In addition to the hiker/snowshoe issues that started the month (see post below), winter just isn’t being a sport. All the snow melted—but you can’t even go running, as the ground is a swamp. Then the temperature dropped—and turned the swamp into ice. So finally I ran down to Stoney Pond with my ice skates—not as cold or for as long as I’d like before skating on a lake, but the ice fishermen seemed to survive, so I thought I’d try.
The first problem was finding an access point—not all of the lake was frozen, and shore tended to feature a little water and some very thin ice. I found one eventually, on the far side of the lake. Next problem—an anxious, impatient husky while I lace up my skates. That done, and having successfully mounted firm ice—I haven’t been skating in a while, so it took a while to get my “ice legs” back. But I did, and one nice bonus—my husky can’t really pull on her 26’ retractable leash, as she doesn’t have much leverage on the ice! So some watching for fish holes and suspicious ice, and finally, a winter sport.
The next brought a few inches of snow, so I thought I’d skate again—I’ve done this before, just skating through the snow. Problem is that I can’t see the ice. Further, with snow on the ice, guess whose husky has good traction again? And, with a blanket of snow covering it, the ice surface was turning mushy in many places. I finally gave up.
Today, another inch of snow convinced me, desperate, to try skiing. Not great—technically possible, but really I could just barely get around, and for the most part, dead grass lined the bottom my tracks. Without more snow, that’s pretty much that. I finished the trail, though, and drove toward home.
That’s when I saw it ahead in the road. A llama. Or an alpaca—how would I know the difference? Something South American the size of a horse that keeps it’s neck straight up, has hooves like a deer and wears fur on its back that looks like a poncho made of dreadlocks.
Not wanting it to continue to the highway, I drove around it, slowly driving it down the road back to the its probable home—a farm set far off the road behind the trees that keeps at least horses and sheep that I’ve seen. I was hoping our wooly ruminant friend would head up the drive, but just stood there, the horses watching.
While wondering what to do, a man came walking down the drive. “Got loose last night,” he informed me. “Been walking all over since.”
I watched as he tried to walk close enough to secure his livestock, figuring my presence would at least keep the creature from running my way back down the road. “If I can just get him in with the horses, he’ll be fine,” explained the owner.
That gave me an idea. I went back to the car to get the bag of carrots (What? I had broccoli too, but that didn’t seem promising), hoping to lure the llama. Nope—but the horses instantly noted the carrots and crowded the fence. I obliged.
Finally our fugitive trotted up the long drive toward the house, resigned owner strolling behind. I figured I’d done all I could (OK, OK, I had hardly done anything) and headed for home.
Writer
Showing posts with label skating. Show all posts
Showing posts with label skating. Show all posts
Wednesday, January 16, 2008
Friday, January 4, 2008
Skis, Snowshoes and Snowmen
A few weeks ago, we finally got enough snow for cross-country skiing. I was elated—especially with a husky, this is my premiere recreational/exercise activity during the winter months. So I headed out to the ski trails behind Colgate—around three miles of trails through a beautiful, wooded area.
Laying a trail is a lot of work—slow, plodding, tiring, not a lot of fun. However, once done, I and others could enjoy it for weeks. Colgate even has a large sign at the entrance to the trails, politely asking people to walk and snowshoe to the side of the ski tracks, not in them. After all, these trails are as wide as roads, so missing the ski tracks isn’t hard. Further, skiers even try to promote this by making tracks along the side of the trail, leaving plenty of room.
Well, this didn’t take long. Day two, snowshoers had ventured up part of the trail, and yep, stomped out the ski tracks. This turns a stable, smooth ski path into a flat, then icy, uncontrollable, dangerous mess. Why? Snowshoeing is difficult work under any conditions—what’s the point of ruining the ski trails?
Day three, the hikers did their due. Now, certainly walking in the ski trail is easily than hoofing through snow—and it also makes post-holes all along the track, completely destroying it.
Day four, snowmobiles. Motorized vehicles aren’t allowed on these trails, but that doesn’t stop them. Even so, with a trail the size of a road, with one narrow ski track off to the side, you’d think a snowmobile could maneuver around this. Guess not.
And for all the considerate snowshoers and hikers and snowmobilers, it takes one asshole. And so next, when the weather warmed, and when it was impossible to cut new tracks, what would have been a nice set of tracks, nice and contained, resistant to melting temperatures for a while, was now an icy mess impossible to navigate in the deeper areas, and a wet, muddy mess in the shallow areas. Wonderful. Fuck you very much.
