Take the time to think...

Have you ever gotten stuck?  You feel like you are not making progress on something.  Whenever I get in that spot, I take out a blank piece of paper and write something on the top to focus my thoughts.  Then I write 1 through 20 down the left side of the page. 

Then I begin. 

Quickly, I can usually come up with a couple of easy answers to the question I am trying to answer.  To get to 20, which is the requirement takes time and focus and THINKING.  This is a great exercise if you have 30 minutes of uninterrupted time.   But it is hard to do if you are in a place with lots of interruptions.

Things to make my wife happy...

1. Call her during the day
2. Rub her feet
3. Leave a note in her car telling her I love her
4. Take a walk with her
5. Plan a day away, mini vacation
6. Play tennis together
7. Do a chore she hates for her like getting gas
8. Call her parents for no reason
9. Take her out to dinner, especially when its been a difficult day
10. Listen to her day, be interested
11. Go on a date
12. Plan some family time, family activity
13. Bring her chocolate
14. Take the chocolate to work!
15. Clean up the after the dog, outside...
16. Write notes before I leave on a trip to give her while I'm gone
17. Go skiing
18. Being in Michigan on the sand dunes
19. Snuggling on the coach
20. Telling her she looks nice (she knows I mean it because I will tell her if something DOESN'T look nice)

You know what they say, happy wife... happy life!

That was an easy one, but you get the idea...

So peaceful on top of the sand dunes!

You don't get what you expect!

While we were doing our staff meeting to follow up from a initiate we had begun, the team reported on what they had learned from the previous meeting.

Each person had some homework.

One of the assignments was to do daily cycle counts on a few specific items.

They noted that the counts were off with mascara 3 days in a row. When we delved deeper we noticed that this mascara was also being used in a kit that had been adjusted, but the timing was wrong, causing the errors.

In that previous staff meeting we had discussed timing issues and how to solve them.

But we all realized quickly that we discussed this issue and I expected that we had SOLVED the issue.  However, I realized that you don't get what you EXPECT, you get what you INSPECT!

If I had left the discussion and didn't follow up, we would still be having the issue.  But since we went back and investigated in detail, we learned that we did not have a procedure that we were actually following.

We do now!  Well, I will let you know next week... when I INSPECT again!!!

What you need in your business is Clarity-- part 5 (Rallying Cry)

Our final Clarity blog...

Recently I read a book called The Advantage by Patrick Lencioni.  It is a follow up to many of the other books he has written.  This is a practical guide to implement many of his "parables" from the earlier books.  After reading the book, I did something I NEVER do.  I implemented it!  My last 10 staff meetings have been focused on these concepts.

If you care to catch up, here is part 1, part 2, part 3 and part 4. 

This meeting was focused on developing a Rallying Cry for the company.  That is, now that we have clarity to why we exist, how we behave, what we do, how we will succeed... you have to do something with that!

The Rallying Cry is simply determining what is the most important thing to do right now for the company.  So our team developed this list of things that need to get done now!

• New doors-- we feel we need to open 1,000 new salons with our brand
• Eliminate backorders
• Improve client communication
• Develop a compelling consumer branding story
• Build the team passion
• Have a more flexible shipping plan
• Mirabella Bride

After much discussion, the item that would provide the biggest benefit to our clients, our employees and our business is to eliminate backorders.  We have been struggling with our vendors to properly ship to us.  We have been struggling with our largest customer with their inventory.  But our team realizes that those items exist, but Mirabella can still improve in this area.

After we determined that eliminating backorders was our biggest opportunity, we developed a list of objectives that we wanted to accomplish to solve this problem.  They are:

• Develop a heirarchy for shipping the inventory that we do have
• Meet with our software vendor to utilize the system to help solve issues
• Create a forecasting model for our sales team to utilize to communicate demand in a more real way
• Write and follow procedures to make certain that we will not back order products that we have in house but are not currently available readily 

So tomorrow many of the team members, including myself, will have a meeting to begin solving this problem.

