Why Courier Companies Are Hated

I got a phone call from a courier company the day after they attempted to deliver a package. No one was home - for one hour. That's when they showed up. The call came from an automated system from the company's 1-800 number announcing that because I wasn't home when the delivery attempt was made, I would have to drive eight and a half miles to get my parcel - and past two retail locations of the store I purchased from.

I was not joyful that the company had called me to tell me that I would have to drive over eight miles now to get a parcel that was at my door earlier today. However, I would have been joyful had they called ahead to tell me a day or two in advance that my parcel would likely be delivered on one of two days. I would have been ecstatic that I didn't have to expend my time and money to retrieve a parcel that the courier company was paid to deliver. Besides, if I have to pick it up, it's not courier anymore - it's mail.

For those that may be unfamiliar with what courier companies do when they are unable to deliver a package, here's how it works. If a parcel is unable to be delivered, it must return to the depot where it is offloaded from the truck and loaded onto another truck to go to a retail location for pickup the next day. There is increased handling, wasted fuel (two trips with same package) and lost time for every parcel that can't be delivered because no one was home.

So, I began to think that if a courier company is able to tell you where your parcel is (tracking), which truck it is on at this moment, the hours that a pick-up location will be open and they already have your phone number to be able to generate the call, why can't they call ahead a day or two to announce when the parcel is likely to be delivered? That way, if I wasn't going to be home, I could make arrangements with a neighbor to accept the parcel for me and leave a note on the door for the courier to deliver next door.

The way I see it, the infrastructure already exists to automate calls so why not improve the delivery rate, reduce lost revenue from additional handling and substantially improve customer satisfaction by calling a day or two before? Any organization can call you to tell you that they didn't deliver. How hard would it really be to re-program the automated phone system to call residential numbers a day or two in advance?

Sometimes, all it takes to provide excellent service is to put yourself in the shoes of your customer. Are you forcing your customers to go out of their way to do business with you? Does your service policy and procedure benefit you or your customers? The answer to that question really is the difference between mediocrity and greatness.

Why People Don't Get Promoted

When walking through the mall, what makes one store more appealing than another? Once inside that store, what makes one clerk more approachable than another? How do you choose who is going to sell your house, who is going to sell you a car and who is going to be your life insurance agent?

Oddly enough, you make decisions on every one of these things every single day, in the same way you decide which restaurant is going to feed you lunch, which coffee shop is going to pour you a cup and which parking lot you're going to park in.

And when it comes to dealing with co-workers, you do the same thing: you choose who you talk to, you choose who you ask advice from and you choose who you will ask for lunch. Your co-workers do the same with you. So if you're not getting asked for lunch, asked for advice or talked to much, they're not picking you because of something you're giving off.

This explains completely why people get passed over for promotion, why customers do business with competitors and why some salespeople prosper and others struggle. Some people are just more approachable than others. People deemed unapproachable don't get promoted - plain and simple. I mean, what senior manager is going to promote someone who no one will approach or talk to? Maybe your current boss is one of the unapproachable. Good thing it's Filter-Free Fridays™ huh?

So, on this Filter-Free Friday™, are you going to ask your co-workers why they don't talk to you like they do others in the office or are you just going to accept your mediocre performance for another week and watch someone else get promoted ahead of you ... again?

Filter-Free Fridays™ are the days you offer your opinion to others in a non-hurtful way. It is also a good day to get real, honest feedback about how you're doing. If the Filter-Free Fridays™ concept isn't alive in your workplace yet, maybe you need to be the first to send everyone a link to www.filterfreefridays.com and talk about how your workplace can get involved in making communication more meaningful and honest and give your customers more good reasons to keep doing business with you.

Filter-Free Fridays™ don't hurt. In fact, they offer you the chance to speak with purpose instead of swallowing your feelings. Let's be grown-ups? Isn't it about time you finally talked about the stuff no one wants to talk about so you can get the elephant out of the room? I mean really. It will make your whole organization more approachable.

Why Culture Will Defeat Strategy Every Time

Merck CEO, Richard Clark, is quoted as saying, "Culture eats strategy for lunch."

