I spent some time last week speaking with a fellow who is trying to change his life. I meet a lot of those folks in my franchise consulting role. They’re tired of working for someone else and want to invest what they’ve saved in creating a new, better life for themselves and their families.
One thing we talk about early on in the process is the skill set the candidate is bringing with them. Have they managed people? Do they like selling? Do they know about technology? It’s not that any skill set is better or worse. It’s simply about identifying what they bring beyond financial resources as we examine the hundreds of possibilities out there.
The fellow I spoke with last week works in auto repair. He’s a “body man.” Unfortunately, many of the auto body repair franchises are well beyond his financial abilities so we talked about some others. I also brought up a franchise that’s involved in drywall repair. He said he didn’t know anything about drywall and he didn’t have those skills. I reminded him that this, like most other franchises, offers a lot of training but putting that aside, I asked why repairing drywall is that much different from repairing sheet metal. He’s now considering the franchise but it raised a good point that we all need to remember.
Many of us focus on the trees and not on the forest. We think about learning a skill in a vacuum instead of the broader application that learning may have. Learning to code, for example, can teach project management, since you can’t perform either one well without a great plan and a flow chart of sorts. It’s also a good reminder that learning the “broad” skills of communication, problem-solving, and teamwork have application across the board. That’s why so many of the business opportunities I deal with emphasize they want candidates with those skills and will train them on the specific skills needed to be successful.
Unlike Napoleon Dynamite, we all DO have skills and most of us have more of them than we think. What are yours?
It’s Foodie Friday! Today I’d like us to contemplate the foods that make us hungry. No, I don’t mean the ones for which we have cravings. I mean food that can actually increase your hunger when you eat them.
Have you ever wondered why bars put out salty snacks like popcorn or peanuts or pretzels? As it turns out, salt makes you thirsty and what better place to be when you’re thirsty than your favorite watering hole? Salt, according to some studies, is addictive, as is sugar and fat. The food industry has become very good at layering those things together to create products (I’m deliberately not saying “foods”) that play to our addictions, light up our dopamine centers, and cause us to engage in self-destructive behaviors. When you hear the old Lay’s slogan about “bet you can’t just eat just one,” you might try to think about what the drug pusher says as they give away their free samples to people: “don’t worry – you’ll be back.”
The screed today isn’t meant to be a lecture on improving our eating habits. Instead, there is a business point here. We don’t eat salty snacks or sugary foods or processed foods or even foods sweetened with artificial sweeteners (they made you hungry too) to get fat. We eat them to solve an immediate need – hunger. But there is any number of other options that can fill that need without triggering the problems that come from really unhealthy foods.
It’s the same in business. We often take the easiest or most available or cheapest solution to solve an immediate need. Unfortunately, those “fast food” solutions only solve the problem in the near term and can often cause long-term damage. Just as with food, we need to be aware of our cravings and think before we eat. We need to consider all of the options, not just the “fast food” ways out. We need to choose more wisely, not just more expeditiously.
One thing that used to amaze me without fail was when a room full of intelligent people would form a circular firing squad and shoot away. OK, so it’s not literally true, but you know what I mean and you’ve probably been in one or more of these situations yourself.
Photo by Holger Link
It happens when someone surfaces an idea or an argument that deviates from the conventional wisdom or thinking on an issue. Instead of evaluating the new thinking on its merits, people start taking potshots at one another. They should be united against a common “enemy” – the competition, for example, or a big problem. Instead, they attack one another.
I’m not really sure how one combats this. I always used to raise ideas along with all of the flaws inherent in what I was espousing. By showing that I understood the weaknesses in my thinking I was also showing that I could be balanced and not delusional enough to think that every idea I had was gold. What I was hoping for was for others to focus on the good parts of my thinking instead of spending time trying to surface the problems because I had already done that.
