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Management Styles

Organizations should coordinate management skills into its overall corporate strategy, in order to satisfy customer needs profitably, draw together the components for practical strategies and implement strategic requirements to impact the business. This is my review of how management styles have evolved.

In the period that predated scientific management, the Captain of Industry style prevailed. Prior to 1885, the kings of industry were rulers, as had been land barons of earlier years. Policies were dictated, and people complied. Some captains were notoriously ruthless. Others like Rockefeller, Carnegie and Ford channeled their wealth and power into giving back to the communities. It was an era of self-made millionaires and the people who toiled in their mills.

From 1885-1910, the labor movement gathered steam. Negotiations and collective bargaining focused on conditions for workers and physical plant environments. In this era, business fully segued from an agricultural-based economy to an industrial-based reality.

As a reaction to industrial reforms and the strength of unions, a Hard Nosed style of leadership was prominent from 1910-1939, management’s attempt to take stronger hands, recapture some of the Captain of Industry style and build solidity into an economy plagued by the Depression. This is an important phase to remember because it is the mindset of addictive organizations.

The Human Relations style of management flourished from 1940-1964. Under it, people were managed. Processes were managed as collections of people. Employees began having greater says in the execution of policies. Yet, the rank and file employees at this point were not involved in creating policies, least of all strategies and methodologies.

Management by Objectives came into vogue in 1965 and was the prevailing leadership style until 1990. In this era, business started embracing formal planning. Other important components of business (training, marketing, research, team building and productivity) were all accomplished according to goals, objectives and tactics.

Most corporate leaders are two management styles behind. Those who matured in the era of the Human Relations style of management were still clinging to value systems of Hard Nosed. They were not just “old school.” They went to the school that was torn down to build the old school.

Executives who were educated in the Management by Objectives era were still recalling value systems of their parents’ generation before it. Baby boomers with a Depression-era frugality and value of tight resources are more likely to take a bean counter-focused approach to business. That’s my concern that financial-only focus without regard to other corporate dynamics bespeaks of hostile takeovers, ill-advised rollups and corporate raider activity in search of acquiring existing books of business.

To follow through the premise, younger executives who were educated and came of age during the early years of Customer Focused Management had still not comprehended and embraced its tenets. As a result, the dot.com bust and subsequent financial scandals occurred. In a nutshell, the “new school” of managers did not think that corporate protocols and strategies related to them. The game was to just write the rules as they rolled along. Such thinking always invites disaster, as so many of their stockholders found out. Given that various management eras are still reflected in the new order of business, we must learn from each and move forward.

In 1991, Customer Focused Management became the standard. In a highly competitive business environment, every dynamic of a successful organization must be geared toward ultimate customers. Customer focused management goes far beyond just smiling, answering queries and communicating with buyers. It transcends service and quality. Every organization has customers, clients, stakeholders, financiers, volunteers, supporters or other categories of “affected constituencies.”

Companies must change their focus from products and processes to the values shared with customers. Everyone with whom you conduct business is a customer or referral source of someone else. The service that we get from some people, we pass along to others. Customer service is a continuum of human behaviors, shared with those whom we meet.

Customers are the lifeblood of every business. Employees depend upon customers for their paychecks. Yet, you wouldn’t know the correlation when poor customer service is rendered. Employees of many companies behave as though customers are a bother, do not heed their concerns and do not take suggestions for improvement.

There is no business that cannot undergo some improvement in its customer orientation. Being the recipient of bad service elsewhere must inspire us to do better for our own customers. The more that one sees poor customer service and customer neglect in other companies, we must avoid the pitfalls and traps in our own companies.

If problems are handled only through form letters, subordinates or call centers, then management is the real cause of the problem. Customer focused management begins and ends at top management. Management should speak personally with customers, to set a good example for employees. If management is complacent or non-participatory, then it will be reflected by behavior and actions of the employees.