If you don't think that corporate culture is the most important thing in the building, then you're just not getting it. Culture is the pulse of your organization. It is the "how we do things here" or how things are NOT done in many instances. Culture is the result of the collective attitudes in the building coming together and either working together or falling apart together.

Culture is what determines how well you serve customers, how well you serve each other and how well you deliver results. All of the business strategy in the world will never get you to a better result if you don't address the culture first. Here's why:

• your Culture is too strong to radically change your processes - Culture will slow down and ultimately defeat change
• if your new initiative seems like more work without the employees being consulted, the Culture will defeat it
• if your managers aren't strong on promoting a new initiative, the Culture will defeat them too - since how management acts is part of the Culture as well
• if an apathetic Culture exists, all of the sales and customer service training in the world will not crack the Culture
• most business strategies foolishly leave out any attempt to improve the attitudes of their people in an attempt to improve the organization - that's where Culture lives: in your people

Culture needs to be moved gently for lasting change to be affected. Culture is the KEY to successfully implementing strategy. If you are not actively choosing to address Culture in your organization, then you are, by default, allowing the existing Culture to swallow your initiatives whole.

Oh, and on a celebratory note, this is my 400th career Blog posting. Thanks for reading and inspiring me to keep writing.--
Kevin Burns - Management Attitude/Culture Strategist
http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity

Subscribe to Kevin's Managing with Attitude Blog by Email

Approaching Tomorrow With Yesterday’s Training

I’m guessing you’ve noticed that the new staff at your workplace are getting younger – or are you just getting older? Either way, the truth is that the workplace is getting younger, staff are getting younger, customers are getting younger, clients are getting younger, suppliers are getting younger and managers are getting younger. But for the most part, training is getting old. You can’t run the same training program you’ve been using for years – certainly not if you want to be ahead of the uptake of the new youth in the market. If you’re still using your old training programs and vendors, you’re building a poor corporate culture right from the start. And that’s going to be a problem.
Training programs today need to:

• reflect the changing market for customers who are already researching you on-line before you speak with them the first time
• reflect that your business hours may need to undergo examination to better reflect when your younger customers are working (it isn’t 9-5 anymore)
• reflect that most people don’t even answer their phones, let alone return voice mails – are you reaching your customers the way they want to be reached?
• reflect that niche marketing is a reality and where you once bought all of your office supplies from one vendor, three or four are now better suited to serve niche needs
• reflect a new set of values through Corporate Social Responsibility initiatives – if you don’t have one, the younger workers won’t apply to work there
• reflect the fact that the Old Boys Club is dying and that the new workers don’t do business like the old boys – you need to get respect not woo them with golf
• reflect that management training had better be more focused on mentoring and coaching than policing new workers – they don’t respond well to “command and control” management

In 2015, 75% of the workforce will either be over 50 years of age or under 30 years of age. And the under 30’s are going to control the market shortly thereafter. So what are you doing to better reflect a new attitude in the marketplace?

--
Kevin Burns - Management Attitude/Culture Strategist
http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity

Subscribe to Kevin's Managing with Attitude Blog by Email

Why Culture Is More Important Than Strategy

A Bain & Company survey showed 9 out of 10 senior executives believe that the role Corporate Culture plays in an organization is as important as Business Strategy.

I disagree.

I believe the Bain & Company question was flawed therefore giving the appearance that Corporate Culture and Strategy are two different things. They are not. Corporate Culture is the result of Business Strategy and therefore one cannot exist without the other. Any company seeking to separate the two or believing that they are not one in the same will struggle with their Culture and therefore will struggle to find high-performing salespeople, quality managers and top talent throughout their respective organizations.

Corporate Culture IS the strategy.

You don't build a Culture around success: you build success around a Culture.

• With a poor culture, there is little success - maybe accidental success but certainly not consistent.
• You cannot build a top-performing organization with mediocre people and have it sustain for any period.
• If you had a poor Culture and were achieving accidental success, would it matter to you to improve your Culture?
• You won't attract the best people in the industry by creating a mediocre Culture environment.

If the point of the exercise is to be the industry standard to which your competitors are measured, wouldn't you want to assemble the best and the brightest minds in your industry to be able to lead your industry segment?

