Business Builder Bob - Just-in-Time #7

"Batch of One" Thinking

The objective of applying Batch of One thinking is to streamline the flow of your products or services to meet the exact customer needs in terms of customization and timing. Basically, what would it take to make one at a time. Here are some of the principles...

1. Processing equipment, actions, and/or procedures for making One unit are grouped together to improve flow and reduce time/movement between process steps.
2. Separate the person from the equipment or the operation. What if one person can make the whole product and moves down a line of equipment...no waiting between steps, reduced cycle time, no inventory. This applies equally to administrative processes.
3. Requires workload smoothing...a rethink. If your operation is labor intensive, can you get additional equipment to set up each person to make "one" from start to finish.

The value of this thinking is to explore possibilities! You WILL change workflow, reduce wasted time between steps (process time), reduce paperwork tracking of steps, reduce waste in scheduling, and reduce inventory (the root of all evil) by applying Batch of One thinking.

To succeed, requires each operation to run reliably (that's a good thing), requires reductions in setup time/cost and maybe even dedicated setup on machines.

This should not be taken to extreme. It doesn't make sense for one person to make a car from start to finish, but maybe one person should do everything to assemble the dashboard insert. Batch of One thinking is a mental tool and drives real cost savings and efficiency improvements as the barriers to success are revealed.

This is one of my favorite concepts. Please reach out to me in a comment or email if you want help thinking about this in your operation.

Business Builder Bob - Just-in-Time #6

The Value-Add Viewpoint:

Do Only those things that add value to products and services...as judged by the customer!

The value-add viewpoint helps us pinpoint operations that add value and more importantly, those that do not. It is a great way to identify improvement opportunities.

The value-add viewpoint can be applied by small groups, whole departments, or between different functional areas.

The value-add viewpoint is based on the concept that we only do those things that add value and we vigilantly identify and eliminate the ten wastes to provide a "new set of glasses" for judging our business practices and processes.

A good way to start walking the talk is to take a tour of your operation with this "new set of glasses". Make a list of all wastes and any include any nonvalue-added operations that you observe. This is your new improvement list!

Bob Tetu
Business Builder Bob

Business Builder Bob - Just-in-Time #5

The only Situations where inventory may be needed:

1. When there is a long distance for products to get to the customer, it may be necessary to have a local warehouse to meet quick turnaround requirements for customers.

2. If customer demand exceeds the capacity of your manufacturing operation.

3. Situations where demand is unpredictable and is genuinely impossible to control or anticipate.

That's it. Just three. All other inventory is EVIL.

And, don't look at these three reasons for inventory to justify having inventory. There is a lot that can be done to reduce inventory even under these circumstance.

Bob Tetu
Business Builder Bob

Business Builder Bob - Just-in-Time #4

Why Inventory is the Root of all EVIL...


To put it simply, inventory hides the problems your team should be working on.

Picture a lake that is full of large rocks that are hidden below the surface. Those rocks represent quality problems, equipment downtime, work-force imbalance, low yields, etc. The water level is inventory and it is hiding your improvement opportunties. To find the opportunitites, you have to lower the water level (inventory).

If you are thinking that lowering inventory would cause problems, you are halfway to improving your process time and reducing cost. Make it a goal to lower inventory and start systemically solving the problems that stand in the way. Want more examples of what is hiding below the surface of your inventory lake?

How about production process deficiencies. These include system design, capacity balancing (especially for dependant processing steps), unnecessary work (non-value added), material flow and information flow.

How about production planing and control deficiencies. These include priority control, dispatching, standards, master records, scheduling, and capacity planning.

The question you should have in mind is NOT...how much inventory should I get rid of. The question should be...why does it exist at all? Inventory reduction is a tremendous diagnostic tool for locating problems or barriers to more efficient systems, Just-in-Time, reduced process time, improved flexibility, responsiveness, etc.

In the next post I will share the only acceptable reasons for having Any inventory...there are only three. Can you figure out what they are?

Business Builder Bob - Just-in-Time #3

Wage War on Waste

For the next several blogs I will review some of the key process techniques of Just-in-Time manufacturing. The first technique is to wage WAR on Waste. There are many kinds of waste. Check out this list and think how they may apply to your business. Where are the biggest opportunities to reduce waste?