Any company can benefit from having an advisory board, which is an objective and insightful source of sensitivity toward customer needs, interests and concerns. The successful business must put the customer into a co-destiny relationship. Customers want to build relationships, and it is the obligation of the business to prove that it is worthy.

Customer focused management is the antithesis to the traits of bad business, such as the failure to deliver what was promised, bait and switch advertising and a failure to handle mistakes and complaints in a timely, equitable and customer-friendly manner. Customer focused management is dedicated to providing members with an opportunity to identify, document and establish best practices through benchmarking to increase value, efficiencies and profits.


About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.

Looking to communicate with your best consumers?

The people who spend more for quality, influence their friends and networks and remain fiercely brand-loyal.
 
Every category is being affected by a new wave of interest in living longer, eating better, and demanding more. The pursuit of an active healthy lifestyle is changing the loyalty equation for millions of customers worldwide, and if your company is not speaking to these values and thinking that Active Explorers aren’t relevant to your brand, we urge you to take a second look. Brands don’t have to be active healthy lifestyle companies or have a consumer product. There’s a reason why McDonald’s is retooling menus to include healthy options, why Costco is the number one seller of organic goods in the world, and why GE puts the human experience forward and advertises on TV. Each of them is making a big push into this demographic – and reaping the rewards.

There’s a few ways you can be better at communicating with this mindset in mind.

HAVE PURPOSE. It matters where your company started, what it believes in, and where it’s going. Embrace your place in your ecosystem and celebrate where you are and why you do what you do.

LESS IS MORE. Active explorers aren’t looking for bargains so much as they are looking to make investments in their bodies, their lives, and their values that matter most. They’ll wait for the right thing rather than be motivated by a sale on the next-best.

YOU’RE NOT FOR EVERYONE. Your brand is a club, and clubs are by definition exclusive. You can’t appeal to everyone, so don’t even try. Increasingly, active explorers are attracted to brands who plant a flag and have a point?of view that aligns with their own.

INSTANT FEEDBACK. One of the fueling factors behind our increased fitness awareness is the rise of the quantified self. From smartphones to FitBits to Apple Watches, we’re able?to count our movement by the calorie?and track our progress as we get stronger, faster, and lighter. It’s one thing to go?for a ten-mile bike ride. It’s another to bask in the accomplishment of a new personal record.

BE ASPIRATIONAL. People will buy your brand for the life they want, not the life they have. Let your customers imagine their lives with your product, and then make them wonder how they could ever live without it.

INNOVATION NEEDS A STORY. Too many products innovate because they can, not because they should. In the Active Explorer mindset, every new product comes out of a need – or a drive to be better, stronger, or faster. Find that story, and tell it well.

QUALITY IS JOB ONE. Even if you’re purely functional or parity, your brand has badge value. Make sure your product is one people are proud to use and talk about.

LET YOUR FREAK FLAG FLY. Tribes aren’t formed around brands trying to be everything to everyone. Find your rallying cry and dare others to follow. You’ll be shocked by who shows up.

That’s just a few of the way brands can become better connected with their customers, employees and stakeholders. There is an opportunity, right here, today. But it won’t last. An opportunity for you to craft a message that appeals to the healthy, curious, inspired Active Explorer in all of us, a message that separates you from the pack.

To learn more about this audience and order a free printed copy of our field guide please visit http://williams-helde.com/explore/.


About the Author

Marc WilliamsMarc Williams is a second generation owner of Williams Helde Marketing Communications in Seattle. Founded in 1969, Williams Helde is a marketing communications agency focused on inspiring, connecting and awakening the active healthy lifestyle inherent in every great brand. You can learn more about this audience and download the latest report focused on travel at http://williams-helde.com/pdf/TravelBlogchure.pdf

Control: What does it give you? What do you lose? Where is the real control?

Recently I listened while a coaching client pitched his solution precisely when he could have facilitated his prospect through the contingent issues she had to handle before she could buy anything.

