Striking Out With Home Runs

Cal Ripken, Jr.

(Originally published in Business Fraser Valley, March, 2011)

Is your success based on hitting home runs or grinding your way around the bases? Are you Hank Aaron or Cal Ripken?

The glory goes to those who swing for the fences. We root for the big play, the Hail Mary pass, the go-for-the-gusto player. We are somehow less disappointed if a loss comes after the exhilaration of taking a daring chance. We love a good home run story.

John Furlong, CEO of Vanoc was the speaker at a luncheon I attended recently. As part of the price of admission the audience received a copy of his book, Patriot Hearts. In it, along with sharing the experience of running the 2010 Winter Games, he recounts how he came to Canada and worked his way to the top.

John inspires me because he exemplifies the power and profitability of hard work. He says he has never been the smartest person in the room or the most talented player on the field. He wins because he works so hard; he is determined that nobody will ever outwork him. He is a grinder.

I wonder where John would be today if he had been seduced by the glory of swinging for the fences rather than grinding his way to success.

Few of us consistently hit home runs but any of us might hit one out of the park once in awhile. In such cases we relish the excitement of the moment but we keep our day jobs. For some of us, we hit another and perhaps another and we begin to think we’ve been aiming our careers too low. We may go on to find a new, unexpected level of success or we may fall flat.

Hank Aaron

Chasing homers when we aren’t home run hitters leaves us unsatisfied most of the time. On those few occasional when we actually hit it out of the park, the adrenalin rush convinces us that this is what we were meant to do. So we struggle to hit another one, and struggle and struggle and struggle. Our careers are long, low valleys interrupted by an occasional high peak.

And chasing homers can tempt us to take unnecessary risks leading to unnecessary strikeouts. Think “Challenger” space shuttle disaster. NASA engineers where under pressure to deliver a launch that day because they perceived the need (and the ability) to hit as many home runs as possible to keep public and political support for NASA strong.

For those blessed with the home run gene like Babe Ruth or Steve Jobs or Richard Branson, swinging for the fences is logical. They would probably fail as grinders. For those of us with lesser talent, we can find our own high levels of success by copying John Furlong’s recipe: magnify talent with hard work and work harder than anyone else on the field.

Hard work is so rare that it is almost always a successful, sustainable competitive advantage. Home runs are welcome but not necessary.

Are you a home run king or are you a grinder? Are you sure?

Set Your Employees Free

Bruce Nordstrom

(Originally published in Business Fraser Valley, December 15, 2010)

Nordstrom has a crazy return policy. Bruce Nordstrom, Co-Chair of the company tells sales people, “If a customer came into the store with a pair of five-year-old shoes and complained that the shoes were worn out and wanted her money back, you have the right to use your best judgement to give my money away. As a matter of fact, I order you to give my money away.”

Would you dare give your employees the right to give your money away? In most cases the answer is certainly not. Such a practice won’t work in many businesses, not because it can’t but because the organization is not set up to deal with it.

Giving your employees ultimate responsibilities requires that you hire employees capable of handling such responsibilities. Nordstrom is able to do so because of its well-honed recruitment process. They trust employees will make good decisions because they hire employees deserving trust.

The crazy return policy does more than make customers happy. It is evidence that Nordstrom means it when they say they will stand behind employees’ judgment and decisions in all areas of their jobs. Sales clerks can match competitor prices without asking. They can spend money on extra shipping costs to get a product delivered to a customer. They can do whatever it takes to satisfy the customer, even when the customer is obviously taking advantage of Nordstrom.

Managing an organization in such a wide open culture requires a well-rounded approach. A senior executive notes, “We need to manage the expectation, not the people.” By hiring the right people, training them well and making clear the expectations for how business will be done, the behaviour and performance of employees practically takes care of itself.

The modern term for this is empowerment. If you are truly empowering your people it likely makes you squirm. Bruce Nordstrom says, “I sometimes sit in my office and wring my hands but I know that, in the long run, our way is better.” Delegating so much authority to your staff requires patience and forgiveness. Empowering fails when management can’t let go.

The Nordstrom example is particularly apropos to retailers but its principles can apply to many industries. As a sales strategy, Nordstrom focuses on the 98 percent of customers who are honest rather than the 2 percent who are not. If you are in a sales focused business, the percentages may vary but the principle still applies.

