Viewing entries in
Philosophy of Work

Comment

The Neighbor, Grandpa's Gun, Reputation . . . and Authenticity?

Photo by Lucas Minklein on Unsplash

The Neighbor, Grandpa's Gun, Reputation . . . and Authenticity?

A Boy Finds his Neighbor . . . and his Dad's gun.

My Dad was only 12 years old, when, on his way home he passed by the family's wood pile, and there, laying facedown on the ground, was his neighbor. It may be surprising to you, that "finding one's neighbor facedown on the ground" didn't exactly surprise him, but it didn't. In 1934, it wasn't entirely unexpected to find a neighbor drunk and passed out. After all, everyone knew about the "moonshiners" that lived down the hill in his small Arkansas town . . . and the fact that some neighbors, including this one, liked to "hit the sauce."

It also wasn't that odd to find this neighbor in that state. He was an occasional hunting-companion of my Grandfather's, and truth be told, was known for consistently, if not regularly, "tying one on." To my Dad, at that moment, the only odd thing about finding this neighbor, in this situation, was . . . that there was a gun lying next to him, and . . . that It was his Father's gun.

Authenticity. 

Authenticity is often cited as a characteristic for professional success. I confess, at times I feel quite confused about what writers in the fields of business, professional studies, or consulting mean as they tout this authenticity as a trait necessary for success. What does it mean? Is it "being a man, or woman, of your word?" Being honest or humble (in a Patrick Lencioni sense) in not thinking first of your own safety above the needs of the organization?  Does it mean just being a "good person?"  Is it as simple as what we used to call "guarding your reputation?"

I think of my father's story when, occasionally, I ask myself, "Does reputation really count for anything anymore?" To me, growing up in a small town in the midwest, reputation meant everything. As a kid, I knew, just by observing, who the adults considered  "good people" and who, well, were not--people in whom they placed their trust.

But, I no longer operate in a small village and the clear linkage from reputation to success is less apparent. So, is this need for authenticity even true in our new cosmopolitan world?

A couple of years ago, my wife brought me a book touting some new "revolutionary" ideas she had picked up at a used book sale. She said "this is kind of interesting, maybe you'd like to read it." I instantly recognized the name. It was a T.V. pitch-man that I had seen extolling many different products over the years. I told her I didn't think he was credible, then found--on the internet of course--articles that talked about his history as a con-man, his prison sentence for fraud, and on-going "business" propositions. We tossed the book. But, just as easily, I could have not heard about this promoter and the marketing certainly made it look legitimate.

Does it still matter?

So today, does your reputation really matter?  Stories abound, across industries, that seem to imply that many who abuse this "truism," that you authenticity is important, go on hiding their true nature, fooling people who come under their sway. With the advent of on-line business, new questioning old moral absolutes, and with an expanding population, it doesn't seem that there has ever been a time when it is easier to operate in anonymity--and without accountability. 

Yet, I still see business gurus talking about the importance of authenticity. So, does it matter or are they parroting values of another age?  I don't know.  What I do know is this; I don't want to operate with anything less than the belief . . . that it does matter. I've benefitted, and watched others benefit from, great acts of personal integrity and leadership. Even if one could "get away" with being less than authentic they would still have to look at themselves in the mirror. Oh I know, the con-man is not "troubled" by feeling bad about the harm he does to others. But, I still think, down deep he knows exactly who he is, and more importantly, who he is not.

I was entering a store today in "the city" as a woman exited. She was being followed by a couple of store employees--one, of whom, was filming her with his phone. A black truck waited her at the door. As she rushed to get in the truck, she was frustrated in her attempt by the locked door. Through the open window, she barked, "Let me the *&%# in!" Her companion complied, as the employee continued to film and, moving behind the truck, transferred the focus from the woman to the truck--a truck that I now noticed had no license plate. What had she done to warrant such surveillance? I don't know. But I suspect a visit with the police is eminent. 

