Mary Schmidt Marketing Troubleshooter

We consultants, of all types, can talk for days (and charge you a lot for it) about strategic planning, branding, target marketing, effective financial management, quality processes, etc. But, what it all really comes down to is people. As I’ve soapboxed before, if the people don’t like it - aren’t happy - aren’t passionate, you might as well turn out the lights and go home. And, the people who should be happy first are your employees. They must feel respected and supported, as well as trusted to do what’s right for those other people, your customers.

When I “managed people” (I always hated that term) I had to resist trying to do it all myself, because, of course, I could do it better than anyone! I had to learn to pry my fingers off projects, delegate and let ‘em roll, with me only coming in to help when requested (including air cover when needed with the CEO and CFO). After all, why were we paying these people if they didn’t know what they were doing? For typing up my brilliant thoughts? Being a strong “D” (Dominator) Field Marshal personality, I also had (have) to resist doing what I call “drive-by management” which looks something like this:

1. Drive-by Decisions. You’ve not participated in any of the planning meetings; you didn’t read any of the background; and you’ve never talked to the customer(s). Then, you speed through and issue an instant decision/edict. There is, of course, a time and place for making a quick decision, but let’s not confuse “the buck stops here” leadership with “I’m the decider” petulance.

2. Drive-by Detail Management. The time for questions about details is when your people are first planning and in draft reviews - not after the product is built, the plan completed or the customer event announced. Dropping in on a final “last steps” meeting and obsessing about details is rather like asking an architect to go back to the blueprint and make changes - after 90% of the interior finish work is done and the landscaping is in progress.

3. Drive-by Negotiations. Rather with a “strategic partner,” a vendor, or a customer - you should never break the negotiation chain. If your designated SPOC (Single Point of Contact) negotiator says “no” and then you answer a call out of the blue and say “yes” - you may well have just tanked not only that deal, but your company (particularly if you’re in start-up mode.)

Now, you can get away with dissing contractors to a point, but they are still people. They can quit in the middle of a project; they may refuse to work with you again, when you really want them; and (shhhh, here’s a secret) they may charge you far more. (Their time and hard-earned knowledge is literally money.)

With thanks to Bruce Fryer and his The 80% Solution, for prompting this post.

Related Posts:
Leadership or Lip Service?
“I f^&*” up, ,Captain”
Wacky Idea: Talk to the HD (Home Depot) People

Tags: leadership, management, respect, business development