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Don’t be a Dapper Danny

August 2, 2020 by Oliver Cummings Leave a Comment

By Oliver Cummings

“Make hay while the sun shines” describes a farmer’s reality.

The sun came up hot on hay-bailing day and the dew was off the grass very early. By 8:00 I was throwing up wind rows of hay mown two days earlier and left to cure in the field. The side-delivery rake was just the right tool to pull behind the little red-belly Ford. Dad wasn’t far behind on the John Deere, pulling the bailer that produced 70-pound rectangular bales of alfalfa hay that would feed the cows and horses come winter. As the morning sun climbed the scent of the new mown hay gave way to the smell of dust kicked up by the raking and baling processes.

About 9:30, Johnnie and his hay-hauling crew pulled into the field. A couple of days later, we would move the whole operation to Johnnie’s farm to take in his hay crop, too.

Johnnie’s crew was his son, Jerry, just turned 17, Danny, one of Jerry’s high school buddies, and Bobby a 14-year old buddy of mine from school. All three were buff; strong. Jerry and Bobby, farm boys, a little rough around the edges. Danny was slicker, a town boy.

As they pulled into the field, Jerry and Danny dove off the wagon and started walking alongside the vehicle, now crawling along between two rows of bales. Jerry picked up a bale by the seagrass strings that bound it. He walked it to the wagon and heaved the bale up to Bobby, ready to start meticulously laying out the stack so the loaded wagon could move across the rough field without the load shifting. By the time Bobby got the bale positioned, Danny pitched the second bale on the wagon from the other side.

This ritual was repeated, with Bobby placing bale upon bale overlapping the so that one layer locked the next layer in place until they had five layers high and a tie-bale row down the middle, the length of the wagon.

Now they were thoroughly soaked with sweat, covered in hay dust, and ready to make the slow ride from the field to the barn, hoping for a breeze along the way. Johnnie turned the tractor over to Jerry to drive the half-mile to the barn for unloading and started walking home. He would be mowing the rest of the day on his own property a mile away.

The barn was a large central hallway flanked by stalls on either side. The hayloft was the second floor covering the main hallway and the internal stalls. It was cavernous today because last year’s hay crop had been almost totally fed out.

Jerry and Bobby climbed into the hayloft to carry back and stack the hay. Danny had volunteered to pitch up the bales from the wagon. With a light breeze at his back the outside work wasn’t too unpleasant. He would pitch a bale onto the hayloft floor; Jerry would hook it with the hay hook and drag it back to Bobby to stack. The hayloft was hot and stuffy.

All went well until the load was about two-thirds in the barn. Danny bucked a bale up and, more or less, pushed it into the door to the loft. With that, Jerry said, “Don’t strain yourself, Danny Boy.” Danny shot him a look and said, “Hey, I gotta go to the toilet.”

Jerry, short curly red hair glistening with sweat in the sunlight, jumped down onto the wagon and started bucking bales up for Bobby, now having to both drag back and stack. By the time Danny finished his toilet visit, the other boys had the wagon unloaded and were ready load number two. Danny trotted out to the road and jumped onto the wagon as they headed to the field. It was going on noon.

The second load went much as the first until half way through the unloading process, Danny got something in his eye and had to go to the house to see if Mom could get it out for him.

On the third load, it was a splinter in his finger that disabled poor old Danny, yet again.

Danny was a “goldbrick,” a slacker. Johnnie tolerated Danny on the crew because he was Jerry’s friend. But, when it came time for Dad to put a crew together to help Johnnie, Danny was not among those considered.

Goldbricks in Business

In the business world there are many ways that people exhibit slacking behavior.

Cyberslacking applies to employees who use company Internet connections and time for personal activities. However, there is a more subtle form of goldbricking in business that is a problem for managers and may result in personnel actions that the goldbricker may not expect.

As a young manager I hired a clearly talented person, I will call her Malinda, to evaluate training programs. In the first year she quickly became a good on-site evaluator.