I went running along the canal instead, but this was also an icy mess. I could have ice-skated probably, as the ice was beautifully smooth, but I’ve fallen through ice once before and don’t wish to repeat the experience—I’d rather wait for a few days of very cold weather first.
Last week we got a Nor’easter, so I went to Stoney Pond to start over. No, it’s not immune to snowshoers or hikers (although generally safe from snowmobiles), not as many people go there during the holidays—except a few other skiers and their dogs. This works well—we reinforce each other’s tracks, and while dogs will run in the tracks, they don’t weigh as much and spread that weight over four feet. Even deer, although they make deeper holes, make small ones and curiously not that many, just here and there.
Day two—a few snowshoers and hikers, but not too much damage yet. Down by the lake, though, some people had built a snowman—nice job of it, too. Shanti (my husky) saw it ¼ mile away—and barked and barked and barked and barked. This was successful—that snowman stayed right where he was, making no sudden moves and coming no closer. We made a wide circle around it. Next day, no barking—but she sniffed that thing up and down, round and round, a through examination.
Writer
Laying a trail is a lot of work—slow, plodding, tiring, not a lot of fun. However, once done, I and others could enjoy it for weeks. Colgate even has a large sign at the entrance to the trails, politely asking people to walk and snowshoe to the side of the ski tracks, not in them. After all, these trails are as wide as roads, so missing the ski tracks isn’t hard. Further, skiers even try to promote this by making tracks along the side of the trail, leaving plenty of room.
Well, this didn’t take long. Day two, snowshoers had ventured up part of the trail, and yep, stomped out the ski tracks. This turns a stable, smooth ski path into a flat, then icy, uncontrollable, dangerous mess. Why? Snowshoeing is difficult work under any conditions—what’s the point of ruining the ski trails?
Day three, the hikers did their due. Now, certainly walking in the ski trail is easily than hoofing through snow—and it also makes post-holes all along the track, completely destroying it.
Day four, snowmobiles. Motorized vehicles aren’t allowed on these trails, but that doesn’t stop them. Even so, with a trail the size of a road, with one narrow ski track off to the side, you’d think a snowmobile could maneuver around this. Guess not.
And for all the considerate snowshoers and hikers and snowmobilers, it takes one asshole. And so next, when the weather warmed, and when it was impossible to cut new tracks, what would have been a nice set of tracks, nice and contained, resistant to melting temperatures for a while, was now an icy mess impossible to navigate in the deeper areas, and a wet, muddy mess in the shallow areas. Wonderful. Fuck you very much.
I went running along the canal instead, but this was also an icy mess. I could have ice-skated probably, as the ice was beautifully smooth, but I’ve fallen through ice once before and don’t wish to repeat the experience—I’d rather wait for a few days of very cold weather first.
Last week we got a Nor’easter, so I went to Stoney Pond to start over. No, it’s not immune to snowshoers or hikers (although generally safe from snowmobiles), not as many people go there during the holidays—except a few other skiers and their dogs. This works well—we reinforce each other’s tracks, and while dogs will run in the tracks, they don’t weigh as much and spread that weight over four feet. Even deer, although they make deeper holes, make small ones and curiously not that many, just here and there.
Day two—a few snowshoers and hikers, but not too much damage yet. Down by the lake, though, some people had built a snowman—nice job of it, too. Shanti (my husky) saw it ¼ mile away—and barked and barked and barked and barked. This was successful—that snowman stayed right where he was, making no sudden moves and coming no closer. We made a wide circle around it. Next day, no barking—but she sniffed that thing up and down, round and round, a through examination.
Writer
Monday, September 3, 2007
The Way Sports Should Be
Clay Buchholz brought a welcome fresh breeze to sports news Saturday night when the rookie pitched a no-hitter against Baltimore the same day he was called up to the Red Sox.
Seeing Barry Bonds break Hank Aaron’s record under a steroid cloud was news for a day or two. Who cares? What’s inspiring about drug-induced performance? Hank Aaron is clearly still the more inspiring player. When Buchholz reached deep down to pull off such a great start to his major league career—that’s inspiring, that’s fun to watch, that’s worth talking about and remembering. And even better is that this was also a TEAM effort—second baseman Dustin Pedroia saved this no-hitter with a spectacular catch and throw in the seventh inning, and certainly catcher Jason Varitek played no small role in this success.
