied to future purchases. The goal is to generate repeat business. Yet, reward points don't dictate my frequency of need. I don't use inks, toners and paper more quickly or stay at hotels more often just because I have reward points.
Racking up reward points when I don't know when I'll have a chance to use them doesn't excite me. Getting an immediate reward for my business does. It also creates a favorable memory that lasts. My repeat business is assured because I recall the joy of having been appreciated at the time I made the purchase.
It's counter-intuitive, but immediate rewards are more powerful and less risky than those that can only be applied to future purchases.
Please post a comment sharing examples of rewards programs that you've found to be effective. If there are topics you'd like me to address, email me at dale@furtwengler.com.
Going In Circles
Monday, June 09, 2008
Something we've been taught to avoid.
Is that sage advice?
In his book, The Force of Character, James Hillman quotes Plotinus who says "The soul circles toward itself, the movement of self-concentrated awareness, of intellection, of the living of its life, reaching to all things so that nothing shall lie outside of it."
Hillman goes on to say that "If you want your life not to stray too far from your soul, you need to make constant tiny adjustments so that your line of action does not go off on a tangent from the circle of the soul...the sailor knows that he is never quite on course, always a little off, always in need of small adjustments."
This is one of the most eloquently-stated cases for introspection I've read. Who, among us, hasn't courted disaster simply because we've failed to circle back to our values, beliefs, desires. How often have we delayed success by continuing too long on the wrong path? What major adjustments in our lives could have been avoided if we'd been making minor adjustments along the way?
It's counter-intuitive, but if you don't circle back, don't close the feedback loop, don't analyze the information you're getting in light of what's important to your soul (your values, beliefs and desires); you'll find yourself making major adjustments in heavy seas.
You can avoid calamity by comparing your course with your charts at the end of each day. If you've strayed off course, as we all do, make the minor adjustment you need for the next day's leg of the trip.
If you've read or heard something that you've found inspiring, please share it with our readers by posting a comment or emailing me at dale@furtwengler.com.
Job Security
Monday, June 02, 2008
Productivity booster?
Or too much of a good thing?
A client was having trouble getting two key employees to produce timely results. "No amount of prodding, begging or cajoling gets them to deliver on time."
I wondered whether the employees felt too secure in their positions - that they felt the company needed them more than they needed the company. The owner agreed that his employees had gotten too comfortable. How do you handle a situation like this?
The natural tendency is to: - establish specific goals and timeframes
- communicate those goals and timeframes to the employees
- monitor their progress
- threaten dismissal if the goals/timeframes aren't met
In other words, you try to shake their world.
My experience is that employees in this situation tend to ignore the threats. After all, they've listened to their boss's rantings for months or even years with no consequences. Why would they believe this time is different? Plus, they still believe the company is more vulnerable than they are, so why should they change? Finally, none of us likes being dictated to, so we dig in our heels when someone tries. These employees are no different.
Employees respond better when you engage them in establishing their goals and priorities for the coming week, when they have input in setting deadlines, when you afford them a weekly opportunity to celebrate their success. If this approach doesn't work, shrink their roles.
It's counter-intuitive, but if you shrink their roles - take away some of their responsitibilities - you send a very clear message that their future is in question. You don't threaten, you don't beg, you act! In addition to sending a clear message to your employee, you minimize the likelihood of a wrongful termination suit. How?
You demonstrate a willingness to do everything in your power to afford the employee a chance to be successful. What better evidence could you offer than the fact that you've reduced their workload and they still haven't performed?
Normally, after two workload reductions within a two to three week time period, these employees leave of their own volition.
Please share any techniques you have for dealing with employees who feel that they're indispensable by posting a comment. If there are topics you'd like me to address, please email them to me at dale@furtwengler.com
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