So now, do you have a plan for building your culture? If you don't have a Strategy for attracting the best and the brightest, improving your current people and eliminating those who don't fit in then you will become just another mediocre organization who can't seem to figure out why your competitor is stealing your best people and why there seems to be so many excuses when times are tough.

Corporate Culture IS the Strategy. All lasting success stems from that.
--
Kevin Burns - Management Attitude/Culture Strategist
http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity

Subscribe to Kevin's Managing with Attitude Blog by Email

Why Requested Referrals Are Bad For Business

It's golf season and you know what that means? It means that mediocre salespeople who are mediocre golfers will be inviting their mediocre clients out for an mediocre day of golf in the hopes of pressuring the mediocre customer into giving an extraordinary referral to another mediocre potential customer. And all because it was simply not another ordinary day at the office.

If your people are pressuring your customers into referring you to others, you need to ask yourself: are you worthy of the referral?

If your customers are not referring you without pressure then they are not ravings fans. They're just customers who think you're ordinary like everyone else. Why would a customer refer a mediocre sales rep to others? Because the customer feels indebted by an afternoon of free golf - which has nothing to do with your salespeople or your product.

Instead of attempting to extort a referral from a client, how about taking that five hours of golf and strategizing ways to improve your culture of customer-focus make the customer experience better so that you develop raving fans who are prepared to shout from the rooftops for you? It sure beats some lame, half-hearted, feigned-indifference referral.

Managers, be very aware of what your sale people are doing on the golf courses with customers. They may be actually harming your company while bolstering themselves. Pressuring customers into giving referrals drives a wedge between your company and your customers - especially if you're really only average.

Then there is the follow-up question: are you prepared to enter into a new client relationship with complete honesty built on the back of a pressured referral solicited by a customer's feeling of indebtedness?

Want a referral? Earn it. Don't beg for it.
--
Kevin Burns - Management Attitude/Culture Strategist
http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity

Subscribe to Kevin's Managing with Attitude Blog by Email

Why Free Advice Is Free

"Let me give you a little advice, for I am not currently using it," is what you hear when a broke financial planner offers you investing advice.

Would you take free medical advice from a pump jockey at a gas station? Would you take free legal advice from your city bus driver? Would you take free career advice from someone who's been fired from every job he's ever had?

If you don't have to pay for the advice, is it worth much? It seems that once you commit to paying for something, you view the information differently.

Take a person who borrows a book from you - a book you may have gotten great value and results from by acting on the advice within. But because your friend didn't buy the book for themselves, what are the real chances of them taking the advice the same way you did?

Getting sales advice from your next door neighbor, the salesman, is different than getting sales advice from the sales trainer you are paying to help you. Getting business advice from the corner store owner on your street would probably not come with action steps like you would get from a business coach.

The same could be said of any information you pay for. In fact, there is more learning in a credit card than a Library card - if the credit card is being used to buy books, learning DVD's and seminar registrations.

If you want advice that will move you forward, be prepared to pay for it. If your organization wants to move to the next level, pay for new training. Because here's the truth: if you had the answers, you would already be achieving what you want to achieve. But since you're not where you want to be, you're obviously missing something. So you need help - good help - help that will cost you money but will give you a return on investment.

You see, the illusion of doing something isn't going to cut it anymore. Your people are too smart. If you want to build an organizational Culture of Excellence, replete with solid managers, you're going to need some outside help. Get it and get moving on it.
--
Kevin Burns - Management Attitude/Culture Strategist
http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity

Subscribe to Kevin's Managing with Attitude Blog by Email

Why Retail Is Wrecking Service

What would retailers do if there were no holidays? In Canada, the average retail store has some sort of gimmicky promotion or sale right year round. Canada Day is followed by Back to School, which is followed by Thanksgiving, then Halloween running right into Christmas. Boxing Day (which runs up to the middle of January for many stores) kicks off the desperation sales followed by Valentine's Day and Easter.

How would your loved one appreciate a new filing cabinet to show your love on Valentine's Day? Nothing says "I love you" more than a wireless Internet router don't you think?