1. Complexity
2. Labor
3. Over Production
4. Space
5. Energy
6. Defects, Errors, bad product
7. Materials
8. Idle Materials
9. Time
10. Transportation

I will just highlight a couple for clarity since most are obvious. First, complexity is a waste when there is a simplier way to do something. Some processes are complex by nature. The waste is in unnecessary complexity which consumes time, labor, materials, etc.

Material waste is fairly obvious. It is yields below 100%. It is materials lost due to errors. It is materials damaged in transit or lost.

Idle material is basically inventory. Remember that the goal of Just-in-Time is to instantly convert raw materials into finished goods. Any time materials are sitting on a pallet or in a vessel waiting for the next step, that is cash tied up in inventory unnecessarily - wasted cash. You can view ALL inventory as idle materials and wage war.

Next up: Why is ALL Inventory Evil...

Business Builder Bob - Just-in-Time #2

Where does the CASH come from?

Reducing Process Time - the goal is to instantly process raw materials into finished goods! Although it is not literally possible, the quest to move as close to the objective as possible causes all kinds of good things to happen. But first, to get your attention, how does cash end up back in your pocket? Just-in-Time Manufacturing, Pull Systemz and/or Value-Add Processes should:

1. Produce only the products that customers want (no unwanted products in inventory).
2. Produce products at exactly the rate that the customer buys them (no extra inventory),
3. Produce high quality (customers will buy more)
4. Produce instantly - no unnecessary lead-time. (customer won't have to go elsewhere if they need it right away. This also reduces cost, but that may not be obvious yet).
5. Produce with no waste, 100% yields, and with no idle inventory (lower cost of manufacturing).

In one of my assignments, the company had $13 million of inventory with a 90% order fill rate. Process time was dramatically reduced such that inventory turns improved from 3 to 15. More important, inventory was reduced to $6 million and order fill rates improved to 99.5%. The inventory reducton alone put $7 million of CASH back on the company balance sheet. There was also a significant reduction in cost of goods.

I can tell you that the prevailing thinking before we started was that it would take more inventory to improve fill rates. The only way to fill all the orders all the time was to have enough inventory to cover any scenario. This is an incredibly flawed approach which is still prevalent in many businesses.

In fact, the best way to improve fill rates is to reduce process time...the ability to (nearly) instantly make what the customer wants. Maufacturing flexiblity and turnaround time are the key.

Business Builder Bob - Just-in-Time #1

Processing Time is the Common Thread...

There are several important "Process" concepts that all come back to the same root idea. Just-in-Time, Pull Systems, and Value-Added Systems have a common measure of success. That metic is Process Time or P-Time.

Process time is the number of hours, days or weeks to take raw materials and deliver the final product to the customer. The greatest value comes from inclusion of supplier P-time and downstream distribution channel P-time in your calculation.

Here's an example. Think of yourself as the 3 X 5 printed shipping label that will end up in a consumers desk drawer and follow your journey. Let's assume it took 8 weeks to get from the paper mill to the print shop. There are two weeks of raw material inventory at the print shop (that's 10 weeks total). Let's assume there are multiple steps in the manufacturing process - print the labels, cut them out of the print web, count them into small packs, put small packages into boxes and finally move them into finsished goods inventory. If in process materials sit on pallets for a week between each step, that's another 5 weeks (15 weeks total). Then you sit in finished goods inventory at the print shop for 3 weeks and finally you ship to a retailer and sit on the store shelf for another 2 weeks before being purchased. You have lived 20weeks from when you were born in the paper mill to when the consumer purchased you. The P-time is 20 weeks.

The objective of "Just-in-Time", "Pull Systems", and "Value-added Process" concepts is to reduce P-time. An efficient supply chain and manufacturing process could could reduce the 20 weeks to 3-5 weeks.

So, what if it takes 20 weeks? What's in it for me to reduce P-time? The answer is CASH in your pocket. Tune in to the next few blogs.

Bob Tetu
Business Builder Bob

Business Builder Bob - Blogging for Business #4

It would take 10 or 15 posts to cover the how to blog, what to blog, and strategies for building a new customer base. Suffice it to say, this should be important to manfacturers, distributors, job seekers and home business owners. Building credibility and attracting new customers is something universally in demand.

And, for every one person executing a best practice for blogging for business, there are 100 people doing it wrong. Maybe a thousand.