I noticed, however, that on courses where she had some apparent investment (e.g., personal interest in the subject matter) she did a superior job. But, on assignments where she perceived the content to be boring, or the client to be “difficult,” her work output and the clients’ ratings of project quality were significantly degraded.

Over a period of three years Malinda’s performance was up and down, from excellent to below average.

I documented and discussed her performance on a project by project basis, summarized it during mid-year and annual reviews, and discussed it in career coaching sessions with her. The behaviors, however, persisted in a pattern that became predictable.

Toward the end of her third year, in spite of the negative feedback and coaching I had given her in the various venues, she apparently expected to be considered for a project lead position in the department. When I told her she would not be considered for the position, and that her performance was too inconsistent, she acted surprised and offended. Shortly thereafter she resigned, “to pursue other interests.”

The moral of the story.

Every employee needs to have some expertise that they are “known for.” This is a necessary, but not sufficient, condition for being really successful in a career. To be successful on a job you must also be known as a steady performer, willing to take on every assignment with a clear intent to do it to the best of your ability.

Filed Under: Leadership, Learn from the past, stories, Uncategorized

A Middle Managers Guide to Finance

May 2, 2020 by Ken Vermilion Leave a Comment

What is Financial Management?

Today’s post for A Middle Managers Guide to Finance provides middle managers a quick outline of financial management.  And, hopefully, in a manner that is relatively painless.  Feel free to comment at the end of the post!

I’m going to guess that as a middle manager, you probably await finance reports that signal to you and your manager how your part of the business is performing.  These reports may come from the accounting department and report current performance data compared to some sort of budget/plan and last year.  I’m also going to guess you probably dread the annual planning/budget exercise.  And when your CFO talks about the company’s performance, “What did the CFO just say?” is the question of the day. 

Just what is Financial Management and how much do I need to know about financial management to do my job?  Isn’t all that finance stuff the CFO’s problem?

Financial Management starts with Financial Managers and their high level Goals/Responsibilities.  In a general abbreviated format, financial managers have the following responsibilities:

  • Financial Planning and Analysis – These responsibilities refer to activities related to forecasting future business results, ensuring company goals can be achieved and putting pencil to paper to measure whether or not forecasted goals were actually achieved.  Financial management professionals also kick the tires on new endeavors; again ensuring the returns fit company expectations.  A great deal of accounting data supports these activities.
     
  • Asset Management – Here, Asset Productivity could be the description as well.  Financial management looks at the returns being generated on the investment in assets, e.g. cash, inventory, people, technology, equipment and buildings.
     
  • Overall Financial Structure – The financial structure refers to managing the amount of cash and debt the company uses to operate.  This activity also determines how new assets, e.g. buildings, will essentially be paid for or financed. And whether or not new equity (shareholders money) should be raised in lieu of borrowing additional cash. 

Your company’s financial reports are rooted in accounting data and reports subjected to Generally Accepted Accounting Principles (GAAP). These principles are generally accepted set of accounting principles. Standards and procedures issued by the Financial Accounting Standards Board (FASB). GAAP and FASB exist to bring reporting standards of financial data in such a way that enables comparisons to be made between company’s reports and to provide clarity and consistency. 

To be a successful middle manager, you must have a grasp of fundamental financial management concepts in order to “walk the talk” about financial performance levers under your control. Understanding the fundamentals of finance help you ask the right questions if performance is either too good, on target or slipping. Understanding the fundamentals also helps you make business adjustments where needed. 

Key pieces of this financial foundation include performance analysis and asset management.  Yes, mathematics is involved! Financial concepts involving the time value of money, ratio analysis, cost of capital, return on investment, profitability, valuation, price elasticity, etc. will be covered in future posts. 

So, what does this mean to middle managers? Breathe easy. You won’t be asked to develop spreadsheets to augment your decision-making tool kit or to develop the metrics for valuing the purchase of new equipment or additional inventory.  Financial professionals will perform these activities.  