Coming from the small-village that I do, it is hard sometimes to justify that "world" with what happens today. Store clerks tell me that it is company policy to not interfere with shoplifters and let them walk out the door with merchandise. Educated people advocate to not prosecute various people/groups that clearly have violated laws. Too often I have heard the phrase, "What's right for you?" in collegiate discussions about cultural problems as solutions, as if, all things are subjective to the individual whims and preferences of each individual person.

The psychiatric hospital was bought by a big corporation, staffing problems became an issue, accusations were made and the state came in to investigate. Colleague stated, "You know Bryan would be the first to report it if this was really happening."

The Court and the Outcome

What happened with the neighbor? My grandfather, probably sensing what had happened, told my father to go inside and wait. Presumably, he checked out the situation, then contacted the authorities. Later, there was an inquest to follow up on this "unexplained death."  My father, as the person who found the body, was called before the judge as a witness. He told me that afterwards he had no idea what his 12 year-old self had said on the stand because he was so afraid they were going to "lock up" his Dad.

They didn't.

The ruling from the court was that it was a suicide. The neighbor, knowing where Grandfather kept his guns had evidently gone into the house, took one of the rifles, and used the woodpile to help him discharge the gun. My grandfather's reputation, behavior, and actions on that day --and before that day--as well as the neighbor's reputation for inebriation, all protected Grandpa from the fears my father entertained.

Authenticity was not an option but an expectation in my home. Watching, my father, along side my mother, as they served a small midwestern college, in a small community, over the course of 51 years, it was a lesson he'd learned long ago. It served them well.

 

Comment

Comment

Ten Reasons "Controllers" Don't Recognize their self-defeating patterns

thermostate.jpg

Photo by Moja Msanii on Unsplash

 

Ten Reasons "Controllers"* Don't Recognize their self-defeating patterns

You've seen it. The person who tries to control a situation when they ought to just leave it alone. The guy or gal who can't see that their actions are causing more harm than good. Why do they do it? Why can't they recognize their own fear? Is it "poor insight?" A lack of psychological sophistication? Poor people skills? A bad childhood? Perhaps. But here are some more pragmatic ways to look at it . . . 

  1. It has become a habit. Controlling people control. In their minds, they are helping and often they are. So, the success of "making things happen" creates a Pavlovian-conditioned state (perhaps more Skinnerian) where the behavior is likely to reoccur.

  2. Other people respond to it. Face it. A lot of people don't want to be in control. They don't want the responsibility for the outcomes and they are happy to give up that role to someone willing to step in and take it.

  3. It masquerades as knowledge and wisdom. Confidence, assertiveness, bold initiatives often give the impression that the person "must know" what they are talking about. Right or wrong the controller often is, defacto, given some credit for knowledge or wisdom by reason of their action.

  4. Controlling prevents facing internal pain. Control is a way of avoiding uncertainty, inefficiency, judgement . . . a host of states that may cause the controller to feel ways they do not want to feel. "Taking the reins" for the sake of preventing these bad outcomes is often done "for others" but really is the controllers way to avoid these emotional states themselves.

  5. It looks like confidence and leadership. Since controlling is an active process, others have to secumb or fight to take an opposing point of view. Controllers, over time, tend to win by attrition as others "give up the field" and simply choose not to fight. The controller "gains ground" simply be their natural tendency toward being on the offensive.

  6. Negative consequences are not immediate. The consequences of the controlling behavior is often accommodated, tolerated, or dismissed . . . in the early stages, especially if the desired outcomes are positive. The organization is growing, the business is making money, or the family is thriving. However, over time the impact of the control implodes. People begin to react to the control. As outcomes diminish people begin to question the controllers behavior, motives, and vision.

  7. It is often disguised in humility and openness. Controllers who don't have good people skills are simply bullies. Those who do have these skills often cloak their control in positive ways. "I only want to help." or "You can, of course, do whatever you want to do. But, I think . . ." implying often that their answer is best. One CEO, dealing with a benevolent controlling consultant told me, "She's so nice you almost don't mind the way she pushes you around."