When professionals forget why we like to watch sports in the first place, the games are dull. Sure, no one wants to cheer for NFL’s Michael Vick, a stupid, mean criminal, but the slide in quality goes beyond that. Basketball writers, for example, are complaining that while the NBA is chock full of stars, the games have become slow, with few points scored, since the stars insist on making spectacular shots, sacrificing fundamentals and team play, and so make too many mistakes when the play is fast. What happened to the hard work needed for precision? The drive to be a star and to win at all costs kills it. Maybe it’s too much TV exposure.
I’d far rather watch high school wrestling than the silly, scripted presentation euphemistically call professional “wrestling.” It’s a show, a movie, theater, not a sport—and it’s dull.
Amateurs reaching deep down to find that something extra is far more exciting than prima donna pros.. Instead of a “professional” hockey player sucker punching another player from behind, I love games like the U.S./U.S.S.R. Olympics match in the 1980s. The Soviets were better skaters, more experienced, but the U.S. team just tried harder—a series of good, clean, fascinating games. Or after Tonya Harding figured to way to out skate rival Nancy Kerrigan in the 1994 Olympics was to have her boyfriend attack her knee, fifteen year old Oksana Baiul flawlessly skated her way to the gold in a stunning performance.
I have no patience for the temper of a John McEnroe or the bad boy image of an Andre Agassi, convinced “image is everything.” Give me a game like this one—I forget now whether it was Wimbledon or the U.S. Open:
Pete Sampras faced only one more challenger to win the event—a completely unknown newcomer to the tour. They were quite closely matched, and set after set we watched the champion defending his title and the newcomer fighting for his shot, matched with the reigning king of tennis. The play was so close that the last game would determine who would leave champion. That game went to match point, changing hands again and again and again and again. The weather was very hot, and both players were exhausted, slowly dragging their worn muscles back to the baseline each time, Sampras actually vomiting one the sidelines between points. Finally, though, the physically beaten champion pulled off the match, walking over to congratulate his opponent, excepting the trophy from the judges.
Then I saw something I’ve never seen before—as the poor guy who came so close slowly walked off the court, tears streaming down his face, clearly feeling crushed, the crowd rose to its feet for a standing ovation. He lost, but he played a remarkable game. That’s how sports should be.
My best friend in college, an avid baseball fan, used to complain about how people would say, “Oh, this team sucks, that player sucks” and so forth. “The worst player on the worst team in the Major Leagues is an incredible athlete,” he noted.
He’s right. And watching contests among gifted players reaching down for that something extra, that better team play, that better, long-disciplined control of fundamentals (true of musicians and dancers, too), is a far better way to appreciate the games.
Real people. Real contests—not drugs, cheats, egos and even criminals.
So thanks, Clay! I needed that. And congratulations on a game well played.
Writer
Seeing Barry Bonds break Hank Aaron’s record under a steroid cloud was news for a day or two. Who cares? What’s inspiring about drug-induced performance? Hank Aaron is clearly still the more inspiring player. When Buchholz reached deep down to pull off such a great start to his major league career—that’s inspiring, that’s fun to watch, that’s worth talking about and remembering. And even better is that this was also a TEAM effort—second baseman Dustin Pedroia saved this no-hitter with a spectacular catch and throw in the seventh inning, and certainly catcher Jason Varitek played no small role in this success.
When professionals forget why we like to watch sports in the first place, the games are dull. Sure, no one wants to cheer for NFL’s Michael Vick, a stupid, mean criminal, but the slide in quality goes beyond that. Basketball writers, for example, are complaining that while the NBA is chock full of stars, the games have become slow, with few points scored, since the stars insist on making spectacular shots, sacrificing fundamentals and team play, and so make too many mistakes when the play is fast. What happened to the hard work needed for precision? The drive to be a star and to win at all costs kills it. Maybe it’s too much TV exposure.
I’d far rather watch high school wrestling than the silly, scripted presentation euphemistically call professional “wrestling.” It’s a show, a movie, theater, not a sport—and it’s dull.
