Saturday, March 31, 2007
Sunday, February 18, 2007
Drucker on Leadership
I read a recent story from Peter Drucker on key elements of leadership. One of the five components he said was absolutely necessary for success was a system of performance reviews, "Performance review must be honest, exacting, and integral part of the job."
This is a common theme in the Dale Carnegie reading, and class. Accountability is the key element that must be instilled upon employees. Unfortunately, this is not something I am very acquainted with. I can't remember a company I worked at that really had serious performance reviews. And I abhor red tape.
But now I really realize the importance of establishing these accountability measures, and so the company must create mechanisms for successful development, for the progress of all. So we will have clear job performance measures, monthly team meetings where we meet to discuss what the company is doing right and what we want to do better, and semi-annual check-ins on progress. Nothing in these check-ins should be a surprise.
Also, we're implementing our time sheet program in the next month (ah yes, the dreaded agency time-sheets). This is to measure billable hours. Usage rate should be in the 80-85 percent range.
I don't have to have those rates when I do my sheets, but that's because I work a lot of extra hours. But I also have an equity stake. It's different for partners. A straight employee with no equity stake will not work more than a 40-45 hour week unless there's extra incentive. And so you want to make them effective hours.
Ton of work on the plate today and tomorrow. So much for a long holiday weekend. It will be good when we're back up to speed. We wrap up round 1 of interviews tomorrow, and move to round 2. Per the Carnegie class, the interview process has gotten much deeper to ensure the right candidate is found.
Since Peter Drucker was such a well respected business leader, Monday's quotes are all from him:
"Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes."
“No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”
“Leadership is not magnetic personality/that can just as well be a glib tongue. It is not making friends and influencing people /that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.”
Thursday, February 15, 2007
Here are some of the concepts I am playing with:
One definition of service according to Webster’s is a) an act giving assistance or advantage to another is the b) the result of this benefit... an advantage. This is an ideal that we are striving to achieve as a company. Though we may not always meet these suggestions, they are a worthy goal. As such, when we cannot meet them, we will get up and try again. Here are some suggestions for execution of customer service:
* Be as friendly as possible. If external circumstances make us less than friendly, be cognizant of it, and be as professional as possible.
* Communicate. Check in calls and emails are a great way to maintain a strong relationship. Call once in a while just to say hi.
* Status reports once a week are optimal for large clients, and reports for implementations such as blogs are also necessary. Coverage reports after each public relations campaign are important, too.
* Go the extra mile to make things self explanatory. A client should not receive deliverables that require extensive explanations in order to comprehend them.
* If the client is going in a different direction than we’d like, make a suggestion with full reasoning behind it. Don’t just say yes, we’re paid for our professional opinion.
* If the client still prefers their direction, agree and execute to our fullest capability and do so with enthusiasm. It’s their business. Our job is to help them, not be right.
* Own mistakes, take measures to correct them and make prompt amends wherever necessary. A client needs to know about mistakes that can hurt their business.
* If deadlines are tight, go out of your way to inform the client. Try to give them 48 hours to approve something wherever possible.
* Don’t sell the client something that won’t benefit them. It’s better to acknowledge a good idea, but inform them the results may not be that great and their money would be better spent elsewhere.
* If a client needs something we cannot deliver, or if we are not the right company for them, let them know and find another service provider that can help them. Try to connect them to an answer.
There are more, but these represent the foundation of my thoughts.
Tuesday, February 13, 2007
Mobile Social Networks
First night of Dale Carneie was great. I loved it, lot's on creating processes, and guidelines so that there are roadmaps to success. It was also interesting to see that the approach is to create clear rules of engagement, then build relationships with employees. At the same time it was very GEesque, measuring people's performance in several ways, and cutting people that don't work out.