  8. Criticism is not allowed. By "criticism" I mean the critical process of examining ideas thoroughly. Many controllers are good at making logically sound, quick decisions. They may under-value the process of allowing others to evaluate the decision-making process. This leads to unilateral decisions. Not fully getting other's on board and committed and when the outcomes turn negative leading to blaming the controller for their decisions and behavior.

  9. The motivation is to help. Hard as it may be to believe, one of the reasons controllers don't see themselves clearly is because when they look inwards they know that their motivation is good. They want to help. They clear away the confusion. They prevent inefficiency that is frustrating or hindering others. They get things done.

  10. It works. Bottom line. Controllers control because it works. It achieves the short-term needs of the individual, the team, or the organization. The question controllers fail to ask themselves however is, "Yes, it works, but at what cost?" Often it is at the cost of developing the leadership skills of people working for them, developing an achilles heel of a single vision, or in family business, trampling on relationships. Long-term what works maybe be antithetical to what works in the immediate moment.

Leaders, who tend toward control, need to find ways to check their natural instinct. This does not mean downplaying their strengths or abdicating the need for "controls" in their leadership. It means having good "checks and balances" on their natural tendency.  Develop ways to get feedback from other team members, take time to get an outside perspective, create habits to incorporate others into the decision-making process. See yourself as a resource, an encourager, an enabler . . . and less of a director, tactician or decision-maker. Recognize the leadership need others have for inclusion, affection, and their own control as you lead. Long-term the likelihood of success is greater.

Others working with controlling leaders need to firmly assert the need for the leader to develop a more rounded way of leading. This may not be easy for all the reasons cited above.  The controlling leader is not likely to "see" the need for changes. The appeal is often best couched in terms of the needs of the team or the organization. "We know that you have a lot of strengths. We need to you continue to build on those strengths to meet the future demands," is one way to approach this conversation. Don't wait for the crisis, where the deteriorating conditions force this leader to "admit" that something is wrong. Challenge them to grow and demonstrate a willingness to lead in a way that is often uncomfortable for them but of great value to those they are leading.

 

* "Controllers" in this context means, "minimally well-adjusted, mentally healthy" people who value control. Controllers here does describe sociopath control issues who control out of a need to dominate others, create win-lose scenarios, and/or who are mentally unhealthy.

Get more . . . Download an eBook from HSC!

Engaging Your Team: A framework for leading "difficult" people.

Family Legacy: Protecting family in family business.

 

Comment

Comment

Whole Foods . . . Amazon, my own "Order-to-shelf" experience . . . and "who has time to be inconvenienced?"

Photo by jesse orrico on Unsplash

Photo by jesse orrico on Unsplash

 

 

Whole Foods (WF) has been in the news a lot lately. After being purchased by Amazon, the challenges of adapting to a new corporate culture and system have been highlighted. Chief among the points of friction is the "order-to-shelf" system that attempts to reduce the inventory that is wasted throughout Whole Foods.

Now, I have no connection with either Whole Foods or Amazon . . . and only know what has been reported in the media. True, or not, the story has implications for the positive and negative outcomes of a modern inventory management system.

This public issue has brought me back to my education and experience on business trends, particularly trends that have lead to ideas like this "order-to-shelf" mentally. This trend of managing inventory comes out of manufacturing settings were it is often called "just-in-time," this philosophy is a means to reduce the cost of inventory and help the company be successful. I first encountered this in an agricultural manufacturing company in 1998. Does the idea work? Sure . . . at least in theory . . . and sometimes, if done well, in practice. However . . .

Here's why I typically say it works "in theory and often NOT in practice.." We have a local store that is part of a national chain in a small town near where we live. We go there for all kinds of "acreage-related" needs. Feed, electrical, plumbing, outdoor wear. But increasingly, we are by-passing this store to go to an even smaller town to make our purchases--many of which are at a higher price point. Why? Because of the failures of a poor "just-in-time" system.