But you need to possess a high-level understanding of financial management concepts, especially when preparing budgets or requesting additional resources.  Financial managers want to know resources are being applied efficiently in your business and are producing expected returns, all based on how they measure productivity and performance. And guess what, you want to know, too! My goal will be to provide you this understanding foundation as we move through other financial management posts.

If you can’t demonstrate an understanding of basic financial management concepts, you will be left in the dust. Another middle manager who can engage the finance department will make off with your resources while someone else reorganizes your operations. Enough said.

Reflect back on the post related to cash for a minute.  If you were able to follow through with the Career Momentum suggestion at the end, you better understand the connection between the people and activities under your supervision and their connection to cash sources and uses.  Plus, you now are on a first name basis with your new best friend, the financial manager attached to your business-operating unit. (Seriously, having the finance manager on your side is invaluable!)

A final word about reporting. Typically, there are internal financial reports, external financial reports and management performance reports.  Each serves a different audience and therefore contains different types of financial data. Most meaningful to you will be understanding the genesis and underlying financial concepts related to management performance reports used to evaluate your business’s performance.  

Career Momentum Builder 

Ask your supervisor to share with you their point of view regarding the keys to their management performance reports, usually produced by the accounting department monthly or quarterly.  What’s most important? How does your operating unit fit into these reports? Are there performance targets to be attained this period? How can you be more helpful in attaining these targets? Is there a role you can play during the next planning cycle?  

Filed Under: Finance, Middle management, Uncategorized Tagged With: GuideToFinance

Business models in the era of COVID-19

March 17, 2020 by Bill Welter 5 Comments

Background:

I co-authored The Prepared Mind of Leader, which was published in 2006. The book focused on the skills leaders need that will prepare them for the future.  The context for using these skills is a model that I referred to as the Sense-Response Cycle™.

I’ve used this model in hundreds of workshops over the past fifteen years to organize and prioritize thinking about strategy for organizations, large and small.

The perimeter (Sense >> Make Sense >> Decide >> Act) identifies the four responsibilities of anyone in a leadership role.

The “punchline” is that leaders must consider industry evolution and then run the cycle fast enough to keep up with the evolution – or their organization becomes irrelevant.

COVID-19

Although the cycle is closed-looped, the natural starting point is the upper left corner, Sensing the Signals of Tomorrow. As you can see, I use the metaphor of a mental radar screen and its three zones:

  • Reaction Zone – deal with today’s problems and opportunities.
  • Adaptation Zone – take advantage of irreversible trends.
  • Anticipation Zone – prepare for an uncertain future.

One of the questions I ask in every workshop is simple: What’s on the edge of your radar screen and is moving in fast?

Your Mental Radar Screen

Governments, businesses and thought leaders have been aware of a potential pandemic for decades yet have done little because it was on the edge of the radar screen and only of intellectual, not tangible, interest. Ebola and SARS caught our attention, but then disappeared into the background.

Oops! It looks as if this came into the reaction zone much faster than expected.

Business Model Considerations

Here’s the Business Model Canvas, from the popular book Business Model Generation.

Consider the seven components which impact an organization’s cost structure and revenue streams. It’s pretty clear that all seven can (will) be affected by the current pandemic. Consider some of the current changes.

  • People are panic-buying food, water, face masks, toilet paper, etc.
  • Events worldwide are cancelled.
  • Workers are told to work from home, if that’s possible.
  • Italy has essentially closed all businesses.  
  • Free video conferencing services are being overloaded.
  • The cruise industry is in serious trouble.
  • Airlines have dramatically cut scheduled flights.
  • Universities have cancelled in-person classes and assume that education can be done online.
  • Supply chains are broken or running late.

And, perhaps most importantly,

  • 2019 value propositions are temporarily irrelevant in the short-term. Major or minor changes will be needed in the long-term.  

If the pandemic is controlled soon, most businesses will be tempted to “go back to normal.” However, our position is that the current pandemic will bring the need to change value propositions (and business models) for most organizations – there may be no “going back” to normal.