For an in depth understanding of the best practices, you may want to visit one of my websites. There is some hype about making money on the site, but look past that. The value of this site is the training materials. They are outstanding and will take you to the current best practice for blogging and Advanced Social Marketing in general.

Here's the site:

asm.businessbuilderbob.com

Or, go ahead and take the leap. Go to gmail.com and create a gmail account. Then go to blogspot.com and create a blog site using the gmail account. Follow the quidelines in these posts and you will be off to a good start. Send me an email if you get stuck.

Bob Tetu
Business Builder Bob

Next up: Pull Systems and Value-Add Concepts.

Business Builder Bob - Blogging for Business #3

Branding:

This is a huge subject and could take up many blog posts by itself. For now, let's take an initial stab based on some simple criteria.

First, blogging is an individual activity. Even if you are blogging to attract new customers to your business, you are building personal credibility. The individual writing the blog may be an employee or the business owner, but they represent the company and will become personally credible on your company, products, etc. Don't try to make your blog from "the company". It must be from a person.

If you wish to promote your company, "The Widget Company", you can blog under a pseudonym (brand) "The Widget Master". You can also chose to use your own name as the brand. Try to brainstorm some brands that would work with some of the subjects you choose after the last post. Bounce some ideas off people. Look at what other bloggers are doing.

If you are a job seeker, you probably want to promote your own name, but you can also use a brand that identifies the subject you are passionate about. I am passionte about helping manufactuers keep jobs in the USA...to build an arsenal of best practices...thus, Business Builder Bob is my Brand. I identify my brand and my name in most postings.

If you are not ready to use a brand or nothing comes to mind, use your name as a starting point. You can add a brand later.

This is a very abbreviated view of branding considerations. If you want more help, feel free to contact me.

Bob Tetu
Business Builder Bob
businessbuilderbob@gmail.com

Business Builder Bob - Blogging for Business #2

Picking the subject of your blog:

The objective of your blog is to reach out to like-minded people and to get a following of readers that will get noticed by search engines. Your credibility is built by the quality of your blog posts and by your ranking on search engines such as Google. A high ranking implies you are an expert in your field, well known, and an internet professional.

I started this blog and some other social marketing methods in January and I have most of the first page in Google under my name, Bob Tetu; and I have a good position on the second page of Google under by brand, Business Builder Bob, which is up against very stiff competiton.

You need to be capable of writing a blog post almost every day. So, you need to pick a subject that you know a lot about and you are interested in. There are generally two paths you can follow to pick a subject for your blog and neither of them is a sales pitch.

Option 1 is to write about your companies products, how they solve problems, features, technical information, case studies. With this type of blog you are targeting like-minded people in a specific industry. Be careful not to use a customers name or brand without their permission. And, be certain that this is anecdotal and informative...Stay away from selling in your blog.

Option 2 is to write about your passion - a sports team, a hobby, a past-time or a cause about which you are very enthusiastic and knowledgable. A small manufacturing business owner can choose this option and still build credibility and attract new customers by connecting to customers in the industry that have similar interests.

I chose option 2. I am passionate about finding best practices and keeping jobs in the U.S.A.

There are some other considerations before finally choosing your subject. For now, brainstorm one or two subjects for option 1 and option 2.

Bob Tetu
Business Builder Bob

Business Builder Bob - Blogging for Business #1

Let's talk about Business Development. Times are hard and you need to find new customers. Whether you are a manufacturer, distributor, service provider or even a home business owner, you probably have a website. Having a website is helpful for EXISTING customers, but what are you doing to bring NEW customers to that website.
One of the emerging best practices for business development is blogging.

Many medium to large size companies monitor blogs about their products, services and company for the purpose of damage control and PR. That's NOT what I'm talking about.

Also, there are thousands of business owners who misunderstand how to blog as a business development tool and use it as straight forward advertising tool....come buy my product...it's the best deal ever. That's NOT what I'm talking about.

There are two critical business functions that blogging (done correctly) achieves - building credibility and attracting new customers. And, blogging does not cost one penny.

If you are not using blogging as a business tool to develop new business, you should be. We'll learn best practices in the next few postings.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #6

In the first post on this subject we discussed the need to immediately point out unacceptable behavior...stop it immediately without embarrassing the individual. Then meet later to talk about corrective action. Performance issues usually build up and can be planned for. Either way, here are some things to think about in preparation for your corrective action session.

