Posts

Hank Moore

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.

Hank Moore

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.

Hank Moore

Value-Added Leadership

Every company has stakeholders, though a few with their own proprietary interests chart the course in their own vision, or lack thereof.

Within every corporate and organizational structure, there is a stair-step ladder. One enters the ladder at some level and is considered valuable for the category of services for which they have expertise. This ladder holds true for managers and employees within the organization, as well as outside consultants brought in.

Each rung on the ladder is important. At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. One rarely advances more than one rung on the ladder during the course of service to the organization in question:

  1. Resource. Equipment, tools, materials, schedules.
  2. Skills and Tasks. Duties, activities, tasks, behaviors, attitudes, contracting, project fulfillment.
  3. Role and Job. Assignments, responsibilities, functions, relationships, follow-through, accountability.
  4. Systems and Processes. Structure, hiring, control, work design, supervision, decisions.
  5. Strategy. Planning, tactics, organizational development.
  6. Culture and Mission. Values, customs, beliefs, goals, objectives, benchmarking.
  7. Philosophy. Organizational purpose, vision, quality of life, ethics, long-term growth.

Value-added leadership is a healthy way of life that puts collaborations first. When all succeed, then profitability is much higher and more sustained than under the Hard Nose management style. Value-added leadership requires a senior team commitment. Managers and employees begin seeing themselves as leaders and grow steadily into those roles.

The ideal company could hopefully make the following answers to questions posed above, per categories on The Business Tree™, including:

  1. The business you’re in. You’re in the best business-industry, produce a good product-service and always lead the pack. Customers get what they cannot really get elsewhere.
  2. Running the business. The size of your company is necessary to do the job demanded. Operations are sound, professional and productive. Demonstrated integrity and dependability assure customers and stakeholders that you will use your size and influence rightly. You employ state-of-the-art technology and are in the vanguard of your industry.
  3. Financial. Keeping the cash register ringing is not the only reason for being in business. You always give customers their money’s worth. Your charges are fair and reasonable. Business is run economically and efficiently, with excellent accounting procedures, payables-receivables practices and cash management.
  4. People. Your company is people-friendly. Executives possess good people skills. Staff is empowered, likeable and competent. Employees demonstrate initiative and use their best judgment, with authority to make the decisions they should make. You provide a good place to work. You offer a promising career and future for people with ideas and talent. Your people do a good day’s work for a day’s pay.
  5. Business Development. Always research and serve the marketplace. Customer service is efficient and excellent, by your standards and by the publics. You are sensitive to customers’ needs and are flexible and human in meeting them.
  6. Body of Knowledge. There is a sound understanding of the relationship of each business function to the other. You maintain a well-earned reputation and are awake to company obligations. You contribute much to the economy. You provide leadership for progress, rather than following along. You develop-champion the tools to change.
  7. The Big Picture. Approach business as a Body of Work, a lifetime track record of accomplishments. You have and regularly update-benchmark a strategy for the future, shared company Vision, ethics, Big Picture thinking and “walk the talk.”

Value-added leadership embraces these characteristics:

  • Prepare for and benefit from unexpected turns, rather than becoming victim of them.
  • Realize that there are no quick fixes for real problems.
  • Find a truthful blend of perception and reality…with sturdy emphasis upon substance.
  • Continue growing as professionals, questing for more enlightenment.
  • Have succeeded and failed…and learned valuable lessons from both.
  • Learn and do the things it will take to assume management responsibility.
  • Be mentored by others. Act as a mentor to still others.
  • Don’t expect status overnight.
  • Measure their output and expect to be measured as a profit center to the company.
  • Learn to pace and be in the chosen career for the long-run.
  • Don’t expect that someone else will be the rescuer or cut corners in the path to success.
  • Learn from failures, reframing them as opportunities.
  • Learn to expect, predict, understand and relish success.
  • Behave as a gracious winner.
  • Acquire visionary perception.
  • Study and utilize marketing and business development techniques.
  • Contribute to the bottom line… directly and indirectly.
  • Offer value-added service.
  • Never stop paying dues… and see this continuum as “continuous quality improvement.”
  • Study and comprehend the subtleties of life.
  • Never stop learning, growing and doing. In short, never stop!

Key Messages to Recall and Apply Toward Your Business:

  • Understand the Big Picture.
  • Benefit from Change.
  • Avoid False Idols and Facades.
  • Remediate the High Costs of Band-Aid Surgery.
  • Learning Organizations Are More Successful.
  • Plan and Benchmark.
  • Craft and Sustain the Vision.

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.

StrategyDriven Alternative Selection Article

Alternative Selection – More Efficient Processes Can Increase Costs

StrategyDriven Alternative Selection ArticleThere is a common misperception that being more efficient necessarily equates to being more cost effective. However, that relationship does not necessarily exist. While seemingly desirable to be more efficient, the benefits may not necessarily be cost reductions. In fact, depending on where the efficiencies are gained within a given process, higher costs may be incurred. Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by: Subscribing to the Self Guided Program - It's Free!
Garrett Sutton

Is Your Business a Commodity or a Resource?

How are your services and the people providing them viewed by your clients? Are you a commodity readily available anywhere? Or are you a resource where skill, judgement, and critical thinking are valued and rewarded? The difference is important to your business future.


Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

Subscribing to the Self Guided Program - It's Free!


 


About the Author

Garrett SuttonGarrett Sutton is an author and asset protection attorney based in Reno, Nevada. Sutton’s bestselling books include: Start Your Own Corporation, Loopholes of Real Estate, and Finance Your Own Business. His latest book is Toxic Client: Knowing and Avoiding Problem Customers, deals with the important premise: Not every client is a good client.

For more information on Sutton and his books please visit www.ToxicClient.com.