You see, I have had too many experiences with making the journey to big chain store (24 miles round-trip) only to find that they do not have enough inventory to meet my need. I go to buy six hinges and they only have five. I plan on getting an item that I know they stock only to find the shelf empty. I need a specific size of bolt and they only carry the most common sizes and they do not cary any others.

Contrast this to the other store. This store was a curiosity from the time it opened. It is obvious that one of the business strategies this family-operated store had from the beginning was to have an extensive inventory. When it opened many of us wondered how a little store in a very small town could keep such a large inventory and not go broke. Would they last beyond the first year? Well they have and it has grown exponentially. Talking with customers, it is clear that they are traveling from several counties to this little store because of the confidence that they can get what they need.

They are getting more and more of my business as well. For me, the bottom line is I'd rather pay a little more . . . than being inconvenienced. Every time I "waste a trip" to the chain store, I vow to make the family store my preferred destination. Especially when I reflect that this inconvenience is not only a waste of my time, it's also expensive--it means I will actually have to make another trip--back to the chain on another day (hoping the truck came in) or more likely, right away to the family store . . . and pay more anyway.

Once again, I have no doubt that inventory management systems, such as what Amazon is trying to implement, are a beneficial to the business if done well. Given the enormous success of Amazon, perhaps they will iron out the problems and Whole Foods will benefit. So if you can do this so well that it doesn't inconvenience your loyal customers. Do it. However, done poorly, the impact on the customer experience, demonstrates that the cashflow and bottom line are more important than the customer . . . and even the most loyal will go elsewhere.

The news about Amazon/Whole Foods also makes me reflect on what these systems do to the culture and engagement of the workers. But that's a consideration for another day. The news reports say that stress is high and seeing an employe crying has "become normal."

 

Comment

Comment

On Independence Day . . . Visiting relatives . . . at the family business!

The Amboy Cottage Cafe, Amboy, Minnesota (Photo from website)

The Amboy Cottage Cafe, Amboy, Minnesota (Photo from website)

So our family--or those of us still at home--just returned from our mid-summer vacation. We went a wandering to the north shore of Lake Superior and then on to Apostle Islands this time . . . and the experience was a good reminder of the value of family.

Later, I may tell you about the families that lived at the lighthouse for an entire season since the only way to access the spot was by boat, or of the Nebraska families that helped settle Madeline Island, or of going to school across the "ice road"--but today, I'll tell you about a part of our extended family and their business.

The historical stories of family and the time our "core family"  spent together were a good reminder of the value of the family--always easier to remember when away from the bustle of chores, work, and such--but an even more delightful reminder came when we visited relatives.

"Visiting relatives on vacation" always evokes a feeling of an ominous, discordant, chord in my head--I probably was too influenced by Disney as a kid. But the truth is, my family often visited extended family on vacation. Most of the time it was the vacation. So, I really only have good associations with the events . . . despite Walt's affects. This time would be no different . . . .

The last time we visited Lisa in Amboy, our cousin, on my wife's side of the family was on the roof. (After 36 year in the family, I claim them, and I guess, they claim me too), Why was Lisa on the roof? Because the roof needed shingles. So there was Lisa on the roof shingling this remodeled gas station in preparation for opening her own cafe. Now, many years later, the cafe is a full-fledged thriving operation and obviously, to an outsider's eye, a critical part of the community.

I'll spare you the details of setting up the visit but suffice it to say that both Lisa, and her mother, made concessions to allow the visit to occur--after much of the following: "exactly what day and time will you arrive?" And scheduling and rescheduling a round-trip drive to Amboy for our Aunt Maria who lives 45 minutes away but still bakes pies for the cafe.

The thing my "consulting mind" noticed right away--after our brief "hello" and settling into a table at the south end of the cafe while Lisa hurried back to the kitchen--was all the marks of a successful venture.

The Amboy Cottage Cafe us a very busy place for one thing. In a very, very small town. It was not early, most people would already be at work, yet there was a full house and a constant caravan on customers the entire time of our visit.