SDM: Why did you pitch when you pitched?

CL: It gave me control over the conversation, and gave her the data she needed to understand why she should buy.

SDM: So what sort of control did you achieve?

CL: Now she knows how our solution will meet her needs.

SDM: Do you know if she heard you? Did your pitch convince her? How do you know she knows she needs your solution? Has she assembled the appropriate folks to begin discussing problems or change? Have they already tried a workaround that proved impractical and now must consider a purchase? Have they resolved any implementation/user issues that a new solution would cause? Have they reached consensus? Or if they’re individual buyers, have they addressed their own internal change issues?

You’re assuming a need before the buyer gets her ducks in a row: she can’t understand her needs until she’s handled her contingent change issues; she can’t hear about possible solutions – your pitch – until she knows what to listen for. Just because she fits your buyer profile doesn’t mean she’s a prospect.

A prospect is someone who will buy, not someone who should buy. You spend too much time chasing folks who fit a profile but will never buy; you can’t recognize a real buyer because you’re only listening for ‘need’ and forgetting the work they must do to prepare for, decide upon, and get consensus for, a purchase. And that stops you from finding/creating those who can buy but may have not completed their buying decision process. This prospect can’t do anything with your information – unless you got lucky, and found one of the few who have completed their groundwork at the moment you connect with them.

CL: I know what they need.

SDM: That’s not possible. She doesn’t know what she needs yet. You don’t know her buyer readiness or if she’s representing everyone else involved or where/if the team is stuck somewhere along the Buying Decision Path. You don’t live with them; only they can amalgamate all of the voices, givens, change issues, or future considerations and come up with the full fact pattern of a ‘need.’ People merely want to resolve a problem, not make a purchase. Buying anything is the very last thing they’ll do, regardless of the need or the efficacy of your solution.

CL: But our solution is a perfect match for her needs.

SDM: Having needs is different from being ready, willing, or able to buy. She’s got a lot of work to do before she’s ready. Instead of first focusing on selling, start as an unbiased coach. Facilitate her route through consensus and change so you’re there at the right time with real prospects and never waste time on those who can’t buy. You could even speed up the decision path and enable/facilitate those who would have bought later.

CL: I have no idea where she is along her Decision Path. Isn’t that just price, vendor or solution type?

SDM: Buying is the last thing she’ll do. She must first assemble everyone to design a solution that fits everyone’s needs and avoids major disruption. Folks would much rather maintain their status quo if the price of change is too high – and you can make it easy for her to manage her change so she’s ready to buy if possible. If it’s not possible for her to get consensus, you’ll know in about 10 minutes she’s not a buyer, so long as you stay away from discussing your solution. She has to do this stuff anyway.

Giving her data too early doesn’t help: no matter how good or relevant your data is it’s useless until they’ve carefully determined they can’t fix their problem without some outside help. This is the length of the sales cycle. Be involved early as a Buying Facilitator and have real control. Or keep closing the same 5% that show up as the low hanging fruit.

What Control Do You Have?

As sellers or influencers, here’s what we’ve got control over: pitch, solution data, content, questions, listening biases, assumptions. Focusing on understanding and biasing material toward Marketing Mary’s ‘needs’ is specious: we’re outsiders and can never understand the unique composition of anyone else’s culture that has created, and maintains, the ‘need’ and would have to change to bring in something new.

Here’s what we can’t control: The prospect’s internal ill-defined decision-making process; the assembly of the people, problems, vendor issues, interdepartmental politics, relationships, balance sheets, corporate/team rules; their history; what criteria a solution must meet; consensus and change issues. Until buyers make sense of this they can’t responsibly buy. Even individuals of small items go through this process in a simple way.

No matter how good our content, presentation, pitch, or marketing is, it will only be heard by those ready for it and then you’re playing a numbers game. By trying to control the elements YOU think should be involved, or offering information/content where YOU believe it’s needed, you’re restricting successful outcomes to your bias of what you want to achieve, and will sell to only those who match your restricted criteria.