First there are some obvious planning questions. What is the difference between the individuals performance/behavior and the minimum required? How did their performance negatively impact you and/or the organization?

Check your company policy to make sure you are documenting the corrective action and determining consequences consistent with the policy requirements. If you do not have a company policy, corrective action usually takes 3-4 attempts before termination can be considered. Escalating consequences are typically 1) first written warning, 2) second written warning, 3) suspension, and 4) termination.

Here are some less obvious things to think about ahead of your session. Does the impact on you and or the organization really merit corrective action? Once you start down this path, it is hard to back up without losing some credibility.

Also, are there things beyond the individual's control that are affecting their performance. This may be cause to turn your attention to a systemic issue, rather than individual corrective action.

Gather your thoughts, prepare for the 8 steps for a best practice corrective action and you will greatly improve your success rate turning these situations around.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #5

It is time to summarize and close out the Corrective Action Session. There are 3 elements left.

Summarize the agreed upon plan. What changes will be made (by when)? What results are expected (by when). Include a follow up session in your plan to make sure the individual is on track.

Second, WRITE IT DOWN. This is an essential part of most company policies for corrective action. You may have been able to prepare something ahead of time that can be edited. Or, you may have to do it now. The objective is to let the individual read what will undoubtedly be put in a file for future reference if needed.

Document the unacceptable performance/behavior, how it negatively impacted the organization, consequences if not corrected, and your action plan.

Finally, express confidence that the individual can turn this around. Make sure they know you are there to help if they need it.

These are the elements of a best practice for corrective action. I hope you don't need to do this often. Constructive Feedback is a great way to positivity reinforce good behavior and can help head this off. There will be one more post on this subject with some ideas for getting ready before a corrective action session.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #4

In the first two elements we discussed the performance shortcomings and the adverse affect of the individuals performance on you and/or the organization. In the second two elements we asked for the individual's view of the situation and for their ideas on how to improve performance. And, you added your own ideas.

This next element may be unpleasant, but it is critical. What are your next steps going to be if the performance is not improved. In most businesses, this is spelled out in company polity and it typically escalating consequences leading eventually to termination if the unacceptable performance/behavior is not improved. And, these policies break down if next steps and consequences are not made clear at each step. Ultimately, a poorly executed (and undocumented) series of corrective actions that leads to termination, may result in a lawsuit or labor board hearing for unjust termination.

So, explain what will happen next if the indiviual's performance does not improve - written warning, suspension, termination, etc. For this to be effective, make sure that it is also clear what measurement will be used to determine acceptable performance.

In the next three elements, we will summarize and finish up the corrective action session.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #3

In the first two elements of corrective action, we discussed the difference between the individual's unacceptable performance and the expected performance (or behavior). Then the negative impact was pointed out.

The third element is to get the the individual's view of the situation. Has there been a misunderstanding or miscommunication? Are there extenuating circumstances? This should not turn into an opportunity to make excuses, but it is important to let them have their say. Make it clear that whatever the reason, the performance or behavior HAS to improve.

Now in the fourth element, ask the individual for suggestions on changes they can make to achieve acceptable performance. This is a good way to test if they are really understanding what is needed and what is expected. Clarify their ideas and clarify any misunderstanding about what the end result must be. You can also add your own suggestions.

It is important that the indivdual leave the session with a clear understanding of what they have to do and how success will be determined. Their job may be at stake.

4 element have been described. There are still 3 more coming in the next blog.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #2

Step 1: Discuss the difference between the present performance and the acceptable performance. This should not be a revelation if the individual was properly trained and expectations where properly established. The difference been their performance or behavior and acceptable performance or behavior should be clear.

Step 2: Describe how their poor performance is affecting you and others in the organization. Be as specific as possible. If there is a direct personal impact to yourself, let them know.

It is not enough to say performance does not meet minimum expectations. The individual must also understand why this is important. For example, it is not fair to others if they are not pulling their weight. Or, there may be other people (yourself included) who are depending on them and they are letting you down.

These two steps set the stage for trying to turn around the situation.

Bob Tetu
Business Builder Bob

Business Builder Bob - Corrective Action #1

Taking corrective action is meant to address unacceptable performance or behavior. Although you will want to give it a little thought before you start the session, it is very important to take the corrective action as soon after the unacceptable behavior as possible.

