Missions and Mission Statements

OK, I admit I’m the Prince of Procrastination.  I know I’ve been very lax in posting to Mining the Store, but I had no idea it had been FIVE MONTHS since I posted last.  Mea culpa!  Mea Culpa!  I guess I’d better start with a short explanation before I get into what I really want to tell you today.  Here goes.

I’ve been busy.  Several personal setbacks this summer and some other projects have used up a lot of my time.  But the big thing is that I’ve been focusing on my ministry.  In fact, I wasn’t sure if I was even going to continue MTS.  But two weeks ago I was on retreat at the Trappist Abbey in Kentucky and it occurred to me that the two aren’t mutually exclusive at all.  I had this insight while I was listening to an audio program by Matthew Kelly, a well-known Catholic speaker.  His words actually led me to what I’m going to say today.

To quote Matthew (Kelly, not the Apostle) every successful relationship must be built around a common purpose.  That’s why so many marriages fail around the twentieth year or so.  The couple’s common purpose was raising children.  The children are all grown up and they suddenly realize that they have nothing in common.  They don’t really even know one another.

To put this into a business perspective, every successful business must also have a common purpose, a mission.  Your business has a mission.  The question to ask yourself is what is your mission and is it something your employees, and even your customers can rally around?

Let’s say your mission is to sell more widgets than anyone else in town at the highest price possible.  Don’t laugh.  It’s not that uncommon a mission.  Is this something that your employees and your customers can embrace?  Will your staff come to work each day excited to sell the most widgets possible at the highest price the market will bear?  What about your customers?  Will they be excited by your plan to enrich yourself by squeezing every last dollar out of them?  I think you know the answer.

Let’s try a little more benevolent approach.  Let’s say you’re your a vacuum cleaner dealer, something I know a little bit about.  Your mission is to provide your customers with the cleanest possible living environment by offering them the finest cleaning products on the planet at affordable prices.  Much better, don’t you think?

But how do you let your stake holders (staff, vendors, customers, family) know that’s your mission.  Easy!  It’s called a “mission statement”.  But hold on.  What we said above is a little too long.  A mission statement has to be short enough that your people know it by heart.  It has to be something that they think about every time they do something.  They, and you, should constantly be asking “what’s the one thing I can do right now to advance the mission?”

In spite of their recent problems, Ford has a great mission statement.  “Quality is Job 1″.  Even better, it can be represented by a simple :Q1”.  Awesome.  Here in Saint Louis, a local company called Fabick has their mission statement posted prominently on their headquarters building:  “To ever serve our customers better.”  Brilliant!

So let’s get back to your mission.  You might go with “clean homes for more customers” or even “healthier homes for more customers.”  You get the idea.  Short and sweet so everybody can remember it.  Positive in nature so you can share it with your customers.

One company I know has a very long mission statement, much too long for anyone to commit to memory, but it begins “To profitably grow our business…..”  Can you see where your customers might not appreciate such a statement, especially on their invoices.  But, I digress.

The point of all this is very simple.  Your successful relationship with your stakeholders is built on a common purpose, or a mission.  Everyone has to know it, get behind it, and use it as a yardstick to measure everything they do every day.  Your GOAL may be to profitably grow your business.  But that’s not a mission.  Not yours or anyone else’.  It’s a rare situation where other people’s goal is to make YOU more money.

Next time:  Customer Care or Customer Service?

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When You Lose a Key Employee-Gerry Ryan Has Passed Away

This is one of those posts which may not seem relevant at first, but bear with me.

Gerry Ryan died on Friday morning.  If you live outside of Ireland, you may not know who he was.  He was an icon of Irish broadcasting.  He worked for RTE, the national radio and television outlet for more than 20 years.  I’ve tried to come up with an American broadcaster for comparison, but I really can’t think of one.  Let’s just say that most loved him, some despised him, but you’d be hard-pressed to find anyone in Ireland who wasn’t aware of him.

