Information Silos Are a Small Business Problem Too

May 4, 2015 by

64735957The problem of insular management in businesses, governments and organizations has been around for millenniums.  It began when the first chiefs (managers) became responsible for the safety and well being of their tribe (workers).   Julius Caesar, 2,000 years ago, conquered a large portion of Europe by aggressively minimizing or eliminating insular management in his army.

In large and small companies the problem of insular management is just as relevant and troublesome today as it was then.  However, many small business owners believe that only big companies have difficulties with it.  They erroneously think it is a function of size – that while a larger company may struggle with it their smaller business is exempt.

But, it is an issue which can be present in almost any size of entity (i.e. big governments, small businesses, teams, committees, families).  Insular management is the cause and effect when there is a systemic communication, operational and management breakdown.  This breakdown creates and is the result of information silos, think of the classic snake eating its own tail metaphor.

The concept of information silos is a simple one.  Silos are created when information is not readily shared and fundamental responsibility is abdicated.  In other words, one hand does not know what the other hand is doing, nor do they take responsibility for their actions.  This is a problem which can only be managed, not fixed, because it is caused by basic human nature. 

People, consciously and unconsciously, typically do not readily share information with their co-workers or bosses.  There are a variety of reasons for why they do not.  They also, routinely, do not take responsibility for their behaviors, decisions or job duties.  To the point where it seems, to some managers, that people who are self-motivated to do their jobs responsibly are the exception not the rule.

Therefore, to minimize, eradicate, or stop silos from forming a capable owner will understand human behavior and be willing to manage it.  Unfortunately, many are not willing to learn and are as culpable as their employees in creating and maintaining information silos.  Consequently, whether it is the tragedy of the General Motors ignition switch problem or a machine shop foreman shipping defective parts, they will continue to affect businesses of all sizes. 

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Minority Owned Businesses and Gov. Kasich’s Budget

April 23, 2015 by

54642287Minority owned businesses have increased over recent years, and the US government knows the important growth these businesses provide to their local economies, and the nation’s economy  overall.  The increased in minority owned businesses have more than double compared to those of non-minorities nationally, and the City of Cincinnati, Ohio is now looking into promoting the inclusion of minority owned businesses for the State.  To read more about this and other topics follow the links below.

Ohio House Markedly Improves On Gov. Kasich’s Budget Plan

Last week, Ohio House leadership introduced a substitute bill to Governor Kasich’s proposed budget that would make many notable improvements to the tax plan. This is good news, because the proposed tax plan that came from the Kasich administration was deeply in conflict with itself.

The central element of the governor’s proposal was to reduce the individual income tax, which Kasich argues has “sucked the vitality out of this state.” The internal conflict, however, came from the revenue offsets the governor chose, which would have placed greater hindrances on, well, economic vitality. When first details emerged, I wrote on Forbes that the governor’s plan may be a tax cut overall, but that doesn’t make it good policy.

The governor’s proposed hikes included an increase in the state’s unique Commercial Activity Tax (arguably the most distortive tax in Ohio’s code), a hike to cigarette taxes, new taxes on electronic vapor cigarettes, hikes in the severance tax, and a hike to the sales tax. When done correctly, tax swaps can reduce highly harmful taxes while offsetting revenue losses by leaning on less distortive taxes. The Kasich proposal, by contrast, leaned on economically distortive, nontransparent taxes to make the ledger balance.

Here’s how Cincinnati is pushing for minority-business inclusion (Video)

Sorry, small business: Middle-market companies create most net new jobs

Companies with revenue between $10 million and $1 billion created 2.1 million out of the net 2.3 million new jobs added over the past seven years, according to an American Express/Dun & Bradstreet analysis.

Maybe it’s time for politicians to drop their rhetoric about small businesses creating most of America’s new jobs — since 2008, it’s actually been middle-market companies that have driven job growth.