At the end of 3-12 months, with focus, this problem should be dramatically improved.  At the end of this process we should see:

• More customer confidence with our company
• Our service should improve substantially while inventory remains neutral
• We will have  greater accountability with each of us
• Our team will have developed a inventory communication plan to all the stakeholders that is transparent, accurate, and complete

 
After this time passes, we can chose our next Rallying Cry.   And day by day, we become a better company!

What you need in your business is Clarity-- part 4 (Strategy!)

I LOVE THIS STUFF!!!

Recently I read a book called The Advantage by Patrick Lencioni.  It is a follow up to many of the other books he has written.  This is a practical guide to implement many of his "parables" from the earlier books.  After reading the book, I did something I NEVER do.  I implemented it!  My last 8 staff meetings have been focused on these concepts.

If you care to catch up, here is part 1, part 2 and part 3. 

Strategy... this is what every business should have, but most don't take the time to consider it.  In his chapter about strategy, Patrick says "What exactly is a strategy?  Did I sleep through the day they taught us the definition of strategy?"  He had worked for 2 years as a strategic management consultant!

But in this book he gives us a very simple definition:

An organization's strategy is simply its plan for success.  It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.

Lencioni suggests having the team create a list of all the things related to how the company runs its business.  It should include topics like:

• pricing
• hiring
• site selection
• marketing
• advertising
• branding
• merchandising
• sourcing
• partnering
• product selection
• in store experience
• service offerings
• promotions
• decor

So this morning our team did exactly that!  We came up with a list of 40 items that included:

• Quality, luxury products
• Clean Ingredients
• Fun, ergonomic, innovative components
• Artistic sales force
• Marketing tools
• Private ownership
• Streamlined modern look
• Constantly improving
• Wearable everyday line
• Socially active
• Selective sourcing
• Pride of ownership with employees
• Transparent
• Limited distribution
• Boutique brand
• Ambitious
• Bridal program
• Education
• Salon/consumer driven
• Responsible/accountable management team
• Sense of community
• Video education
• Positive employee environment
• Hire for attitude and cultural fit
• Team oriented
• Inspiring trainings
• Easy to sell
• Color cosmetics, brushes, tools
• International customers
• Salon brand
• Accessible-web/distributors/education
• Entrepreneurial
• PR visibility
• Narrow selection of products
• Competitive prestige pricing
• Gratis program
• Perks
• Customer focused
• Sleek fixtures
• School program
• Trend promotions
• Colorful
• Small fish in big pond

Big, long list!  Then, the idea is to match up those things that are similar.  So we began to see similarities with our employee focus, distribution, prestige products, and support.  But according to Patrick, you need three strategic anchors.  Three things that differentiate Mirabella from its competitors.

Writing the things we do was fun and pretty easy.  To see similarities to them also was relatively straightforward.  The hard part is to determine how to write a phrase or sentence to show our differentiation.  This is messy and filled with opinions.

Our messy strategy session

Here is an example of Lighthouse Consulting's strategy:

We will differentiate ourselves by providing extremely high-touch service, staying relatively small and protecting our unique culture, and leveraging the ideas of world-class subject matter experts.

So much so that we ended up having to revisit the session at our next meeting.  We gave Amber and I the assignment of giving a first draft of the two things that we ended up with; products and our customer focus.

I know we are supposed to have 3, but this seemed more natural.  And frankly, I am not a very good rule follower anyways. And this is what we came up with:

Mirabella Mindset
never settle for less than luxe.

Attain modern luxury by directing all of our efforts toward providing unmatched customer service and creating clean, prestige inspiring products.
Strive for the best, and NEVER settle. Good enough is not enough, we live luxe.

With every single employee focused on satisfying our customers, we will exceed the expectations of all of our various partners.

OK, now we have our strategy... next up is our Rallying Cry...