Amateurs reaching deep down to find that something extra is far more exciting than prima donna pros.. Instead of a “professional” hockey player sucker punching another player from behind, I love games like the U.S./U.S.S.R. Olympics match in the 1980s. The Soviets were better skaters, more experienced, but the U.S. team just tried harder—a series of good, clean, fascinating games. Or after Tonya Harding figured to way to out skate rival Nancy Kerrigan in the 1994 Olympics was to have her boyfriend attack her knee, fifteen year old Oksana Baiul flawlessly skated her way to the gold in a stunning performance.
I have no patience for the temper of a John McEnroe or the bad boy image of an Andre Agassi, convinced “image is everything.” Give me a game like this one—I forget now whether it was Wimbledon or the U.S. Open:
Pete Sampras faced only one more challenger to win the event—a completely unknown newcomer to the tour. They were quite closely matched, and set after set we watched the champion defending his title and the newcomer fighting for his shot, matched with the reigning king of tennis. The play was so close that the last game would determine who would leave champion. That game went to match point, changing hands again and again and again and again. The weather was very hot, and both players were exhausted, slowly dragging their worn muscles back to the baseline each time, Sampras actually vomiting one the sidelines between points. Finally, though, the physically beaten champion pulled off the match, walking over to congratulate his opponent, excepting the trophy from the judges.
Then I saw something I’ve never seen before—as the poor guy who came so close slowly walked off the court, tears streaming down his face, clearly feeling crushed, the crowd rose to its feet for a standing ovation. He lost, but he played a remarkable game. That’s how sports should be.
My best friend in college, an avid baseball fan, used to complain about how people would say, “Oh, this team sucks, that player sucks” and so forth. “The worst player on the worst team in the Major Leagues is an incredible athlete,” he noted.
He’s right. And watching contests among gifted players reaching down for that something extra, that better team play, that better, long-disciplined control of fundamentals (true of musicians and dancers, too), is a far better way to appreciate the games.
Real people. Real contests—not drugs, cheats, egos and even criminals.
So thanks, Clay! I needed that. And congratulations on a game well played.
Writer
Friday, August 3, 2007
Why I Stopped Consulting
When I left my last management position some years ago, I had certainly covered a lot of ground, working in that capacity for a range of private, government, and non-profit organizations. I had bookshelves lined with a progression of management books, and since I had seen theory after theory gain popularity only to die at the hands of the next, I focused my career on approaches producing reliably demonstrative results—and successfully so, especially how to effectively build cultures to boost productivity, morale, superior customer satisfaction and bottom-line results for stakeholders.
So, knowing I was walking into an already overpopulated field, I became a consultant, differentiating my business by serving small businesses normally unable to afford consultants. My fees would be created by eliminating the inefficiencies attributable in part to labor relations and inadequate business plans, drawing on work from Drucker to Oncken along with my own practical experience.
To publicize my new endeavor, I offered to write a regular column for local newspaper’s business page, much to the delight of the editor, and then to readers. Business was good.
And not. I was perfectly happy to offer free initial visits and consultations (probably a must given my clientele anyway), considering it research as much as business opportunity, but many of these were completely outside of anything my services could address. My favorite is the auto parts store owner who decided to buy an abandoned warehouse and build a skating rink. Interesting idea, really—skating all through these rooms. He wanted me to consult about layout. I had no experience to offer him, and said so, but still took a look out of curiosity. He did volunteer that he was leaving management of the auto parts store to his daughter while he focused on his new venture. I offered my more applicable services there, but he wasn’t interested. The enterprise folded a few years later (I don’t know for what reason).
Lots of encounters mirrored this experience. In particular, people wanted anything but what I offered, not recognizing its importance—part of why so many businesses do those things so poorly. Most people know the statistics—4 out of 5 small businesses fail—but all too often blame the economy, the business climate, taxes, energy costs and so forth (all admittedly factors) without considering the most obvious, consistent reason—people make poor decisions.
This was the problem with my own business model. I assumed people would want to maximize profit (while earning a living in a reasonably enjoyable and purposeful work environment). Larger businesses are forced to adhere to such economic models (or at least pay some reasonable amount of attention to them), but ego and personality plays a far larger role than economics addresses. Small businesses are more likely to do things just because they want to do them, whether an odd location, a hobby commercialized regardless of markets, or brief hours serving the owner instead of the customer.
Further, however nicely I explained it, however lightly I tread, however much I noted that even Michael Jordan has a coach, another set of eyes, the simple reality of consulting is this—some smart ass who just walked in is going to tell you how to run the business you’ve spent years building. Sure, you called the consultant, and because you can see you have problems you can’t solve alone, but still, mainly you just want to be right, and to make the best use of consulting services, you have to be wrong. Ticklish indeed. The extreme, though, was the Brooklyn Pickle.
