I had my sixteenth birthday in March, 1973.  In many ways it was a difficult time for America.  The United States was embroiled in a war in Southeast Asia.  On the economic front, inflation was spiraling out of control.  But, like many other 16-year olds of the day, I was fairly oblivious to the reality of the world around me.  I was focused on one thing—getting my driver’s license and the independence it afforded. 

Seven short months later the world looked very different to me.   

On October 17, 1973, the Organization of Petroleum Exporting Countries (OPEC), in retaliation for America’s support of Israel, overnight—literally—increased the price of a barrel of crude oil by 70% for America and our Western European allies.  The price for a barrel of crude jumped from $3.00 to $5.11.  By January, 1974, the price of oil had risen to $11.65 a barrel. 

This period, commonly referred to as the Arab Oil Embargo, necessitated drastic changes.  Gas rationing, the rapid deployment of the Alaskan Pipeline (in an effort to lessen our dependence on foreign oil) long lines at service stations and gas prices at the pump that jumped from 30 cents a gallon (no, you twenty- and thirty-somethings, that is not a typo), to $1.20 a gallon during the midst of the crisis. 

The embargo was eventually lifted in March, 1974.  But, our innocence was lost.  A warning shot had been fired over our bow.  At the time, we were not in a position to control our own destiny as it related to our energy needs.  Sadly to say, we still aren’t. 

Now, fast forward 34 years to 2008. 

Three months ago I celebrated my 51st birthday.  Our country is again at war.  It’s not inflation we are experiencing at this time, the economists say it is the “R” word instead—recession.  And as I write this, the price of a barrel of crude oil is $136.36.  Not very many months ago, paying a $1.50 for a gallon of gas seemed like a pretty good deal.  The price of gas this morning here in Princeton, Kentucky, is $3.98 for a gallon of unleaded, with even higher prices being reported in other parts of the United States.  And guess what?  I’m worried about my independence again. 

What’s keeping me awake at nights recently are the effects of all these fuel issues on the airline industry.  Like many business professionals—like many of you—my livelihood is largely dependent on my being able to get from one city to the next in a timely, cost effective manner.  In a global society, the need for efficient transportation (and communication) is paramount. 

So I find myself trusting the leaders of the besieged airline industry to make good decisions during a time of great uncertainty—a skill that must be learned and practiced by all leaders regardless of our industry.  Is it happening?  Will it happen?  Let’s hear what an expert has to say.

Howard Putnam, author of The Winds of Turbulence, a book focused on leadership and ethics, is the former CEO of both Southwest Airlines and Braniff International, as well as United Airlines’ former Group Vice President for Marketing.  Howard knows the airline industry.  It has been his life for the past fifty years.  I spoke with Howard recently about the challenges currently facing the airline industry. 

In the course of our conversation Howard stressed to me that he possesses no inside information from Southwest or any other airline.  He owns no airline stocks.  He just shared his thoughts and observations based on his personal industry experience and on what he reads and researches.  Here are a few of Howard’s opinions that I found most interesting.

Howard Putnam on current airline bureaucracy:

The “legacy carriers” (i.e., United Airlines, American Airlines, Delta Airlines, etc.) have bureaucracies that far exceed their realistic market size.  They need to downsize now in the “executive offices,” not where the customers are on the front line. 

Unfortunately, I predict the major airlines will do too little, too late.  They will make some small people cuts, but allow functions to remain.  We learned taking Braniff International through Chapter 11 in the 1980’s that you downsize big time now, not later.  You take out complete layers of management, including Vice President’s and staff.  You eliminate functions. You don’t skinny them down.  Eliminate functions.  You will find out quickly if you needed them or not.

Howard Putnam on new pricing strategies recently introduced by several airlines:

This is crazy pricing—without the customer in mind—charging for baggage, golf clubs, etc. I have done several media interviews recently and have focused on the following key points:

* Don’t nickel and dime your customers with $15 a bag charges.  The check-in lines will be longer at the ticket counter.  More passengers will try to carry luggage on. Security lines will be longer and slower.  And there is not enough room in the overhead storage on the planes, so now the bags will need to be checked on the jetway.  Will the airlines try to charge for that, too?

* The “legacy airlines” are not a sustainable model with their current airplane fleets, hubs, management bureaucracies and fuel at more than $130 a barrel for crude.  The only long term survivor under these conditions is Southwest, and hopefully JetBlue, Air Tran and other lower cost carriers, as well. 

