Wednesday, November 25, 2009
I am crazy?
Tonight I did it, I submitted my application to the Freeman School of Business at Tulane in New Orleans. Tulane has what looks to be a well regarded Executive MBA program. I took the four days of prep classes they offered to prospective students. It was eye opening and challenging. It is amazing how much tenth grade Algebra you forget (or never learned). ax + by = c and dx + ey = f solve for y and x. Does it bring back memories or just make your head hurt. Then the next day ??= [1/r]*[1 + (r/m)]^(t*m) i think but i could be wrong. Oh btw the way we had to derive all the functions we used just for practice. These types of problems were reserved for the four hour morning classes (Friday and Saturday). In the afternoon we took a high speed trip through the basics of accounting ending the creation of Statements of Cash Flow, the Direct via the workstation method and indirect via the Income Statement. They even threw in some basic VBA functionality in Excel. Anyway I should know if my application is accepted by December 4th. Keeping my fingers crossed.
Tuesday, November 24, 2009
Policy and Procedures
Policy and Procedures! The question at hand is how to distribute tasks and responsibility? Whether to create specialist with cross training or to have generalist with management or supervisors as the specialist or guru's.
Historically, I have employed the generalist model while allowing the specialist to be defined through the process of natural selection. This model worked reasonably well, however it does have its draw backs. It lacks accountability and consistent level of technical support. At times you get people working types of troubles that they like but are not necessary well suited to handle. Knowledge tends not be shared nor documented as each person begins to create his or her fiefdom. This method often created support deficits when people change department or leave the organization.
As of late I have leaning towards a more process driven model. By this I mean training a primary and secondary persons for each different skill sets or area to be covered. This method requires the personnel to be supported with a process manual defining not skill but the work flow. Thus defining when to escalate, when to kill tickets that are not germane the companies service, or transfer the ticket to more focused group. This too has it potential problems. There is the risk of the "not my job" syndrome. However, this to me is a sign of a that the employee is not a team player or has an issue with some level of management. They often use the "not my job" in conjunction a point they are trying to make.
It is my believe that this method will yield better customer service experiences for your customer if managed by an proactive manager. That is someone who listening to the support recordings, do the customer follow ups on customer service calls and terminating quickly those that are not capable , not polite, those that resist the process no matter what there skill set or perceived value.
Just a reminder, too my readers and myself as this has cost me hundreds of thousands of dollars over the years. You cannot change a persons work ethic nor their intelligence. You may be able influence the work ethics but after three or four months they are what they are going to be in your organization. Cut weak or disruptive employees quickly and remember this is a business not a social club. Joe may be a great guy but does not necessarily make him a good employee. One other tip, if you are have trouble with a group towing the line, fire the one they perceive as being irreplaceable. You will have short term hiccup as he likely is very valuable but the point will be made that no one is beyond the rules or irreplaceable. This will serve you well for many years.
Historically, I have employed the generalist model while allowing the specialist to be defined through the process of natural selection. This model worked reasonably well, however it does have its draw backs. It lacks accountability and consistent level of technical support. At times you get people working types of troubles that they like but are not necessary well suited to handle. Knowledge tends not be shared nor documented as each person begins to create his or her fiefdom. This method often created support deficits when people change department or leave the organization.
As of late I have leaning towards a more process driven model. By this I mean training a primary and secondary persons for each different skill sets or area to be covered. This method requires the personnel to be supported with a process manual defining not skill but the work flow. Thus defining when to escalate, when to kill tickets that are not germane the companies service, or transfer the ticket to more focused group. This too has it potential problems. There is the risk of the "not my job" syndrome. However, this to me is a sign of a that the employee is not a team player or has an issue with some level of management. They often use the "not my job" in conjunction a point they are trying to make.
It is my believe that this method will yield better customer service experiences for your customer if managed by an proactive manager. That is someone who listening to the support recordings, do the customer follow ups on customer service calls and terminating quickly those that are not capable , not polite, those that resist the process no matter what there skill set or perceived value.
Just a reminder, too my readers and myself as this has cost me hundreds of thousands of dollars over the years. You cannot change a persons work ethic nor their intelligence. You may be able influence the work ethics but after three or four months they are what they are going to be in your organization. Cut weak or disruptive employees quickly and remember this is a business not a social club. Joe may be a great guy but does not necessarily make him a good employee. One other tip, if you are have trouble with a group towing the line, fire the one they perceive as being irreplaceable. You will have short term hiccup as he likely is very valuable but the point will be made that no one is beyond the rules or irreplaceable. This will serve you well for many years.
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