Too big for your britches…

Too big for your britches…
Empower your employees, don't rule over them
Empower your employees, don’t rule over them

Some companies are complex, highly diverse workplaces with a lot of people to manage.  A host of different departments to oversea a multitude of tasks.  You can’t negate the fact that companies and their departments, their divisions have territorial tendencies.

Cue Elf:  Buddy (Will Ferrell) in mail room.

Buddy (Will Ferrell) in the mail room.
Buddy (Will Ferrell) in the mail room.

That scene from Elf and others, hint at the reality that is our workforce and its continued hierarchical, top down approach.  Very rare is it a company that has a bottom up approach.  You can say it, you can articulate it, you can communicate that you do, but if it isn’t readily apparent, it is all just glossy shine on the outside and misery on the inside.  Case in point.  I won’t mention any names or companies.  A few years ago, I was with a host of friends enjoying a welcome respite from the day-to-day.  Eventually, our conversation turned to work.  This person was a bit down in the dumps, and I asked why?  They hadn’t received the commission they normally received during the holidays.  This was during the hard time of the 2006-2009 recession. I asked them to explain.  Apparently, during the previous get together by all staff for their annual party, the company had to downsize the festivities.  Usually, everyone got a bonus, even those non-sales jobs.  The previous year the company decided to discontinue these bonuses to all of their employees, except their sales staff.  Someone found out, and complained.  Long story short.  Someone felt cheated.   A person who didn’t work in sales and didn’t receive a commission went to the powers that be and called them on it.  Times were tough too and the company decided maybe it was better not to give anything out.  I asked a few probing questions of my friend.  Needless to say, we didn’t talk for a few weeks after it.

I’ve worked in an industry for regular hourly pay, salary, and salary and bonuses.  More than likely it was a turkey at Thanksgiving and Christmas.  Sometimes a gift card.  Not much, but I was grateful.  It helped.  All the Christmas parties were the same.  A few had raffles of cool prizes.  But our management staff wanted any bonuses or extra pay to be equal for all.  We worked as a team in hotels.  Everyone is rewarded for their hard work.  It may not have been much, but it was something. Sometimes a word or your name on a plaque got us through the hard times.  So back to my friend.

I asked the person to put their feet in the shoes of the individual in that ‘mail room’.  They may not have the education you have or the experience or the job title, but they do the same hard work as everyone else.  Interruption by my friend, saying that their job wasn’t equal.  No, they aren’t equal, but they still do hard work.  Define work.  What is work?  What is their job duties?  Could you do their job?  Do you know how to do their job?  They do their job for minimum wage or just a bit above.  Shouldn’t they be rewarded for their devotion just as much as you.  They came back with the argument that their job captured revenues for the business that allowed those in the mail room to be paid so that they could put food on the table, pay their bills.  Yes, I agreed.  Yet, if they didn’t do their job or aid you in doing yours, you couldn’t close on a deal with the delivery of that parcel with important signed contracts.  You couldn’t do your job without the delivery of office supplies.  You couldn’t do your job without them running their butts around town, when you had to get a contract out yesterday.  You couldn’t do your job if they didn’t fulfill that order made.  The two jobs are linked.

They again argued about working hard and about revenues.  I asked, “Is it?  Are revenues the only important detail of a company?”

The look they gave me could cut glass in two.

I smiled.  “It isn’t always about the bottom line.  It isn’t always about making a profit.  Sure profits are important and we do need to pay bills, but we cannot get to that profit without thinking and addressing the process and people who get us to that profit.  If one cog in the wheel isn’t working up to its effective and efficient potential, the system slows down and could possibly stagnate.  It could cease to exist.  Your job is linked to the way that mail room, those people feel and work.  Think you are far superior to them, that your job is more important, then you’ve lost sight of the reason to be in business.”

“How is that?”  They snorted.

“This is about the relationships you make and continue.  This is about long-standing relationships today and tomorrow.”

“Sure my customers are important.”

“Then who are your customers?”

“Huh?”

“Who are your stakeholders?”

“My customers.”

Holding off the desire to face plant my cheeks in my palms, I continued.  “We could go on and on asking the same question.  You do not understand your customers, your stakeholders.  This is about relationships.  If we do not create, nurture and maintain those relationships, our business will stagnate and decline.  This is about all of your stakeholders.  One of your stakeholders is that person in the mail room.  They have a vested interest in the health of the firm.  Not just the sales person that makes sales calls.  Did you ever ask that person in the mail room how they feel?  Did you ever say hi, greet them on your way into work?  Say good-bye on your way out?  Did you ever stop and ask them about their families?”