(Putnam contends Southwest is at a major advantage compared to the legacy carriers due in large part to current “hedged” fuel costs.) 

The legacy carriers have about 30% of their fuel hedged for 2008 but at prices in the $85 to $100 a barrel range. By contrast, Southwest has their crude oil hedged at $51 a barrel for 70% of their needs in 2008 and from what I read, close to that again in 2009.  That’s a big cost difference.  According to the Wall Street Journal on May 28, 2008, Southwest already has 15% of their fuel hedged in 2012 at about $63 a barrel and they locked that price in a year ago.  Southwest’s current portfolio of fuel hedges is $2.8 billion.  That’s simply amazing. Gary Kelly, Southwest’s CEO, started this program several years ago when he was CFO.  (Former Southwest Chairman) Herb Kelleher said recently the fuel hedges have saved Southwest $2 billion in four years.  

Howard Putnam on what should be done right away:

If I were a CEO of a legacy airline, I would plan for $200 a barrel crude oil right now. Go for the worst case and resize today.  Don’t make these irritating little price increases. Figure out what it really takes to be profitable. Then do it, one time. If it means raising the fares by $150- $200 roundtrip, do it one time. Airlines have to be profitable to survive and to pay their landing fees, rental fees, etc.    Give the business traveler and the pleasure traveler a choice—do I fly or not fly?   Put some food back in coach.  Treat us like customers again.  Give the employees something to hope for and be positive about. Customer service starts with the Board and CEO.  Don’t blame the front line employees.
 
The legacy airlines need to put airplanes on the ground now, maybe up to 25% of their fleet.  If you have marginal cities, don’t cut a flight here and there, and still have the overhead at the city.  Terminate the service.  American Airlines has a specific problem with 300 MD-80’s in their fleet, all of which are inefficient fuel guzzlers.  To avoid bankruptcy in the next 2 years, they have some big decisions to make.  I don’t think their announcement of a 12% cut in schedules this fall is close to being enough.  Mr. Arpey and his team have been honorable in trying to avoid Chapter 11 for several years.  I commend them.  It is an uphill battle for them.

Howard Putnam on what the future holds:

Who, in their right mind, would invest in the airline industry in the United States today?  The only groups I can think of are successful and profitable international carriers like British Airways or Lufthansa who already owns 19% of JetBlue.  I think the investment rules will change and in 3 to 4 years it’s possible that there will be very few U.S. airlines, other than Southwest, that have majority U.S. ownership.  The weak dollar is working to their advantage abroad.  With the stock market where it is on airline stocks, a legacy airline could be bought for under $2 billion.  That is petty cash to some of the international carriers who have hoards of cash, and with making such a purchase would acquire a North American network.
 
Concluding Thoughts

Let’s face it.  Howard Putnam’s thoughts and observations are sobering.  He says some things that are difficult and unpleasant to hear.  Is he right or wrong?  Nobody know for sure—not even Howard.  But the important thing to note is that Howard’s thoughts and observations are the rational, proactive musings of a proven leader.  And we, as leaders, can all learn from such examples.

I will take the liberty to summarize some of the overarching themes that Howard addressed.  Consider these:

1. In critical periods, leaders are called to action and they must act decisively.To do less sends an uncertain message to employees, customers and stakeholders alike.  Remember, bad news does not get better with time.

2.  The best leaders plan for the worst case scenarios.  The worst leaders hope and pray for the best case scenarios.  If the worst happens, the best leaders are ready.  If the best happens, they’re best leaders are still ready—and they celebrate.  Conversely, if the best happens, the worst leaders also celebrate.  But if the worst happens, the worst leaders stand unprepared and watch helplessly as the situation continues to deteriorate around them.  How sad.

3. Leaders must constantly be looking forward—into the future—to determine what they can do to make their business stronger, or at least more insulated from the ravages of fickle circumstances.

4. Long term profitability and viability is never earned by balancing the failures of management on the shoulders of customers and front line employees.

5. Even in the worst of times, opportunities still exist for those who are well-prepared, well-positioned and willing to act.

Unfortunately, to a large degree American business i.e., automobile manufacturers and alternative energy manufacturers especially, along with the American government i.e., Congress and various national agencies turned a blind eye and a deaf ear to the lessons of 1973-74.  Now, 35 years later, we find ourselves under the gun once again.  However, this time it looks as if the end to these troubles won’t come very quickly. 

