Tag Archives: Management

“A business model in decay”

Posted on by

“…the creation of content that will be supported by ads is a business model in decay. Abundance isn’t the problem; it’s that the advertisers are now in the content business themselves, and this is a rapidly-growing sector of the advertising world. Advertising is in a full-blown revolution, as company after company discovers they don’t need media the way they used to, because they’ve become media companies themselves.”

Terry Heaton says there is no “content business” anymore and that’s not the business we (his clients) were in anyway.

“We’ve always been in the advertising business, although it sure looked and felt like we were in the content business. Our bottom lines were/are determined by advertising, and that’s the real business we’re in. Media companies need to accept that and move on to finding creative ways to enable commerce in our markets.”

Since posting the excerpts above, I’ve been remembering my days in small-market radio during the ’70s and early ’80s. I was an announcer and program director, but never in sales. We thought of ourselves as “talent.”

It was clearly understood by us that the advertising was the means to the end of creating the information and entertainment (mostly recorded music). We had to pay for all this wonderful stuff we were doing.

What the sales people believed –an management knew– was the news and music and all the rest was merely a way to attract ears for the commercials we sold to advertisers. We were not in the music business or news business… we were in the advertising business.

If you doubt that, go back and listen to this interview with Congressman Paul C. Jones to built the radio station. Or read the recollections of Joe Bankhead, who was one of the stations first salesmen. It was clearly about serving the businesses in the area. They were more than willing to put on any kind of programming that would attact enough listeners to satisfy a sponsor.

How flat is your organization?

Posted on by
Reply

This interview with Cristobal Conde, the president and CEO of SunGard, is a good example of why I’ll be willing to pay for the New York Times, when that day comes (couple of weeks?). The Q & A covers several very basic and interesting areas and I encourage you to read the entire piece. Here are a few bits to whet your appetite:

“You have to work on the structure of collaboration. How do people get recognized? How do you establish a meritocracy in a highly dispersed environment?

The answer is to allow employees to develop a name for themselves that is irrespective of their organizational ranking or where they sit in the org chart. And it actually is not a question about monetary incentives. They do it because recognition from their peers is, I think, an extremely strong motivating factor, and something that is broadly unused in modern management.

On leadership:

“I think too many bosses think that their job is to be the leader, and I don’t. By creating an atmosphere of collaboration, the people who are consistently right get a huge following, and their work product is talked about by people they’ve never met. It’s fascinating.

On micromanagement:

“If you start micromanaging people, then the very best ones leave. If the very best people leave, then the people you’ve got left actually require more micromanagement. Eventually, they get chased away, and then you’ve got to invest in a whole apparatus of micromanagement. Pretty soon, you’re running a police state. So micromanagement doesn’t scale because it spirals down, and you end up with below-average employees in terms of motivation and ability.

Instead, the trick is to get truly world-class people working directly for you so you don’t have to spend a lot of time managing them. I think there’s very little value I can add to my direct reports. So I try to spend time with people two and three levels below because I think I can add value to them.

PowerPoint:

“I actively despise how people use PowerPoint as a crutch. I think PowerPoint can be a way to cover up sloppy thinking, which makes it hard to differentiate between good ideas and bad ideas. I would much rather have somebody write something longhand, send it in ahead of the meeting and then assume everybody’s read it, and then you start talking, and let them defend it.

Advice to young people:

“My advice to young people is always, along the way, have a sales job. You could be selling sweaters. You could be selling ice cream on the street. It doesn’t matter. Selling something to somebody who doesn’t want to buy it is a lifelong skill. I can tell when somebody comes in for an interview and they’ve never had any responsibility for sales.”

Print this interview and slide it under the bosses door. Wear gloves and don’t get caught.

“The Bad Managment Stimulus”

Posted on by

The always brilliant Scott Adams on entrepreneurship:

“The Dilbert Principle observes that in the modern economy, the least capable people are promoted to management because companies need their smartest people to do the useful work. It’s hard to design software, but relatively easy to run staff meetings. This creates a situation where you have more geniuses reporting to morons than at any time in history. In that sort of environment you’d expect the geniuses to be looking for a way out, even if Plan B has a low chance of success.

Big companies with bad managers are the ideal breeding ground for entrepreneurs. Employees are exposed to a wide variety of business disciplines, and can avail themselves of excellent company-paid training and outside education. When you add broad skill development to the inevitability of eventually getting a moron for a boss, thanks to frequent internal reorganizations, it’s no wonder that big companies spray entrepreneurs into the environment like the fountains at Bellagio.”

Mr. Adams’ book, The Dilbert Principle is the last management book I read and gave me the courage to begin planning my escape from management.

Tribes by Seth Godin

Posted on by

Picture_1I’ve read most of Seth Godin’s books and I’m a daily reader of his blog. But his latest book, Tribes, really spoke to me. When I read, I highlight or underline, make notes in the margins and, in recent years, post my favorite parts here.