I definitely need to build-out more processes, and the employee handbook. I have already written ethics, as well as guidelines for client relations. Next up, suggestions for PR. Also, I am going to get much more rigorous on the front-end side with some interviewing techniques. It's all about finding the right people.
elance is an interesting tool that I've been tapping into as of late. Very useful. It just go to show you how powerful these social networks really are. We are on the cusp of many changes in marketing, with only the tip of the iceberg currently visible. One must think that mobile social networks will be even more important globally as most folks lack the computing power that we in the U.S. take for granted... I did my graduate thesis at Georgetown on mobile Internet technologies, and am fascinated by the topic.
In that vein, today's round up of blogs includes social networking booming in the mobile phone world. This week's 3GSM show featured mobile social networks galore. Of particular note is Cerkle, a new network that does not require software downloads, says Techsape.
Open Gardens has an interesting dialogue on .mobi and Darwinism in the mobile social networking world.
PrairieLaw highlights the inevitable appearance of dreaded lawyer blogs. God, now you know corporate blogging has gone mainstream.
Sunday, February 11, 2007
Refocusing on Strengths
One thing about being in biz for a little while, you learn what you're good at, and what you're not so good at. Events over the past couple of weeks have made me decide to pull the plug on our design and advertising business. Two bad implementations -- and our only two bad implementations -- have convinced me that 1) we're not good enough, and 2) getting good enough is not worth investing in.
We want a strong reputation for excellence. This is what being in business, or at least why I went into business is all about. Mediocrity doesn't cut it. Do what you're good at, and leave the rest. Therefore, we'll be focusing strictly on marketing strategy, PR and social networking. We can be comfortably successful here.
The positioning on our web site as been moving towards this anyway, but now we'll pursue without trepidation. Our staff will be built towards a PR, blogging and writing orientation. Additionally, we'll be rolling out new positioning and a new web site at some point in 2Q.
I've got some design partners working on what's left on the table to ensure the right results. From here on in, I expect that we'll just refer folks in or bring them into the deal. Regardless, we won't get too close to the design & advertising part of the business.
Lot's of meetings to re-up for the next round of work are coming. Plus a funeral on Tuesday a.m. My Uncle Bernie Passman passed away, which is a bummer. He touched many, many people in his personal life, and through his stores throughout the world. It'll be interesting to see what our supposed snow event will do to the work week.
Here are Monday's quotes:
* "You got to know when to hold em, know when to fold em," Kenny Rogers.
* "To solve the problems of today, we must focus on tomorrow," Erik Nupponen.
* "Focus on remedies, not faults," Jack Nicklaus.
Friday, February 09, 2007
Limo Blog + R&R
A client of mine OK'd blog discussion by name, so look out for the Reston Limo blog coming soon. We agreed on content, mission, and format. I think this will be pretty hot, a new type of DC blog (perhaps Greater Washington blog is the right terminology) that will look at an issue that touches every single one of us every day.
Looking at PHP template, which will be pretty robust. More to be revealed later. Onward to a weekend of relaxation.
Wednesday, February 07, 2007
All I can say is my lesson is not put people in places where they cannot succeed. Capability and ego are often two different things, but rarely can a person see their own shortcomings. Instead it is much easier to blame someone else entirely. A very basic Dale Carnegie lesson I learned a long time ago. And now I have received an unwanted refresher. I guess that's as good a place as any to begin my Dale Carnegie leadership training next week.
Here are the customary links for you from the blogosphere:
Mommy Life discusses the Snickers ad departure (thanks to gay rights groups) from a different perspective. Regardless, one must assume Snickers got a ton of buzz from ths, and is now an edgy chocolate bar... Yeah.
A local ad agency, White and Partners just launched their blog, the Blah Blah Blah blog. The name is supposed to be a tongue in cheek swipe at talking heads blogs. Note my picture to the right. Whoops. This blog is very good, and has some flavor to it. I like how the whole agency is team blogging, giving you a wide variety of perspectives.
Escape from Cubicle Nation talks about needing to have a beginner's mindset when it comes to starting your own business. Forget the past, start again.