What can you learn from the past that will better prepare you for the future?  More importantly, what will you do to insure that the mistakes of the past won’t be revisited on the heads of the next generation of employees, customers and stakeholders?  The responsibility falls to each of us as leaders. 

Otherwise, it will be déjà vu all over again.

P.S. Difficult times like those the airline industry is currently facing often cause leaders to lose their cool. That can be a costly course of action. To learn why losing your temper can be so  costly, watch my YouTube video, “Losing Your Temper is Costly for Leaders.” Feel free to post your comments.

http://youtube.com/watch?v=Z-WaY9-aB6M

During our conversations, I learned that Scott is currently researching and writing a book on the topic of confidence and the role confidence plays in our life and work. I learned that as part of the book’s research, Scott is interviewing a variety of individuals around the country to get their unique perspective on the subject. I was flattered to be asked to be one of those interview subjects. The following are excerpts from some of the confidence related areas we discussed.

Scott Mastley:  How does a person’s confidence level affect the way you think of him/her?

Phillip Van Hooser:  Most of us don’t have the time or inclination to follow people around just to learn more about the kind of person they are.  Be it good or bad, we accept the people we meet based on what they tell us about themselves—intentionally or unintentionally.  And most of what people tell us about themselves comes by way of the words they speak, the actions they take and the behaviors they embrace. Personally, I find myself being drawn to people who speak confidently, act confidently and behave confidently.  Honestly, they are more interesting to me than those who apparently lack the quality of self confidence.  I think they are more interesting to me because I feel as if I can learn something from them. 

SM:  What have been the biggest confidence builders in your life?

PVH:  I have been very fortunate to be surrounded by some wonderful encouragers during various formative periods in my life.  My mother was an encourager to me in the early stages of my life.  I never remember her being a “naysayer.”  She continuously encouraged me to not be afraid to try something out of the ordinary if that’s where my passion led me.  At other stages in life I have been encouraged by teachers, coaches, bosses, clients and certainly my wife.  With that said, I still believe the only way to truly build personal confidence is by living, breathing and experiencing success.  Trial and error won’t do it.  Practice won’t do it.  Even encouragement alone won’t do it.  However, let someone get a taste of success in any field and involving almost any endeavor and you will start to see their confidence grow.  String enough successes together over a period of time and I believe you have the makings for living a confidence rich life.

SM:  What has confidence enabled you to do?

PVH:  Confidence has served as a key catalyst for many important undertakings in my life.  For example, as a result of confidence, I have picked up and moved to new locations around the country on several occasions with absolute confidence I could excel personally and professionally in that new locale.  Confidence enabled me to ask my wife to marry me.  Believe me, my looks, pedigree or bank account didn’t win her over.  But she has admitted that my confidence gave her confidence that we could make a life together.  I have started a business, written and published three books, taken on key leadership positions, along with countless other activities with nothing more than confidence and the willingness to work hard to fuel me until success was realized.  For most of my life, my confidence level has been my secret weapon in attacking life and its challenges.

SM:  What’s the danger of being overconfident?  Has it ever happened to you?

PVH:  Overconfidence can lead first to cockiness and eventually to arrogance.  And as much as I wish I could answer differently, both have happened to me in my life.  If you are not mature enough to handle the successes that come your way, it’s easy to be tempted into believing that you are a whole lot smarter, more talented and more special than you actually are.  At times like those, you begin to believe that the world owes you something and you start expecting some sort of special treatment.  Those are terrible habits to develop.  However, I think the worst part of overconfidence is not recognizing that our overconfidence drives people away from us, causing personal and/or professional separation.  As leaders, we get things done through other people with positive influence and impact.  If we are driving people away, our opportunities to lead effectively are leaving with them. If there was one silver lining to my cloud of overconfidence, it is that it happened very early in my career.  I took my lumps, learned from them and changed my behavior accordingly.  Now I encourage others not to make the same mistakes I did.

SM:  If you were teaching people how to gain more self confidence, what would you tell them?

PVH:  To develop self confidence I would suggest a simple but effective exercise. Sit down with pen and paper and think about all the successes you have experienced in life, and I do literally mean ALL of them, or at least all you can remember. Start as a child and list your successes.  None is too large or too small.  Then keep going right into your high school and college years.  Keep doing it as you think about your life as a spouse, parent, employee and so on right up to whatever life stage you find yourself in right now.  If you have been diligent with the exercise, you will have dozens of successes listed on the paper and your confidence
will probably already be growing.  The second step in the process is to find the commonalities in those successes.  Find the things for which you still have a unique aptitude, an insatiable appetite, an unquenched passion, a never ending desire.  I think you will find those things still exist, though they may be temporarily hidden from sight.  Expose them and I think you will find that the confidence will return.
 