Example: Learning and Development

I’ve spent most of my education career in the face-to-face workshop/classroom world. Wow! Is that going to change for some organizations! Colleges and universities may or may not have the technology needed for remote learning and most faculty are ill-prepared to teach remotely. But there really is no choice. (Remember my earlier point; change as fast as your industry is evolving or become irrelevant.)

But what about businesses? Well, some of our clients are well equipped to shift to remote learning models, others are not. Some have the technology, others do not.

So, what are some of the options, especially for business?

  • Continue with in-person workshops.
  • Use webinars.
  • Use facilitated asynchronous workshops.
  • Use un-facilitated asynchronous workshops.
  • Encourage self-study and employ certification exams to assure competency.

In summary

Business learning and development needs are not going to go away. However, the on-going shift to online, remote learning is inevitable. Think about what’s best for your workforce and consider the rest of the Sense-Response Cycle. You’ve sensed the need to change because of the pandemic.

  • Make sense of your situation (Think critically about your short- and long-term learning challenge.)
  • Decide on a course of action (How much risk are you willing to consider?)
  • Act and learn (You will not get it perfect right away, but experimentation is needed.)

MindPrep Resource Center has some free tools that my help you think about the future and some of the decisions you will be facing. We have some existing free mini-courses and a few workshops. More are on the way. Visit us at www.mindprep.com

Bill

Filed Under: Leadership, Uncategorized Tagged With: Change, SenseResponseCycle

How Crime Novels Can Teach You The #1 Business Skill You Need In 2020

March 6, 2020 by Ems Balanlayos Leave a Comment

Did you know that according to the World Economic Forum, the #1 business skill required to succeed in the new decade is the ability to solve complex problems?

If you want to become a better and more powerful leader in your company, mastering how to solve complex business problems is not optional – it’s imperative to your success.

Read on to discover how you can sharpen your problem-solving skills…

Solving Complex Business Problems IS A Complex Problem

Like you, I always want to keep my skills up to date, and learning more about this “complex problem solving” stuff is one of those “must have” skills so vital to your business success. However, after reading tons of books and articles, I have concluded that solving complex problems is itself a complex problem.

What to do? How to make some sense of all this stuff?

After some initial research (which quickly led to a headache), I decided to take a “mental vacation” from the task… and retreat into the world of recreational reading (aka, fiction).

And then it struck me!

My favorite genre – detective novels – is a great problem-solving model that provides insightful and valuable answers.

After all, isn’t Nero Wolfe a problem solver? How about Hercule Poirot? Who would want to match wits with Inspector Alleyn? And get yourself out of the way of V. I. Warshawski… she has a caper to solve!

No computers. No Big Data. No hotshot consultants. Just brains.

OK, so how might you wrap your mental arms around this “detective stuff?”

A good starting point for solving your complex business problems is to think like a mystery writer. And even if you don’t have a crime novel obsession like me, you can apply the same skills and methods from fictional savvy detectives to solve your business challenges.

How The 9 Elements In Detective Novels Can Help You Solve Your Complex Business Problems

Every great mystery novel has 9 elements: the crime, the scene of the crime, the motive, the victim, the criminal, the detective, a variety of suspects, an element of time, and the solution.

Let’s delve into how these 9 elements might be applied to overcome complex business problems:

