School for Business

The banner over the door read “Never Settle For Less Than Your Best!” Can you imagine that kind of sign in an office or manufacturing facility today? But, isn’t that what we want from our employees? However, this was not a company, and it wasn’t a typical place of employment but a classroom where 20 students spend their week learning.

At the end of the day, or at the dinner table, the question that always seems to be asked is “What did you learn at school today?” The question being asked of adults at that same table might be different: “What did you do at work today?” and it is a huge difference in perspective and performance. There are lessons that every business can learn from spending time in a classroom simply observing the physical environment, the structure, the students and the teacher. They are important lessons that we sometimes forget, or perhaps choose to ignore, but should be reminded of from time to time just to gain perspective.

The first is that in every classroom there are clear expectations. They are written down and visible to everyone. The short list starts with “Work to the best of your ability,” and includes “Act in a safe and responsible manner,” “Reach beyond your grasp and continue to learn new things,” and “Represent the school in an outstanding manner.” These are clear, concise, simple yet strong words; easy to explain and to be understood. How many of us have this kind of expectations for our employees? We are far more likely to have these expectations: “Show up on time; work hard; don’t make mistakes.”

The second is that the facility itself is clean, well lit and conducive to the tasks at hand…of learning. The students have the tools they need to achieve their mission. It doesn’t matter if the students are learning math, science, language or art, they have what they need. How productive can people be when they are not in an environment conducive for getting the job accomplished?

Third, performance is measured and reviewed every day, with known consequences. In addition to regular progress reports, actions and behaviors are monitored and adjustments made immediately. It is as if every teacher has memorized the principles of the book “The One Minute Manager.” They praise, they admonish, they correct and they monitor behavior all day long.

Fourth, accomplishments are readily visible. Enter any classroom and the walls are filled with the results of the work of the students. As the school year progresses, the quality of the work improves, as the students build on their base of knowledge and gain skills that they use repeatedly, building confidence in their abilities.

Fifth, students have goals. Each of us knows the difference between “A” level work and “C” level work and so do the students. They receive feedback on what they turn in almost immediately. Students strive to meet not only their own goals, but the goals that have been set for them by the teacher and parents. In a work environment, employees might not have clear goals, or they might not have any goals (e.g., “Do what you are told and you will do okay around here!”) and feedback is seldom received, except when something is done that the boss is displeased about. Often that is the only time feedback is given.

If you haven’t spent time in a classroom, you need to. While a classroom does not have a profit motive, your future employees are being educated and given expectations that every business owner would be wise to try to create in the work environment, because it works, day in and day out, during the school year.

This nation would not be as great as it is without a school system that despite problems it has to deal with daily continues to be the envy of most, if not all, the world.

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A Business Peer Group

I am convinced that business owners can benefit from one another. It is unfortunate that most business owners view one another with suspicion and distrust. In reality, many owners would benefit from getting to know one another to see how they could work together.

Many larger businesses have understood the possibilities of alliances, education, shared gain, and understanding for years. The heads of Fortune 500 firms know one another. They work together. They are friends, and allies. So, why should a top executive or an owner consider participating in something that appears to be just one more group of business types getting together?

The first reason is to end the isolation. The old saying “It is lonely at the top” is true. You cannot share your misgivings about your partners with your partners or with your employees, less you undermine the relationships, organizational structure, and mission of the business. Top executives participate in peer groups to have someone that they can speak freely to, without recourse or recrimination.

Second, they also join to get the perspective of others who are free to speak honestly to them. People at the top need someone who will tell them the “whole truth and nothing but the truth.” Think about that for just a minute. Who in your organization is going to tell you the brutal, honest truth, and risk their paycheck, benefits, and future? Everyone “plays the game” and that means not being the bearer of bad news. If you are at the top, you need to hear the truth from someone.

Third, you will be exposed to educational concepts that are out of your area of expertise. In 2001 I wrote a column titled “Will your business die when you do?” and it struck a cord in many that read it. Most people don’t like to think about their own demise, but it sure was a wakeup call for people who did not have any type of exit strategy. This is just one small area that typifies that while the person at the top is supposed to have all the answers, they don’t. Regardless of age, going back to school is beneficial.

One area that continually keeps coming up with top executives is human resources. Many of those in charge today are from a different generation than today’s workers. It used to be, in a different time, that people worked for a company or an organization for their entire career. Now, people are staying in jobs for about 3 years. How does someone from the old school deal with a labor market that does not have the same work ethic or values? In a peer group, experts can be brought in to address these types of issues.

Fourth, an owner can present ideas to their peer group and those members can take the “devils advocate” position. That same kind of scenario would never take place in a business environment, unless the owner is the most enlightened kind of person. Most top executives strive and desire nothing less than 100% control. Who can the owner turn to for candid opinions about ideas?

Being in a peer group provides a perspective from different industries and from different size organizations. What business owners usually discover is that most issues that they face are similar in nature and that only the details of the industry are different.

All businesses and business owners have the same common interests and concerns. They include increasing profits, growing sales, remaining competitive, attracting and keeping qualified employees, managing change in a dynamic market and laying out strategies for the future. Chances are the participants in any group are all experiencing essentially the same thing. Being able to address these types of concerns and to gain the knowledge in a rapidly changing business environment can be invaluable.

If you ask anyone in business today to make a commitment in time and resources so that they can work on and not in their business, you will find just a few willing to make the step. I met with such a business owner recently. He explained that he couldn’t get away for more than just a few hours, lest something “happen” in his business. Two days later I met with an owner who never takes less than two full weeks (16 days in a row) of vacation each summer because, as he said “I wouldn’t have a decent business or good people if I couldn’t at least get away for that long.”