The customers going in and out of the cafe, I noticed, regularly go out of their way to connect with Lisa--sticking their heads through the swinging door into the kitchen, bantering about their last visit or preferences--lots of connecting and evidence of strong relationship-building in full view. This was verified by the rows and roes of special mugs (see photo) that line the wall--evidence of how many customers had taken advantage of, and paid the $100 fee, to join the life-time free first cup of coffee club. (I lost track somewhere around 125-ish)

Coffee club mugs. Each personally crafted for the customer. I think we we came away with 6 or 7 ourselves.

Coffee club mugs. Each personally crafted for the customer. I think we we came away with 6 or 7 ourselves.

I wasn't at all surprised to find evidence of success at "Lisa's shop"--despite the cafe being in a very tiny town (2010 census lists it at 525) with too few people to support a cafe. Lisa's family has always been high achievers with an amazing blend of intelligence, creativity, and insatiable curiousity--the kind that creates that feeling of  "they-can-do-everything-better-than-me" that would make you would want to avoid them just to protect your own sense of self-worth . . . if they weren't such great and personable people as well. (By the way, it's not just my assessment. Two of Lisa's brothers worked for NASA)

Finally, after waiting for Lisa to prepare breakfast for all her regulars and us as well, Lisa sat down to chat with us. Here are some of the things my consulting brain noticed:

1. This wasn't just a cafe . . . it was a community. The customers were there for the food and coffee no doubt. But they were really there because of Lisa. The plans of a recently result antique bridge were in display (Lisa headed up the push to get it restored). She was part of the fabric of the town and local area. (See a Star-Tribune article and picture of the bridge)

2. Lisa talked like a business owner. In our short visit she mentioned profit margin, her five year plan. Her eventual goals for the business and her life. She expressed a wish that my wife was closer so she could make use of her organic, sustainable produce and edible flowers.

3. She demonstrated that the business was about the people. Yes, it is great food. Yes, the decor is perfect. Yes the creativity is evident--where can you go that you can order your pancakes made into any shape you want? Or get Maria's homemade pies?

4. She works hard. i noticed the cafe is open seven days a week. Many days are long opening at 6 am and closing at 8. Lisa, of course, will be there earlier and later than the "official hours."

When we were done with our visit we drove out to see the reclaimed bridge. While we were there a car approached, stopped, and out jumped my wife's Aunt Maria. Had we forgotten something? No, She was bringing out the Fedora my 11 year old had admired in the local thrift shop. She thought he should have it, so . . . she bought it and set out to catch us before we left town.

I don't think Lisa's done. By that I mean that I don't think the cafe is her final goal. The cafe is a means to an end . . . to an independence to pursue her dreams. But in pursuing those dreams, she has created a successful family business

Hope you all enjoy your holiday . . . and the family.

Own or work for a family business? Check out our free eBook: Family Legacy: Protecting Family in Family Business.

Are you a social science professional? Are you interested in developing private contracts to provide services outside the insurance market? Dr. Miller has just formed a private Facebook group to provide a place for conversation and sharing our experiences and lessons learned. If you would like to be a part of this group, contact Bryan and he will send you an invitation to join. Limited to professionals or students in the social sciences only!

 

Comment

Comment

Downtime

A favorite spot on the north island. Tauranga, New Zealand

A favorite spot on the north island. Tauranga, New Zealand

Balance? What Balance?

If you read much about being an effective leader you will undoubtably run across the siren's call to have balance in your work-life.  Many have ballyhooed the need for, and the benefits of, regular downtime . . . yes, regular, scheduled, time away from the frenetic activities of your business or career.

I must admit this goes against everything I have been conditioned to do.  You see I come from Northern European stock, I live in the agricultural midwest, from a small town, from parents who grew up on a farm and lived through the depression.  I was taught, although not explicitly, that you "work first then play."  I also learned to always ask myself the question, "Am I working hard enough?" The catch, of course, in this doctrine being that their is always more work that could be (should be?) done. In addition, I am an "overly-socialized" eldest son. I am inclined to, and in fact often relish, the practice of doing too much not doing too little.