I got hooked on the Ryan show when I was in Ireland in 2008.  Unfortunately his morning program (programme) was on in the middle of the night my time, so I wasn’t able to enjoy 2fm’s audio stream, but I was able to listen to podcast highlights and rarely missed an episode.

Ryan reminded me a lot of the late Jack Carney, an American radio personality who broadcast on KMOX here in Saint Louis.  His style of talk, celebrity interviews, listener calls, and an occasional song was similar to Ryan’s.  Like Ryan, he died of a heart attack at a young age.  (Carney was 52.  Ryan was 53.)

At the peak of Carney’s popularity, KMOX was number one in a thirty-five station market.  Often more people were listening to Carney’s show than the other thirty-four stations combined!

Now comes the relevant part for your business.  After Carney’s death, even though KMOX remains a powerful force in the market, the station never returned to it’s former glory.  A number of personalities have filled his nine-to-noon time slot, but it’s never been quite the same.  I suspect that 2fm will find the same to be true.  Carney and Ryan are irreplaceable.  The Ryan Show generated 5.4 million euro (more than $7 million)  in ad revenue per year.

What about your business?  Do you have someone who can’t be replaced?  If so, chances are it’s you.  But not necessarily.  Maybe you have a top salesman or a top chef, or a top designer who’s contributions are essential and who would be difficult if not impossible to replace.  Remember that both Ryan and Carney were in their early fifties.  Ryan signed off on Thursday promising listeners he would be back tomorrow.  He wasn’t.

Do you have a succession plan?  Do you have a “plan B” just in case you, or anyone whose presence is essential to the running of the business would suddenly be out of the picture for an extended time, maybe forever?  This is something that can easily be ignored, or at least put off, especially if it involves facing our own mortality.    But, I guarantee you that it’s much easier to do before-the-fact, especially if the irreplaceable key employee is you.  This isn’t a task you want to leave to grieving family members.

While Ireland mourns the death of their favorite broadcaster, the “men upstairs” at RTE are scrambling to fill an important time slot, occupied until just a few days ago.  Today’s a holiday in Ireland and Ryan was already scheduled to be off  which buys management a little bit of time.  But come tomorrow morning at 9:00, someone is going to be sitting in Ryan’s chair, and it’s a big chair to fill.

More “Undercover Boss”

After yesterday’s post I watched another episode of “Undercover Boss”, this one featuring Coby Brooks, President and CEO of Hooters.  As you might imagine, Brooks finds both good and bad in his company and gets a hard time from some folks on the street who don’t appreciate the Hooters concept.

I’m no prude and I’ve enjoyed wings and beer at a couple of the Hooters locations (including one that’s featured on the program) but it is a little difficult to reconcile the company’s public profile with some of Brooks’ comments during the show.  He says he’d have no problem with his daughters joining the family business and that everything about the chain is wholesome and family-friendly, but early in the show one of the company’s ads flashes by on the screen:  “Hooters-More than a Mouthful”.

Be that as it may,the most telling episode in the show is probably when Brooks visits the company’s manufacturing plant (They make their own wing sauces and dressings.) in Atlanta.  The corporate office is also located in the Georgia city.

First, he says that morale in the factory was high when Dad was still alive (he died in 2006).  The elder Brooks would often visit the plant and talk to the people.  The current CEO admits that he hasn’t been in the plant since he was a teenager.  Don’t forget that the plant and the corporate office are in the same city and that Robert Brooks has been gone for four years!  Patti, the Business Manager at the plant tells Brooks that she has some concerns about morale.

The real enlightenment comes when Brooks asks one of the employees about the owner.  To make a long story short he says that the elder Brooks was a great guy and everybody loved working for him.  When our hero asks “What about the son?” what he hears is far from complimentary.

Of course, there is a happy ending with the newly enlightened CEO promising to do better.

Here’s the thing, this isn’t that unusual a story.  Almost without exception second-generation ownership is never like the first and third-generation owners are even less effective.  The founder had a dream and it was the focus of everything he did.  Charter employees shared in the dream and gave 110% to help achieve it.  It was usually a win-win for everyone.