In fact, when you see unacceptable behavior occuring, it is imperative to address it immediately...a safety violation such as not wearing protective goggles, someone has pornography on their computer, smoking in a non-smoking area. You absolutely can not walk by without addressing it. Your credibility as a leader and superviosr will take a big hit if you let it pass.

Here's a great tip. Stop the unacceptable behavior and tell them you will meet later to discuss it. That maintains your credibility and gives you time to prepare for the corrective action session.

One other point about your immediate reaction to stop the behavior. Do not publicly embarrass the individual. That will only make them defensive and/or defiant and you may lose control of the situation. Take them aside, speak quietly, or ask others to move on. Then you can address the inividial and stop the behavior without adding embarrassment into the equation.

Don't miss the next few blogs. You may have a lot of training and investment in the individual you are taking corrective action with. Let's use a best practice to get them back on track.

Bob Tetu
Business Builder Bob

Business Builder Bob - Constructive Feedback #5

In order to include all the elements of best practices for constructive feedback, it is best to think about it before you meet with the person. Remember, you will be speaking to an individual who already has acceptable behavior and we want a positive outcome. So, here are some things you can plan ahead...

What is the desired outcome, performance or behavior change? What specific activity or action do you want to correct? What are some potential consequences if this is not changed?

What have you observed yourself and what is your reaction?

What is your lead off positive statement going to be? Can you lead off with recognition using the best practice outlined earlier in this blog? What specific behavior or activity to you want to reinforce?

What is the reason for making the change? What do you want to accomplish?

Think about some suggestions you can make to improve the performance or behavior.

Yes, this seems like a lot of preparation, but you can probably think this through in 5 minutes. You already know the answers to most of these questions. Just take a few minutes to organize your thoughts, follow the steps outlined for constructive feedback, and you will have a powerful tool for improvement.

Business Builder Bob
Bob Tetu

Business Builder Bob - Constructive Feedback #4

Time for a good wrap up for this constructive feedback session. If you have followed the steps in the first three posts, you have agreed on some changes that can be made to improve performance.

Summarize exactly what the change is and how it will be done. It may be a good idea to write it down so you can refer back to it later.

Also, remind the recipient what the performance objectives are. How are they measured? What will be some good signs of success in terms of improving performance.

State your continued support. Your door is open if they can use assistance. Thank them for their committment to improving performance and willingness to have an open discussion.

That is the natural ending point for the constructive feedback session, but it is not the end of the work. Remember the 80/20 rule for positive reinforcement. Watch for opportunities to make positive remarks on progress -- can you see changes in behavior, can you see changes in performance, is the person embracing the change and making an effort, etc. Any of these signs deserve positive reinforcement.

Keep the feedback flowing to help keep the person motivated. Change is a little scary and can be hard...even a change for the better.

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395

Business Builder Bob - Constructive Feedback #3

Your observation and personal reaction have been stated, received and understood. It's time for that good two way discussion I mentioned at the end of the last posting.

State that you want to get some ideas out before you agree on what changes to make and then offer some suggestions on how to improve the behavior or performance. Again, keep it brief and don't lecture. Give the recipient some time to digest the suggestions. Remember, you knew about this ahead of time and they didn't. Some people will push back or get defensive if you push your ideas too hard, too fast.

Ask if the recipient has any different ideas or can they modify any of your ideas to make them better. Be mindful to keep the conversation on subject. Avoid bringing other issues into it and keep the recipient on track as well. Stay focused on correcting one behavior related to your observation.

It is time to agree on a course of action. What will the recipient do differently to improve performance? It is not critical that they do it exactly your way. The more ownership the recipient has in the solution, the more they are likely to succeed. At this point, the important thing is that the recipient is committed to trying to improve and has a plan on how to do it.

If it doesn't work out, you can always start the process over again. Remember, with corrective feedback you are seeking improved performance in a person who already has acceptable performance.

Business Builder Bob - Constructive Feedback #2

We are off to a good start with the first three steps. The recipient of the constructive feedback is open minded and your specific observations for improvement have been stated. Now it is time for some discussion.

First, state your reaction to what you have observed..."seeing you chew gum in front of customers gives you an unprofessional appearence in my mind". Or, for a parent..."when you don't call to say you have safely reached your destination, I worry". This is your observationand the objective of this element is to state how it affects you personally.

Don't fall into the trap of saying howing it affects others. Your reactiion to the observation becomes less credible and may become a point of discussion that sidetracks your constructive feedback session.