Whenever possible, I’d draw pictures of some sort – Venn diagrams, flow charts, whatever – because I believe that pictures are more easily understood, even those drawn by a person with zero artistic ability (me). The goal was always to get the team standing back to back, rifles pointed out at the problem and away from pointing inward at one another.
Creating an environment where new ideas flourish is one of the biggest management challenges. Keeping the team focused on the big goals and not on taking pot shots at one another to further their personal goals is another one. What’s above are some of the ways I do that. How do you do that?
My friend posted a picture of his father on social media the other day. Outside of my own father, he was probably the most influential male in my life as I was growing up in many ways. Aside from wondering why he’s aged and I haven’t as I saw the photo (that’s a joke, kids), it made me recall one thing that he did to teach my friend and me to be better baseball players: hitting curveballs.
My friend’s dad was no ordinary dad when it came to imparting that little piece of baseball knowledge either. He had tried out with the Yankees and the family lore is that had my friend’s mom not told him that she would walk on the marriage, he would have been signed and playing in Yankee Stadium. Obviously, when this guy tells you he’s going to teach you about curveballs, you listen.
For those of you that have never stood in against a pitcher with a lively curve, the pitch starts by heading at your head and breaks down and away from you. That’s what my friend’s father threw at us – pitches that started at our heads and broke in over the plate. Of course, once he felt we were getting complacent about standing in against the curve, he’d toss the odd pitch right at our heads to teach us to look for the rotation of the ball and to duck if it wasn’t going to curve. A fastball at your skull gets you focused very quickly!
Almost every player who makes the majors can hit fastballs. It’s the ones who can hit breaking pitches – sliders and curveballs – who become stars. It’s true in business as well. When things are going along according to plan and not diverging from the track they’re on, things are relatively easy to manage. Even if something appears dangerous (like a fastball heading for your ear) it’s relatively easy to get out of the way if you can see where things are heading.
Learning to hit business curveballs is something that you need to do if you’re going to elevate your game. You need to prepare for them by planning and recognizing that they’re going to show up from time to time. Your team needs to be ready, and you need to think about who can handle curveballs as you’re assembling that team. People who are regimented and can’t deal with it when events start tracking differently are probably not your priority hires.
Mostly, you need to expect things to go wrong. After bailing out and hitting the dirt a couple of times, I realized that some attempted curveballs don’t break even when the rotation makes it look like they’re trying. It’s better to have to wash your uniform than to repair your skull. Your team needs to recognize that bailing out might be the smartest option when things begin to go awry. Watch out for those curves, learn to hit them out of the park, and your team can’t be beaten. Right?
I was watching TV last night and on came a commercial break. There were 5 commercials in this pod along with a couple of promo spots for the network I was watching. When the pod was over, something dawned on me and that has prompted today’s thought.
Not one of the five companies that were advertising was in business a decade ago. Every single one of them was digitally-based and every single one of them was disrupting an existing business sector.
There was an online realtor who would buy or sell you a house without using a local agent. There was the online employment site that would find you a job and serve as your headhunter. There was a site that would pack your pills into individual doses and mail them to you, no trip to the pharmacists needed. The next company would book your next vacation and notify you if now was not the optimal time to book.
I wonder, a decade ago, if the pharmacists thought that they would be threatened by a company that could fill prescriptions in a way no drug store could and at prices that are reflective of their no physical outlet cost structure? Why bother going on interviews with headhunters when you can post your resume and let the algorithm find you interested employers? Why spend on a recruiter when you can have candidates screened electronically and only see the best?
Satchel Paige is quoted as reminding us “Don’t look back. Something might be gaining on you.” I think that’s optimistic. If you are in any business these days, something IS gaining on you and they may be the advertisers whose commercials you watch as they go by. Disruption is a fact of business life and unless you’re thinking about how your business could be replaced, you’re missing the boat.