You can only have an outsider’s superficial understanding. Folks who need your solution but haven’t completed their change work will be turned off, not hear you, not understand how you can help, regardless of whether they need you or not. Even offering a price reduction will only attract those who have done their Pre-Sales change work first. The cost of change is higher than your price reduction.

You have no control over others; mentioning your solution details doesn’t give you control over the Buying Decision Path.

You can, however, have real control by facilitating prospects down their Decision Path to design their own change process that includes you as the natural provider – or eliminate them quickly if it becomes obvious they can’t ever buy. You can either wait for those who’ve completed their Decision Path to show up, call/chase enough people to find those who are ready, or become a Facilitator and help the real buyers through their path quickly and shorten the sales cycle.

They must do this with you or without you. Use your need for control to facilitate them in discovering their own best solution, not manipulate them into using yours. Where they are the same, you’ll make an easy sale.


About the Author

Sharon Drew MorgenSharon Drew Morgen is a visionary, original thinker, and thought leader in change management and decision facilitation. She works as a coach, trainer, speaker, and consultant, and has authored 9 books including the New York Times Business Bestseller Selling with Integrity. Morgen developed the Buying Facilitation® method (www.sharondrewmorgen.com) in 1985 to facilitate change decisions, notably to help buyers buy and help leaders and coaches affect permanent change. Her newest book What? www.didihearyou.com explains how to close the gap between what’s said and what’s heard. She can be reached at [email protected]

When is Internet Marketing Worthwhile?

Generally, the answer to this question is “always”, but the answer is much more involved. Sure Internet marketing is worthwhile but as with any type of marketing it is only worthwhile if it is done well. For example, you can spend thousands of dollars on a television marketing campaign but if no one sees your commercials or your commercials do not reach your target audience and generate sales, the advertising and the money that you spent was a waste of time and effort. So perhaps a more appropriate answer to this question would be that Internet marketing is worthwhile when it works. This is a rather vague statement, I know. But I will try to explain what I mean further and show you how you can make Internet marketing work for your business.

One of the most basic and most important principles of marketing is to make sure you reach your target audience. This is important because your target audience are the people who are most likely going to be interested in purchasing your products or services. It is much easier to sell your products or services to those who already have an interest in the products and services you have to offer. Much easier than it is to convince those who are not interested in your products or services at all. As an example consider a business who sells fishing rods. You will want to market your products to those who enjoy fishing either competitively or as a leisure activity because among this audience you are likely to find people who may be interested in purchasing a new fishing rod. It would make sense to place an advertisement for your business on a website selling bait and tackle or a website which organizes fishing trips in exotic locations. Conversely it would not make sense to place your advertisement on a website selling telescopes because you are not likely to reach a large target audience here. There may be some stargazers with an interest in fishing but your advertising dollars and efforts would be better spent placing advertisements with websites more closely related to your business.

Another factor to consider when purchasing advertising space on another Internet website is traffic the amount of traffic the other website receives. This is significant because you want to place your advertisement on a website which is closely related to your own and likely to attract a similar audience but you also want your advertisement to receive a large amount of attention. For this reason, it is important for your advertisement to appear on a website which receives a great amount of traffic each month. This will help to ensure your business is getting a great deal of exposure through this advertising.

When it comes to Internet advertising, there is a fine line between great advertising and spam. Some business owners get carried away trying to get as much exposure as possible and can sometimes go overboard and wind up being considered spam. Internet users who see your advertisement in a couple of key locations will likely notice the advertisement and may be compelled to visit your website immediately or may keep your website in mind for future use. However, Internet users who see your advertisement everywhere they look are likely to view your advertisement as spam. This can be harmful because they are not likely to visit your website because they expect it to not be worthwhile.