  • The Crime = “The Problem”
    What specifically is hindering your business? What key performance indicators are “out of whack?” Profitability? Same-store sales? Personnel turnover? Quality? Sometimes the hardest part about solving a problem is clearly defining it.
  • The Scene Of The Crime = “The Context”
    What’s changing in your industry? How is the competitive landscape changing? Is the problem unique to your environment, or prevalent across your entire industry? Perhaps it’s time to consider a business CSI team.
  • The Motive = “The Root Cause(s)”
    Why is “the crime” being committed? Who is changing the rules of the game you’ve played for so many years? Is Amazon out to hurt you specifically, or is their pursuit of new profit centers affecting all businesses in your industry? Symptoms are usually obvious… your job is to figure out why they exist and how you’re being impacted.
  • The Victim = “The Organization”
    Who’s being hurt? Is the entire industry being disrupted? Your business unit? Is the victim your company… or the people who lose their jobs?
  • The Criminal = “???”
    Identifying the criminal can be challenging, because it may not be your competitor. In fact, it might be your management team – or even you – who allowed the crime to happen. Who killed Kodak? Was it digital photography, or was it a management team that saw it and did nothing about it?
  • The Detective = “You!”
    Sorry to remind you of this, but it’s your responsibility to solve the problems you see in your company or team. If you don’t, you should consider yourself as an “accessory to the crime.” Hint: You want to be the hero problem-solver… not a contributor to the problem!
  • The Suspects = “The Symptoms”
    Sometimes the “obvious” solution is not the right solution because you’ve chased the wrong suspect. Maybe you’d like to fix a “morale problem,” but the problem is actually a symptom of your management style (leading to poor morale on your team).
  • Time = “Deadlines”
    Do you have five days, five weeks, five months, or five years to resolve the problem?
  • The Solution = “Your Problem Resolution”
    I’ll leave this up to you. After all, it’s your problem.

It’s Time For You To Be The Detective

Just as with crime novels, complex business problems always involve people. We love to leverage technical solutions to our business problems, but just like the fictional detectives, you’re still inevitably going to be dealing with people.

And just like the characters in detective novels who have hidden wants and needs, it’s up to you – as a business leader – to sleuth, poke around, ask questions, discover, be curious, and ultimately figure out the “people issues” so you can solve them.

You are the detective! But you are not alone.

MindPrep Resource Center is here to help you be the best detective you can be so you accomplish your business goals. Reach out to us today!

Filed Under: Leadership, Middle management, Uncategorized

Beware of Dragons! How Middle Age Mapmakers Can Teach You To Anticipate Problems

January 10, 2020 by MindPrep 2 Comments

Middle Age mapmakers knew that the world was larger than what had been explored. So when they drew maps beyond the world they knew, they used symbols of dragons to warn early explorers of potential dangers.

As applied to our modern world, ask yourself, “Where do boundaries and “dragons” lurk in my work and personal life that may not be serving me?”

To help you answer that question, I’d like to share some great advice from of my favorite books, Military Misfortunes: The Anatomy of Failure in War, by Cohen and Gooch (2006).

The authors analyzed a bunch of military failures and found three dominant failure modes:

1. Failure to learn

2. Failure to anticipate

3. Failure to adapt

Learn To Anticipate Problems So You Can Adapt

Think about common ways dragons hide in today’s world, and then consider how well you anticipate these problems:

Business: When someone suggests the need to employ big data and analytics, do you know what’s being suggested? Or do you smell dragons? Is your marketing expertise limited to the “4 Ps” (Product, Price, Place, and Promotion) while you nod sagely about the need to employ Hadoop (a large scale data processing software) or the like?

Medicine: You “get” the idea of surgery and X-rays and pills, but do you “get” the implications of CRISPR? Maybe you know it’s about gene splicing. Or maybe you don’t. But do you know that scientists are talking about controlling evolution? Oops, dragons. (By the way, if you want to sound really smart, you can tell people that CRISPR stands for “Clustered Regularly Interspaced Short Palindromic Repeats” (whatever that is!).

Global Weather: The dragon’s lair lies in the melting glaciers and arctic ice. Maybe it is caused by mankind (I think it is), or maybe not. Dragons don’t care.

Money: If Bitcoin, Ethereum, Litecoin and Ripple were physical coins, I’d suggest a profile of a nasty dragon as the embossed mark. We know they’re cool and hip and we know that blockchain technology is supposed to be super-secure. But we also know that North Korea has one of the largest “mining” (dragon!) operations in the world.

Aging: I feel that I’m a kid at 73. But when I look at all those “old people” in Arizona, I wonder what’s going on in their minds (and knees). I know I can’t reverse the calendar… and future years have a distinct dragon appearance.