That’s according to a new analysis from American Express and Dun & Bradstreet. It found that middle-market companies — businesses with revenue between $10 million and $1 billion — created 2.1 million of the 2.3 million net new jobs added over the past seven years.

Middle-market companies “have been the unsung heroes of employment growth,” said Susan Sobbott, president of global corporate payments for American Express.

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Are You Ready for Growth?

April 15, 2015 by

64002400Responsible parents teach children how to manage and mitigate risk.  One of the classic childhood lessons is how to cross the street safely.  We are taught to Stop, Look (both ways) and Listen before crossing.  It’s an important skill for both children and adults to acquire.

A responsible business owner needs to stop, look and listen when he is thinking of expanding his company.  Growth is a high risk area, which involves a multitude of new challenges.  It is up to him to make sure he understands and is ready to meet them, because many successful businesses fail when they attempt to go to the next level. 

There are a variety of reasons for why they fail.  The biggest one is the lack of preparedness by the owner, who attempts to grow without giving thoughtful consideration to the changes he needs to make to be successful.  He falsely believes that what he did in the past will support future success.  Unfortunately, it rarely does. 

One of the reasons that past success is not a good indicator of future success is that many do not understand the dynamic of growth.  He thinks that because he was able to grow from a start up to a $2 million company that the same skill set will continue to be usable for a $4 million one.

However, as a business grows it demands different requirements from the owner. A few of these requirements include: learning to read more complicated financials, keeping up on increased tax liabilities and government regulations, understanding additional human resource requirements, finding and retaining good employees, developing an operational knowledge of profit and loss, and knowing how and when to delegate. 

The duties and functions of management change with growth.  If an owner does not keep up with these demands he will start to lose control.  When the business is growing, he must grow too.  Many a business has become a victim of its own success because he was unable learn new behaviors and skills.  He did not stop, look and listen.

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Constructive Praise is Important Too

April 7, 2015 by

54642287The art of giving constructive criticism is a well known management concept.  The skill of giving and receiving critical feedback is an important one for all managers to learn.  If handled appropriately, by the person giving it and the person receiving it, a critique can result in professional and personal growth for both of the people involved in the discussion.

There’s an equally important skill that’s rarely talked about and commonly misunderstood.  The ability to give productive praise is as important as the ability to give productive critical feedback.  But, unfortunately and erroneously, the knack of giving constructive praise is viewed as easier and more natural to do.  Therefore, many people believe it doesn’t need to be learned. 

They think – What’s there to learn, don’t you just tell someone they’re doing a good job and move on?  The answer is an emphatic “No”.  People rarely respond to and rarely learn anything from a generic “good job”.  To be useful meaningful praise should follow the same guidelines as meaningful criticism.

Be timely.  Highlight the here and now.  Focus your praise on specific behaviors which have happened very recently, ideally in the last day or two.   

Neal was confused when Sam, the owner of the company, said, “Thanks for your hard work”.  He thought Sam was being sarcastic because it was a very light work week.  When he realized it was 2 weeks ago (when the whole shop worked hard to fill a large order) that he was being thanked for Neal perceived the praise as being “a day late and a dollar short”.  The praise only strengthened Neal’s opinion that Sam was out of touch with the daily operations.

Focus on behaviors.  Specifically refer to what the person did or does.  Describe what you have seen and think about his behavior. Use “I” statements and focus on behaviors you want him to continue doing, which reinforces positive actions

Paul was diligently putting in long hours for a new a client.  His manager Jill stopped by his office and praised him for his work.  She specifically cited the weekend hours he was putting in and how satisfied she was with the quality of the work he was producing.  Paul was gratified to see that someone was paying attention and felt she “was interested” in his success.

Be specific.  Be ready and able to discuss the behaviors specifically.  Praise that’s too general is often seen as insincere or of little value.

Dawn’s boss Ed thanked her for her contribution to a presentation which helped secure a large contract.  She had used new techniques for the graphics and was eager to hear about the reaction to them.  She asked for specific feedback to gauge what might work for future presentations.  It quickly became clear Ed didn’t know what her contribution was and that he had paid little attention to the presentation.  Dawn saw his praise as “dishonest and worthless”.