Second, it is time to see what the recipient of the feedback thinks. This is their opportunity to respond and to clarify. Be a good listener to make sure they are receiving what you are sending. Be a good listener to make sure you understand their point of view which may completely explain the behavior. On some occasions, you may find they are doing the right thing and your observations were misleading.

If you were brief in your description of your observation and of your reaction, the recipient should still be open minded and ready to participate in a good two way improvement discussion.

Business Builder Bob - Constructive Feedback #1

Always start a feedback session with something positive. The more positive and specific, the more open minded the recipient will be to getting constructive feedback. The best form of positive reinforcement is recogition. Pause for a moment and give this some thought...the best way to offer constructive feedback is to start with recognition. Try it, it is an unbelievably effective strategy.

So, you have their attention and they are open-minded. Ask the recipient if you can provide some constructive feedback. State that their performance is good and you are confident that it can be even better.

Now provide a specific description of your observations about their performance or behavior. This must be YOUR observation, not hearsay or someone else's observation. If the description is too long, it starts to become a lecture and all your work to speak to an open minded recipient will be wasted. Plan ahead and don't try to fix 2 or 3 things at once. It is important to boil this down to a one or two sentence description of your observations.

We have covered the first three elements and they need to be done in order:
1. Provide positive reinforcement, preferrably recognition.
2. Ask if you can provide constructive feedback..their performance is good and you are confident it can be even better.
3. Provide a brief, clear description of YOUR observations.

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395

Business Builder Bob - Constructive Feedback vs Corrective Action

These are the next two subjects for this blog and there is an important distinction between the two subjects.

Constructive Feedback is used by a supervisor or parent to twick or modify behavior that is already acceptable. Corrective Active must be taken by a supervisor or parent when behavior is unacceptable.

Many people refer to Constructive Feedback as Constructive Criticism, but few people know how to make criticism come across as constructive because it can immediately put the recipient on the defensive. The Constructive Feedback best practice described in this blog will help avoid the trap of sounding like criticism. When the elements are properly followed, the recepient is engaged and open minded about improving their performance or behavior.

For changing unacceptable behavior, most companies have a corrective action policy. These policies generally escalate in consequences to possible termination if the behavior is not changed.

There are many situations where Constructive Feedback can improve performance before a potential Corrective Action issue arises. This blog will review best practices for Constructive Feedback first, then Corrective Action.

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395

Business Builder Bob - Growth Curve

This is a simple concept, but important to recognize. When you are trying to grow as an individual, a parent or a business, you are making changes. Initally change is hard. The new procedure or behavior may feel uncomfortable, strange, even scary.

However, as you learn it, it becomes easier. Remember it generally takes six to ten weeks for something new to become routine. Throughout the transition, the change will feel more natural and not so hard. People will feel better and better about the change and the results.

This is referred to simply as the growth curve. In the beginning, things feel worse and as time goes on, things feel better and better. If you are prepared for this, it will help get you over the hump in the beginning.

What is the opposite curve? Feels better in the beginning and feels worse and worse as times goes on. It is the addiction curve. If you think about it, addiction doesn't only have to mean drugs. It can be an addiction to an old way of doing things that isn't working and feels worse and worse over time, but is very hard to break away from.

If you read the earlier posts on Managing Change, it may help you to break away from addictive behaviors.

Business Builder Bob - Viewpoint

This is the 19th posting by Business Builder Bob. We have covered Change Management, Reliable Processes and Recognition. In each case, opportunities to grow and improve your business and your professional toolbox have been presented. Lots more on the way.

If we are genuinely interested in implementing best practices what are characteristics of change that we should be aware of? One is viewpoint. When approaching a new idea, a new process, a new concept with the purpose of implementing, consider your own point of view. You can't control others point of view, but you can resolve to control your own. Here are two possible views.

VIEW FROM FEAR and you may experience limits, losing, confusion, scarcity, defensiveness, victimness, loss of self-confidence.

VIEW FROM EXCITEMENT and you will likely experience opportunity, winning, clarity, abundance, openness/acceptance, ownership, gain of self-confidence.

Consider this food for thought...

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com

Startup and Turnaround Specialist

Business Builder Bob - Recognition #4

As much as it makes sense to put this best practice for recognition to memory, it is not always possible to spontaneously put together the elements of powerful positive recognition. The result we want is to reinforce specific results and behaviors. Also, it may be difficult to meet the 80/20 rule of positive vs negative reinforcement. In both cases, a little preparation and planning can help.