What would happen if we were to abolish all holidays for a full year forcing retailers to no longer try to gimmick their way into our wallets? Would there be a return to an Attitude of Service to capture a customer? What if we were to abolish having a sale and forced retailers to find a fair price for their goods somewhere between the regular price many pay during Christmas season and the 80% off they pay after Christmas?

What if your mechanic were to practice "retail" pricing and charged you $1000 for the service to your car and $200 for the same service on your neighbor's car - because he brought it into the garage after Christmas? Would you return again?

Not much wonder service businesses get hit up so hard by clients and potential clients to adjust their pricing. Retailers have made it impossible to believe that the price is the price.

Set your price. Stick to it. Have some integrity about your product or service and offer us tremendous service, we are willing to pay for that. You really only get to charge next to nothing if you plan to offer next to nothing.
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Attitude w/ ATTITUDE by Kevin Burns - Corporate Attitude/Culture Strategist

Creator of the 90-Day Strategy to Greatness Culture


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One Way To Stop Being Mediocre

Most training delivers only temporary motivational highs, so what should training companies do differently?

It's not the training companies that are the problem although sometimes the problem IS a bad trainer/speaker. Most times though, the problem is the people who hire the trainers and speakers.

Companies keep hiring the wrong trainers/speakers because they are trying to fix what they THINK is the problem. Most training addresses usually only the symptom and not the root-cause. Example: poor time-management is a symptom of poor self-discipline and an attitude of mediocrity (good enough). A time-management course will not solve the underlying issue and so, for a few days, there will me a motivational high which will dissipate over time and you will be right back to having the same issue in a few weeks or months.

The same can be said of communication skills, change, leadership, motivation, productivity, stress and team building: all useless training until you address the underlying values and attitudes. Besides, if these really were the problems, you would have solved the problem years ago. They already have been given the skills so why isn't it working?

If sales are down and you have a well-trained sales department, throwing more sales training seems wasteful. They have already been trained and were doing well up to now. Something else is going on. Sales managers, look past the numbers and see what's really going on. Maybe this recession has your sales team scared. Scared sales people do NOT perform well. Address the root-cause, not the symptom.

You can't expect brain-based training (courses and trainers who only know how to appeal to the brain), you have to get past the brain to that place where all of the reasons, excuses and justifiers for not wanting to be better are: attitude. "How to" is great if you have addressed the "why" people do the the things they do. Without the "why" (the underlying attitudes), your training will fall flat and end up in a pile of mediocrity - just like every other organization before you.

When you read the testimonials from trainers and speakers, read them. If they have a lot of "You were great" testimonials, then they will deliver a temporary motivational high. What you want to look for in testimonials is how an organization is different/better after training. Or better yet, an evaluation NOT filled out in the session - but filled out 3 months after.

Speakers/trainers take the stage for one of three reasons:
1) for the applause (ego stroke)
2) catharsis (working out their own problems using your group as therapy)
3) to make a difference regardless of applause or evaluation scores

Most trainers/speakers (80%) could fit easily into the first two choices. Only 20% actually do what they do to make a difference and without need to manipulate your people into getting high evaluation scores and standing ovations. (Any speaker/trainer who quotes evaluation scores needs to be liked. Attendees rarely score a trainer low who they like.)

If you want lasting results, you want training that makes your people a bit uncomfortable, makes them squirm and makes them voluntarily want to have better than mediocre results. Address the root-cause, not the symptom. But, if your people just want to have fun, hire a clown but don't call it training.

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Attitude w/ ATTITUDE

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Rewards Make Performance Worse

Imagine yourself standing in the middle of a large networking event. You are surrounded by hundreds of people. You reach into your pocket and pull out a handful of your own business cards. Then, with all of your might, you throw that handful of business cards straight up into the air and let them fall to the ground like snowflakes. Then, you stand back and wait for people to pick up your business card. What are the chances that people will call your phone number to place an order for your product or service using this model?