When done correctly, constructive praise is often more effective in motivating people than constructive criticism.  Successful managers learn how to use both to improve relationships and productivity.  A few well-chosen, specific and timely words of praise have been known to make the difference between a good day and a bad day for many people. 

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Emphasize Your Strengths by Understanding Your Weaknesses

March 19, 2015 by

Our country was founded on many strong principles.  One of these principles is that we are a society of people who are self-sufficient.  Our national culture upholds and supports the idea that anyone can achieve success – all a person needs to do is pick themselves up by their bootstraps and get on with it.

This is a good concept, which has built, developed and invented wo64521313rld changing ideas, machines and technologies.  But, when taken too literally, it has also created failures, calamities and disasters.  The paradox of self-sufficiency is to know when you cannot and should not depend only on yourself, to understand when you should ask for help. 

One of the characteristics of highly independent and successful people is the ability to identify the proper time to get help.  The “secret” to being constructively independent, rather than destructively, is to understand your knowledge gaps and then seek out assistance to fill them.  It is not important to know the answers to all the questions, it is important to know where and how to find the people who know the answers.

In our culture’s bootstrap mentality there is a false belief that gaps in knowledge, skill or understanding equal weakness and that this weakness is a character flaw or a moral failing.  Unfortunately, because of this, for thousands of years people have been unsuccessful because – often due to pride, ignorance, ego or misguided notions of independence – they did not get help for these gaps.

Everyone has strengths and weaknesses; it is part of being human to be good at some things, average at most and poor at others.  You can learn to make one of your strengths the ability to recognize your weaknesses or gaps.  Once they are identified, you can ask for help to change or minimize them.  Truly self-reliant people understand their success is enhanced by other’s knowledge and that they can “…stand on the shoulders of giants.”(Sir Isaac Newton).

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Achievers Understand the Lessons of Failure

March 4, 2015 by

64002400The fear of failure, some experts have called it a fundamental or primal fear found in all humans. Whether or not it’s a primary fear, it’s so common that it’s the basis of or inherent in all motivational or inspirational seminars, as well as being the topic of thousands of books. Much has been said and written about the fear of failure, for good reason.

It holds many people back from achieving their goals and dreams. The average person avoids success because they’re afraid they’re going to fail at the things required to achieve it. There are several reasons why the fear of failure is debilitating. One of the reasons, of why people pass up success, is that they don’t understand the lessons of failure.

The process of failing is often misunderstood. Achievers understand failure, they don’t like it, but they’ve learned to value it. One of the key characteristics of successful people is that they have the desire and ability to learn. They view a setback as an opportunity to gain knowledge and grow.

They ask themselves productive questions. What did I do correctly and how can I make it better in the future? What did I do incorrectly and how can I make it better in the future?  Successful people look for logical answers that produce useful insights, both positive and negative, which then lead to an action plan. Here’s an example.

Joe made a client presentation and was surprised when it didn’t result in a sale. He reviewed the presentation and determined that his information was solid and easy to understand. However, he’d been overconfident and failed to connect the benefits of the product to the client’s needs – a fundamental error. Joe created an action plan to meet with the client again and created a pre-sales checklist to avoid making the same mistake in the future.

Unsuccessful people ask non-productive questions. The answers to these questions are emotionally based, instead of logically based. Often, no useful information can be obtained from these answers. This blocks the person’s ability to learn a lesson from the experience, making forward momentum difficult, usually impossible. Here’s another example.

Steve made a client presentation and was surprised when it didn’t result in a sale. He asked himself unproductive questions (Why can’t I do anything right? Why do these things always happen to me?). He got answers he wasn’t able to use (I’ll never get this. The client is out to get me.).   The plan formulated from these answers is – There’s no use in trying. The opportunity to learn from the lesson of failure is lost.

