Tom Asacker

The three habits of highly irritating management gurus

That's the title of a recent article in The Economist, which refers to Stephen Covey, Jim Collins, Tom Peters and other management guru's rules as "nothing more than wet fingers in the wind."  In addition to the author's disparaging discourse, get a load of the reader comments which are ripe with priceless remarks like the following:

"Thanks to the latest fashions of the Emperor’s new clothes that these experts proudly wear, there is no need for them to moisten their finger to know which way the wind is blowing."

"I'm thinking of titling my new management tome: 'How I Learned My Five Most Effective Management Habits in Kindergarten, While Winning Friends and Influencing People by Using a Twelve Step Program, and All Inspired by Sun Tzu and Genghis Khan.' Or something like that."

I've even noticed combative comments on guru blogs of late, which express similar sentiments.  What's going on?  Why the pushback?

Here's what's going on: People are hurting and they need real help.  Business leaders are frustrated and confused, bankruptcies continue to rise, high unemployment is threatening people's health and livelihoods as well as the economic recovery, you name it. 

Hearing someone advise you to "Be curious.  Be nice. Stick to your knitting.   Wander around.  Be proactive.  Etc.," while the ship rocks violently from side to side taking on even more water is wearing a little thin on people's frazzled nerves.  Especially the folks who are busting their asses to keep everything afloat, and those who have invested a lot of financial and reputation capital to receive said "advice."

I certainly empathize, but c'mon?  Let's get real.  Let's get our expectations clear and end the ridiculous sniping once and for all.  Let's call the management guru as motivational speaker what he or she truly is: a business entertainer.  That's it.  Thinking they can help you succeed in today's complex marketplace is like imagining that Howard Cosell could help you win a championship boxing match. 

Tom Peters makes it pretty clear (at least to me) in this BVO video interview when he remarks (around 03:20):

"If I go my entire life without a framework, I'll be thrilled."

I appreciate Tom's honesty.  You should too.  He's not interested in helping to solve industry problems, like a W. Edwards Deming certainly was (and did).  He's interested in writing and  talking about cool and interesting stuff that he reads about or experiences.  If that turns you on, go for it. Otherwise, go find something that does turn you on.

The one style of leadership

I just read a short piece in Forbes Magazine titled Four Styles of Leadership. In it the author, Rich Karlgaard, places leadership styles into the following categories: visionary, empathetic, humble servitude, and moral/ethical.

He describes each style by providing examples of leaders who exhibit those characteristic leadership traits.  For example, he uses Steve Jobs as an example of visionary leadership, and states that "Empathetic leadership under founder Herb Kelleher and current CEO Gary Kelly is the reason that Southwest Airlines ( LUV - news - people ) even today has some of the happiest flight attendants in the skies."

The descriptions are useful as a way to inform a strategic mindset, however, I don't particularly find his categorization of "styles" accurate. Take Herb Kelleher.  Sure, he was an empathetic leader.  But  he was also a commercial aviation visionary who demonstrated humble servitude by focusing relentlessly on the needs of people.

Are there "styles" of leadership?  Certainly, as an approach of managing tasks and motivating people; e.g. authoritarian, democratic, etc.  But there is only one style when it comes to strategic direction, and it encompasses all four of Karlgaard's styles:

1. Visionary - Understand the desires of your market and strategically orchestrate a differentiated bundle of value, and a value-enhancing organizational mindset, to continuously appeal to their changing desires;

2. Empathetic - Truly care about people and their changing circumstances;

3. Humble servitude - Roll up your sleeves, work with and for your employees, customers, and partners, and listen and respond to their concerns; and

4. Moral/Ethical - Take a stand and do the right thing.  Strive to make a difference in the world, and never compromise on your most deeply held beliefs.

Is it possible to ignore one or two of those traits and still succeed as a leader in today's rapidly evolving marketplace?  I doubt it.  But folks still try.  Perhaps that's why the average tenure of CEOs continues to drop.

Brand is Not a Four-Letter Word

I was recently shocked by a comment made on a post I wrote for a Spanish website. Someone actually compared "branding" to the notorious Nazi Joseph Goebbels' propaganda principles. I'm not kidding. Here's the link (it's in Spanish):

http://tinyurl.com/yz88c9x

This month's article is an attempt to set him, and many others, straight (again). 

Read "Brand is Not a Four-Letter Word" when you get a chance. Here's the link (PDF):

http://tinyurl.com/yk8wm5w

If you do like it, please pass it along. Just right click the link directly above, click "Copy Link Location," and then right click and paste it into your email, blog post or Tweet.  If you don't like it, just keep it to yourself.  Thanks again.

