Das Beer

Many years ago I ran a successful, busy roadhouse on the east side of this industrious border city of Windsor, Ontario. Nice place, definitely not high-class. One afternoon my weekly management meeting was interrupted by our bartender.  We'd run out of a brand named, generic tasting draught beer and had no full kegs left to replace the empty one until our next delivery, days hence. We did, however have a full keg of a different, equally bland brand, just aft with the draught, waiting for the bartender to crack the seal, connect the CO2 and prime the lines.  Only a thirsty patron waving a fiver stood between this and a frosty mug of perfectly poured beer, and dammit if there wasn't a parched patron perched at the rail ordering a pint at that very moment. What to do?  I mean really, can anyone distinguish between big brewery ales or lagers, one from the other?  Can anyone but a sommelier distinguish the popular swill from carbonated Clydesdale piss?  (Hint: it's in the foam. Mr Ed as a lesser head.  Both will give you the trots)

And so I made the decision to swap in the alternate brand and sell it under the name of the 86'd brand until our next delivery.  (To '86' a product is to designate it out of stock and/or unavailable.)

The owner of the joint just happened to be present and he immediately overruled me. "What's the big deal?" I challenged back. He knew our clients as well as I did. "They'll never know the difference."

"One is the correct beer, the other is not," he said.  "We do not lie to our guests."  You can imagine my sheepish face after being deservedly reprimanded in front of my management team and our bartender.  

Meanwhile over at Volkswagen...

It's not on the same scale, but maybe it is;  I sure wish the owner of that small town chain of roadhouses had been running the diesel division at Volkswagen in these last few years.  Maybe the lesson in truth learned in a bar in Windsor might have made it to das Corner Office in Wolfsburg. 

It sure has followed me everywhere. 

Go Ahead; Boycott Me

I was listening to a great discussion about the future of the professional movie reviewer on the radio this morning.  Seemed fitting, considering the future of talk-radio is just as uncertain (with all due respect to my friends in the radio biz).

Seems social media has spawned thousands of amateur movie critics.  Welcome to our world, folks.  There are untold thousands of amateur restaurant critics, hotel critics, etc. etc.  Unfortunately they all seem to be only to willing to name and shame, but a little reticent when it comes to recognizing and rewarding.

Recently a charity group in Niagara Falls took to singling out and criticizing a store manager at a major food retailer.  His crime?  Enforcing the 8 items per customer limit, clearly posted.  "But it's for charity!" they wined.  "We're feeding families!"  They might also have added, "and we thought for sure your other customers wouldn't mind if they come in for the sale item and it's all gone because we bought it all..."

A little advance work would have gone a long way.  Why not call ahead, meet with the manager, explain the situation and ask for some cooperation.  For all they know they might have received a better deal, rather than trying to sneak past the rules, playing their charity card all the way.

Instead they're publicly offended, calling for boycotts, applying social media.  They'd probably cheer if the chain were to surrender and make a public spectacle of disciplining their manager.

Shame on the charity.  Shame.  And good luck getting a charitable response from retailers in the future.  You've done your clients, and all reputable charities a great disservice.

Yes, Good People ARE Hard to Find, but.....

Good people are hard to find, I think we'd all agree.  A personal recommendation from a trusted peer goes a long way.  I have a friend who's business model is based on personal recommendations from employees to social media contacts.  Check out Careerify here:  http://www.careerify.net/

Recently two different acquaintances asked me to connect them with the right people for positions they were considering in different, well-known companies.  It happens that I know executives in both companies and contacted them asking for these candidates to be considered.  The least I had expected was that they would be acknowledged.  Both execs said they'd pass along the names to HR.

These  brand-name companies pride themselves on outstanding customer service. HR response was, to say the least, not remotely connected to the excellence demanded of the front line.

Nothing.  Nada.  Bupkis.  No response.  Having a connection did not get these two candidates anywhere - neither the slightest hint of good manners nor even an acknowledgement.

There is little hope of me recommending candidates to either company in the future, or more to the point, recommending either of these companies to applicants.

Look - we may not hire everyone we're asked to meet, in fact for sure we won't.  But we don't know who they know and for darned sure we should treat like gold recommendations from employees and friends.  We may wish to have applicants as customers someday, or keep them if they're currently a client.  Every interaction with every person by every person in our company creates an experience by which both parties form opinions.  If HR finds it reasonable to ignore an applicant, it speaks to the direction of management that has either supported such rudeness, or implicitly supports it.