If you find yourself heavy with dishonest customers then perhaps you should consider firing them. Life is too short to deal with unscrupulous people. And remember that by dealing with dishonest or unreasonable customers you are creating a culture of stress and angst within your organization by expecting your employees to deal with them.

Setting your employees free to run rampant with good customers and refuse to be caught up in the stress of dealing with bad ones is a profitable strategy. It can lead to customers who rave about your business just like Nordstrom’s customers rave about them.

 

 

Planning Isn’t What We Think It Is, It’s What We Think.

(Originally published in Business Fraser Valley, September 15, 2010)

Planning is the process by which we anticipate, organize and navigate the future whether for the next few hours, days, weeks or years. It is not just a business process. We plan family gatherings, holidays, dentist appointments and all manner of personal details. We do this as naturally as we breathe.

Some business owners claim they don’t plan and that planning won’t work for their business because it is too unpredictable. I think they do plan and I suggest that the more unpredictable a business the more important planning becomes.

Everyone plans. If not formal, written plans we have plans in our heads. We think about what we’re going to do tomorrow or next week. We think about how we will turn around problem employees and reward good ones. We think about whether customers are happy. Thinking about issues and future events and making decisions and actions based on that thinking is planning. We are always planning whether we know it or not.

Planning in unpredictable business environments may be more work but it is not more difficult. Airline pilots navigate their way from departure to destination not by aiming at the destination but by aiming at a series of waypoints that take them along a pre-planned route to the destination. Waypoints are ground-based stations that emit radio signals for airplanes to home in on. Pilots set waypoints based on weather, winds, and distance to set the most efficient route to the destination. As they reach each waypoint they switch their navigation computers to the next one.

If the weather changes, pilots change their waypoints. In winter the weather is much more unpredictable than in summer but they don’t just wing it because they will need to change waypoints more often.

Business planning should not be abandoned because waypoints will change. Instead, planning in less predictable situations should be detailed with options and contingencies to best determine in advance what other waypoints need to be used along the way.

So if everyone is planning already, why engage in a formal process?

One key advantage of a formal process is the discipline it instils. We look beyond the surface and think through all the cracks and cervices in our business. We thoroughly review our business and the marketplace to find out where we fit in, what we are doing well and what we need to improve. We anticipate the future and make sure we prepare for it the best we can.

Another key advantage of formal planning is the creativity it unleashes. Contrary to popular belief, a formal process does not stifle creativity; it allows creativity to flourish. It does this by transferring from our conscious mind to paper the details we have swimming around in there so that we can let new thoughts and ideas in.

One of my favourite quotes is from Alan Lakein, the pioneer of time management. He said, “Planning is bringing the future into the present so that you can do something about it now.” We think about the future all the time. Planning for it is the best way to make sure it turns out the way we want.

 

 

The Nordstrom Way

(Originally published in Business Fraser Valley, October 21, 2010) I was recently in the U.S. for an extended period. With our dollar virtually at par, I decided to do some shopping. There was a Nordstrom’s Department Store nearby. As I walked into the store I could see sales clerks everywhere. They were helping customers. Not…

Doing the Right Thing

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Coaching is not Cheerleading

(Originally published in Business Fraser Valley, August, 2010) The first coach I recall meeting in person was a very positive, rah, rah young woman who thought anyone could do anything. She was very successful. She had a long, prestigious client list, she’d won awards for public speaking and her enthusiasm was contagious. She was a…

Be Authentic

(Originally published in Business Fraser Valley, July, 2010) I was a nerd at a time when nerds were just nerds, not future billionaires. I wanted to be one of the cool kids so I emulated kids I thought were cool. Of course, it didn’t work. Everyone saw me as a nerd trying to be cool….

The Need for Gumption

“I couldn’t wait for success… so I went ahead without it.” Jonathan Winters Taking action, being bold, having gumption is usually necessary for success. Placing an ad and waiting for the phone to ring is seldom an effective marketing program. We need to go out and get business. Jim had an unstoppable zeal for finding…

When Should the Axe Fall?

A client recently asked me how I know when it is right to fire someone. She was investing considerable time into a difficult employee with no apparent positive results. Deciding to terminate someone’s employment has always been my most difficult task. I believe sincerely that any employee who does not perform adequately is at least…