Success, in spite of the fear of failure, is a hallmark of achievers. They don’t seek it out, but they don’t avoid it either. C. S. Lewis said it well, “Failures, repeated failures, are finger posts on the road to achievement. One fails forward toward success.”

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Goal-Setting is a Way to Success

February 9, 2015 by

64510516The way to achieve success is an age old mystery. Why do some people attain it and others don’t? Researchers, professors, psychologists and motivational speakers have spent lifetimes attempting to quantify and answer that question. They’ve discovered that, while there are many ways people can attain their dreams, goal-setting is still the gold standard. Here are 3 of the proven methods successful people use to achieve their goals.

Make a plan – A new study (soon to be published in “Behavioral Science and Policy”) has found that many people sabotage themselves at the very beginning of their quest for success. The more they want something the less likely they are to develop a plan and set goals to reach it. Its basic human behavior that most people think good intentions are enough and positive thinking will carry them through.

However, thinking isn’t action, doing is action – good intentions and positive thinking aren’t nearly enough. Overwhelmingly, empirical data and antidotal information shows that people with written plans are much more likely to complete their goals than those who don’t have a written plan.

Break it down – Break the components of the plan down into manageable pieces. A goal that’s not parsed into smaller, practical actions is too uncontrollable and complex. When people don’t have control they feel frustrated, confused, incompetent and inadequate to the task, which leads to abandonment of the objective.

For example, Joe set the goal of “Being a Better Manager”. It was a good goal, but impossible to achieve without being defined and broken down. What did it really mean? How was he to know when he reached it? What did he have to “do” to be successful? He worked with a coach to define, quantify and sort out the components into manageable daily tasks.

Build in consequences and rewards – After the plan is made and broken down into controllable tasks it’s important to benchmark them, and then attach rewards and consequences to each benchmark. If the mark is hit then the reward is given, if it isn’t hit the consequence is triggered. People are much more likely to meet their goals when this happens.

Involving others is intrinsic to this process. People are more successful in reaching their goals when others know about them. Joe and his coach created a system – when he reached a goal he took the afternoon off to golf and when he didn’t reach a goal he spent Saturday mornings cleaning up the break room. Both the carrot and the stick helped him stay on track.

Goal setting and monitoring can be rewarding and worthwhile. Other times it’s tedious and time consuming. That’s why successful people do it and unsuccessful people don’t. Successful people do the things that unsuccessful people aren’t willing to do.

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3 Reasons Why People Succeed

January 21, 2015 by

54642287There is an old saying; “Everyone talks about the weather, but nobody does anything about it” (Mark Twain). The same can be said about success – everybody talks about it, but very few people do anything about it. They rarely do anything about it because everybody has faults that keep them from achieving their goals, dreams and desires.
But, successful people persevere in spite of their faults, while others fail because of them. There are many reasons why some people succeed when others, who’re just as smart and talented, don’t. Below are 3 of the reasons why people succeed.
They take personal responsibility – Two of the most common defense mechanisms are rationalization and denial. Successful people work to minimize both behaviors; they don’t make or accept excuses from themselves. They take responsibility for and are always learning from their constructive and unconstructive actions.
They’ve learned that when they’re accountable they’re also in control. When they’re in control they can keep their attention on what’s really important – spending resources on finding solutions. People who expend their limited resources (time, money and energy) on making excuses and justifying their behavior aren’t people who look for solutions.
They don’t blame outside circumstances – The lack of time and money is a universal issue for individuals when they’re trying to achieve their goals, as is the drain of energy due to too many outside demands. These situations are nothing new or unique for anyone.
The difference between successful people and everyone else is that they don’t blame these circumstances for their difficulties. Their answer to these problems is a resounding – “so what”. They understand that adversity is a given in trying to get ahead and never a good reason to give up.
They have high standards – Unsuccessful people accept mediocre behavior from themselves. They cut corners, take shortcuts and are believers in “good enough”, which produces work that has to be apologized for, redone or fixed and compensation made.