Concluding Thoughts

For practicing and aspiring leaders alike, confidence is critical.  Why would someone choose to follow you if they did not sense you possess the confidence to lead them where they need to go?  I suggest you do a personal confidence check for yourself.  If you think you need a little help, contact me (phil@vanhooser.com).  I am currently doing leadership coaching (by telephone) with executive leaders. With a couple slots open, I would enjoy helping you build the confidence that will lead to your on-going success.

For those of you who, let’s just say are a bit uninformed, the term “March Madness” has come to refer to the annual spectacle that is the NCAA College Basketball Tournament. The top 65 Division I college basketball teams in America have been competing over the past three weekends to earn a cherished spot in the “Final Four.”   

Well, the Final Four is now set.  The University of Kansas, UCLA, Memphis and North Carolina will square off this coming weekend in San Antonio.  By this time next week, the 2008 NCAA College Basketball Champion will have been crowned.  

But my interest in this year’s March Madness was considerably more personal.  I knew one of the young men who was participating.  And my guess is that a number of you now know him, too, at least you know of his recent accomplishment. 

I first introduced my Transformational Tips readers to this exceptional young man in an article I wrote entitled, The Value of Practice, in December, 2004.  I have taken the liberty of reprinting the article below for those who missed it the first time.  I strongly suggest you take a couple of minutes to read this article in order to fully appreciate the addendum that follows it.  Read on.

The Value of Practice

I opened the envelope and found a note from my mother saying that she knew the accompanying article from my hometown paper would be of interest to me.  The headline read:  Local Youth Wins Elk’s National Hoop Shoot Free Throw Competition.

The article detailed how 9-year old Ty Rogers, sponsored by the Princeton, Kentucky Elk’s Club, had won the 1995 national basketball free throw shooting competition.  Young Ty had prevailed against all competitors at the local, district, state and regional levels.  By the time he arrived in Indianapolis, Indiana for the national finals, he had already bested the efforts of more than 2.4 million competitors from around the United States. 

For basketball-crazed western Kentuckians, Ty’s accomplishment was the Bluegrass equivalent of the golden child discovering the Holy Grail.  For me, it was even more exciting, more personal.  You see, Ty’s father, Jeff, and I had been friends for more than 20 years, and somehow I had missed all this!  I immediately picked up the phone.

Jeff’s excitement was contagious as he recounted the entire experience.  The championship round of the free throw contest pitted Ty against a worthy competitor from Nebraska.  Each boy was required to shoot 25 free throws.  Fifty free throws later, both were still perfect. 

A tiebreaker required each child to shoot 5 additional free throws until a champion was determined.  After the first tiebreaker, Ty was the winner having hit a perfect 30 of 30 free throws to his challengers 29 of 30.

I was taken by the magnitude of the accomplishment.  Yet, I hadn’t considered carefully enough the sacrifice behind the success.  Innocently, but foolishly, I asked, “Jeff, that’s phenomenal.  How did he do it?”

“Well, Phil, he practiced, a lot,” he stated matter-of-factly.  “Phil, I never forced him to practice.  But once he decided he wanted to be the best, Ty voluntarily shot at least 250 free throws every night for over six months.  The best I can figure, he shot more than fifty thousand practice free throws.  By the time the actual competition arrived he was ready.”

As leaders, what lessons can we learn from a 9-year old’s basketball accomplishments? How can we ensure success when called to the line?

First, decide what is really important before sacrificing considerable time and effort in the pursuit of that thing.  Continual practice will be taxing, and often lonely.  Know for sure that the outcome you are practicing for is worth the effort.

Second, practice does not always make perfect, but it always better prepares us.  Though Ty was perfect in Indianapolis, he was destined to miss in the future.  However, practice ensured that he would never have to worry about his preparation or overall ability.

Third, and possibly best of all, the goal you are practicing for often pales in comparison to other accomplishments that follow.

Nine-year old Ty Rogers didn’t quit playing basketball after his 1995 free throw contest victory.  On the contrary, his early success seemed to fuel the numerous successes that would follow, both on and off the court. 

Off the court, Ty graduated from tiny Lyon County High School, Eddyville, Kentucky, in the spring of 2004 with a perfect 4.0 grade point average. 