I subject you to all this personal self-assessment to help you appreciate the impact of this next bit of news . . . . I am writing this while enjoying the sea-side pleasure of the Bay of Plenty in lovely, Tauranga, New Zealand.  Why is this relevant?  Well, first of all, I can tell you I haven't entirely escaped my conditioning. I am working.  Partially. Partially working that is. Oh, about half the time more or less. I'm here to teach--which I dutifully do each week. But, I am also here to be free from the demands of my average life and work.

I have noticed, maybe you can relate, that since I started this mini-sojourn into balance that many of the niggling "ailments" that are with me daily at home simply "did not make the trip" . . . those small physical maladies, anxious thoughts and worries, the daily irritations of pressing matters that are not getting resolved to my satisfaction or timetable.  It's a nice reminder, once again, that we need rest. Emotionally and physically.

Yes, soon I'll be back home and the toils of life will be resumed. Soon I may have some of those niggling ailments to battle. Still, I have a sneaking suspicion that if I was "forever on holiday" I would somehow, step by step, turn it into the same "daily grind" from which I am currently sensing such relief.

But . . .

But for now, I have the pleasure of a walk on the beach, a nice supper, and good companionship to look forward to.   Tomorrow, it may be a trip to Hobbiton. Or a visit to Wairere Falls.  I can feel my creativity, my curiosity, my joy of life--all the "pleasant humors of my soul" stretching out, loosened from their bounds, and leaping into the vast blue sky.

So, yes, count me in . . . I guess downtime is a good thing.

Bryan

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Comment

You can't teach an old dog new tricks . . . meh!

Comment

You can't teach an old dog new tricks . . . meh!

"I think I've figured it out . . . "

"I think I've figured it out . . . "

"You can't teach an old dog new tricks." It's one of those sayings I've heard all my life and one I refuse to accept.  Okay, grudgingly I will admit (only from observation of others of course!) that there may be some advantages to learning when you are a youth . . . but learning is not all about increasing your "fund of knowledge" (besides, who needs to know anything with Google around?) or developing a new skill set (I've learned a lot about wiring but I don't want to, nor will I ever have need of, becoming an electrician).

So, if "old dogs" don't need the knowledge or skills of new learning (except of course when they need to use the smart phone) then why pursue it at all? Well, it is my contention that those of us approaching the second half of our lives should pursue learning simply because . . . it changes you and how you will observe data all around you.

Those who study such things will tell you that knowledge and skill retention is directly related to the length of time and saturation one has with a certain knowledge area or skill.  Thus something you learned and practiced since youth (let's say for five decades) is not likely to be lost easily while a relatively "new" skill or knowledge with limited exposure can lead to quick reversal in the learning and potential utter loss.  Okay, but even this view, I think, still focuses on learning as acquiring a fund of knowledge or skill building.

I believe one of the greatest reasons to continue to challenge yourself with new learning then is that it changes what you will observe.  It may not measure on a test of content or turn into a new expertise but it will change you.

Have you ever had an experience like this? Several years ago my daughter decided she wanted to have a horse. At the time I thought horses in my part of the country were a rarity . . . a relic of the past or the domain of a few breeders, maybe a few rogue left-over "cowboys" and some wealthy owners with show horses.  Then we got horses and began to trailer them to various events.  Suddenly, it seemed, I was seeing horses everywhere! I could not believe how many horses (and trailers) I drove past daily that I had never noticed before.  (The same thing happened when I started keeping bees.)

Thus one of the things I have learned in recent years is to read music (at the advanced old age of 48).  I also continue to take guitar lessons to this day. Why? Because it changes what I observe and it changes me.  Flamingo-style and classical guitar music was something I could appreciate as a skill but did not enjoy as it sounded all the same to my ear.  Now, after working hard to become a trained classical guitar player it is something richer and more enjoyable than I ever dreamed it could be.