Our work is our resume, every human contact a reference check, for better of for worse.  And believe me, I speak as one who has been both.

Corporate Sociopath

I started working full time and in earnest in the 80s.  It was a different time.  Unnecessarily long hours.  Cutthroat workplace competition for the next promotion.  C-Level by the age of 30!  Absolute fear of committing a CLM (career limiting move).

At one point early in my career I found myself working side-by-side with a corporate sociopath.  I didn't know it until I happened upon an article describing her qualities to a tee.  Armed with that information I was able to share it with others who were in danger, which was frankly, anyone standing between her and her goal.

The attached article lists the signs of a sociopath.  She displayed easily 5 or 6 of them.

The good news was, as long as she didn't report to you, you were safe.  Everyone, and I do mean EVERYONE who she ever reported to ended up unemployed as she plotted her upward mobility.  Those of us who reported to her, which I at one point I did, were perfectly safe as long as she detected no threat.

The truth is that the few years we worked together were the most productive of my career mostly because I knew her game and I played my part well enough that she gave me leeway.  I was, in no way, a threat.  In fact, working around her corporate sociopathic idiosyncrasies I gained many skills I wouldn't have otherwise, such as learning to recognize her many great qualities and to work together to achieve our departmental goals.

Is there a corporate sociopath in your workplace?  It doesn't have to hurt you, necessarily.  Read the article here: http://goo.gl/gNVcgU

The Man in the Mirror

Say what you like about Michael Jackson, his song "Man in the Mirror" perfectly addressed matters of conscience, and judgement.

Recently there was a heated and frustrated conversation in our office regarding the obvious dishonesty we had encountered from sources outside of our venue, and thus far beyond our control.  On our team it is understood that misrepresentation of product or circumstance is not tolerated or supported.  What that means, practically, is that if we tell you we have someone else interested and we need you to make your buying decision it means that we have someone else interested and we need you to make your buying decision.  It isn't a tactic.

When I first started traveling for business I did so with people on a per diem.  They didn't need to collect receipts for meals.  That wasn't my situation - I paid for everything on my personal credit card and submitted an expense report.  One of my peers offered me his receipt, worth a few bucks more than my actual meal cost.  It happened again a couple of weeks ago - a dinner receipt worth more than what I actually spent.  The idea was that I'd claim the higher amount and pocket the difference.  I'm told it happens a lot.

I'm not saying I'm a saint, I'm not saying I wasn't and haven't been tempted, but I do know this.  It's  already not pretty when I look in the mirror.

I don't want to make it any uglier by seeing a liar staring back.

It's Your Thing

"It's your thing, do what you wanna do.  I can't tell you who to sock it to"  Isley Brothers

It takes all kinds.  Here are three things I've learned from people I don't normally run into socially, but have had the pleasure (and occasionally the displeasure) of interacting with professionally.

1.  Your thing is not necessarily my thing.  I'm as much into inclusiveness as the next guy, but it's hardly inclusive if all we're doing is tolerating each other's presence.  I may not understand or embrace your cause, but I get that you do.  If we're going to do business, the faster I appreciate your enthusiasm the sooner I can get you to open your wallet and share a little of what's inside of it with me.

2.  "Let's not make a thing of the thing until it becomes a thing."  My old boss used to say that to remind us not to escalate a situation prematurely, but that doesn't mean she wasn't perfectly capable of doing so if it was called for.  No need for confrontation, but that doesn't mean acceptance.  I don't buy the "if it's not hurting anyone..." argument; dig deeper - what's the real story?

Some people you just can't do business with, and that's OK.  Just don't assume, but when the decision is made, commit.

3.  Good things may come to those who wait but good things come sooner to those who go out and get them.   There are all sorts of potential customers out there, and going through the usual channels just puts you in line with every other sales person going through the usual channels.  Read a newspaper, watch the local news, pay attention to your community.  There may be business walking right by the front door because we haven't asked them to come in.

Name and Shame

The revelations in the Rob Ford scandal (disgraced Mayor of Toronto) show that there remains still a need for a vibrant newspaper industry in our democracy.  These blogs we write cannot replace professionals.