On the court, he finished his high school basketball career as a 1st team Kentucky All-Stater; 2nd in voting as 2004 Kentucky’s “Mr. Basketball;” the 7th leading career scorer in Kentucky high school basketball history (3,300 points) and finally, Kentucky’s all time 3-point leader, the 1st player in Kentucky high school history to make more than 400 3-point baskets (407).

But Ty’s far from being finished.  Ty’s basketball accomplishments have earned him a full scholarship ($40,000+ value) to Western Kentucky University to play for the Hilltoppers.  Last Saturday night, in only his fifth collegiate game, Ty came off the bench to score 17 points in a victory against Murray State University (my alma mater).  He finished 5 for 6 from beyond the 3-point arch for a total of 15 points.  And guess what? He was 2 for 2 from the free throw line, back where it all started for him almost 10 years ago.

What do you need to be practicing for?  So get started.

March Magic

Remember now, the article above was published in December, 2004, during Ty’s freshman year at Western Kentucky University.  More than three years have since passed. On Friday, March 21st, 2008, the Western Kentucky University Hilltoppers, unranked nationally, along with senior, Ty Rogers, had earned their first trip to the NCAA tournament since 1995.  Their opponent?  The Drake Bulldogs, ranked # 14 in the national polls.

The game was all any true basketball fan could ask for.  The underdog Hilltoppers, exceeding all expectations, raced out to a 16-point lead.  But with eight minutes to go in the second half, the bigger, stronger Drake team fought back to tie the game and send it into overtime.  During the 5-minute overtime period, Drake’s momentum continued, allowing the Bulldogs to build a 4-point lead with 1:09 left to play.  But, the Hilltoppers were not finished yet.  During the next minute, WKU fought their way back to within one point and had possession of the basketball under their opponents basket.  With 5.7 seconds remaining in the game, WKU took a timeout to set a play that would either end their season or propel them into the next round of the tournament.   

I was standing in my kitchen listening to the action on the radio.  I would later learn that during the timeout, Hilltopper Coach Darrin Horn, set a play in which Ty Rogers was instructed to inbound the ball to the game’s leading scorer, with 33 points, Tyrone Brazelton.  The coach wanted Brazelton to take the ball the length of the court in hopes of getting one last shot off before time expired.  I would also later learn that Ty Rogers had another plan in mind.  As the team broke the huddle, Ty Rogers went to his teammate, Brazelton and simply said, “Don’t be afraid to kick it out to me.”

The rest, as they say, is history.  Rogers inbounded the ball to Brazelton who raced up the floor.  But as the defenders converged on Brazelton, he must have remembered Rogers’ words, because he looked to his right and there was Rogers, set and waiting for the biggest shot of his life.  Brazelton made a perfect pass.  Rogers caught the ball and immediately launched a 26-foot jumper with less than a second remaining.  The shot was perfect. 

Final score, Western Kentucky 101, Drake 99.

It has now been 11 days since the shot I just described was made.  Western Kentucky went on to defeat San Diego State in the next round of the tournament before falling to UCLA in the Sweet Sixteen.  But the memory of that shot lives on in the minds of the thousands of those that saw it first hand and the millions of the rest of us who have watched it again and again on ESPN, highlight reels and the internet.  Why? As sports analysts have concluded, Ty’s shot was one of the “game changing performances” of the tournament.  If you have not yet seen it, I suggest you pause right now and go to http://www.ncaasports.com/basketball/mens/pontiac/index?cmp=NCAA08_Vanity_to_CBS. While you are there you can cast your vote for it (if you choose—I already have) as the play of the tournament and for a chance to win a $100,000 scholarship. 

What Does It All Mean?

If you have read this far, you may be thinking, “Okay, Phil, I admit this is an interesting, ‘feel good’ story.  And I understand why you are so personally engaged in a story about your friend’s son.  But what does it really have to do with leadership?  More specifically, what does it have to do with me?”

Those are fair questions.  Regarding what this story has to do with leadership, frankly, I think a lot.  By all accounts, from his coach to his teammates, Ty Rogers is acknowledged as an unquestioned leader both on and off the court.  (For more specific information I suggest you Google “Ty Rogers” and read some of the dozens of articles that will appear.) As I mentioned earlier, commentators have chosen Ty’s performance as one of the best eight “game changing performances” of the tournament.