So faithful reader, whether you are a young pup or an old dog, go out and learn . . . to change!

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Comment

Comment

When you mess up my order . . . .

I have a son whose nickname is "Mac." I found this in New Zealand.

I have a son whose nickname is "Mac." I found this in New Zealand.

When you mess up my order . . . and you will . . . here is what I expect.

This rant starts with a meal I recently ordered in an airport --fast food for myself and my son. Our order was not difficult.  Two hamburgers. One with ketchup and pickles for my son.  One with ketchup, mustard, lettuce and onions for me.  What we got instead was one hamburger with ketchup and mustard, no pickles, and one cheeseburger with tomatoes, ketchup, mustard, lettuce, and mayo. Not the worst "muck up" I've ever experienced but still decidedly wrong . . . and far too common. If you, like I do, engage in patronizing these places, then I ask you, "Have you noticed the slippage in the ability of employees to get orders right?"  It seems to have changed remarkably in the past couple of decades.  (Are we having more receptive language issues? Is this a case of English as a second language? Or, am I just becoming a grumpy old man?) But what surprises me even more is the response . . . or more correctly, the lack of response, to being informed that they have messed up your order!

Not long ago I was eating at a fast food place that really does seem to take customer service seriously. But, as we all know, everybody makes mistakes and they got something wrong in my order. What surprised me, and then surprised me that I was surprised, was that when I informed them of the error the person actually seemed to feel a sense of shame or guilt (unintended on my part), made me feel like she really was sorry and cared that it wasn't correct, then brought me something extra for my trouble.  I realized how different this was from my typical experience.

What is the typical experience?  Maybe a shrug. Taking the bag and dropping it into the trash. Informing the cook, flatly or sarcastically of the mistake, and then . . . silence.  Maybe a muttered "sorry" when the correct food comes but it certainly does NOT feel like the apology is heartfelt or that errors are considered "bad" and intent is to make them infrequent for that matter. The predominant feeling I think is one of indifference . . . if not out right irritation (at me, the coworker, their life?). Maybe its a new business model . . . waste is a cost of doing business . . . but I doubt most owners or upper managers look at it that way.

What do you expect when someone messes up?

In order to be clear about what I expect let me, first, tell you what I do not expect in my service providers. After that I will list what I do expect and then after presenting these bullet lists I will finish with what I think is the perfect story to illustrate the point I have been trying to make.

Here are things I don't expect:

  • You to really care (acting like it is good enough)
  • To perform without errors
  • Heart-felt shame or guilt
  • Defending your misunderstanding, communication, processes, etc.
  • Something free for my "inconvenience" (I mean really how inconvenient is it to wait two minutes to get the food ordered to your perfect expectations. If you still think this is a big deal . . . do some research on the third world as a reality check.)
  • Any preferential treatment in the future

 

Here's what I do expect:

  • Look me in the eyes and apologize first
  • Take the time to understand what was incorrect so there is not a "third time" to get it right
  • Do not be sarcastic, demeaning, or critical of your coworkers even if it was their mistake (you see if you are nice to me as a customer and mean to a co-worker I no longer trust that you really care about me . . . you are just putting up a front to get my business)
  • Let me go sit down and bring me the correct replacement
  • Apologize again when you bring the correct item, thank me for my patience (I try to always be patient), and ask if there is anything else you can do

Hey, well, there are the lists.  Now for the disappointment . . . or so I image it will be a disappointment.  There is no story.  You see, I messed up.  Although in my case it was intentional. I want to illustrate the idea of failing to meet expectations. Yes, the promise of the story was simply a writer's trick. The truth is there is, and never was, a story. I do feel bad about playing this little trick on you, my readers, and I promise not to do it again. Notice how your expectations play a role in how you react to my little ruse . . . and how I should respond.

As always, I would love to hear any comments you have or any suggestions for topics you would like me to address.  Once again, sorry about the lame ending.

Thanks for reading and especially for those who take the time to respond!

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Comment