In any Internet marketing campaign, it is important to carefully monitor the results of your marketing efforts and make changes to your campaign as necessary. This is important because you want to make sure your marketing efforts are paying off and the best way to do this is to evaluate the results of your advertising carefully. One way to do this is to place specially coding in each one of your advertisements so you will know which advertisements are generating business for you and which ones are not. You can use this information to decide whether you should modify the ineffective website or stop running these advertisements. If you decide to modify these ads, you will want to continue to monitor the results to determine whether or not the changes made the advertisements more effective.

Good luck and happy advertising!


About the Author

John MontanaJohn Montana has been a successful salesman since 1990. He currently lives with his wife and travels between Chicago and Los Angeles. He created his site – ABMSNOW to offer tips and ideas on how to become better at selling… no matter what your product is.

The Making of Legends

I have written several books, on business, entertainment, history and pop culture. The Legends series is an amalgamation of all of them.

My four Legends books include “Pop Icons and Business Legends,” “The Classic Television Reference,” “Houston Legends” and “Non-Profit Legends.” This series will have three more to come.

Most people are more products of pop culture than they are of training. Business dilemmas, solutions and analyses are framed first in the field of reference (pop culture teachings of their youth) and then reframed in modern business context.

Working with companies, I have realized that presenting organizational strategies as an extension of previously-held pop-culture values gets more understanding, comprehension, attention and support.

Most leaders of today’s corporations grew up in the 1950s-1980s. I have conducted countless strategy meetings where leaders cannot articulate business philosophies, but they can accurately recite lyrics from “golden oldie” song hits, TV trivia and advertising jingles.

Being one of the rare senior business advisors who is equally versed in pop culture, I found that bridging known avenues with current realities resulted in fully articulated corporate visions. Many a Strategic Plan was written by piecing together song fragments, nostalgic remembrances and movie scenarios, then were aptly converted into contemporary corporate nomenclature.

When we recall the messages of the songs, movies and books of the 1930s, 1940s, 1950s, 1960s, 1970s, 1980s and 1990s, we realize that today’s adults were formerly taught in their youths to:

  • Think Big Picture.
  • Conceptualize your own personal goals.
  • Understand conflicting societal goals.
  • Fit your dreams into the necessities and realities of the real world.
  • Find your own niche, do your thing.
  • Do something well and commit to long-term excellence.
  • Seek truths in unusual and unexpected sources.
  • Share your knowledge, and learn further by virtue of mentoring others.

How individuals and organizations start out and what they become are different concepts. Mistakes, niche orientation and lack of planning lead businesses to failure. Processes, trends, fads, perceived stresses and “the system” force adults to make compromises in order to proceed. Often, a fresh look at their previous knowledge gives renewed insight to today’s problems, opportunities and solutions.

I developed the concept of integrating Pop Culture Wisdom with management training and business planning over the last 40 years. It all started by teaching The History of Rock & Roll Music when I was in graduate school back in 1971. Fancy the concept of analyzing a recent time frame (the 1950s and 1960s) as social studies.

From 1958-1982, I produced many entertainment documentaries for radio, comprising anthologies of pop music. I emceed concerts with stars like Elvis Presley, Duke Ellington, Ella Fitzgerald, Little Richard, Kenny Rogers, The Beach Boys, Roy Orbison, Simon & Garfunkel, Nelson Riddle, Dionne Warwick and Andre Previn. I have produced videos with stars from Audrey Hepburn to Vincent Price, plus television public service announcements. That was another lifetime ago.

For the longest time, I didn’t let my business clients know about my years as a radio DJ, status as a musicologist and experiences in pioneering radio’s “golden oldie show” formats. I didn’t think that it lent credibility to wise business insights. However, years of experiences with corporate leaders made me come full circle and start integrating pop culture lingo into the conversations, consultations and planning processes.