But, regarding the question of what it has to do with each of us as leaders wishing to enhance our leadership abilities, I would call your attention once again to the article I wrote back in 2004.  As a reminder, the three primary points I made at the end of that article were these:

1. We must first decide what is really important to us before sacrificing considerable time and effort in the pursuit of that thing.  Continual practicing will be taxing, and often lonely.  Know for sure that the outcome you are practicing for is worth the effort.

2. Realize that practice does not always make perfect, but it always better prepares us. 

3. Finally, the goal you are practicing for now often pales in comparison to the opportunities and potential accomplishments that follow.

Some people will foolishly contend that all Ty did was hit “a lucky shot.”  Nothing could be further from the truth.  The reality is that Ty has been preparing himself for that shot his entire life.  While no one was watching (or cheering) he worked.  Then when the opportunity presented itself, he let those around him know that he would not shrink from the challenge—in fact, he wanted the responsibility squarely on his shoulders.  Finally, when he got the chance to perform in the midst of a crucial situation, literally millions of people around the world watched and cheered.

So, I ask once again, what do you need to be practicing for?  More importantly, will the value of your practice shine through when the time comes for the responsibility to rest squarely on your shoulders?

One of Charlie’s most memorable admonitions to his audiences is this: “You are the same today that you will be five years from now except for two things—the people you meet and the books you read.”  Think about that statement.  I have.  Now, think about it some more.  The people we meet and the books we read.  I think Charlie’s on to something.  The quality of the people we encounter, hang with, learn from—they all have an impact on the quality of our lives, either for good or bad. We know that to be true.  Isn’t that why we remind our kids and grandkids to pick their friends wisely?  Maybe in some future issue of Transformational Tips we will explore the whole concept of the impact of “the people we meet.”  But for this issue I want to focus on “the books we read.” 

Are you like so many people I encounter who say they love to read, but simply can’t seem to find the time?  (Surprisingly, these same people can find the time to play on the computer, watch television, sleep and loaf—but not read.)  Okay, I’m sorry, I don’t mean to sound preachy.  But, if Charlie Jones is right, the books we read play a key role in our future personal and professional development. 

So, what kind of books have you read lately?  Are they books that inspire creative imagination, deeper thinking and purposeful action?  Are they books that challenge your understanding of who you are, what you’re doing and where you’re going?  If not, for heavens sake, why not?  It’s time to dig deeper. 

May I suggest a few books that I have found valuable lately that can be helpful to you as you continue your leadership and service professionalism journey?

Crucial Conversations: Tools for Talking When The Stakes Are High
By Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzer, McGraw Hill (2002)

If effective communication is important to you, then this book can benefit you. The book begins by defining a “crucial conversation” this way: “A discussion between two or more people where (1) stakes are high, (2) opinions vary, and (3) emotions run strong.”  This definition captures the essence of a half dozen or more conversations I have every day.  See, I told you this book can benefit you…and me…and all of us.   

Consider the author’s “audacious claim.”  The authors suggest that if we are capable of mastering our crucial conversations that good things are bound to be the result.  In fact, they suggest specifically that with the skills learned to master crucial conversations you will be able to “kick-start your career, strengthen your relationships, and improve your health.”  I believe that if reading a book can help those things happen, that’s a book worthy of being read.  And believe me, Crucial Conversations is just such a book.  

Good To Great: Why Some Companies Make the Leap…and Others Don’t
By Jim Collins, Harper Collins Publishing (2001)

I am going to be terribly disappointed if even one of my Transformational Tips readers has not at least heard of this book.  Over the past few years, it has taken the business world by storm. But, I must ask an important question: Have you read it?  You have?  Great!  Have you read it with your team?

I must admit that I read Good to Great about three years ago and I found it to be an interesting and worthwhile read.  However, it wasn’t until recently that I began to fully appreciate the value and scope of the book.

I serve as a member of the Board of Directors for a community bank in western Kentucky. Recently, our entire Board, along with the bank’s senior management team, began a focused study of the book and the concepts it espouses.  Chapter by chapter we read and discussed the book. Fascinating! Throughout the discussions, I found myself wondering again and again, how is it that I can read one paragraph and my counterpart can read the same paragraph and yet we end up interpreting the meaning of that paragraph totally differently? 

This is a book that will truly make you think about your business in a different light.  Are you satisfied with just being “good” or do you have that deep down, driving desire to be “great?” If you are one of the few who truly wishes to be great, you will find the “hedgehog concept,” the need to “confront the brutal facts,” the “first who…then what,” discussions to be right up your  alley.