I struggled to find one pull that captures the idea behind Tribes and decided on this one. Lots more after the jump. Continue reading →

Obama’s management style sounds familiar

Posted on by

This NYT story reminded me one of my favorite management stories (The Cleanest Tastee Freeze in Town). A couple of grafs in particular:

“No state was more important to his candidacy than Iowa, but when (Senator Obama) arrived there for campaign visits he stopped aides who tried to give detailed accounts of developments.”

“I’d get in the car with him and talk a mile a minute,” recalled Paul Tewes, who was the campaign’s state director. Mr. Tewes recalled that on the candidate’s fifth visit to the state, Mr. Obama interrupted one of his detailed updates, saying: “You know what, Paul? All I want from you is for you to do your best, and I trust you and you know what you’re doing.”

In the years that I reported to Clyde Lear, I heard him say (to me and others) almost those exact words, more times than I can count. I’ve heard many talk the talk in this regard, but only a few that could walk the walk. Nice to know Senator O is one of them.

Toxic Employees

Posted on by

“Toxic employees are usually afraid, poorly managed and underappreciated. They can rarely be bullied into changing their behavior, often because they themselves are bullies. Managers can hire the non-toxic, re-assign the toxic and be really clear with themselves that they’re willing to pay almost any price to keep toxic employees away from everyone else. And if toxic employees appears to be a pattern, my bet is that it’s your fault, not the employees.”

— Seth Godin

You = Your iTunes

Posted on by

Tom Peters says his #1 belief about management is: You = Your Calendar.

“All we have is our time. The way we distribute it is our ‘strategic plan,’ our ‘vision,’ our ‘values.’ Period. So how’d you spend your precious time today? Tell me, and I’ll tell you what you actually care about — it’s simple and unerring.”

Maybe. But I don’t want to be my calendar. Nobody has to guess what bloggers care about. It’s all right here. But if I weren’t a blogger, you could look at my iPod and get a sense of who I am. In fact, here’s what you can do in lieu of a memorial service for smays: Plug my nano into a good sound system…put it on shuffle… and let it play until the battery runs down. Friends can stop by for a few minutes and listen.

The mop goes here!

Posted on by

In 1987, Jeff Salzman co-authored a little book entitled: Real World 101: How to Find a Job, Get Ahead, Do It Now, and Love It! A year or two later, Salzman spoke to a small group of our company managers and told what I think might be the best management story I ever heard.

It’s the story of a Tastee Freeze, the man who cleaned it and his boss. To insure the Tastee Freeze was cleaned properly, the manager made a list of all the necessary cleaning products and tools; drew up a little chart showing where everything in the supply closet went (color coded); and made a numbered list of the proper order for cleaning the Tastee Freeze. He couldn’t understand why the cleaning guy had trouble following his carefully thought out plan.

One day a new manager showed up at the Tastee Freeze and asked the cleaning guy what he did at the Tastee Freeze. The cleaning guy showed him the precisely organized supply closet; the list of approved mops and buckets; and the printed list of steps for cleaning the Tastee Freeze.

The new manager immediately tore up the lists and told the cleaning guy, “Look, I just want the cleanest Tastee Freeze in town. I don’t care how you do it or what supplies you use. If you run into a snag, let me know and I’ll try to help.”

I must confess that I was too often the first type of manager during the 25 years I “managed” others. All I really wanted was a clean Tastee Freeze but it was so much fun to pick out the mops and make the lists. Alas.

Born, not made

Posted on by
2

I’ve been thinking about work place dynamics a lot lately. Managers, employees, bosses, leadership, morale. For most of the past 30 years I was part of “the management team.” A couple of years ago I worked my way back down the corporate ladder so that I have several bosses (instead of one) and nobody calls me boss. The two most significant results of this devolution are I don’t get invited to lunch as often as I used to and life is much sweeter.

During the peak of my Management Years I read books and attended workshops and seminars and took it all very seriously. Most of it was bull shit. I stopped all that after reading my first Dilbert book. Scott Adams describes The Boss this way:

“His top priorities are the bottom line and looking good in front of his subordinates and superiors (not necessarily in that order). Of absolutely no concern to him is the professional or personal well-being of his employees. The Boss is technologically challenged but he stays current on all the latest business trends, even though he rarely understands them.”

Most managers don’t have any idea how they’re doing because they look to their boss for feedback instead of the people reporting to them. Looking back (and maybe a little ahead, too), I think the difference between good companies and great companies is that good companies have good leaders…and great companies have great leaders. Nothing wrong with being a good leader or working for a good company…but it’s a little harder if you’ve ever worked for a great leader at a great company. And don’t let anybody shit you…great leaders are born. They’re not made. And the men and women down in the trenches can tell the difference in an instant.