At best, what bloggers write is opinion.  At worst it is uninformed opinion.  The slide from best to worst begins when we believe that anyone (besides ourselves) really cares about what we think.  Face it folks, this is an online diary, a rant, a huff and a puff.  If we're lucky, very lucky, it is of value to someone.

I was dismayed to see a colleague present her well informed and respected opinion on the sales practices of our peers in a decidedly negative fashion in her blog.  I was  horrified to see that she named the offenders by company and individual.

I've never been a fan of that. 

Look, we all have opinions on how others in our industry could do it better.  Joyfully, albeit rarely, we are thrilled to be in the company of individuals who inspire us by their excellence.  We can learn from the good and bad alike.

All I'm saying is, let's celebrate the superstars, but don't name and shame the underperformers.

Nothing But the Truth

When I sold Saab vehicles years ago, we had an agreement between salespeople.  Since no one could reasonably expect to work 12 hours a day, six days a week, there would be times when we would have to cover for each other.

On one occasion a client to whom I had shown no fewer than 5 vehicles finally came in, ready to buy.  On previous occasions when he would walk in, my sales partner would look up and say "Jeremy, you're guy is here."  However on this, my evening off, he came in and she sold him a very nice car, kept the commission and took credit for the sale.  Her explanation?  He didn't ask for me.

When I approached the dealer principal, he told me it was my problem.  "No," I said. "It's yours.  If she's stealing from my family, she's stealing from you."  Several months later she was fired from the Saab dealership for dishonesty and misuse of company property.

I'm pretty keen on sales people telling the truth.  If they'll lie to a customer, they'll lie to their employer. 

If a salesperson is too embarrassed by the truth - either of their own lack of ability or of the shortcomings of the product they sell, they need to find new employment and maybe even a new career.

And that's the truth.

But What Will They Say When We're Gone?

I heard the tale of a long serving assistant around whom the entire operation revolved.  Nothing moved unless it had her stamp of approval, and in time nothing was created without her fingerprints all over it.  Give up any bit of control?  Not on her life.  People quit doing business with, or working for the company rather than deal with her.  And she was not management, not front line and possessed only institutional knowledge - she knew what she knew because it was all that she knew.

Eventually she overstayed her welcome, making one too many demand, playing one too many department heads against each other, and she was forced to flee to "a better job."  Many people mourned her loss and wondered how the company would ever survive without it's "heart and soul."  Many, many more kept silent and held their breath until she had walked out of the door for the last time.

And then life went on.  People discovered work unfinished.  Her manager began to realise just how many times she had thwarted his leadership.  The final landmine left for her successor was defused.  They're still cleaning up the mess she left behind, and some relationships will never be healed.

I like to occasionally use "hit by a bus" thinking - what would they find if I didn't have time to clean it up one last time because I was unexpectedly hit by a bus on my way back from Starbucks?  Am I proud of what I would leave behind?  Is there anything that needs to be fixed/cleaned up/finished RIGHT NOW?

Most of us are not like the exec assistant in our story.  They'll say good things about us after we're gone.

#bullytweet

I shudder to use the word "bully" to describe anything other than actual bullying, of which I have experienced very little in my life, either as victim or perpetrator.  I'm not saying I haven't, I'm saying it was nowhere near as widespread as it appears to be today.  As it appears to be today...

I have, however, witnessed a few prominent personalities on Twitter using their 140 characters to bully tweet.  In 140 characters or less, here's my definition:

#bullytweet: Influential social media "celeb" identifying business by Twitter handle to be overcompensated for real or perceived slights  A person who bully tweets is a #twit. 

You see, when you name the business there's a good chance their social media person will catch it, and rush to overcompensate to avoid public relations damage.  I once watched a weekly TV consumer show take a company to task because they had tweeted a problem, and a full 30 minutes later they had not been contacted.  Wow, they had to wait 30 minutes.  They could have asked for the manager on duty, had the conversation, solved the problem and been on their way home in less time.

• Not long ago I followed a well-known twit as she had a meltdown and blamed her intern for deleting some very important files.  There is no doubt that her intern follows her on Twitter and must have been humiliated.  She went on to berate me with uncomplimentary nicknames for pointing it out.  #twit #bullytweet
• Recently a renowned twit and keynote speaker decided to name his hotel in a 140 character complaint about the view from his room.  If memory serves, this same guy whined about his kid's cheeseburger at McDonald's, identifying the location and an employee.  #twit #bullytweet
• A well followed travel expert tweeted about a problem in his hotel room, and fortunately the manager happened to follow this guy and had someone knocking on his door with a solution in less than 10 minutes.  Unfortunately there was no follow-up tweet of appreciation. #twit #bullytweet

It seems to me there was a time when one just picked up the phone and called the front desk when you had a problem. 