They hesitated, and I had my answer.  No or very rarely.

“Did you ever think that they are just as grateful as you are for the job they have?  That they can work for a company that even considers giving them a party and a bonus.  Not every company so rewards their devoted employees.”

As the book stipulates:

I think that is something else with the people-process culture: . . . you get to know people. The people get to know each other” ( J. Cernohous, personal communication, July 25, 2014).
Kersten EdD SPHR, Jeanette; La Venture EdD, Kelly. The Human Factor to Profitability: Building a People-Centered Culture for Long-Term Success (Kindle Locations 658-659). River Grove Books. Kindle Edition.

And the discussion went on.  What am I saying?

Employees should be engaged in their workplace.  That they need to feel and be a part of that team.  Not stranded in some oasis, ignored.  Again, I argue for that point that all of us see and process information differently.  We all have a unique point of reality.  Sometimes the finer details are uncovered with fresh eyes.  Don’t discount the person on the front lines.  You need to consider their input.

 

 

Can you plan for every contingency in event planning?

Can you plan for every contingency in event planning?

Can you plan for every contingency in event planning?  Yes, and no.  Last week, I gave out most if not all of the information to my groups in HT 351 for their scenarios.  They should now have all the information they need to complete the project for the most part.  The only aspect left is for them to visit with me, which is required, to hash out any finer details.  Details.  That is important in event planning.

It is all about project management.  As I have said before, it is about managing time.

Yet, those fresh, young faces before me, cringe when I discuss ‘curve balls’.  They dread having to deal with potential problems.  But they will have to deal with it.  Deal with potential realities.

What do I say to them?  They are looking for me to guide them on how to tackle this part of the project.

Innate in all of us is the ability to plan.   Don’t forget that.  We just have to get it down on paper what we need to do and execute the steps.

Yes, hard.  Focus, drive and discipline will see those action steps to fruition.  Not every one of us has that focus or drive or discipline.

I can raise my hand to that effect.  I have earned that tee-shirt more than once.  I’m stuck in a rut right now, my focus wavering from professional and personal projects.  It’s hard, but life isn’t about easy.  Life is about challenges.

I’m letting life challenge me at the moment.  Whereas I should be challenging life.

So, what do I say to motivate them to address their curve balls.  Where to begin?  Since there are more than one curve ball, tackling more than one at a time, can be frustrating, stressful and tiring.  Especially, if you have never been in this position before.  Now, there are moments in a professional career where you will have to decide off the ‘cuff’ what will need to be done.  You will be put in a position where a decision will have to be made at that precise point in time.  And I will address this after, I guide you through planning for those curve balls.

Yes, planning is coming back into the picture.

To prepare yourself for any event or scenario, you have to think about your job.  You have to think about all the contact points where potential problems can occur.  Map them out, and get into the habit of walking around your property, your place of employment and look at it from the vantage point of problems.  Don’t wait for the signs, envision them.  Use your imagination and ‘see’.  Ask your self of plethora of questions. As a writer who likes to develop stories, I utilize the “What if” exercise.  What if this happens here?  What could happen here?  What if this happened during an event?  What would I do?  Every time I see or read about an incident on TV, like Las Vegas, my mind goes into scenario mode.  I visualize what is happening at that time.  I ask myself a host of questions, and run through the gambit of potential.  I ask myself, “What if I was the event planner at this event?  What would I have done?  What should be in place already to aid me in this event?”

No, you don’t know how you would react.  No, you don’t know what you would do sometimes during panic situations.  But the preparation for the likely event comes with training and training the mind to think this way.  And then running mock drills on you, your employees, and even now, including guest in that equation.  I can remember when we used guests in our scenarios at one hotel I worked at.  We asked if they would be a part of our preparation training.  We sent out a message to the community that we were having training and asked if any person would like to role play victims.  Is this wrong?  Why?  Why not?  Shouldn’t we all be prepared?  Shouldn’t we all help each other in times of need?  The more you know as a manager, as a guest, the better you are all prepared for scenarios.

