I was watching the College World Series the other night. My Wolverines are in the final with a chance to win a very surprising national championship (they weren’t supposed to get this far). Go Blue!
Many of the articles attributed their success to great pitching and that’s something whose importance you can never overstate in my opinion. However, there is one other factor I noticed in watching this team that’s applicable to any business. This team has been well-coached in the fundamentals. Let me explain.
Bunting is a lost art in baseball. It’s attempted in many of the major league games I watch and is rarely executed perfectly. Maybe I’m yearning for the age when Phil Rizzuto would school the Yankee teams on bunting (he was among the best ever at it) but I’ve now seen Michigan lay down several perfect bunts on the correct side of the plate based on the situation and the defense. That’s knowing and practicing the fundamentals.
They run the bases well and don’t make bad decisions. Sure, a coach is involved in the decision, but if you don’t hit the bases in stride and run with your head up you’ll miss the “stop/go” signal. They are not too anxious at the plate, often running the pitcher deep into the count. Over time, that has an impact and the more pitches you see, the greater the likelihood that you’ll get one you like. Again, these are fundamentals.
The same holds true in your business. How well schooled is your staff – or are you – in the fundamentals of your operation? Does everyone understand how you are creating value for your customers and your enterprise? Since, as Eisenhower said, the plan may be useless but planning is essential, is everyone involved in that fundamental process? You probably use a lot of industry-specific terms in your office. Does everyone fully understand them and speak your language fluently?
As managers, our job is to make sure that the team has the skills to perform and that skill almost always relies on some fundamentals. Teach them, practice them, and make sure that they’re executed perfectly every time. Like this Michigan team, you’re probably going to overperform and get unexpectedly great results. Make sense?
We’re starting down that road to another presidential election here in the US. There are a lot of people who want the job, apparently although having watched my way through “The West Wing” multiple times I’m not sure why. The plane maybe?
No, we’re not heading into the world of politics but one thing that struck me as I have been watching the various candidates making their cases is that there are an awful lot of good ideas being tossed around. Every candidate has a grand solution to one or more of the many things that can be improved here in the US of A. Of course, so did nearly every other person who has run for the office over the years. What they found is something that’s useful to any of us in business: good ideas aren’t enough.
I’m sure you’ve had many groundbreaking ideas in your business life. Maybe you even got the chance to try and bring them to life. The reality is that a good number of those ideas withered away because the strength of an idea isn’t really enough to make it happen. You need buy-in from all the stakeholders which means you also need some good persuasion skills. You might need money which means you need to be able to justify your brainstorm in dollars and cents for the money mavens. And of course, you need the leadership skills to make others understand your vision and work hard to implement it even if the value of that idea isn’t necessarily apparent to them until the very end.
Being great means Getting Stuff Done or as Elvis used to have on his belt buckle, TCB – Taking Care of Business. I had a boss who used to tell me I had 100 ideas a day and 99 were pure crap. I had to learn how to get that one great idea done. He was right (well, maybe more than 1 a day was pretty good). I became a much better manager when I learned not to fixate on the idea but to pay attention to the process so the idea could bloom. Yes, it’s like a garden – the great idea is just the seed and without a proper environment and lots of care it will wither and die.
So now you know that. I wonder how many of the candidates do?
President Reagan has been quoted as saying “I’m from the government and I’m here to help” are the most terrifying words in the English language. One phrase I used to hear a lot that was just as terrifying to me was “we want to be your (fill in the blank) partner.” That could be a tech partner or a marketing partner or whatever. The thing was that most people have a tremendous amount of difficulty distinguishing between a partner and a vendor. The sad truth is that very few people or organizations that you’re in business with want to be the former and that’s a shame. Vendors are a dime a dozen while good partners are rare.
How do I distinguish between the two? Vendors send you bills while you usually end up sending a partner their share of your joint profits. Vendors come into your office and tell you how great their product or service is, even if you’re using it or them. They tell you their story and ignore yours. Instead of telling you what they are doing for you specifically, they tell you about the latest success story they’ve had, usually with some other “partner” of theirs.