Back then, however, the whole world would never know how so very important you are, in 140 characters or less.

No #twits were named in this blog.

Leading with Love

We so often mistake the concept of love to refer only to romance, to sexual intimacy, to familial relationships.  Love can also refer to the bond between friends.  Love, we have heard, is a verb.  It is an action.  It is joyful work.

Leaders must (oh, this is uncomfortable...) love their direct reports.  They don't have to particularly like them, but they must love them.  And subordinates should endeavour to lvoe the boss, with all the same caveats.  And that love must never be expressed sexually or inappropriately.  Never.  If it looks like it's a possibility, someone has to quit.  Period.

Respect, integrity, empathy, discipline and a genuine concern.  I know a guy who prays for his worst performers, his biggest PITAs (pain-in-the-asses).  His theory?  You can't think the worst of someone and pray for them at the same time.

Love thy neighbour, we're told.  You know, the ones right outside your door.

Sell the Truth

I guess we all know sales people who would rather lie than even admit a passing acquaintance with the truth.  From the gal who claims her product can do things it can't, to the guy I know who continues to lie about his marital status just to get his "hot" customers between the sheets, and/or onto the balance sheet.  (The same guy claims commission on purchase orders that don't exist, and adds notches to his belt for conquests he's never had.)

People lie because they're embarrassed by, or afraid of the truth.  Add one more reason for sales people to lie:  the truth they fear is that they're lousy sales people.

Sell the truth.  It takes more talent, it takes a little longer, you lose some sales until you realize that selling to the wrong customer may be part of the problem.  Once you focus your efforts, prepare,  build your product and market knowledge, the truth will set your fee; nice and high.

Sell the truth.  Watch this rant:  http://youtu.be/sr3NTmv5sIk

Building Bridges

Whenever someone leaves his employ, someone else reminds him not to "burn any bridges."  I know a man who not only never burned a bridge, he built new ones.

He was one of the top managers in one of the top restaurants in the country.  Arguably, he was more known than his establishment, which suited the partners just fine - he brought in the guests.  He was a difficult man to work for if you were the kind of person who didn't believe in high standards, excellence in performance, and professionalism.  I don't have his permission to use his name, so let's call him Mr. Manager.  I thought of him as Mr. Mentor, and I've tried ever since to live up to his example.

And one day he gave his two weeks notice.  For me it was a death in the family.  It seemed like the next logical step was to close the establishment and call it a day.  Of course, that didn't happen but for a time I didn't know how I'd go on.  I did; we all did.

After he gave his notice, some of the staff started to slack off a bit.  Missing corkscrews, smudged aprons, carrying fewer than 3 pens, forgotten garnishes, loosened ties...things that seem small but that really matter.  Really.  He put a stop to it right away.  One of the waiters complained that he should lighten up, since he only had a few days left.  "What do you care?" he asked.  "You're leaving."

"Just because I'm leaving doesn't mean this isn't a four-diamond establishment," he said, as he worked full out until the last minute.  "Smarten up."

After he was gone, for years, the staff would remind the slackers, very seriously, "just because (he's) gone, doesn't mean this isn't a four-diamond establishment."

Indeed.

The Reclusive Professional

I get how difficult it must be to answer phone calls from sales people, day in and out, incessant calls from the overly aggressive and the seemingly undead, at least when it comes to persistence.  No wooden stake ever stopped one of these guys, and I'm not aware of a silver bullet that works in all cases.

In this day and age that description fits very few salespeople I know.

And yet perfectly reasonable professionals hide themselves in plain view at networking events, saving their hob-knobbing for old friends and associates.  They leave no trail at trade shows.  When contacted they become reclusive and surly, ("where did you get this number?") presumably to avoid prospecting calls from the likes of yours truly.  That hurts a little because I'm not just robo-dialling from a purchased list.  I've done my homework, I suspect you need or would benefit from knowing about my product.  You represent what seems like a cool organisation, the kind with which it would be an honour to do business. 

