It saddens me, all the talented workers out there looking for work this January. We read about them in the news; like most of you I'm sure, I know quite a number of highly talented professionals who find themselves in this boat at the moment.
I read a few days ago in the New york Times how charities should reap the benefits of our down economy by putting some of these highly-skilled professionals to work as volunteers. It will help the individuals stay sharp, and it will help them keep their morale up - nothing makes you feel better about yourself, no matter how rough your current situation, than helping someone else who is even more in need.
Meanwhile, the benefit to the organization for which these A-listers volunteer should go without saying. You can't find help like this during boom times. People are too busy!
I wonder, though. Wouldn't it be great if some of these folks, with all of their experience and skill, could get together to start a business? When better? You're unemployed; go make yourself a job!
Less than 1% of the population is truly entrepreneurial, though - less than 1% of us have what it takes to face fear of failure, of abject poverty, of actual, literal hunger if we fail, and get to work creating a company from scratch.
Instead, even in times like these, we seek jobs that offer security - as if these times aren't proof-positive that the very notion of employment security is at best a mirage, at worst a scam played on us by our teachers, parents, employers... a scam that we willingly fall for again and again throughout our lives.
I'm not saying that the 1% of legitimate entrepreneurs are better than the rest of us - perhaps just braver, or maybe just delusional instead. Just wondering aloud about this aspect of human psychology. As always, your insight is encouraged.
Wednesday, January 28, 2009
Thursday, January 22, 2009
Is this for real? I hope so!
I'd like to share something I bumped into today, from Reneé Bacherman, President and CEO of Fischer International. Says Reneé,
Over the long-run, the best way to build and sustain a growth business with a high level of customer loyalty is by doing the right thing. If vendors take their responsibilities to the customers seriously, then their responsibilities to the board and shareholders will take care of themselves.
What a breath of fresh air. To read the piece in its entirety: http://www.fischerinternational.com/company/thought_leadership.htm
Disclaimer: I've never had the pleasure of doing business with this firm, nor do I know someone who has, so I cannot vouch for their service. But if they deliver on just a portion of this promise....
Over the long-run, the best way to build and sustain a growth business with a high level of customer loyalty is by doing the right thing. If vendors take their responsibilities to the customers seriously, then their responsibilities to the board and shareholders will take care of themselves.
What a breath of fresh air. To read the piece in its entirety: http://www.fischerinternational.com/company/thought_leadership.htm
Disclaimer: I've never had the pleasure of doing business with this firm, nor do I know someone who has, so I cannot vouch for their service. But if they deliver on just a portion of this promise....
Wednesday, January 7, 2009
Roche Bros part III
Last time, we discussed the first four of the Roche Bros. Golden Principles, those ten guidelines that every employee (or “associate”) must learn and practice at this Boston-area customer-service icon of a supermarket.
Now, I could go on about all the individual Golden Principles, but instead I’d like to skip ahead to the most important Principle by far, number 8:
“Assist new associates in learning the culture of customer service we strive for.”
What does this one sentence do for your company? It turns every last employee into a customer-service trainer, that’s what!
This Principle, this rule or guideline, is nothing short of brilliant! “We’re all in this together,” it tells the staff. “We’re all responsible for our collective success. This is your company, too. And you are a useful, expert member of our family business.” I could go on, but I think you get what I’m driving at.
Culture is your company: without culture, what do you have, some walls and a roof? Some machines, some product, some signed service contracts in a filing cabinet? Culture is everything. Culture, much more than choice cuts of meat and fresh vegetables, is what sets Roche Bros. apart from mega-chains Stop & Shop or Shaw’s.
…And one of the most important aspects of a thriving culture is, Do the members of the culture pass on its customs to newcomers? In other words, is the company culture self-perpetuating?
Does your company explicitly compel your employees – all of them – to maintain and defend your culture?
And is it a culture worth defending?
Two very important questions that the Savvy Capitalist can answer with confidence.
Are you savvy?
Now, I could go on about all the individual Golden Principles, but instead I’d like to skip ahead to the most important Principle by far, number 8:
“Assist new associates in learning the culture of customer service we strive for.”
What does this one sentence do for your company? It turns every last employee into a customer-service trainer, that’s what!
This Principle, this rule or guideline, is nothing short of brilliant! “We’re all in this together,” it tells the staff. “We’re all responsible for our collective success. This is your company, too. And you are a useful, expert member of our family business.” I could go on, but I think you get what I’m driving at.
Culture is your company: without culture, what do you have, some walls and a roof? Some machines, some product, some signed service contracts in a filing cabinet? Culture is everything. Culture, much more than choice cuts of meat and fresh vegetables, is what sets Roche Bros. apart from mega-chains Stop & Shop or Shaw’s.
…And one of the most important aspects of a thriving culture is, Do the members of the culture pass on its customs to newcomers? In other words, is the company culture self-perpetuating?