Why do angels fly?

Angels fly because they take themselves lightly. -- G. K. Chesterton

If you're feeling a little down on life, spend a minute and enjoy the Chinese Backstreet Boys living it up in their dorm room.  It's an oldie and, by evidence of its near 11 million views, packs a powerful lesson about lightening up and having some fun.

A straw is a luxury item

Think about it.  Isn't a straw a luxury item?  You don't need it to drink a milkshake, but it does improve the experience. 

Once you finally realize that what you market and sell is a luxury item, you'll start focusing on what matters most to purchasers of luxury items; namely identity and pleasurable experiences.

Otherwise, like it or not, you sell a necessity.  And what matters most to purchasers of necessities are saving them time and saving them money.  The choice is yours, but you do have to choose.  You can't be both.

The Red Sox brand

"All men are mortal, and therefore all men are losers; our profoundest loyalty goes out to the fallible." - John Updike 

Updike wrote that in a 1986 Boston Globe article about the Sox, and it remains an important insight today. What makes heroes interesting is not simply their great strengths, but also their weaknesses. People don't expect you or your business to be perfect. They simply want you to be genuine and vulnerable . . . human . . . like them.  Right Papelbon?

I leave you, and the Sox 2009 season, with this classic video.

All the news that's fit to wonder about

I was perusing the Wall Street Journal at the gym this morning, when I caught myself smirking, shaking my head from side-to-side, and thinking out loud (a few bystanders caught me as well).  Maybe it's just me, but have you ever tried to make sense of what's being reported in most business journals?

Demand, Cost Cuts Put Alcoa In Black

According to the WSJ, this provides "a surprisingly upbeat start to the quarterly earnings season," as well as "hinted that the worst of the recession may have passed." 

Really? Even though Alcoa revenues are down 33% from the same period a year earlier, and profits down 71%? I don't know, maybe we're all simply using a lot more aluminum foil to wrap leftovers and sandwiches that we now have to bag for work.

Vercase to Shutter Its Japan Stores

"The fashion house said it shuttered its last three stores in Japan because they 'no longer represented the brand image.'" 

Huh? What does that even mean? Who creates the brand image? Did the neighborhood go to the dogs? Tell the truth: The people have stopped buying your overpriced, status handbags.

Ford Steps Up Ad Campaign

Starting Monday, Ford is launching a new chapter in its "Drive one" campaign, featuring 15-second spots using real customers talking about the "cool" features of their new Fords. "It's all about what 'real' customers are saying," said Matt VanDyke, Ford's director of marketing communications.

Riiight! Real customers. The ads will even have a "grainy, home-video feel" in order to showcase the testimonials as "believable, honest and authentic." Showcase (def: to show to best advantage)? Why showcase? If you believe in your product, grab a Flip camcorder, randomly stop people who are getting out of a Ford (maybe at a gas station), and ask them what they think. Then post every single one of their video answers online (sortable by vehicle year and type, location, age and gender of driver, etc.).

After 5 Short-Lived Campaigns, Wendy's Will Focus on Freshness

Wendy's, part of Wendy's/Arby's Group, says it plans to spend $75 million in the fourth quarter of 2009 on advertising to "tout the freshness of its food and poke fun at competitors." "One TV ad shows vignettes of fakes, including a man in a bad  toupee and a woman dressed as the Statue of Liberty, nestled between images of Wendy's food. A jingle asserts, 'We never freeze 'em like a hockey puck, or keep 'em stuck in a warming tray, like some others may.'"

A jingle asserting freshness. Wow! I'm sold (not). How 'bout telling us that your beef is sourced and inspected, prior to processing, to guarantee that the cows are treated humanely and that the meat is salmonella and E. Coli free? Oh yeah, I get it.  It's much cheaper to waste the resources on blah-blah, meaningless jingles.

Qualcomm Unveils Pocket Mobile TV Player

"FLO TV Personal Television, as the product is called, is expected to be offered by retailers this holiday season at a suggested price of $249.99. Qualcomm also will offer its own programming service, with packages expected to cost $5 to $15 a month."

So let's see, I can spend $250 plus a monthly fee to receive who knows what content on another freakin' gadget, or I can buy a Slingbox and download the SlingPlayer Mobile software to my iPhone, iPod Touch, BlackBerry, Windows Mobile, Palm OS, or Symbian smartphone for about the same price and watch the content (which I already pay for) that's available on my home TV?  Duh?