This popular sandwich/soup shop, located in the next county, was a referral. As I usually did, I stopped by unannounced and anonymous before meeting the owner, bought a sandwich, sat down and just watched, making notes. Several points were obvious—customers waited in a long line before splitting to order from two sandwich lines, then served by a single person who both made the sandwich fresh and walked back to serve up soup. Chips and drink coolers lined the walls of the dining area—these could be moved along the line of waiting customers, or an employee could be taking orders and fetching them. Lunch crowds don’t like to wait, as they have little time, and this could increase sales too. More importantly, EVERY server along both serving lines had to wait to conclude each sale until a single manager could ring up the sale—a major bottleneck.
Many areas of the business were quite good—the product was both excellent and differentiated. Both sandwiches and soups were delicious, always fresh, and featured “country style” with large chunks of veggies instead of the finely processed offering elsewhere. Further, offices or other groups could order six foot long subs, featuring multiple types of meat, protected with long, colorful toothpicks for easy carving, and presented in a sturdy, well designed box—delivered, of course. Lots of good material here.
Best of all, the owner wanted help to address EXACTLY what my services primarily offered—he trained employees one way, but turned around and they disregarded their training, despite repeated redirection. A personnel culture issue. The owner was going on vacation for a few weeks, but we arranged a meeting for the day he returned.
On that day, I arrived early, met the managers (who were expecting me) and spent considerable time chatting with various employees as I wandered through the operation. When the owner arrived late in the morning, we introduced ourselves, exchanged brief small talk, and he offered, “We’re having a staff meeting in 15 minutes. Would you like to come?” Indeed I would! Perfect start. We gathered.
“Hi everybody!” he announced. “First, I want to thank you all. I had an absolutely delightful time in London and Paris. It’s been a lifelong dream of mine to go, and thanks to all of you, I was able to fulfill that dream!” Then on to business.
Yikes. Work hard, and one day this will all be mine. No wonder my notes were filled with accounts of seemingly hard working people who were very unhappy, including several who said, “I hope you can help us.” I didn’t feel any better about the situation when the owner welcomed me into his office, shut the door, and offered me a chair. “I just don’t get these people,” he started. “I do so much for them, and they just don’t appreciate it. Take today—I left a cake for them in the break room!” This was not going to be an easy job; the problem started at the top.
“Well, anyway…” he went on, describing in detail his problems, all of which revolved around uncooperative employees. He needed my help getting them to behave as trained. After all, he walked around, yelling at anyone not doing things exactly his way, but still they didn’t learn!
Then he leaned back, folded his arms, and proclaimed not unkindly if certainly firmly, “But before I can employ your services, I need to be convinced. How do I know you can help me? Why should I hire you?”
“Well, first, thank you for showing me your operation and giving me the opportunity to look around and talk to your staff.” He nodded in acknowledgement of the courtesy. “But Sir, frankly, I don’t think you should hire me. I don’t think I can help you. I’m very sorry.” One hard learned lesson I had forged from past experience is when not to waste time on a dead end.
He sat up straight, eyes sparkling. I had caught him completely off-guard. He was intrigued. We chatted at length, and now, largely out of curiosity I suspect, he offered me a several week deal. Greatly against my better judgment, and largely because I thought what a coup it would be to turn around such a difficult case, I accepted his proposition.
Thus started a few months of hell. He completely rejected my concerns about the logistics, arguing that “people expect to see me in the center of things at the cash register.” His employee problems stemmed from strict expectations, with no rewards for doing them, but scoldings for violating them, so people naturally just learned to avoid him, inventing and taking their own shortcuts, policy be damned. The epitome of this travesty was a long time employee he complained about the most—whose past long term job was at Disney. Now, few if any organizations train better than Disney. This was just the largest of the red flags.
I wrote a preliminary report, including that as things stood, I didn’t think the problem could be solved. Not only did it flow from the top, but also he had appointed one hard working but young and inexperienced kid as a manager. Not surprisingly, power went to the kid’s head, adding a fresh layer of hatred to an already bad situation. I added several recommendations and their rationales.
