Tag Archives: management

Are You A Mechanic?

Unless you are a very knowledgeable gearhead, you’ve probably had the experience of something going wrong with your vehicle and heading to a mechanic.  Hopefully, I’m not the only one who is immediately paranoid about the diagnosis offered.  I’m always concerned that what I’m being told is causing a rattle is a broken motor mount that requires expensive repairs when it’s just a loose hose that could be fixed with a zip tie.  By the way, if you think I’m exaggerating, read this article. 

The mechanic situation is an example of someone with more knowledge and, therefore, more power taking advantage of you.  You might be reading this while shaking your head and saying I would never behave that way.  I’m sure on the surface that’s true.  Let’s think, however, about another situation in which you might just be behaving just as badly and taking advantage of someone.

An employee leaves and you ask someone else to cover that work as well as their own.  Given that most jobs take at least a month (and generally more) to fill, what are you doing to compensate that person for assuming the extra workload?  Is it possible either to have several people cover or maybe some things just go undone while you go through the hiring process?

Another example.  No one ever really leaves the office anymore.  Email is never off and most people carry email access on their persons at all times.  That said, we’ve all heard of situations where someone sends an email at night and when it isn’t answered in a few minutes, follow up with either a second note or a phone call.  Unless it’s a major crisis, why can’t that wait until work hours resume?  It’s one thing to make these demands of salaried management; it’s quite another to ask hourly employees to keep working outside of work since they’re not getting paid for the time.

Finally, when was the last time you said “thank you” to every member of your team?  Sure, a paycheck is a nice “thanks” but you’ll be surprised how far a few kind words can go.  It makes the folks with whom you work confident that you’re not the evil mechanic who is taking advantage of their situation.  Willing to try?

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Filed under Reality checks, Thinking Aloud

Eye Wanna Scream

I had an appointment with the eye doctor this morning.  It was a familiar experience, one that I wrote about 2.5 years ago in a post called Eye Yi Yi. Not a thing has changed – not the timing, not the staff ignoring patients and chatting over coffee, nothing.  I reread what I wrote then and it still applies.  I wish the doctor himself wasn’t one of the best eye docs in the state.  While the exam went longer this time, the principles haven’t. Great docs obviously don’t make great business experiences.  We can learn from this, however, no matter what our business might be!

Nothing like a bad customer experience with a medical professional to begin one’s day on a happy note!  OK, so I don’t wear sarcasm well, but it’s either snark or anger (it’s a fine line!) so I’m going with the former.  Let’s get your take.

English: A human eye after the pupil was dilat...

(Photo credit: Wikipedia)

I generally schedule my medical appointments early.  In fact, I try to be the first appointment of the day if possible.  In theory (and today proves it’s JUST a theory), I should be able to get in and out quickly so the entire day isn’t disrupted.  As it turned out this morning, not so much.  However, it is a nice lesson on how not to treat your customers.

The doc opens up at 8 which is the time of my appointment.  I present myself on time, walk to the reception desk, and am greeted with…nothing.  Oh, the receptionist is there, but she’s arranging papers, printing out forms (and not the day’s calendar of appointments – that’s sitting in front of her), and generally doing her best to ignore me.  After a minute or so, there’s a mumbled “I’ll be right with you”.  Three minutes later (I only know because it was 5 after 8 when she spoke to me) I get a “yes?”  OK, so I get it’s a little weird that I’m noticing how long I’m waiting, but remember the premise:  first in, no waiting, out quickly.

I tell her “I’m Keith.”  “Last name?”  My immediate response:  “the schedule is right in front of you. How many people named Keith are scheduled to be here at 8?” stayed inside my brain while I told her.  “Have a seat.”  8:06

I know who is going to examine me and she’s right there in the office.  Chatting and drinking coffee.  For the next 10 minutes.  8:16 is when I was called into the exam room.  I don’t generally bill by the quarter-hour, but if I did, these folks would now owe me more than I’ll owe them for the appointment.  It was a 5-minute eye exam, and when I asked about some results she informed me she didn’t have my chart because the doctor had it at his house.  Oh.  But he’d be right in. OK.

5 minutes later, in walks the doctor, chartless.  Looks at the results of the exam, takes a quick look at my eyes, and says he’ll call me but if he doesn’t I should call him to discuss the results.  Visit over.

Here are my takeaways that I think apply to any business:

  • An appointment is something that’s binding on both you and your customer.  You expect them to be there on time, you need to be as well.  I totally get that people might be delayed due to traffic or other issues.  Which leads to the second point.
  • When you break the above agreement, a little apology is called for.  I got none.
  • The person greeting customers (and patients are customers!) needs to be personable and customer-focused.  Grumpy, even first thing in the morning, is never acceptable.
  • When you are not prepared, don’t put the onus on your customer to fix your mistake.  Not having the chart is your problem – don’t make it mine by asking me to call you.
  • Finally, no customer should ever leave your business angry.  Not ever.

Maybe I’m overreacting, but compare it to yesterday’s experience.  I walked in at the required time and within 5 minutes I was out of the waiting room (in the middle of the day in a busy office) and into an exam.  Well-run businesses are easy to spot!

That’s my take – what’s yours?

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Filed under Helpful Hints, Huh?

Your Kitchen

It’s Foodie Friday! It’s no secret that I watch a bunch of cooking shows. In all candor, most of them are wonderful displays of individual talent but really don’t teach us much about the real food world. Nor are they extendable into business thinking, which is what we like to do here on the screed.

Chefs in training in Paris, France (2005).

(Photo credit: Wikipedia)

The real challenge in a professional restaurant kitchen is coordination and teamwork. Other than Hell’s Kitchen and the annual restaurant wars episode of Top Chef, we rarely get a sense of how difficult that teamwork can be. It does neither the quality of the product nor the business any good to have the meats sitting under a heat lamp while the garnish is being prepared. Obviously, it’s the chef who must oversee the coordination and foster communication, but it’s also the individual cooks.

You probably know that most kitchens have a line and there are various stations in that line. Meats, fish, salads, etc. generally come from different cooks. If one line cook is struggling, the entire process can break down. The cooks need to be organized, making sure to have all the materials they will be needing ready to go. They need to be able to multitask – handling several different items at once. That requires training, practice, and supervision.

Your business isn’t any different. As “the chef” overseeing my “brigade” in the non-food businesses in which I worked, I never felt as if I had to be able to jump on to any station.  By that I mean that no boss needs to be able to handle every job as well as the people doing them each day.  We do, however, need to recognize when there is a problem and ask the right questions to make the problem go away.  Just as a chef can’t make excuses for a slow line cook (train them, move them to a different station, or fire them), no manager can deflect blame for very long.  After all, it’s your kitchen!

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Filed under food, Helpful Hints