What you need in your business is Clarity-- part 3

Recently I read a book called The Advantage by Patrick Lencioni.  It is a follow up to many of the other books he has written.  This is a practical guide to implement many of his "parables" from the earlier books.  After reading the book, I did something I NEVER do.  I implemented it!  My last 7 staff meetings have been focused on these concepts. 

If you care to catch up, here is part 1 and part 2. 

My last meeting was the easy meeting.  What we were to do with this meeting is write down "What we do?"  Simple right?  Wrong!  I had each of the team members take 5 minutes and write down what they thought the answer to this question was for Mirabella.

After 5 minutes, I asked each team member what they had gotten.  The answers were all over the board.  Then I read mine. 

Then I told them that this is a very straightforward definition.  Don't use any adverbs or descriptors.  Don't use qualifiers.  Just write what we do.  I read some examples from other companies like:

A power company:  "We generate and deliver electrical and natural gas products and services to people throughout the state."

A credit card company:  "We provide payment products and extend credit to consumers."

The team gave me all kinds of grief.  Of course your answer is right John, you knew the instructions at the beginning!  So, make sure to give good instructions in advance.  Though it seems straightforward, it can get a little squishy if you don't make it super practical.

So what did I write?

"We are the developers of a brand of color cosmetics called Mirabella"

Our newest Bridal Kit, Bohemian Bride

Yes, that is what we do!  It is clarifying to come to this simple conclusion.  It helps, just like the other exercises, to direct us.  It helps us to stay focused on who we are and what we are trying to do!

I have loved this so far.  I think it has caused us to speak about the big picture more than we did in the previous 3 years combined.

Our next exercise is the hard one, how will we succeed?  This is all about strategy.  I made sure everyone got it this time.  I copied the pages of the book for everyone to read in advance.  No excuses this time!

Finding leadership ideas in the craziest places...

Quartermaine's Terms Rowan Atkinson and cast

I went to a play called Quartermaine's Terms.  It starred Rowan Atkinson.  Basically the play was about a language school in England that taught foreign students the English language.  Rowan was one of the teachers.  Each scene was set in the teachers lounge.  All the teachers and administration came and went with their assorted personal problems.

In the opening scene, a new teacher is hired.  He is an awkward man.  But he applies himself to his students, works hard, and frankly doesn't get recognized because he doesn't "get along" with the administration.

The main character is Rowan.  He is a fixture in the teachers lounge.  Everyone comes and goes with their lives.  But Rowan is a likable, agreeable sort that is desperately lonely.  Everyone likes to spill their problems on him as he listens well and is always agreeable.  These traits serve him well with the administration as well.

However, Rowan is a horrible teacher who is completely disinterested in his students.  At one point he actually forgets to teach his class.

In the end, one of the teachers is promoted to take over the school administration.  He promptly fires Rowan in the concluding scene leaving Rowan sadly contemplating what he will do next.

It was like watching a true to life organization function.  Not very good entertainment.  but a GREAT business lesson!

What can we learn?

The Administration-- they are responsible to make their organization great.  And in fact they would like to think they are.  However, when we leave underperformers in place, they are showing everyone; teachers and students that mediocrity is tolerated.  With people like Rowan, the administration needs to tell the truth.  This is really fair and humane for your people.  It is just hard.  No one likes to have hard conversations, especially with nice people that are agreeable and supportive of what you are trying to do.  Also, the administration needs to look beyond the awkward teacher and notice his talent, his work ethic.  Again, it is easy to look past people who are more difficult to be around, people who don't always agree with everything you are doing.

Rowan-- This man obviously knew he wasn't giving his all to his job.  He was bored with his job, but he loved the other people on the staff.  He was NOT achievement oriented.  I always remember my dad saying "Life is NOT a dress rehearsal".  People are filled with fears; fear of failure, fear of confrontation, fear of people.  Many of us are to afraid to upset whatever job they may have as it is stable.  But we are given this life.  We are given skills and talents.  We are fearfully and wonderfully made!  Use what you have been given.  Use it up.  Use it all!  What a sad day, those that never truly LIVE.