Retirement Savings: I assumed we had “enough” money for retirement… until I discovered that the average “entry fee” for a nice continuing care residence is $320k. Ouch! Dragon teeth!

Politics: My liberal friends think I’m conservative. My conservative friends think I’m liberal. I’ve decided to stop discussing politics because dragons want to bite my head! I don’t even know what to call myself! A ConLibDemRep?

OK… so dragons lurk in our world.

But what can you do to better anticipate problems and be prepared with solutions?

MindPrep Resource Center has the tools you need to avoid the hidden dangers in your business.

Contact us to discover how our solutions can help, and together we will slay those dragons together!

Filed Under: Uncategorized

2 Powerful Books To Help You When Solving Complex Problems

January 10, 2020 by MindPrep 2 Comments

How do we approach solving complex problems in business and life in general?

Typically, two steps can empower us to solve complex problems effectively and efficiently:

1. Identifying your problems.

2. Structuring your problems.

However, you may find yourself stuck if you lack clarity on what the problem actually is.

To further explore this premise, we forayed into our bookshelves and identified two books with insightful information on this vital topic.

The Black Swan: The Impact Of Highly Improbable Events, Nassim Taleb

In this book, essayist and former risk analyst Nassim Taleb cites “Black Swans,” which he cites as events that were not predictable before they occurred, but which are obvious in hindsight. Such examples include the start of World War I, the 1987 stock market crash, and the rise of Islamic fundamentalism.

This book is interesting, but its views on solving problems are challenging because problems are not always visible until they are already hitting you in the face.

The Gray Rhino: How To Recognize And Act On The Obvious Dangers We Ignore, Michele Wucker

This compelling book is a highly-recommended complement to Taleb’s Black Swan, as Michele Wucker presents a “Gray Rhino” as a metaphor for a “highly probable, high- impact, yet neglected threat.”

Wucker’s arguments are both interesting and alarming when we consider the significant impact that may result from not tackling problems we may have anticipated. If we consider the phenomena of “bubbles” as indicators of collapse (e.g. stock market or real estate crashes), then “bubbles” are examples of gray rhinos.

The author mentions events and circumstances leading to the collapse of Kodak that were actually anticipated before they occurred. And yet, this leading digital camera producer in 2005 was apparently “surprised” by the decline of the film business.

When “Black Swans” Meet “Gray Rhinos”

In some cases, problems have both Black Swan and Gray Rhino aspects. The water crisis in Flint, Michigan, was neither seen nor felt in advance by many of its residents (Black Swan), but the city leaders who became aware of the threat in advance did not take action on it (Gray Rhino).

Solving Complex Problems Takes Time

If you want to resolve complex business problems before they cause harm, you must aggressively seek them out as they are approaching.

While it may seem simple to say, it’s not always easy to implement.

Here are a few suggestions to help you:

  • Take the time to search for potential incoming problems. Schedule time weekly, monthly, quarterly, annually (depending on the complexity of your business) to examine your operating assumptions, analyze whether they are becoming outdated, and whether you should take corrective action accordingly.
  • Take the time to think about failure. Get your team together and conduct hypothetical scenarios that may lead to failure. Example: Assume that in five years your business has failed. Now work backwards and consider how it happened (which naturally will lead to preventative measures you can take now to avoid such scenarios).
  • Take the time to create transparency to better analyze how your business generates profits. You will then have more clarity to spot problems that may pose threats to employee morale, product lines, R&D, and your overall business model.

Note the recurring phrase in each of those suggestions: take the time.

In our current environment of “do more with less” and “be lean and mean,” we rob ourselves and our best people of their most precious resource – time.

The best solution for complex problems is to prevent them – but you must commit to investing time to make that happen.

However, you can reduce such time with the aid of powerful resources to help you.

The MindPrep Resource Center provides solutions and paves a path to help you get there. Our workshops, mini-courses, and workbooks can train you to immediately spot potential Black Swans and Gray Rhinos and address them before it’s too late.

Now go forth and solve your complex problems!

Filed Under: Uncategorized

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