You tell me who has the more successful business. You guessed it right; he is in a peer group of business

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Business Lessons From A TV Show

The hit television show “The Apprentice” has ended and having been an avid viewer, I’d like to share my observations and offer up some lessons learned.

The first is that a great formal education makes an excellent foundation, but education alone will not make you successful. While most of the participants had degrees, some of them advanced degrees; the winner did not have the same education as his final opponent. The second place finisher (he was neither hired nor fired) had an MBA from the Harvard School of Business. The winner had a college degree from a recognized university, but not nearly as prestigious as Harvard. The lesson: school helps.

The second is that having “street smarts” can help, but that alone will not make you successful. The participants who offered only the education they earned in the “school of hard knocks” were eliminated and discounted because of their lack of formal education fairly early on. The lesson: experience helps.

The third is that people in your organization can make or break you. The second place finisher was deliberately sabotaged by one of his subordinates, yet he refused to take corrective action. In the end, many people agree that this was the single biggest reason he finished in second place. The lesson: hire the best people you can.

The fourth is that it is important to plan. Each week in this series the participants were pitted against one another in teams with specific results to accomplish. Week in and week out, the winning team took the time necessary to develop a plan, and then executed it. One other thing: if the plan wasn’t working, they took corrective action quickly. The lesson: have a plan.

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The fifth is that teamwork is critical to success. It became apparent that many of the participants were not team players, even though they had been assigned to a team. It soon surfaced that these individuals had their own agenda, and could care less if the team failed. While these individuals did not survive, they sure caused havoc along the way. The lesson: get team players on your team; the rest can play on someone else’s team.

The sixth is that strong leadership is a must. Many of the weekly contests were run in a collaborative style when a more direct and perhaps even dictatorial approach would have served the team better. To be sure, different people and different tasks require different leadership styles, and a good leader will vary the use of the style to fit the situation. The lesson: use the style of leadership appropriate to the task.

The seventh is that you have to have a mission. As the show started and the participants were assigned teams based on gender, it became apparent that the female team had a mission each week to beat the men’s team. That generated purpose, focused direction and provided energy. The men lost because they had no unifying sense of purpose. The lesson: Find a mission and articulate it.

The final lesson is that ethics matter. In one of the early episodes there was a serious discussion during the weekly contest within a team about behavior that was deemed unethical by one of the team members. The person that was performing the act didn’t think it mattered. The ultimate winner of “The Apprentice” called out the behavior to guess who? The person who came in second place. The lesson: Ethical behavior matters and can come back to hurt you in the end.

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Traits of Successful Business Leaders

Leaders set a vision. All organizations that are on the path to somewhere have a vision. That vision has been articulated to the stakeholders involved. Do you have a vision? Do you share it? Often enough so that everyone is clear as to what it is?

Leaders determine the mission for the firm. A mission is what sets you apart and states what your organization does. Everyone knows what it is, and believe me, it is not “to make money.” When was the last time you reviewed your company’s mission? And, articulated it to everyone?

Leaders control their attitudes. Success in life is based more on mental attitude than mental capability. You make yourself with your disposition. Attitude is shown in tone of voice, facial expressions, handwriting, posture, your handshake, your voicemail message, decision-making, delegating, and management style. Attitude always seeps through.

Leaders are tenacious. They keep going until something stops them, and then they still keep going. Accomplishing things takes time but people want determined leaders. When you get knocked down do you get back up? Do you teach this to your people?

Leaders continuously improve themselves. You have got to get better and better, continuously be in a state of constant improvement. They listen to the advice of others and then try to act on it. They devote ample time to learning and talk to a wide variety of people. Learn what you need to know, learn it; even if you don’t like it or don’t want to. How much time do you spend learning?

Leaders are honest and ethical. Honesty is truth, integrity, being genuine, equitable, fair and frank. It implies an absence of fraud, deceit, and deception.

Leaders think before they talk. Leaders pause and think through what they are going to say. Leaders tend to act quickly but they think slowly. Do you speak more than you listen?

Originality is critical. The CEO sets the standard for those that they lead. Imagination is important. They don’t follow; they have better ways of doing things. They ask: “Is it a change? Does it improve things? How can we adapt that and take it one step farther?” Do you ask people questions to stimulate thinking or, do you discourage others?

Leaders are publicly modest. Secure people can be publicly modest. Insecure people are not. Leaders graciously accept nice things people have said about them, but they don’t always believe it. Leaders give and share credit more than deserved. How much credit do you give others?

Leaders are decisive. Leaders listen to their team. They ask: “How do you like to have things happen? How would you approach this? What do think would work best here? What have you seen that works well in this situation?” How much time do you spend asking questions or, do you have all the answers?

Leaders are gutsy and a little wild. Leaders take risks. They believe “No guts, no glory”. What is your risk tolerance?

Leaders have a sense of humor. Secure people can laugh at themselves. The typical child laughs 400 times a day but adults laugh only about 15. How much time to you spend getting people to laugh or even smile?

Leaders are competitive. Business life is a constant competition. Leaders understand that competition is a good thing for personal and professional growth because it sharpens skills and gets the blood flowing. They recognize that learning only happens from the battle. How much time do you spend rallying your troops for battles? Or, do you fight battles all by yourself?

Leaders are detail oriented. Leaders know the details of what matters. They take full responsibility for the outcome. They know that the higher the position, the more important details become. How much of a handle do you have on the details that can make or break your business?

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