We met a few weeks later. “I went over your report,” he said. “Much of it was very hard to hear.” I nodded gently, knowing it had to have been. “I even went over it with a close business friend. He noted, ‘I can see where he’s coming from, but…’” and so forth, ultimately opting for the status quo. “So really, you’ve failed,” he proclaimed. No argument there. I suggested we settle up.
Instead, he asked me to do one more thing for him. Since I was clearly able to get people to open up and talk freely, and since he wanted to know what was really going on with his staff, he asked me to undertake a series of official interviews. I agreed, on the grounds that each interview would remain anonymous, and that I would summarize the findings as the group’s feelings. He agreed, and I proceeded.
In fact, I liked this arrangement. He was right—I WAS good at this sort of thing, and it could potentially help improve the labor climate. I enjoyed the interviews. Enter a new snag, however. The kid manager, perceiving me as a threat to his position (probably correctly), could never spare the two key employees (including the ex-Disney worker), the “ring leaders” of the opposition to management, so I never got to interview them. Finally, I gave up and completed the report without them. I sent it, along with my bill.
The owner responded with a few notes, emphasizing that since I hadn’t interviewed the key employees, the report held limited value. No kidding. But he also included a check, paying the account in full.
I decided there were more satisfying ways to earn a living.
Writer
So, knowing I was walking into an already overpopulated field, I became a consultant, differentiating my business by serving small businesses normally unable to afford consultants. My fees would be created by eliminating the inefficiencies attributable in part to labor relations and inadequate business plans, drawing on work from Drucker to Oncken along with my own practical experience.
To publicize my new endeavor, I offered to write a regular column for local newspaper’s business page, much to the delight of the editor, and then to readers. Business was good.
And not. I was perfectly happy to offer free initial visits and consultations (probably a must given my clientele anyway), considering it research as much as business opportunity, but many of these were completely outside of anything my services could address. My favorite is the auto parts store owner who decided to buy an abandoned warehouse and build a skating rink. Interesting idea, really—skating all through these rooms. He wanted me to consult about layout. I had no experience to offer him, and said so, but still took a look out of curiosity. He did volunteer that he was leaving management of the auto parts store to his daughter while he focused on his new venture. I offered my more applicable services there, but he wasn’t interested. The enterprise folded a few years later (I don’t know for what reason).
Lots of encounters mirrored this experience. In particular, people wanted anything but what I offered, not recognizing its importance—part of why so many businesses do those things so poorly. Most people know the statistics—4 out of 5 small businesses fail—but all too often blame the economy, the business climate, taxes, energy costs and so forth (all admittedly factors) without considering the most obvious, consistent reason—people make poor decisions.
This was the problem with my own business model. I assumed people would want to maximize profit (while earning a living in a reasonably enjoyable and purposeful work environment). Larger businesses are forced to adhere to such economic models (or at least pay some reasonable amount of attention to them), but ego and personality plays a far larger role than economics addresses. Small businesses are more likely to do things just because they want to do them, whether an odd location, a hobby commercialized regardless of markets, or brief hours serving the owner instead of the customer.
Further, however nicely I explained it, however lightly I tread, however much I noted that even Michael Jordan has a coach, another set of eyes, the simple reality of consulting is this—some smart ass who just walked in is going to tell you how to run the business you’ve spent years building. Sure, you called the consultant, and because you can see you have problems you can’t solve alone, but still, mainly you just want to be right, and to make the best use of consulting services, you have to be wrong. Ticklish indeed. The extreme, though, was the Brooklyn Pickle.
This popular sandwich/soup shop, located in the next county, was a referral. As I usually did, I stopped by unannounced and anonymous before meeting the owner, bought a sandwich, sat down and just watched, making notes. Several points were obvious—customers waited in a long line before splitting to order from two sandwich lines, then served by a single person who both made the sandwich fresh and walked back to serve up soup. Chips and drink coolers lined the walls of the dining area—these could be moved along the line of waiting customers, or an employee could be taking orders and fetching them. Lunch crowds don’t like to wait, as they have little time, and this could increase sales too. More importantly, EVERY server along both serving lines had to wait to conclude each sale until a single manager could ring up the sale—a major bottleneck.
Many areas of the business were quite good—the product was both excellent and differentiated. Both sandwiches and soups were delicious, always fresh, and featured “country style” with large chunks of veggies instead of the finely processed offering elsewhere. Further, offices or other groups could order six foot long subs, featuring multiple types of meat, protected with long, colorful toothpicks for easy carving, and presented in a sturdy, well designed box—delivered, of course. Lots of good material here.