If you are a leader, tell your people where they stand!  Tell them both the good and the bad.  Even if you don't like someone, if they are a performer, reward them.  

What you need in your business is... Clarity? Part 2

After reading my first post on Clarity, you might enjoy my second installment.

I read the great book by Patrick Lencioni, The Advantage.  He states the key to successful companies is a good team of leaders who are willing to deal honestly with each other and get things done.  And second, a successful company has clarity about where it is going and how it will get there.  Few books cause me to shake up my company like this one.  But that is what we are doing!

In the first meeting to help us get Clarity on Mirabella, we discussed, "why we exist".  After a long discussion, we landed on this phrase, "inspiring confidence with whatever the day may bring". 

In our next meeting we tackled an equally difficult topic, How do we behave?  The essence of this topic is determining the companies core values. 

Patrick first tells you what they are NOT.  Your core values are not aspirational, accidental, nor permission to play.  An aspirational value would be a value we would LIKE to have, but frankly it is not part of our core today.  An accidental value would be a value that happens to be true about our company, but it did not happen on purpose.  And therefore, it is not something that we MUST repeat in the future.  And finally, our core values are NOT just a permission to play value.  An example of this would be providing excellent service.  Today, to be successful, you MUST provide great service.  If you don't you won't get a chance to compete.

Once everyone is clear on those, Patrick suggests to identify team members at the company who embody what is best about Mirabella.  Then you list the characteristic that make them admirable. 

For us, someone suggested our Creative Director Amber Bowen.  That is an easy one.  She is a passionate, dedicated, flexible, and humble.  Then someone suggested our National Sales Manager Jennifer Rider.  Again, she is definitely someone who embodies our culture.  She is driven to be results oriented, hands on, persistent, and resourceful.  And finally, we put our Founder Christy Thurston up as one of those that embodies who is Mirabella. 

Christy doesn't work here any more, but her resourcefulness, passion, and persistence are what made this company.

We also listed words like excellence and perfection.

The next part of the exercise is to identify employees who didn't work out for the company, but were very talented.  And what was it that made them distracting? 

Again, each of us remember former team members who were tremendously talented, but didn't make it within our culture.  Again, many of the same words from above came to us about why they didn't work out.  These people generally lacked passion for Mirabella, were not resourceful, didn't embody persistence, or couldn't be flexible.

Forgive the poor hand writing, it's the thoughts that count!

After coming up with our words, Patrick recommends that you put those words into meaningful phrases.   

For us, it ended up being a long discussion.  We had 12 core values.  We needed to narrow it to 3!  Which were the most important?

We realized that some of them were related so we circled those.  Then we ordered them by importance.  Again, there was much discussion about this.

But we finally ended up with these Core Values to answer the question, How do we behave?

I Make It Work

I Am Inspired

I Will Succeed

It Is Not About Me

It Is About Mirabella.

I make it work was about being resourceful and flexible.  These were probably our top values.  We are a small company.  To get things done, you MUST do much for yourself.  You MUST find different ways to accomplish your goals as they will likely need to change.

I am inspired was about passion.  You must have a great passion for Mirabella, its products, its customers, and its people.  Without that, we are just another makeup company.  Each of us need to embody this in how we approach our jobs.

I will succeed is about competing.  It is about being persistent.  To work for Mirabella, its people must be driven to win.  That could mean our salons, our educators, our distributors, or our employees.  As a small company, success is NOT guaranteed.  It reminds me of the great quote, by Theodore Roosevelt.

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

And finally, though we were limited to 3 values, we couldn't stand to keep off humility and transparency.  These are key to who we are.  It was important to us that we all realize that it is not about puffing up any one person, but rather it is always about the star of the show, Mirabella.

It was a great exercise.  It better defines who we are... and who we are not (sometimes even more important). 

And the best part is that our team did this.  It was not me who put this together.  It was their words.  I simply guided the conversation forward to a natural conclusion.  I cannot wait for our next session.  We are going to attempt to answer 2 questions; What do we do? and How will we succeed?