This is exactly the same sales business model that companies are using worldwide: make a cold call, throw a business card at the prospect and rush back to the office and wait for the phone to ring. Essentially it's the same as throwing a handful of business cards into a crowded room. And yet, sales managers still believe in cold call competitions: rewarding salespeople for knocking on the most doors in a day. They believe that by handing out prizes and incentives for knocking on doors that their business will increase as a result.

Dan Pink, former speechwriter for Al Gore, is now studying motivation in the workplace. What he and many other researchers and economists have found is that rewards and incentives do not work. Perhaps small incentives work a little bit but large incentives actually make performance worse. In fact the bigger the incentive, the worse the performance. As Pink says, "there is a mismatch between what science knows and what business does."

So, what does business do? The same thing it is always done: offer incentives for performance. In other words, business holds onto an attitude that says, "don't confuse me with the facts because I have already made up my mind." But now here's the strangest part, business will offer incentives for out-of-the-box thinking. Do you see the problem with this? Incentives retard thought. And the bigger the incentive the less likely someone will come up with a solution.

So now even a bigger problem exists because of the findings that incentives retard performance: there are incentive companies that have built their survival on the misconception that incentives improve performance. But science and research prove otherwise. In spite of these findings, you may still receive a telephone call from an incentives company offering their services to improve the performance of your people. Incentives companies were formed on opinion and not on fact. How many other companies do you deal with whose very business models are based on opinion and not fact?

You need to see the video for yourself. The video is from a TED conference and runs 18 minutes in length. Might I suggest that you close your office door, put your phone on voicemail, turn off your Blackberry and give your undivided attention to this video. It is important. Findings like this will change your attitude about what you believe to be true and the way business gets done. Ignore this video and its findings and you may actually be impeding the performance of your people. This is an Attitude Adjustment of monumental proportions.



http://www.ted.com/talks/dan_pink_on_motivation.html
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Attitude w/ ATTITUDE

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Salesman Of The Year - So What

So you're salesman of the year. So what? What does it matter? Are you impressed when you see a sign reading "salesman of the year?" You see, I really don't think that a fancy title of your accomplishments really means much unless you're prepared to also divulge how you came to get that award.

What about real estate signs on front lawns that read, "Number 1 Realtor?" What is the criteria for being a number one realtor? That part of the equation has been left out.

If it's an award that you received because you made a lot of money then keep it to yourself. Your customers really don't care that you were a number one realtor or salesman of the year. All your customers care about is that you serve them well, meet their needs and make them more important than your fancy title. In fact, in our thirst to be top dog at something we will go to great lengths to prove that we are the best.

Years ago when I made my living in radio, we would scour the twice annual ratings looking for every opportunity to tout ourselves as number one in some category. Maybe one of the disc jockeys would be number one between 11 AM and noon with men 18 to 34 holding down blue-collar jobs. That demographic could be sold to a potential client who wanted to reach those very customers. But how do you go on the air and say that your number one between 11 AM and noon to 18 to 34-year-old men who hold down blue-collar jobs? What about the people who weren't 18 to 34-year-old men and the people who work holding down blue-collar jobs who just happened to be listening at the time? What about them?

You see, awards don't mean much. In fact, they're getting to mean less. When once upon a time you would celebrate the first, second or third place showing in a race, now celebrations are held for children who receive "participant" ribbons. Everyone gets a prize. Recognition is what people want at work. So employers are tasked to find creative ways to celebrate small achievements.

I don't want to be sold by the number one salesman. I don't want my house sold by the number one Realtor. I don't ask my doctor where he finished in his class. I'm just glad he finished. Besides money is a lousy way of keeping score.

And what if you are salesman of the year two years ago? What happened last year? Really, what have you done for me lately? If you're going to market yourself as the number one salesman this year are US prepared to market yourself as the number three salesman next year?

Announcing that you are number one is really self-serving -- egotistical almost. If it's not an award for service bestowed by your customers, then it really doesn't matter does it? The only thing that matters is that your customers are served well. If it's a rookie salesman who serves better than you, then I suggest allowing the rookie salesman to serve your customers. They will appreciate that he made the relationship about them and not about himself.

Let's keep our eye on the ball and the reason we're really here -- to serve to the best of our abilities.

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Attitude w/ ATTITUDE

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