In addition, the successful know mediocre behavior is short-sighted and it leads to distrust and broken relationships. They hold themselves to a higher standard where exceptional work is the only acceptable way. They understand that focus, dedication and hard work are the only things that lead to their dreams.
The definition of success is a very personal one. It’s unique to each individual and only they can know if they’ve reached it. Unfortunately, most people say they haven’t attained it. A final word from Mr. Twain, “There are basically two types of people. People who accomplish things, and people who claim to have accomplished things. The first group is less crowded.”

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Now is a Good Time to Reflect and Direct

January 7, 2015 by

business (10) The company party was a success, clients were feted, venders gave you more liquor than you will drink in all of 2015, vacations are over and people are settling back into their work routines.  If you have not already done so, now is an excellent time to think about and set your company goals for the coming year.  In addition, this is a good point in time to get input and by-in from your advisors, key people and employees.

This time of year is a window of opportunity, because, it is human nature to use milestones (i.e. the New Year, birthdays, anniversaries, holidays) as an occasion for people to look at themselves.  They reflect on where they have been and set goals for where they want to go.  They see these recognized, fixed points in time as a place to start anew, wipe the slate clean or correct past mistakes.

An effective manager will utilize this knowledge of their employee’s behavior and mindset.  He will use this insight to create focal points and manage the employees towards the company’s goals.  He takes advantage of people’s natural inclination to use a milestone as a starting place and rallying point.

Concerned that you missed the 1st?   Don’t be, it doesn’t matter; there are other milestones to use instead.  While the focus is usually on the New Year it does not have to be then – people can and do reflect, start fresh and commit to a goal at any time.  What matters is that it has a defining starting point.

Therefore, launching a new set of goals can be at the beginning of the fiscal year, the company’s anniversary, the July 4th picnic or Labor Day.  Monday is the most popular day of the week for people starting new goals and is shown to be the best day for kick-off, and benchmarking, meetings.

A successful manger will learn about and use his knowledge of human nature to reflect and direct.  He will use people’s natural proclivities for milestones (and benchmarks) to set and meet goals for the business.  As Warren Bennis (a pioneer in the field of leadership) once said, “Leadership is the capacity to translate vision into reality”.

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Success Isn’t a Solo Act

December 17, 2014 by

 business (11)No matter how you feel about how he left, it’s good for Akron and Cleveland to have him back – he, of course, is LeBron.  And no matter how you feel about who’s the greatest basketball player of all time, there’s no denying he’s one of the elite.  It’s his emphasis on teamwork, among other things, that’ll get him into the Hall of Fame and maybe help him reach his vision of being the first billionaire athlete.

LeBron knows his goal of winning another championship will be achieved with teamwork, “I just bring the determination to win.  Me being an unselfish player, I think that can carry on to my teammates.  When you have one of the best players on the court being unselfish, I think that transfers to the other players.”

Great leaders understand their success is the result of other’s dedication, inventiveness and enthusiasm, as well as their own efforts.  But, in the United States we tend to downplay the concept of joint effort.  We put a lot of importance on the ideas of individualism and self-determination, concepts which have served us well.

However, these ideals can create problems when ineffective people become too enamored with their own achievements and take too much credit for their successes.  We all know people who were born on third base and go through life thinking they hit a triple (Barry Switzer).   Effective leaders know they deserve some of the praise, but definitely not all or even most of it.

They know their success comes from people showing up for work day after day and efficiently going about the business of doing business – even when their kids are sick or they had to get up early to shovel out the driveway.  A smart manager knows the employees should get credit for the company’s accomplishments; they’re the ones doing the work of making his vision a reality.

The true genius of effective leadership is to recognize implementing his vision isn’t just his responsibility.  He knows that achieving his goals rests on his ability to seek out and listen to ideas from everyone in the company, it’s a group effort.  A person’s success isn’t a solo act, except in the minds of narcissists.  It’s the result of good fortune, hard work, talent and a host of other people.

 

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