Best of all, the owner wanted help to address EXACTLY what my services primarily offered—he trained employees one way, but turned around and they disregarded their training, despite repeated redirection. A personnel culture issue. The owner was going on vacation for a few weeks, but we arranged a meeting for the day he returned.
On that day, I arrived early, met the managers (who were expecting me) and spent considerable time chatting with various employees as I wandered through the operation. When the owner arrived late in the morning, we introduced ourselves, exchanged brief small talk, and he offered, “We’re having a staff meeting in 15 minutes. Would you like to come?” Indeed I would! Perfect start. We gathered.
“Hi everybody!” he announced. “First, I want to thank you all. I had an absolutely delightful time in London and Paris. It’s been a lifelong dream of mine to go, and thanks to all of you, I was able to fulfill that dream!” Then on to business.
Yikes. Work hard, and one day this will all be mine. No wonder my notes were filled with accounts of seemingly hard working people who were very unhappy, including several who said, “I hope you can help us.” I didn’t feel any better about the situation when the owner welcomed me into his office, shut the door, and offered me a chair. “I just don’t get these people,” he started. “I do so much for them, and they just don’t appreciate it. Take today—I left a cake for them in the break room!” This was not going to be an easy job; the problem started at the top.
“Well, anyway…” he went on, describing in detail his problems, all of which revolved around uncooperative employees. He needed my help getting them to behave as trained. After all, he walked around, yelling at anyone not doing things exactly his way, but still they didn’t learn!
Then he leaned back, folded his arms, and proclaimed not unkindly if certainly firmly, “But before I can employ your services, I need to be convinced. How do I know you can help me? Why should I hire you?”
“Well, first, thank you for showing me your operation and giving me the opportunity to look around and talk to your staff.” He nodded in acknowledgement of the courtesy. “But Sir, frankly, I don’t think you should hire me. I don’t think I can help you. I’m very sorry.” One hard learned lesson I had forged from past experience is when not to waste time on a dead end.
He sat up straight, eyes sparkling. I had caught him completely off-guard. He was intrigued. We chatted at length, and now, largely out of curiosity I suspect, he offered me a several week deal. Greatly against my better judgment, and largely because I thought what a coup it would be to turn around such a difficult case, I accepted his proposition.
Thus started a few months of hell. He completely rejected my concerns about the logistics, arguing that “people expect to see me in the center of things at the cash register.” His employee problems stemmed from strict expectations, with no rewards for doing them, but scoldings for violating them, so people naturally just learned to avoid him, inventing and taking their own shortcuts, policy be damned. The epitome of this travesty was a long time employee he complained about the most—whose past long term job was at Disney. Now, few if any organizations train better than Disney. This was just the largest of the red flags.
I wrote a preliminary report, including that as things stood, I didn’t think the problem could be solved. Not only did it flow from the top, but also he had appointed one hard working but young and inexperienced kid as a manager. Not surprisingly, power went to the kid’s head, adding a fresh layer of hatred to an already bad situation. I added several recommendations and their rationales.
We met a few weeks later. “I went over your report,” he said. “Much of it was very hard to hear.” I nodded gently, knowing it had to have been. “I even went over it with a close business friend. He noted, ‘I can see where he’s coming from, but…’” and so forth, ultimately opting for the status quo. “So really, you’ve failed,” he proclaimed. No argument there. I suggested we settle up.
Instead, he asked me to do one more thing for him. Since I was clearly able to get people to open up and talk freely, and since he wanted to know what was really going on with his staff, he asked me to undertake a series of official interviews. I agreed, on the grounds that each interview would remain anonymous, and that I would summarize the findings as the group’s feelings. He agreed, and I proceeded.
In fact, I liked this arrangement. He was right—I WAS good at this sort of thing, and it could potentially help improve the labor climate. I enjoyed the interviews. Enter a new snag, however. The kid manager, perceiving me as a threat to his position (probably correctly), could never spare the two key employees (including the ex-Disney worker), the “ring leaders” of the opposition to management, so I never got to interview them. Finally, I gave up and completed the report without them. I sent it, along with my bill.
The owner responded with a few notes, emphasizing that since I hadn’t interviewed the key employees, the report held limited value. No kidding. But he also included a check, paying the account in full.
I decided there were more satisfying ways to earn a living.
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