You're the customer, you hold the cards and I'm sorry for whatever has happened in your past that makes you wary of all salespeople, new products, change, new approaches and better results.  I am in no way suggesting that your current provider isn't the very best you can do; I am strongly suggesting you don't know that for sure.

I further respectfully suggest that the problem may not entirely lie with unprofessional sales people, though I acknowledge such individuals do exist, but in an adversarial view that is preventing us both from reaching our true potential.  Someone's customers and members, as well as their organisation's bottom line, may be suffering as a result.

Plus, rumour has it you're a decent human being and a respected professional in your field.  No reason you should care, but I'm going to be worse off for not having met you.

Why You Gotta Lie?

A buddy of mine, a prominent and successful sales guy, shares a story:

A successful and respected executive and long time customer calls him and asks him for a deal on his product, claiming it's for business use.  He gives her a great price.   A GREAT price that only her influence as an executive in a huge company could get.  It doesn't take him long to learn that she has used her connections to help a personal friend get a corporate price on a personal purchase.  There's no business connection whatsoever.

I asked him what kind of deal she'd have got if she'd just been up front about it.  It turns out he would have offered her if not the exact same deal, a very good deal.   

He forgives her; my buddy is a Catholic businessman who walks the talk.  He just doesn't trust her, quite another issue.

People lie for only two reasons: they're embarrassed by the truth or they're afraid of the consequences of telling the truth.

Either way, that's no way for grown ups to live.  It's certainly no way to treat a friend.  It's no way to do business.

Meet the New Boss

A guy once faced a predicament in his career.  Shortly into a new position, he found himself reporting to a guy whom he had once fired in another organization. 

"Aren't you worried about reporting to me, considering what happened before?" asks newly promoted to his former boss, now his subordinate.  The first shot is fired, but at least it's out in the open.  Frankly, my friend was pretty impressed with his apprentice, 10 years his junior.

"No," he responds. 

"Why not?" asks the new boss.  "I would be."  And my friend laid it all on the line at that very moment. 

"Because I raised you right," he says bluntly, having chosen his words deliberately, "and I know you'll do the right thing."  He's not known for beating around the bush. 

Condescending?  Not at all.  Stupid?  It didn't turn out to be.

If we've treated people with integrity, empathy and respect we have every right to expect it back no matter where we are in the corporate hierarchy.


What goes around inevitably comes around.  We shouldn't have to duck when it does.

The Saturn Way

For a time I sold cars at Saturn.  For some people, those cars were absolutely perfect, reliable and the level of service we provided was exceptional. 

We had a General Manager, Rob, who used to admonish us to behave in "the Saturn way."  This unofficial and nebulous standard of professional behaviou referred to integrity, self-assurance, customer focus, teamwork and joy.  It was more often measurable by it's occasional absence.

If a salesperson ever was tempted to take advantage of a customer, Rob would ask "is that the Saturn way?"  The process demanded truth and full disclosure.  If one of us tried to sell a car without first listening to the customer's needs, Rob would remind us "that's not the Saturn way." The Saturn way was all about determining customer needs, not hastily acting on a hunch.  It wasn't about one sale, it was about a satisfied customer for life (many of whom remain friends to this day).  Heaven help us if we tried to cut corners, or if anyone gossiped behind a coworker's or customer's back.  That was definitely not "the Saturn way".  I'm not saying it didn't happen, I'm saying none of us wanted to be thought of doing things other than the Saturn way.

The car is gone from General Motors now and arguably so is the ideal, but from time to time in my current occupation I can hear a voice in my head asking me "is that the Saturn way?"  If the answer is yes, then I know we have ourselves a great deal and probably a lasting customer friendship.

Do it Like I'm Doing it for Free

"Is it ethical?"  It was a simple, complicated question.  My buddy had just accepted a position on a fundraising board and had all sorts of ideas, some of which he worried might be in conflict with his professional position.  In effect, his plan to raise money for his favourite charity would bring him into contact with a similar segment he professionally mines for business, albeit not likely the same customers.  He was on-fire, as they say.  He couldn't wait to tell me about it.

I was intrigued by the enthusiasm he was showing, essentially to use the same skills for which he gets paid "in real life"  but for free, on his own time and for a cause.  He has a very aggressive prospecting plan and a well considered fundraising strategy.  He has to; the goal is several million dollars.

I wondered, though.  If the skills are the same as the ones he uses every day, then why does he never appear to be this inspired by his job?