The Celebrity Experience: Insider Secrets To Delivering Red Carpet Customer Service
By Donna Cutting, Wiley & Sons (2008)

You may not have heard about this book yet, but you need to know about it.  In the spirit of full disclosure, the book’s author is a speaker friend of mine.  That said, Donna has written a book worthy of careful consideration. 

Imagine a world where every customer receives nothing but red-carpet service. A fantasy? A pipe dream? Not anymore. In Cutting’s wonderful new book, we learn how easy - and profitable - it is to create the celebrity experience for our customers. The Celebrity Experience is a worthwhile read that challenges assumptions, provides techniques, and inspires action.  If you and your business are measured by the service you offer (and who of us isn’t?), then this may be one of the most beneficial books you will read all year.

Conclusion

So, the assumption is that if Charlie “Tremendous” Jones is right—that we are the same today that we will be in the future except for the people we meet and the books we read—then it is within the individual power of each of us to create a brighter future for ourselves.  How?  By choosing wisely who we interact with and what we feed into our minds and spirits. 

Personally, I think Charlie is on to something.  And I would like to write more about what I think. But, for now, there are people to meet and books to be read.  I need to get started.  Don’t you?

But for too many others, a new thing, any new thing, can bring with it fear and consternation.  “Why can’t things stay as they are?” such folks wonder. “Why do I have to change all the time?”  Instead of excitement at the prospect of new opportunities, these people are filled with dread.  Instead of having an open mind regarding what the future might hold, they attempt to hold tightly to what they already know, without any consideration as to what the future might provide.

It was the very early 80s and I was a very young Personnel Supervisor in a large manufacturing company.  One day my boss summoned me into his office and gave me what proved to be one of the most difficult tasks I have ever undertaken. “Phil, what do you know about these new personal computers that we are reading so much about?” Jerry asked.

(Remember, it was the early 1980s.  Steve Jobs was just beginning play with his Apple and Bill Gates, an unknown, was still trying to find what he wanted to do with his life.”)

“Not much really,” I admitted. 

“Well, Phil, I’m convinced they are going to be thing of the future.  The more I read and the more I experiment with them, the more business applications I see for them.  The possibilities are exciting.  For your information, we have made a business decision to purchase a personal computer with a word processing package for each our administrative staff members.”

“Okay,” I said obediently, still not understanding the full magnitude of this decision, nor the role I was about to play in making it all happen.

Jerry continued, “And Phil, I have decided that you need to be the one that brings this project to fruition.  I want you to get all the secretaries together and let them know what the plans are.  Then when the computers arrive, I want you organize training sessions for all the administrative staff so they can learn the operations together and you can learn right along with them.  The sooner we transition from the typewriters we are now using to the PCs, the better.  Any questions?”

I was beginning to catch on.  I was beginning to realize that this was sure to be big deal.  But in my wildest imagination I could not have conceived the reception this decision would receive. 

A few days later I convened a joint meeting with all the ladies who shared secretarial duties throughout the various departments within the plant.  There were about a dozen or so in total.  As they filed into the meeting room, they did so in a very reserved manner.  They took their seats and sat in stone cold silence.  Every eye was on me as I stepped to the front of the group, my youth, inexperience and uncertainty on display for all to see.

“Ladies, this is an exciting time in business and in the world of technology,” I began with as much enthusiasm as I could muster.  The ladies continued to stare (or glare, depending on your perspective) straight ahead.  I stammered on unconvincingly. 

“Many of you may be familiar with these new personal computers that are all the rage in businesses right now.”  If any were familiar, they gave no indication of such.  I plowed ahead. 

“Well, you will be happy to know that our company has decided to take the lead in our industry and that shortly we will be investing in a personal computer for each of you.  It is our intention to be on the cutting edge in embracing these types of technological advancements as we continuously work to maximize our productivity and profitability.” 

My former Murray State University data processing teacher would undoubtedly have been proud of me.  Chances are I would have earned an “A” from him that day for my presentation.  However, my data processing teacher was no where to be found.  Instead I was looking at a dozen women that I felt certain would not be nearly as generous in their evaluation of my message.  The more I talked the more noticeably restless the group became.   

“Yes, very soon we will be replacing the old IBM Selectric typewriters you’ve been using for so long with your own brand new personal computers.”  words were barely out of my mouth when the room exploded in response.  Where mere minutes before, no one seemed willing to speak, suddenly, everyone had something to say and they all seemed bent on saying it as the same time and as loudly as was humanly possible.  My audience that day went from quiet, to restless, to surly in world record time. 