All business leaders agreed that no road map was laid out for them. Executives amassed knowledge “in the streets,” through non-traditional sources. Few lessons made sense at the time and, thus, did not sink in. When repackaged years later, executives vigorously enjoyed the rediscovery process. The previously overlooked became sage wisdom. Knowledge they were not ready to receive as youngsters before became crystal clear in later times.

Reasons for Caring, Giving and Serving Others

I got into volunteering and community service at an early age. I found it heartening to be a good citizen and that community stewardship made me a better professional.

I have worked with more than 1,500 non-profit, public sector, and non-governmental entities over many decades. I interfaced with many on behalf of corporate clients. I conducted independent performance reviews of many. I served on boards of directors, search committees, awards panels, review boards and task forces for many. I have spoken at conferences, strategic planning retreats, symposia, workshops and board meetings for hundreds.

Non-profit organizations are the backbone of modern society. Every individual and business should support one or many. All of us are recipients of their services, community goodwill and worthwhile objectives.

There has never been a full-scope book on non-profit service. There have been books on fundraising and some articles on volunteer management and the business aspects of running non-profit organizations.

My “Non-Profit Legends” book covers everything non-profit, including such topics that have never appeared in an internationally published edition, such as:

  • Public service announcements.
  • Categories of non-profit organizations (my own creation).
  • The history of volunteering and community service, spanning 300 years. This parallels a chapter in my previous book, “Pop Icons and Business Legends,” where I covered a 400-year history of business.
  • Strategic planning, how-to instructions.
  • Pop culture influences of non-profit icons, events and campaigns.
  • Communications programs for NPOs.
  • Quotes on community stewardship, leadership and related topics.
  • Understanding your true service.

Here is what I wish to inspire via this book:

  • Motivate NPOs to be unique, true to purpose and make differences.
  • Encourage dialog on a Big Picture approach to non-profits.
  • Inspire new dimensions to corporate philanthropy.
  • Amplify discussions on community standards and ethics.
  • Encourage greater collaboration and partnerships.
  • Inspire a non-profit awards recognition program.
  • Inspire more non-profit presence on the internet.
  • Inspire more young people into community service.
  • Enlighten international audiences on Western world philanthropy tenets.

Here are the “heart and soul“ reasons for being engaged in humanitarian service:

  • Being good citizens
  • Volunteering, as time permits and worthy causes appear
  • Helping others
  • Business supporting communities
  • Non-profit organizations operating more business-like
  • Finding one’s passion
  • Working together with others
  • Exemplifying ethical behavior
  • Potlache: feeling happy and rewarded when serving others is appreciated
  • Sharing talents and skills
  • Innovating programs, strategies and methodologies
  • Recognizing and celebrating service
  • Honoring our elders
  • Involving young people in the lifelong quest toward community service
  • Diversity of society is reflected in service
  • Building communities
  • Interfacing with others
  • Learning from history
  • Enlightening others
  • Inspiring the next generation
  • Creating new constituencies
  • Re-involving those who have given, volunteered and participated in the past
  • Understanding the relationship of causes to quality of life
  • It’s good for business
  • It’s the right thing to do
  • Community events are fun and entertaining
  • Knowledge is transferable from community service to family and business
  • Injects heart and soul into yourself and your stakeholders
  • Leaders exemplify legendary behavior
  • Serving the under-served
  • Predicting new community needs
  • Benefiting humanity
  • Fostering respect
  • Communicating and developing people skills
  • Being productive and fulfilled
  • Planning for future programs and community service
  • Accountability of non-profit organizations and their programs
  • Learning from failure and success
  • Putting ourselves in others’ shoes
  • Visioning the future of communities and the population
  • Feeding, clothing, sheltering, educating and inspiring the needy
  • Sharing the wealth
  • Advocating for others
  • Learning more about life
  • Understanding conditions and circumstances
  • Discovering new frontiers, with opportunities to master
  • Networking, beneficial for all concerned
  • Growing as human beings
  • Growing as a society
  • Having fun while serving
  • Humanity as the basis for global peace and understanding

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.