The talk turned to tough personal questions about our own careers.  The answers gave us a clearer picture of what we really have to work on this year; ourselves, our attitudes, our motivation.

• "Am I still excited by my career?"  (like when I first started out)
• "What could I accompish if I didn't know better?" (you know, like before "reality" set in)
• "Do I have a strategy to increase sales that is imaginative, focused and benchmarked?"  (like my friend's fundraising campaign has to be)
• "Do I have a challenging goal?"  (the Everest goal, I call it - a difficult, killer, inspiring and worthy goal that few will ever accomplish, maybe not even me)
• "Do I believe so strongly in my product and service that it ain't about the money?" (so I'm not just working for a paycheque) 

How would our workday look if we did our jobs for a higher cause?  Don't we?  What are we waiting for?

Team Dynamics - the Ghostbusters

Critics consider "Ghostbusters" to be one of the funniest and most quotable movies ever made.  I agree.  I also consider the movie to be full of lessons in how teamwork can defeat even the darkest villain - be it the threat of total annihilation or a looming project deadline.  Here are some examples from the movie, and a practical applications for a team.

Respect the Experts on Your Team
Peter Venkman:  "I'm fuzzy on the whole good/bad thing. What do you mean, "bad"?"
Egon Spengler:  "Try to imagine all life as you know it stopping instantaneously and every molecule in your body exploding at the speed of light."
Ray Stantz:  "Total protonic reversal."
Peter Venkman:  "Right. That's bad. Okay. All right. Important safety tip. Thanks, Egon."

We've got a team of three remarkable individuals, all with his own talent.  At various times one of them takes the lead.  Most of the time its the Bill Murray character, Peter Venkman, and probably only because of the force of his charisma and personality.  Yet when Spengler has something important to contribute, that is his invention could cause the end of the world if not handled properly, he doesn't stand quietly or back down.

Because they know and appreciate each other's strengths, they listen and modify a potentially disastrous course of action.  The lesson learned?  Sometimes the least likely guy has something valuable to contribute, and we'd be best to listen to him.  If you're that least likely guy, make like Spengler and press the issue.  The success of the team (and the fate of the world) may depend upon it.

Take a Chance, Celebrate Small Victories
Peter Venkman:  "the flowers are still standing!"

They've just finished destroying a ballroom just minutes before an important social event, plus several floors of a hotel.  They've captured a nasty and very messy ghost.  They haven't been paid yet, although in the midst of the mess they've discovered that their inventions work, and there is business to be had.  Venkman, perhaps sensing an opportunity to release some tension in the room, sees a fully set table undisturbed and decides to try the old trick of pulling out the tablecloth and leaving the table setting intact.  It mostly fails, china and cutlery flies...but the flowers are still standing.  I'm not sure Ray Stantz would have had the cojones to calculate the exhorbitant bill in front of the incredulous hotel manager if Venkman hadn't given him permission to be proud of what they had accomplished, albeit not exactly to expectations.

Sometimes our plans can go disastrously awry and lead to what appears to be a failure.  It's only a failure when we don't learn from it.  It's only a complete failure when we haven't given it our all.  It's a personal failure when we fail to take a minute to celebrate the small successes along the way, even if it's only a vase of flowers intact amongst the ruins.

Admit Your Screw-Ups, Don't Wait to Get Caught
Ray Stantz: "It's the Stay Puft Marshmallow Man."

Given a chance to avoid destruction, all they have to do is clear their minds.  The destructor will come in the form of whatever one of them imagines, and leave it to Dan Ackroyd's character Ray to completely mess up these simple instructions. 

When we blow it and things take a turn for the worse, it's a lot faster to own up to it and confess our error than to wait for the investigation that will eventually lead to the truth.  There can be serious consequences personally and professionally for being the guilty party, and even worse for the entire operation for holding out.  It can affect our credibility, our team, morale, and future business.  It hurts to admit that you're the one who let the team down, it hurts the team to deny it and let them come to that realization on their own.  Make like Ray - own up.
   
Loyalty to Our Customers
Peter Venkman:   "OK, so, she's a dog."

Sigourney Weaver's character has been transformed from a very beautiful lady to a creature that resembles a dog.  But she is, as Venkman puts it, the "nice lady who paid us in advance."  He stares down his team mates and shrugs off the unfortunate turn of events.  "So?" he dares them.  "She's a dog."  What of it?