NBC-Emergency
NBC-Emergency
Visit to Disney World, 1977
From left to right, Mom, sister, me and brother at Walt Disney World, 1977

I know this to be true because I have lived through it.  I have lived through training situations and real life situations.  Growing up we had some great shows on TV.  I can vaguely remember Adam 12.  The one show I do remember from my early teens was Emergency!.  It was about the organization of the first ever EMTs in LA.  It had me consider at one time being one.  Taking up the profession of firefighter and EMT.  At school, both high school and college, I took and read about advanced first aid procedures.  I took advance first aid and life saving at Penn State for my Health Ed course.  I can recall playing the victim in a faux car accident and the other students extracting me from that car on a cold autumn day.  I loved the water module in the pool.  When I was out industry, I volunteered to be on first aid responder teams at the hotels.  I obtained and renewed my CPR certification.  I guess I obtained that information from my Mom.  She taught the Red Cross classes in high school.  She was always willing to help.  Heck, in my family we are known to be teachers, police officers or doctors.  I guess its in the DNA.  But I digress.

Back on point.

So, where to begin.  This year was different after a failure from last fall.  I had to approach teaching this aspect of management development from a different perspective.  Some how connections were not being made.  I forgot that research has shown that this generation may or may not have the imaginative skills my generation has.  They grew up with computers and technology.   Some if not all, might not have been outside playing as we did as kids.  Being pirates for a day out in the woods, creating our own little worlds.  Yes, that play time set up my generation for problem solving.  We saw something we wanted to do and figure out a way to accomplish it. The students in my class may have been immersed in a computer generated world that didn’t stretch the mind enough.  That didn’t place them in hair-raising situation where you had to think.  (Laughing at the image now in my mind.  Cue back to that pirate scenario on a lazy summer’s day.  I would give you more, but I don’t want to put any ideas into young heads.  Mother just patched me up.  I’m still here.)  Let’s just say there is a host of divergence between my generation and today’s young students in terms of critical thinking skills.

So, given what happened, I realized this year, I needed to not only reinforce the visualization technique I have done since I was a young adult, but also guide them on how to make connections.  I had to explain how to accomplish this goal and get in the habit of visualization.  So this year, I told the students to draw from all of their classes on customer service and operations management.  To utilize their own personal experience to aid them in understanding the curve ball.  Write down the curve ball on a 4 x 6 index card and then as a group, brainstorm.  Ask yourself those exact questions.  What is happening here?  What is going on?  How are people reacting?  Why are they reacting?  Where has it happened?  When did it happen?  What should we do?  What could happen if we don’t do something?  What could happen?  A host of questions and then brainstorm answers.  Research.  Google.  This is always about customer service.  No, it isn’t all about the bottom line, not always.  It is how we get to that bottom line and back up that counts.

Curve ball scenario
Curve ball scenario

This was one of my curve balls from one of my scenarios.  An executive board meeting was taking place in St. Louis, MO.  The members were leaders of a Fortune 500 company.  They were the elite of the elite.  One activity that they were participating in outside of their normal duties was a visit to the local Budweiser Clydesdale farm.  On the return, one of the members has left their wallet on the bus.  Needless to say I wasn’t happy with the results of the group planning in terms of this curve ball.  Two possibilities could have occurred.  One, they had only one group member handle curve balls and that group member was tired by the time they got to this incident.  Or two, they waited till the last-minute to address these scenarios.  It very well could have been something different.  But in the end it was poor project planning.

They forgot to utilize their experience as customer.  How would you react as a customer if this happened to you?  What would be your priority if this personally happened to you?  What are you panicking about?  Who is this person?  They forgot who their target market was and is.  What is in that wallet?  What help are they looking for?  Part of event planning is to know your target audience.  If you know them, then you can best address their needs and wants.  Our industry is all about customer service and we need to don that hat  more than once to understand reaction.  We need to walk a mile in their shoes to know how this impacts their lives and the lives of others that this would affect.

They forgot their roles and responsibility as event planners.  What they need to do to aid the customer?  What they need to do to make this a memorable experience?  How do they help and aid their clients?  They didn’t tease out the situation.  They didn’t map out the cause and effect.  The action-reaction-results loop.  If this one incident happened in real life, consequences of not doing something can be detrimental not only to your customer but to your reputation and your business.  Even our industry.

So, why do I give them curve balls. Because this is reality.  This is what happens out there when they are in real life situations.  Accomplishing this exercise, helps develop a proactive mindset.  That they can almost see things happen before they do, and act.  If this little kernel of information is in their minds, then they could plan a to do list for themselves during each event to cover any contingency.