A little science this Foodie Friday. I swear this doesn’t come from some satire site either. A group of Swiss scientists conducted a little experiment with music and cheese. The idea was to find out if exposing cheese to round-the-clock music could give it more flavor. They took 9 wheels of Emmenthal cheese and put them in individual wooden crates. Then, for the next six months, each cheese was exposed to an endless, 24-hour loop of one song using a mini-transducer, which directed the sound waves directly into the cheese wheels. You with me so far?
As one report had it:
The tracks include A Tribe Called Quest’s We Got it From Here, Mozart’s The Magic Flute opera, Led Zeppelin’s Stairway to Heaven, Vril’s UV, and Yello’s Monolith. Three of the other wheels were exposed to either low-, medium-, or high-frequency sound waves. One control wheel was left in silence.
Any guesses on the results? Well, amazingly, there was a noticeable difference in flavor according to the food experts who tasted them. They reported that the cheese exposed to music had a milder flavor compared to the non-musical cheese. They also found that the hip-hop cheese had a stronger aroma and stronger flavor than other samples. If you ask anyone who’s been around me whilst I’m preparing a meal, they will tell you that I often play a type of music appropriate to the cuisine being prepared: Zydeco when cooking Cajun, Salsa when cooking Mexican, etc. They think I’m crazy but now I have science to back up my thinking, right?
The business point here is that we often don’t pay enough attention to the environment we set up in our business places. While it’s become more common for people to listen to headphones while they work, there are many other factors in the environment that affect performance. Creating an environment where people are happy and motivated pays huge dividends, especially when you look at places where people are generally miserable. It’s not just good lighting and clean spaces. It’s also having an open-door policy as a manager and allowing the staff to personalize their spaces. It means bending the rules from time to time to accommodate special situations and doing a lot more listening than talking when conversing with your team.
If cheese can pick vibrations and react, you can be very sure that the people with whom you work can as well. Why not make them the kind of vibes that create the best flavor?
One episode that has stayed with me for many years involved a young employee that I managed. Like most of the folks I hired, he had a lot of raw talent in the areas that you really can’t teach – excellent intellectual curiosity, a good work ethic, etc. As I saw it, my job and that of his immediate supervisor was to develop that raw talent over time.
When review time came up, he asked me when he’d get made a VP. He had been with us about 6 months and had been out of school for about 18 months. Now, most of the people who achieved VP rank were 10-15 years older than him and used those years to develop their work skills to a point that was light years past where he was. I asked him why he thought he should be made a VP and he went on about having paid his dues and that he knew as much as many of the VP’s he’d met.
He was a perfect example of something called the Dunning-Kruger effect, in which people fail to recognize their own incompetence. I see it on the golf course all the time as my playing partners will often try to hit shots that they might be able to pull off 1% of the time or they overestimate how far they actually hit the ball and come up woefully short of their target. The kid was a business example, one with which I’m sure you’re familiar.
Have you ever walked out of a meeting in which someone thought they were being brilliant while it was obvious that they really had no clue about the subject matter? The sad fact, borne out by research, is that the most incompetent individuals are the ones that are most convinced of their competence while the most competent people often underestimate their competence. I’m a believer in knowing what you don’t know and in not assuming that just because you’re smart and very knowledgeable about one subject that you can translate that into expertise in another area without doing the work to understand that area.
It’s not just stupid people who don’t know they’re stupid. Entire organizations can behave this way, believing that they can get beyond their core competency and into another business sector with equal success. Management sees that the business has a good year and deludes itself into thinking the organization is performing at peak efficiency when competitors are actually doing better and are gaining share.
We need to be on the lookout for Dunning-Kruger everywhere. For businesses, use an independent standard of measurement, hopefully, something that’s reflective of your entire industry. As individuals, a little humility and getting outside your own bubble helps to keep your perspective. That kid didn’t make VP and in fact, ended up leaving the organization to a higher level job from which he got fired. He Dunning-Krugered himself to unemployment. I’m sure he was convinced it was due to something other than his own incompetence. You’d never make that mistake, would you?