Generation II comes along.  They knew about Dad’s (or Mom’s) dream but chances are that the business was already successful by the time they were old enough to really understand what was going on.  They’ve always enjoyed the fruits of the successful company but never experienced the struggles it took to get there.  Generation III has grown up around a successful business and have little or no idea of what it took to get there.

Coby Brooks didn’t aspire to join the family business so maybe we can give him a bit of a pass, but it took him four years to find his way to the factory.  No wonder the workers have no loyalty to him!

But he seems like a sincere enough guy, at least as sincere as you can be running a chain of restaurants named after a female body part.  Hopefully for his sake, he learned some valuable lessons.

Postscript:  According to several sources, the chain is for sale.   One reason given is “sagging sales”.

Silver Dollar City Grand Opening AdAnother Postscript:  This weekend’s episode of Undercover Boss will feature Herschend Family Entertainment, one of my favorite companies.  The Herschend family literally started with  nothing but a hole in the ground 50 years ago this year and now owns and operates theme parks and other entertainment properties all over the Midwest and Southeast.  If you watch you’ll see an organization that’s about as much opposite of Hooters as a company could possibly be.  It airs on CBS Sunday evening.  Don’t miss it if you can.

Undercover Boss; “must see TV”

I just finished watching an episode of Undercover Boss, a new series on CBS.  The premise is simple.  CEO’s go undercover to do the front line work of the companies they run.  The episode I just watched featured Dave Rife, the owner and CEO of White Castle.

Rife, and the other CEOs that have been featured learn very quickly that it ain’t as easy as it looks.  Leaving a trail of slider destruction in his wake, he (and the viewers) see that the job of making the little hamburgers requires a lot of hard work by a lot of people and that things don’t always go as planned.

Every episode that I’ve seen ends with the boss developing a whole new respect for the people who do the actual work.  I wish every CEO in America would watch this show and learn some valuable lessons.  But even if you only have employee, there are some good lessons to be learned.

The show airs on Sunday evenings on CBS and you can watch past episodes at the CBS web site.

So You Think You Know How to Motivate?

dan pinkThanks to my Irish friend, Krishna De, for posting on her interview with Dan Pink, author of a new book called Drive. To make a long story short, pink believes that the old “carrot and stick” theory works in only a limited number of cases and may, in fact, reduce productivity, and he has scientific evidence to back up his claim.

Of course Pink has a solution to the problem which he explains in the book.

Check out Krishna’s post, especially the eighteen-minute video of Pink speaking on the subject.

Jelly of the Month Club

Merry Christmas from the Obama administration. Our “Christmas gift” make’s Clark’s jelly-of-the-month club membership look generous by comparison.

If you own a small business I urge you to contact your senator and congressperson before you go home today and point out that a vote for the so-called health care reform bill is an act of political suicide.

Maybe if they realize that they’re about to lose their uber-generous health care when they lost their jobs, they might reconsider.

5 Tips for Women to Become Leaders

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You may not be a member of the female persuasion, but chances are you know someone who is.  Here’s a link to an excellent article by Anita Bruzzese who writes regularly for Gannett.  She recently interviewed Joanna Barsh and Susie Cranston, authors of How Remarkable Women Lead.

This is something all managers should know.  Not only can men apply the tips, with some minor modifications, to their own careers, but then can be used to mentor female staff and help them reach their goals, which is a win-win for you as well.

Here’s the “Reader’s Digest” version of the 5 traits shared by successful female leaders:

  1. They believe their jobs have meaning.
  2. They confront life in a constructive way.
  3. They work at building connections.
  4. They put aside their own fears to make things happen.
  5. They find the source of their energy.

Check out Anita’s post and you might decide to buy the book for yourself, for your female staff, or for anyone in your life who is looking to build their career.  While you’re on Anita’s site, be sure to check out her other excellent posts.