(Photo credit: Wikipedia)
It’s Foodie Friday and this week I’m inspired by something the folks at Bacardi are doing because it’s something every company ought to be doing in some form. In the case of Bacardi, they’ve called it “Back To The Bar” and the reason for what they’re doing is nicely explained by their CEO and reported by MediaPost:
“Back to the Bar is our version of ‘walking the factory floor,’” said Mahesh Madhavan, CEO of Bacardi Limited. “It puts our people in touch with what’s happening in our business in real life and real time — something you can’t truly understand behind a computer screen, sitting through a presentation, or dissecting a spreadsheet.”
What every employee is being encouraged to do is to go hang around bars. In fact, they’re shutting down the company to allow employees to do so. While they’re in those bars, they’re to connect with customers and encourage them to try cocktails made with Bacardi. I imagine they’ll also get a lot of feedback on the product, consumer approaches to drink selection and other information which, as the CEO says, you can’t get behind a computer screen. It’s a fantastic idea.
Think about your own business. First, I hope you’re eating your own dog food – that you’re a regular user of your own product or service. If not, why not? As an example, over the years I’ve worked in sports with a few people who didn’t really watch sports or know a heck of a lot about it. How they got hired baffled me. I also worked with a TV executive who said he didn’t ever watch some very popular shows because he “wasn’t the demo.” I get that but I think if your job entails marketing to a particular target you need to understand the target and that includes their likes and dislikes even if they don’t mirror your own.
Next, Barcardi is getting first-hand feedback. They’re talking to people who are in a relaxed environment, probably a cocktail or two down the road, and the chances of getting uncensored feedback are excellent. It’s not a written survey or a focus group. It’s way better than those. Most importantly, it’s first hand. I have always loved the old United Airlines commercial from the late 1980’s in which Ben, a senior executive whose company lost a long-term client that morning, is handing out airline tickets to his managers and tells them to go visit clients. Ben himself is going “to visit that old friend who fired us this morning.” It’s a spectacular reminder not to lose touch with people. Don’t rely solely on email and telephone. You probably see this issue even in how your own office works if you still work in one. People don’t visit – they communicate via email or Slack or some other messaging service, even with the person in the next cubicle.
People thrive when they connect with other people. Your business thrives when it really connects with customers. When was the last time you went back to the bar?
Last night was the first night of Hanukkah. You’ve probably seen a version of the candelabra that is used to hold the candles that are lit each night of the holiday. You might not, however, have noticed that while the holiday goes for 8 nights there are spaces for 9 candles in the candelabra, called a Menorah. The ninth candle is our business topic today.
That candle is called the shamash in Hebrew, which translates to “helper” or “servant.” It’s not like the other candles in that it sits either higher or lower than the others in the menorah. It’s used to light the other candles, and although it burns just as brightly and sits in the same candelabra, it’s different.
What this brings to mind is how those of us who have grown up into managers and executives become very much like the ninth candle. We’re servants and helpers. Our job is to help the other members of the team to do their job, much like the shamash enables the other candles. Where we get into trouble is when we forget that. The people who actually do the work don’t serve us. They serve the organization, its goals, and customers.
Think about the best boss you’ve ever had (and I hope you’ve had some great ones!). My guess is that they were clear communicators who respected you as a person and as a professional. They probably never talked down to you when you didn’t understand something and were always pushing you to be your best self. They were also willing to get you whatever you needed to do your job, to the extent they could whether that’s a better computer or a pencil. They were also unwilling to let a weak team member jeopardize the entire team so they were clear about standards and held everyone to the same ones.
As you pass by a menorah (whether it’s a real one or a picture) this Hanukkah, remind yourself that while you may be the boss, you’re also a shamash, a ninth candle that’s a part of the team. You might sit higher up but you’re really there to help. Make sense?
Monday for is a day of some reflection since it inevitably follows a weekend of sports watching. This time of year one can watch just about any sport being contested at the highest levels. College and pro football are in full swing, as is world soccer. Baseball is in the playoffs as is NASCAR. The NHL and NBA seasons are just getting started, as is the new professional golf season. Not a Saturday or Sunday passes without a bunch of winners.
Business has seasons but they’re generally not as cut and dry as those in sports. It’s pretty much a year-round effort, but it does have quite a bit of winning and losing that goes on. Every day can bring about a victory: a new contract won, a great new hire, a new position or job, or an improvement in the bottom line that the entire team worked to bring about. It’s important, however, to think about what winning means to you. What does it mean to win?
That implies a few other questions you should be asking yourself and your organization. Why are you doing what you’re doing? That question gets at your purpose and begins to provide the measuring stick for victory. We succeed by effort and by striving to reach a goal or goals. Defining what they are is an important piece for each individual and for the common goals your team needs to have.
As businesspeople, we need to remember that winning is different for everyone. We need to foster an environment where each person can win by their own definition. How can we help one another to improve? How can we put ourselves and our organizations in the best position? The answers to those sorts of questions are what fills up sports TV pregame shows and the analysis of how well each player and team accomplished what they set out to do is postgame fodder. Maybe we ought to do pre- and post-game interviews in our places of business since it would become fairly obvious if we’ve defined winning and set ourselves up to achieve victory. What do you think?
It’s Foodie Friday and this week I’d like to highlight a business lesson I was reminded of while watching “A Chef’s Life.” If you’re not familiar with the show, it’s a series (now in its fifth season) that features Vivian Howard, the chef at a restaurant in eastern North Carolina, as she runs her restaurant, raises her kids, writes what is now an acclaimed cookbook, and improves her craft. I watch it both for the great storytelling as well as to learn about the local food traditions and recipes of the Carolinas.