We talk so much about customer loyalty to our product or business.  But what about our loyalty to the customer?  Someone on the team, hopefully everyone, has to keep the end user, the customer, front and centre in the decisions.  If we forget our customer along the way, whatever we produce will be unrecognizable to them and we've done them (and our company) a great disservice.  The customer is not the enemy, as much as she's been possessed by demons who are trying to kill us, turned into a smelly ugly dog-like creature and is very unlikely to ever be the nice lady we met at the start of the project or negotiations.

The customer may not always be right but she's still the customer, as my old boss used to remind me.

Stuff Happens, Plans Have to Change, Get Behind it!  100%
Egon Spengler:" "Not necessarily. There's definitely a very slim chance we'll survive." 
Peter Venkman:  (pauses) "I love this plan! I'm excited to be a part of it! LET'S DO IT!"

The Ghostbusters have their backs to the wall and they appear to be on the losing side of the battle.  It's all over, except by breaking the rules of physics they could turn the battle around, if they live.  Egon who first advised against crossing the streams (at the top of this article) now suggests that they should go ahead and do exactly that.  It makes no sense, and Bill Murray's character challenges him.  "You said it was bad!"

Spengler suggests a plan that is almost certain to fail, but it has "a very slim chance" at working.  It's all they've got.  It's not the original plan.  They could argue and negotiate and point fingers and push each other under the proverbial bus, but instead the one guy who arguably has more sway and carries a lot of influence over the others, Venkman, stops, considers and then enthuiastically endorses the change of direction.  There'll be no "I told you so's" after this.

How many times do we conditionally endorse a plan carefully logging proof of  our objections in case we're called to answer for it.  Any episode of The Celebrity Apprentice will show you how that works if you've never experienced it in person.  How often does it feel like the team backed us in principle, but in truth we know we're going down alone if the plan doesn't work.  These Ghostbusters under the quirkly leadership of Bill Murray's Venkman just don't work that way.  Neither should we.

False Humility is Really Annoying
Winston Zedemore: "Ray, when someone asks you if you're a god, you say "YES"! "

Alright, nobody should claim (or admit, if delusion has already set in) to being a god, but we should learn to accept compliments graciously.  If you're the type who is humbly deflecting or refusing compliments, it's actually an insult to the giver.  Imagine refusing the gift of a bottle of wine, or a morning coffee.  "I'm not worthy, give it to someone else."  Right....  So if someone recognizes your brilliance, allow them the courtesy of a simple thank you.  That's it, just say "thank you."  It actually reflects well on the whole team.

Witness the violent reaction of Gozer when the answer to her question is negative.  The same sort of reaction happens to the giver of a compliment denied.  Maybe not the first time, maybe not the second, but with continued deflection and denial of praise, sooner or later lightning bolts will fly.  Or worse, you, and by association, your team will become inconsequential.


Ghostbusters II
Let's just agree that one successful project does not mean that you can venture into the next using a cookie-cutter approach.  We have to apply ourselves 100% every day, to each undertaking, as if it has to stand alone.

Because in fact, it does.  We're only as good as our last endeavour.

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The "I" in TEAM

"There is no 'I' in TEAM!" enthused the uninspiring, and unoriginal cheerleader boss.  My fellow rookie Jeff leaned over and whispered, "but there is an 'M' and an 'E' and that spells 'ME'!"

He was right.

This overused "team" motivational quote, once meant to create community can be a wet blanket to the ambitious.  It's often said to humble peak performers and to avoid rocking a boat crewed by the average.  It's wrong.  It's OK to be number one and proud of it, and every member of a high performing team wants to be.

Here's where you can find the "I" in a championship team.

• "I want to be the best"
• "I've got your back"
• "I don't want to come in second"
• "I'm proud of you, I'm happy to be your team mate"
• "I worked my butt off, and I'm going to celebrate a hard fought win"
• "I screwed up; I'm sorry"

And while we're listing vowels, you can also find a "U" in "TEAM".

• "You need to pull up your socks.  You are letting us down."
• "You really pulled that one off...thanks!"
• "You are the best on this team, and we rely on you"
• "You can count on me"
• "You can do better"

"I" and the "U" together are the real team letters.  "Can I help you?" 

But a team is truly successful when we can humbly, and with trust ask of each other, "Will you help me?"