Ask yourself, what specific results have you recently observed that are worthy of recognition. Think about the 5 Ws - Who, What, Where, When, Why...

Think of a way to present the results in a very tangible way. Think about the specific behavior that brought about the results that you want to reinforce.

Finally, make sure to understand why this result was personally important to you.

That's it. As owners, supervisors, leaders, and parents, these are all the tools needed to provide powerful positive reinforcement. It is important to make a conscious effort to use the tools daily until it becomes a part of your routine.

I would like to thank you for taking the time to read and learn this technique. Your work or home environment started to change for the better beginning with the first time you followed these steps for positive recognition. It is personally satisfying to me that you have learned and taken action on a best practice you picked up in this blog. Please continue to refine this skill and I'll be here with more tips for best practices.

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com

Startup and Turnaround Specialist

Business Builder Bob - Recognition #3

For the third and fourth elements of recognition it is time to get personal...

The third element is to add your personal appreciation. Why were the results personally significant to you? Why does the behavior deserve your personal attention?

You may be a parent, a supervisor, a leader in your business. Publicly acknowledging your personal appreciation and the reason why this is important to you is the second powerful element of that is often omitted. Including this in your recognition is further reinforcement of the results and behaviors that are important to you personally.

The fourth element is a simple wrapup that an includes an offer of your own personal continued support and a final summary statement of recognition. So, not only are we providing recognition, we are also offering to personally support continued efforts to achieve the results and behaviors we want.

Try to put the four steps in your head. There are times when recognition can be planned ahead, but there are also times when it is more appropriate to provide it on the spot, spontaneously. In these cases, the four elements are still going to make your recognition more meaningful, so you'll have to remember the four parts.

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com

Startup and Turnaround Specialist

Business Builder Bob - Recognition #2

Here are the first two of four elements of a Best Practice for giving recognition:

First, give the recognition quickly. That is, give the recognition as close in time as you can to the activity or result you are recognizing. There is no rule about how soon, but the sooner the better. You want to provide the recognition while the acitivity is still fresh in your mind and the mind of the individual you are recognizing.

The second and third elements are omitted by many people and therefore, the recognition is not as powerful and meaningful as it can be. The second element is to be very specific about the result you are recognizing. The more specific you are, the more reinforcement you provide to continue the specific practice that achieved the result.

For example, you could say "Nice job yesterday Joe" or you could say "I want to recognize Sally's quick action during the small Hazmat spill we had yesterday. She was obviously familiar with company procedures because she reacted confidently and appropriately. She was able to contain the spill quickly and avoid a far more costly event."

This may not seem important, but it is. In the first case, Joe probably knows you are refering to the spill and will be happy to get the recognition. However, the way Sally was recognized specifically pointed out the results she achieved --saved money, contained the Hazmat event. Sally's recognition also reinforced for Sally and for anyone else who was present, the importance of knowing company Hazmat procedures.

So here's a little trick to put in your head. When you are providing recognition, instead of thinking 'I am recognizing a person', think 'I am recognizing results and reinforcing behavior'. This change in your mental picture of recognition will help you get the second element correct and make your recognition much more powerful.

Business Builder Bob - Recognition #1

Recognition and positive feedback are essentially the same thing and should be viewed as the most used tool in the toolbox of managers, supervisors and even parents. Before we discuss the most effective way to provide recognition, there is a quideline you must know and appreciate: 80% of all feedback MUST be positive feedback.

Why? It is human nature to shut down listening when getting negative feedback such as, "that's the wrong way to do it", "you handled that poorly", "don't do that again". These are examples of negative feedback and will most likely put the recipient on the defensive and cause them to stop listening to anything else you have to say.

On the other hand, positive feedback causes people to feel appreciated and they will be more receptive to any "corrective action" you may want to discuss. More about corrective action in future blogs.

As with managing change and with reliable processes, a little preparation helps and there are specific elements of recognition that make it more effective.

If you are so inclined, think about how often you use negative vs positive feedback. How much recognition are you passing out? Are you following the 80:20 quideline for positive vs negative feedback?

Business Builder Bob
Bob Tetu
businessbuilderbob@gmail.com
610-624-3395

Startup and Turnaround Specialist