As the series has progressed and Vivian’s star has risen, she has sent some time ruminating on the fact that she spends far less time in the kitchen of her restaurant than when she opened it. She also talks about how strange it feels when she actually does go back into the kitchen, whether it’s to develop new dishes or to do a quality check. This resonated with me even though my business has nothing to do with running a restaurant.
Executive chefs are really managers. While they were once line cooks, the amount of time they spend cooking is inversely proportionate to the responsibility they have. Like any manager, their job is to make sure that the entire operation is moving in sync and that the people who do the actual work have the tools and materials they need. They teach where necessary but other than in emergencies, they don’t step in and actually do the job that is the responsibility of their subordinates.
This is probably the hardest thing for new managers to understand. I remember that when I began managing people it was extremely frustrating to watch my subordinates take more time to do projects I could do in a flash. Their work was often full of errors, mistakes I wouldn’t have made just because I had a lot more experience. But doing the work for them would have been just as big an error since they wouldn’t learn and I would not be working with the other members of the department.
On the show, Vivian remarks that show doesn’t feel as if she’s doing anything when she’s in the restaurant’s kitchen now because it runs most days without her. I used to feel the same way as I was learning that my job entailed different “doings.” Wandering around and listening, clarifying goals, working with other department heads, giving a pat on the back to someone and a kick in the butt to another are all part of the manager’s job but when you’re used to having an overloaded project list and deadlines, it doesn’t feel as if you’re doing much at all. In reality, Vivian has done a fantastic job managing since her operation runs well on its own. She can focus on the next project – new dishes, new restaurants, the next book – while knowing her business is operating efficiently. Not a bad model for any of us!
It’s Foodie Friday! I spent many years working in the sports business and because of that, I was privileged to attend hundreds of sporting events around the world. One of the best parts of those experiences was the food. Inevitably, there was some down time which allowed me to wander about the arena or stadium and sample the food. I am a big believer in what I consider the truism (as the late great Frank Deford wrote) that a hot dog tastes better at the ball park. I’m such a devotee of having a dog (or 3) at the game that I usually have one before I even get to my seat. But why is that, and, more importantly for our purposes here, what does that tell us about our business?
(Photo credit: Wikipedia)
You might suppose that it’s the particular brand of dog served. I’ve purchased the identical brands served at various places and they never taste the same when I prepare them at home. I’ve boiled them, steamed them, grilled them, or some combination of methods and yet while the taste is similar, it’s not the same. It’s not the condiments or the bun (steamed, grilled, toasted, or right out of the bag – doesn’t matter!). No, dear readers, it’s the environment.
Many studies have demonstrated the effect that environmental elements have on our perception of food. Obvious things such as lighting and less obvious things such as the music playing have been proven to change how we perceive food tastes. One obvious example is food eaten on an airplane, where the pressure is lower and the noise is higher. Our taste buds don’t function as well at 35,000 feet so airline chefs overseason their dishes (the combination of dryness and low pressure reduces the sensitivity of your taste buds to sweet and salty foods by around 30%, according to a 2010 study conducted by Germany’s Fraunhofer Institute for Building Physics). What does this have to do with your business?
A lot. The environment we create in our offices or stores or even our digital presences can affect how workers and customers “taste” what we’re offering. If we demonstrate a commitment to openness and trust, we create an environment where everyone perceives that things are better than elsewhere even when they’re common events. We can yell and scream while we eat at the ballpark. The food tastes better because we’re having fun. Are you encouraging that kind of fun in your place of business? Most concession stands offer condiments so you can have your food the way you like it. Do you offer the same kind of personalization to your workers or customers? Do you take their personal lives into account and offer some flexibility in hours or remote work?
Think about why the same dog you prepare at home tastes way better at the stadium as you think about how you approach your customers and your business. You’ll be on the way to standing out from your competitors, even if they’re offering a similar product or service.
One thing that bad golfers do (and I’m speaking from personal experience here) is to misalign themselves. They might point the clubface at their target but they fail to get their hips, shoulders, and knees properly aligned. When they go to hit the shot, inevitably the ball goes someplace other than where the golfer desires.
I thought of that this morning as I read the results of a study on marketing compensation. Conducted by MediaPost, the study found that:
Agencies and their clients are far apart in terms of what they deem to be the most fair method of compensation, according to findings of a survey of advertiser and agency execs conducted recently by Advertiser Perceptions for MediaPost. While labor-based fees are the No. 1 method preferred by agencies (45%), incentive methods were the top choice among marketers (40%).
You might not be a marketing agency or a marketer, but there is something to be taken from that for whatever business you’re in. Think of a car’s four wheels. When they’re properly aligned, the car is easy to hold on the course you set. If one wheel is out of alignment, the car pulls left or right and you’re constantly having to fight to keep it heading where you want.
Your business is no different. Your goals and your customers’ goals have to be in alignment. So too do yours and your team’s. Being paid fairly is a critical part of the employer/employee relationship, and no one is going to do their best work if they feel like they’ve been treated unfairly. I’ve known agencies who’ve resigned clients because they felt that they were losing money servicing the account. I actually had a client who hired me to complete a project over a few weeks. When I presented the completed work in a little over a week, they asked to reduce what I was being paid since “it didn’t take as long as we thought.” In that case, it was my fault for not being sure that their expectations (how long it would take and the value of that time) were in alignment with how I did the work and the value of the project regardless of the time spent. Sure, I could have sat on the completed work until it was due, but that has no benefit to my client and only helps me justify what they’re paying.
All the wheels need to be aligned. The club face and your body need to be aligned. The goals and expectations of everyone in your organization need to be aligned, and that alignment must extend to your customers as well. Hard to do sometimes, but always worth it, right?
Filed under Consulting, Huh?