It’s always easy to spot the vendors and the potential partners almost from the second they walk in the door. Partners will talk about you and your situation and tell you specifically how they can help. They’ll ask for reasonable compensation but also volunteer to share in the upside because they believe in their product and its ability to help you. Vendors come in with a canned, generic pitch. Their rates are fixed in stone and they don’t share the risk and so don’t have any interest in sharing the rewards.
I’ve always felt that my goals and those of my business partners were very much aligned. I can’t say the same of many of the vendors I’ve worked with over the years. I’ve also always tried to do business with my consulting clients and franchise candidates in that way – as a good partner and resource rather than as a vendor. Is that a difference without a distinction? Not in my book. How about in yours?
Let’s think, this Foodie Friday, about how dishes are “finished.” No, I don’t mean how you eat every last bit off of your plate. Instead, I mean those last few things you do as a cook when the dish is done but you’re adding what I would call a lagniappe of sorts – a little something extra at the end, almost a gift.
For example. Let’s say you’ve just cooked your guests some perfect steaks. Now you could certainly just let them rest and present them to your hungry diners or you could finish them in style. Maybe you make an herb butter which you allow to melt over the warm steak, adding another layer of richness and flavor. Maybe you provide a container of truffle salt, adding heady umami to the dish.
We’ve all been offered grated cheese to go on our pasta. That’s finishing in style in my book, especially if the cheese offered is correct for the dish itself and not just the same cheese for everyone (and heaven forfend that’s it’s grated ahead of time!).
Finishing in style can be as simple as offering a drop of true balsamic vinegar for aged cheese or even ice cream (don’t knock it until you’ve tried it). What I think it really shows is that the cook is willing to go the extra steps to make a meal memorable.
It’s the same in business. When was the last time you hand-wrote a thank you note to a customer for an order or sent a gift to a new client to welcome them aboard? When I joined my franchising network and finished training, a lovely bonsai tree showed up at my house to congratulate me. Did it make me work any harder? No, but sure showed me that I had exercised great judgment in joining the group that I had. That was finishing in style.
Business today is way too competitive for any of us not to think about the lagniappe – the something extra. How can we finish each transaction – each dish we prepare – in style?
Our subject this Foodie Friday is kitchens, specifically kitchens that service your takeout order. Think about it for a second. You place an order for a meal to go at your favorite dining establishment. In some cases, you go there to pick it up. In many other cases, even years ago, you’d order a pizza or some Chinese food and it would arrive at your front door looking just as it did when you picked it up yourself. You probably didn’t think about if it was actually cooked in the restaurant’s kitchen since it looked and tasted the same as when you ordered at the place. In fact, it almost certainly was cooked by the same hands that were serving the dine-in customers at the same time.
Fast forward to today. With the advent of food delivery services, many more establishments are offering food for delivery. Most sit-down places have experienced a big jump in takeout, so much so that it’s become a significant percentage of their business. I think it also has to do with our general impatience these days. Who can sit still long enough to enjoy a meal cooked to order? So, many places are asking themselves why not set up a kitchen specifically to handle the delivery business rather than expand the restaurant kitchen to handle the additional orders. Ghost kitchens have arrived.
As one article described them, ghost kitchens are delivery-centric cooking spaces without the added hassle of in-person dining that a traditional restaurant brings. Think of them as cooking-focused WeWork spaces. Lower rent, no front of house, no cashiers and no customers tapping their feet waiting for their food are all part of the appeal. As long as the food tastes the same, why would the customer care?
I could write another 1,000 words about ghost kitchens and the pros and cons but the point I want to make today is that they exist because restaurants are rethinking their businesses. If they can grow at better margins and lower costs by doing that rethinking, can’t you? Some pretty big players – Google Ventures among them – are getting involved, and you know it’s just a matter of time before Amazon through Whole Foods starts delivering all those great dishes you can buy at your local store for a take-home or to work meal.