Amazon Cuts Price of Kindle E-Reader

Okay, some of the news makes sense. :)

The difference between strategy and tactics

I absolutely love this, because it's so . . .  true.  I know from experience (some good, some not so good).

"What's the difference between strategy and tactics? Age-old question. Usually, strategy is what you said was your plan after you blundered and lucked your way to a win."

Read the rest of the transparent story at this link.

Many deserve to fail

According to the most recent American Express Open Small Business Monitor survey (that was a mouthful), 17 percent of small-business owners believe they are at risk of going out of business in the next six months (and that from patently optimistic people). They cite the economy as the reason (no surprise). In addition, close to one third said the recession "has caused them to question their decision to become an entrepreneur."

"The economy." "The recession." "Obama." Whatever? Here's what should have business owners and leaders questioning their business decisions: their intentions and their execution. The days of going into business to making a killing (or simply to make a living) are long, long gone. Today, you do it because you love what you do. And you do it because helping people, making them happy and improving their lives turns you on.

Here's a story that someone recently shared with me. It's long, but an ethnographer's dream (and a cautionary tale for many):

"My day started like any other; I went to the gym and then headed off to the dreaded grocery store to spend yet another few hundred dollars. I approached the pre-made cookie dough aisle and was faced with a dilemma: Do I purchase the Toll House cookie dough, or do I purchase a cookie dough from a virtually unknown company called Immaculate Baking? Sure, the Toll House cookie dough contained preservatives and ingredients I had never heard of before, but the dough was almost $2 less expensive than the dough offered by this strange sounding company called Immaculate Baking.

I was intrigued by the Immaculate Baking packaging because I saw a tag line which read, 'Cookies with a Cause.' I proceeded to read the packaging and discovered that Immaculate makes its cookie dough without using any artificial ingredients, preservatives or trans fats. Also, the company supports the arts, a passion of mine. Sounded good to me, especially given the fact that I'm a Mom and I like to make sure that my three children eat things that are free from most of the junk that is found in many foods products.

I purchased the Immaculate dough, brought it home and baked up some yummy cookies for dessert that evening. Well, the cookies were a hit and I felt good about the fact that I had given my family a dessert which was not loaded with preservatives and artificial colors and flavors!

I decided that I would send a quick email to the Immaculate Baking Company as a means of letting them know just how much I enjoyed their cookies. I sent the email to the company on a Thursday and I received a personalized response the very next day! The woman who responded mentioned how pleased she was that I had enjoyed the cookies and offered to send me a coupon in the mail if I would be kind enough to provide my address.

Long story short, I received a stack of coupons for FREE cookie dough in the mail in a matter of days. And not only did the coupons arrive quickly, but they were sent in a lovely card which was hand-written and addressed to me.  Rather impressive service for a small cookie company!

Needless to say, I am a big fan of the Immaculate Baking Company. Not necessarily because their cookies were so tasty, and not necessarily due to the fact that the cookies are free from preservatives. Rather, I am a fan because the company validated me as a person.  More importantly, the company treated me as an individual and acknowledged that I have feelings (i.e. the company wished me 'Happy baking with your children' in the card; they acknowledged that I dislike preservatives; etc.).

Now, on the other hand, I purchased some cereal from a company called Me & Goji a couple of months ago, and I was very pleased with the product, the online experience and the shipping time. And I didn't mind paying a ridiculous amount for the cereal (I paid about $25). The Me & Goji company allows customers to make their own cereal online and then the custom made cereal is shipped to the customer.

Being a cereal lover, I was pleased enough with my experience and the product to drop an email to Me & Goji. To this day, I have not heard a word back from Me & Goji. I understand that people are busy and not every company has the luxury of responding specifically to every email that comes their way. However, look at the real difference it can make when a company does take the time to make a customer feel important.  

I have no interest in purchasing cereal from Me & Goji again, mostly due to the fact that they ignored me! 'Hey, wait a minute Me & Goji. I spent over $25 on some lousy cereal and you can't even take the time to quickly respond to an email?' Yet, I spend $4 on cookie dough and that company made me feel like a million bucks! It makes me wonder whether Me & Goji really cares about their customers, or whether they have another set of priorities."

This is not a story about customer service, although it could be a story about the perils of technology. Rather, it's a story about intent, strategy, execution, and value. It's a story about expectations and feelings. It's a story about branding.