Though some funeral homes choose to shrink in the face of cremation's lost revenues. Most of us find we must manage larger and larger groups of people as businesses consolidate in regions like the northeast, or grow huge in size as we see in other parts of the country.
I know I have my hands full developing and refining a workable approach to the staff I have on hand and I realize more and more the need to keep the management process as simple and flexible as possible.
In desperation, I picked up a classic book The One-Minute Manager by Ken Blanchard and have begun to put he prescriptions into use. The good news? You can understand this book in a minute. Nothing to memorize, no earthshatteringly weird concepts, but for anyone steeped in the old command and control mindset (and who isn't in funeral service with all these old-guy funeral home owners who perhaps learned a little management in the military 40 years ago, or more likely have no management training whatsoever), you could spend a lifetime learning to adopt and apply these simple and effective concepts.
At the beginning of the book, a statement which sets the tone:
* People Who Feel Good About Themselves -- Produce Good Results *
Such a deceptively simple idea, but like many "simple" concepts, a lifelong challenge if taken to heart.
I have begun my journey of un-learning and re-learning my approach to managing people. As I experience the ups and downs, I will share a bit more as time goes along.
In the mean time, you might want to grab a copy and start your own re-learning process. Even non-managers will find this a valuable philosophy in other parts of life.
It's not about the "BIG" idea...
The concept of the "Blue Ocean Strategy" has surfaced on the cover of NFDA's Director magazine. The process involves a complex and probably error prone (unless you are a strategic planning specialist of some kind) approach to measuring your business' place in your market place and possibly finding a new business offering.
Underlying this approach rests the assumption that one big idea will make your business successful, as the article points to Starbucks Coffee and Southwest Airlines as examples of companies which found "blue oceans" within which to operate. Of course, at the time of the founding of these companies, the people involved had no idea that their WAG (wild-assed guesses) would turn into national phenomena. Just passionate people with an idea that happened to work out, but not one reached through some sort of fancy chart and graph planning process.
For instance, if I remember correctly, Southwest started as a triangle drawn on a cocktail napkin with the corners representing three cities in Texas. After they got going, Southwest realized they had a concept with "legs" and the capacity to move beyond the boundaries of one state. Lots of trial and error and willingness turned Southwest into the powerhouse we see today.
So it takes passion, hard work, luck (lots of passionate people have started airlines and failed) and constant learning and trying new things. In the end, the trying and the learning at the grass roots of an organizaton will get you to bigger business opportunities much faster than a formal strategic planning process which drops in from out of the blue.
Try, listen, learn, do some more. That's the essence of building any business or project.
BT
P.S. Here's a commentary which ran in the New York Times a week ago. A reminder that innovation rarely comes from the "Eureka!" moment, most often from persistent grind-it-out hard work and learning. Eureka! It Really Takes Years of Hard Work
February 11, 2008 in Comments | Permalink | Comments (4)