Is it inconceivable to you to share accounting, legal, and other back-office functions with another business that’s non-competitive? A ghost kitchen for your business? How about having your sales staff pick up some lines that complement yours and offer both to customers that might be interested?
If you’re not thinking out of the box, the box might just become a coffin. Instead of a ghost kitchen, it might be a ghost business!
I read a mind-blowing story over the weekend about how not to treat a customer. Actually, how not to treat THOUSANDS of customers. Then again, considering the organization that was doing the “treating”, in retrospect I shouldn’t have been so shocked as they hit a new low. But still…
The Women’s World Cup begins in a few weeks. FIFA, which many in the world of sports consider to be just a big criminal conspiracy (too many cases to list here) began distributing tickets to customers around the world. The rest would be comical is it wasn’t so sad:
With the tournament in France due to start on 7 June, Fifa announced on Monday that tickets were now available to print at home. This led in some instances to complaints from people who, having assumed they had bought tickets together, discovered this was not the case.
“Dear fans. We have noted some of your comments, re: your tickets,” read a message on the tournament’s official Twitter account. “When you placed your order, a message indicating not all seats would be located next to each other did appear, before confirmation of your purchase. Unfortunately we will not be able to modify your order.
So if you spent years saving up to take your daughter to see the best women in the world play, you might have to let her experience that joy whilst seated several sections away from you and from your wife who may be in a different part of the stadium completely. FIFA’s response: we don’t really care.
A few things. First, this would NEVER happen for a Men’s World Cup. FIFA has a history of telling the women to piss off while paying lip service to their game. They made the women play a World Cup on artificial turf and who can forget the head of FIFA’s suggestion that women boost the game by playing in tighter shorts and makeup. Second, even if they weren’t such sexist pigs, ticket sales make up a smallish percentage of FIFA’s World Cup revenues. TV and sponsorship are the big tickets here and unless and until the broadcasters and sponsors speak up, the dismissive attitude to the real fans won’t change.
FIFA has a history of snatching defeat from the jaws of victory and they’ve done it again. We’ve been through this many times in this space but no business can afford to tell customers, no matter how small a part of the revenue picture that customer may be, that they don’t matter. People traveling to these games are among FIFA’s best customers. Do you still think they’ll continue to spend money with FIFA after this? Most of us can distinguish between supporting the game via our attention and supporting the people who run it with our cash. Fortunately for them, FIFA has no real competition. Can you say the same?
It’s Foodie Friday and as we head into Memorial Day weekend here in the US, let’s pause a moment to remember all those who made the ultimate sacrifice so that we can enjoy our meals this weekend.
One of the things I’ve written about with respect to restaurants is the value of consistency. One of the best compliments I can pay to a restaurant is in saying I’ve never had a bad meal there. It’s a reflection on consistency – of the raw materials, of the service and, of course, on how the chef has his team operating in producing the same dish to the same standard. In a weird way, many fast-food places are better at doing that than many restaurants even though the cooking staff tends to be younger and less-trained in culinary arts. Even weirder is the notion that some places have gone to robots to do some of the cooking.
One of my favorite hangouts is a restaurant here in town. The food is consistent even if there is sometimes an overcooked burger or a dish that wasn’t plated with enough care. I like that I can see that people were involved. This is what I wrote three years ago about that:
Business needs to be about people. When I eat, I want to taste the cook’s soul. I like the imperfections and that my pizza is different from how it will be the next time I order it. I enjoy personal service and the quirks of every individual with whom I deal no matter what the business. We need to be responsive to each customer in a human way. It’s why customer service agents reading from a script are just as bad as automated menu trees in my book. Who doesn’t prefer speaking with an unscripted human?
Many of us in business watch the numbers like a hawk for any changes. We might not pay as close attention to the people who make those numbers happen. If you want to make improvements in your numbers you need to understand human behavior – that of your staff and that of your customers. The numbers are a reflection of that. They don’t just happen.
It isn’t machines or numbers we remember this Memorial Day. It’s people. Let’s stay human out there!