Does your company explicitly compel your employees – all of them – to maintain and defend your culture?
And is it a culture worth defending?
Two very important questions that the Savvy Capitalist can answer with confidence.
Are you savvy?
Monday, January 5, 2009
Roche Bros. part II (of 3)
Last time, I wrote about a customer-service icon in the Greater Boston area, Roche Bros. Supermarkets.
As promised, here are the ten “principles” that every single employee must learn during training, and live each day they work.
Roche Bros. Golden Principles
1. Make direct eye contact, smile and greet every customer you come in contact with.
2. Report to work with proper dress code. Clean uniforms are a must.
3. Adhere to the Golden Rule in all dealings with customers and associates.
4. Take the customer to the item she/he is looking for or find someone who can. Never point.
5. If you can’t answer a customer’s question, find someone who can.
6. Call the manager in charge of the department or store to handle all customer complaints.
7. Never walk past a problem situation (customer needing assistance, wet floor, etc.)
8. Assist new associates in learning the culture of customer service we strive for.
9. Give the customer your full attention. Be professional and never discuss personal matters in front of customers.
10. Keep your work area clean. Remember we are in full view of the customer.
Principle 1: Imagine shopping at a store where every last worker made eye contact with you, smiled, and greeted you (as appropriate) every single time you shopped there. Wouldn’t that make you feel welcome? Wouldn’t it make you want to come back again? …And again? …And again?
Walk around your place of business with an eye toward how many of your coworkers make eye contact with and smile at you, your customers, and each other. How do you measure up to Roche Bros., as a company?
It doesn’t matter where you work: in a retail establishment where every employee is “on stage” for customers all day, or in a factory far from the view of any outsiders. Principle 1 is still an important one that your firm should adopt, if they don’t have a similar rule of conduct already.
Principle 2: Look good, like you’re actually proud of yourself – and of your company.
Again, how does your company measure up?
Principle 3: Treat others with common respect (which is far from common, isn’t it?).
Would your workplace benefit from a simple policy such as this?
Principle 4: Have you ever been to a store – or hospital, or any other place of business for that matter – where they drop what they’re doing to make sure you actually get where you want to go? Compare that to an experience I had at my local Walmart.
Me: “Where is the dried milk?”
Clerk: “Aisle 13. I think.”
End of conversation.
Let me assure you of two things. (A) The dried milk was nowhere near aisle 13. (B) I haven’t been back in that store – or any other Walmart – in at least a year.
That's it for today - I think those four principles are enough for the moment. Next time, we'll cover the last and most important aspect of Roche Bros. Golden Principles, #8.
See ya soon!
As promised, here are the ten “principles” that every single employee must learn during training, and live each day they work.
Roche Bros. Golden Principles
1. Make direct eye contact, smile and greet every customer you come in contact with.
2. Report to work with proper dress code. Clean uniforms are a must.
3. Adhere to the Golden Rule in all dealings with customers and associates.
4. Take the customer to the item she/he is looking for or find someone who can. Never point.
5. If you can’t answer a customer’s question, find someone who can.
6. Call the manager in charge of the department or store to handle all customer complaints.
7. Never walk past a problem situation (customer needing assistance, wet floor, etc.)
8. Assist new associates in learning the culture of customer service we strive for.
9. Give the customer your full attention. Be professional and never discuss personal matters in front of customers.
10. Keep your work area clean. Remember we are in full view of the customer.
Principle 1: Imagine shopping at a store where every last worker made eye contact with you, smiled, and greeted you (as appropriate) every single time you shopped there. Wouldn’t that make you feel welcome? Wouldn’t it make you want to come back again? …And again? …And again?
Walk around your place of business with an eye toward how many of your coworkers make eye contact with and smile at you, your customers, and each other. How do you measure up to Roche Bros., as a company?
It doesn’t matter where you work: in a retail establishment where every employee is “on stage” for customers all day, or in a factory far from the view of any outsiders. Principle 1 is still an important one that your firm should adopt, if they don’t have a similar rule of conduct already.
Principle 2: Look good, like you’re actually proud of yourself – and of your company.
Again, how does your company measure up?
Principle 3: Treat others with common respect (which is far from common, isn’t it?).
Would your workplace benefit from a simple policy such as this?
Principle 4: Have you ever been to a store – or hospital, or any other place of business for that matter – where they drop what they’re doing to make sure you actually get where you want to go? Compare that to an experience I had at my local Walmart.
Me: “Where is the dried milk?”
Clerk: “Aisle 13. I think.”
End of conversation.
Let me assure you of two things. (A) The dried milk was nowhere near aisle 13. (B) I haven’t been back in that store – or any other Walmart – in at least a year.
That's it for today - I think those four principles are enough for the moment. Next time, we'll cover the last and most important aspect of Roche Bros. Golden Principles, #8.
See ya soon!
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