I was stunned.  I was shell-shocked.  I stood frozen with the fear that accompanies the realization that I had no fall-back plan.  However, their message that day was unmistakable. They had no intentions of surrendering their IBM Selectrics typewriters.

Author’s Note:  I realize that right about now a whole group of my readers, those “30-somethings” and younger—are feeling terribly confused.  Some of you must be wondering “What is an IBM Selectric typewriter anyway and why is Van Hooser making such a big fuss over it?”  Trust me on this one. Go find one of those dinosaurs you work with—the ancient ones in their mid to late 40’s or older.  The chances are very good that if they have worked in any business environment for the past 20 or more years, they harbor fond remembrances of the product in question and in turn, will be able educate you and answer your questions on this subject better than I.

Who could blame these ladies?  The IBM Selectric typewriter was a GREAT product.  With its backspace feature and erasable correction tape built in, not to mention the two or three nifty balls allowing for easy transition from one type font to another that could be changed out in less than a minute or two.  Heck, let’s face it, even I could make a letter or document look good if I was using that product. 

But, time and progress marches on and waits for no one.  The time had come to move from good to better.  Unfortunately, these ladies were far from convinced.  And the most vocal dissenter of all was their informal leader, “Alma!” 

Alma was the most senior member of the group.  She was highly skilled, well respected and more than willing to speak her mind.  And we all soon learned that in her mind this was not a good idea.  The rest of the group agreed emphatically with their leader.  Let’s just say that the meeting ended on a less than positive note.

A few minutes later I limped back into my boss’s office, with my tail tucked securely between my legs.  My ego bruised by the experience.  I was able to mumble one of the greatest understatements of my career, “Jerry, they don’t want new computers.  They want to keep what they’ve got.”  I was hopeful that Jerry would take the hint and simply reconsider.  Jerry was not of the same mind.

“Phil, the decision has been made.  And I have given you the responsibility to see to it that it happens.”

“Yeah, but, Jerry, they aren’t willing to listen to me.  They are all listening to Alma,” I protested.

“Then it’s Alma you better be convincing.  I suggest you have a one-on-one conversation with Alma to explain the need for this decision.  If you win Alma over, the others will follow.” 

I hated it when Jerry made sense.  I hated even more the thought of facing Alma, alone.

“Alma, I’m sorry you feel the way you do about this decision,” I began.

“Don’t feel sorry,” Alma replied curtly.  “It is what it is and I have no intention of changing my mind.  And you are certainly not going to change my mind.”

“Well, Alma, I must tell you that the decision has already been made. Management sees this as a strategic decision that is best for the future of the organization.  The PCs have been ordered.”

I had always had a good relationship with Alma, but now I was seeing a side of her that had previously remained hidden.

“Phil, I will not be forced to use a personal computer,” she stated flatly. “And if you try to force me, I will simply quit.  And I feel certain that if I quit in protest, others will follow my lead.”

I was stunned.   “Alma, I hope you’re not serious.  This little change is not worth forfeiting a career over, is it?” 

Apparently, she was serious and it was worth the forfeit, because in the days that followed, as preparations moved forward to install the new PCs, Alma gave her notice and moved on.  But, she was the only one.  For whatever reason, the other secretaries stayed on, though I must admit the air was thick with tension for several days.

Finally, the day arrived for the secretaries to receive their initial training on these new PCs and the word processing packages.  And almost immediately something amazing happened.  Literally, within fifteen minutes of the beginning of the group instruction, I overheard one of the participants, previously a very vocal dissenter; say to a colleague, “Gosh, this is a lot easier than what I thought it would be.  Look, at all the word processor can do that we could never do on our typewriters.”

There is it was.  The transition from good to better had begun.  And it only took fifteen minutes.  Yet, the concern and the pushback had lasted weeks leading up to this point.  There had been harsh words, hurt feelings and even one casualty, Alma, in the war of change and progress.

The experience just shared happened many years ago.  Yet, I have thought of it dozens of times over the years when I have watched individuals, smart, dedicated, hard-working individuals, aggressively resist change for no other reason that it was uncomfortable and the future uncertain.  But that’s the way the future is, mysterious, undefined, ready to be shaped and used at our discretion, for good or bad, but all based on our attitudes.

In the new year ahead, I encourage you as leaders, to carefully check your attitude toward the new and different opportunities and changes you are certain to encounter.  People are counting on you.  People will follow you.  Be ready to be a positive leader, not an “Alma.”

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