Talent, training and trust - building culture person at a time

Technorati Tags: culture,training,service mindset

This evening I read Peter Bregman’s blog post about his experience at the Four Seasons in Dallas. It brought to mind my own experience at the ITC Windsor Manor in Bangalore.  The family and I had been visiting some friends in the northern part of town. It was late in the afternoon, when we headed back. Of course the kids waited till we were a fair bit down one of Bangalore’s interminable one-way roads, before clamouring to use the restroom. Usually, the chorus of “I’m hungry” or “I need to use the bathroom” from the backseat would result in much heated discussion between my lovely wife and myself. Luckily we were right in front  of the Windsor Manor, so no discussion was needed. We pulled in, parked the car and dashed to the front door.

The liveried doorman, the one with the enormous moustache, held the door open. “Which way to the rest rooms?” I asked as my eight-year old wiggled in front of me. The wife was still walking from the car, dragging our reluctant ten-year old behind her.  “Straight ahead sir, through the arch and turn left. You will find the restrooms in the first corridor on your right.” We made it safely with time to spare. As the girls and their mom, took their time powdering their noses or discussing Dad’s driving – I hung around the corridor, admiring the Raj era landscapes on the wall.

“Can I help you sir? Were you not able to find the restrooms?” I looked up to see the liveried doorman, who was clearly headed for his break. I assured him that I had already availed of their fine facilities, was merely waiting for the family and thanked him for his concern. After ensuring I had everything I needed he finally headed out the staff door. It was only then that I noticed the discretely designed staff door down the corridor, through which another staffer had just passed.

I was just blown away – there must have been 15-20 people at the front portico, as the family and I had passed through the front door. It was a good ten minutes or so later, when the doorman and I met in front of the restrooms. We were not guests at the hotel and I am sure that his job required him to manage matters primarily near the front porch. Yet, the care and sincerity with which stopped to inquire after my needs and the way he tried to address the matter of my possibly not having found the restrooms clearly reflected the sense of ownership he took over helping visitors and guests. Elsewhere at the Windsor Manor, at their incredible “Jolly Nabob” restaurant, I have seen the same excellent sense of ownership and pride with the maitre d’.

As anyone who’s been in the hospitality business knows, finding good help – the talent – is hard. Training them and inculcating in them the sense of ownership and service mindset is even harder. And institutionalizing it requires trust! This is a lesson all of us could use and Windsor Manor and the Four Seasons teach us well to use in our own business and lives.

Excellent service should seem trivial - a SpiceJet story

This evening I had one of those AHA customer service experiences. I had flown into Bangalore from Chennai on SpiceJet's afternoon flight. Even as I was headed home in a cab from the airport, I realized that I had left my (simple ruled 200 page) notebook in the pocket of the seat in front of me. I pulled my boarding pass, which amazingly had the customer service numbers (both toll free and regular) on it and in a noisy call from my cell had a customer service request put in. Before I got home, I got a call from the airline (from their local person I suspect) to whom the trouble ticket had been assigned. She called me to say that they'd expect to get back to me within the next 24 hours. At this point I was happy to have just remembered where I had left my notebook and having called it in. Their acknowledging my call was just icing. So I figured.

However within the next two hours I had six calls from them. Six - that's right, six (missed) calls from SpiceJet's customer service department - spread over a 15 minute period. And once I got home, I saw that they had emailed me a copy of my formal complaint with the relevant trouble ticket info. And having been unable to reach me on my mobile, they had sent a separate email, informing me that they had found my notebook and it now awaited me (armed with the boarding pass and a photo ID) to be picked up. Wow! What a feeling it was and I am practically glowing still (in the dark as I write this) from that experience of nearly eight hours ago. And to think I had picked SpiceJet (the second time this week) for my flight primarily due to their value pricing - for those not familiar with crowded Indian skies they aspire to be the Southwest or Ryan Air of India, especially with the leader in that space Deccan now moving upscale after their acquisition by Kingfisher Airlines. Such service on the phone, on-line and in person was unbelievable - Good work, SpiceJet!

All this, when I had only spent a grand total of Rs 2350 ($55) at SpiceJet, contrasted with my experience two weeks ago of trying to get a spanking new (2-day old) Nikon that had stopped working, fixed. But that's a whole another story. This experience certainly showed how some training, committed service providers and simple follow through can make excellent service seem trivial.

Communication and culture in organizations

A few months ago, I wrote about the need for communicating early and often and a recent article by Toni Bowers, Senior Editor, TechRepublic titled "Say what you mean, mean what you say" highlighted the sore need for clarity in these communications, even if done early and often! The readers' comments to that post, due to their specific nature were extremely illustrative, reinforcing the core message of how critical clear communications are, particularly when it comes to individuals and dishing them unpleasant news.

Less than ten days ago two of my long-time colleagues, sat me down and after some initial politeness ("you have issues rather than you have a problem") they got down to their core message "We don't believe you handle unpleasant stuff well, what do you think?" Talk about a topic for reflection! The reflection has made me particularly receptive to Toni's post and the discussion thread thereof.

Toni's core message is -

• Be direct and specific when giving feedback, particularly relating to problems
• Don't be heartless but use simple statements that preclude misinterpretation

Key points the commentators added include

• Communicate expectations up front (my early and often mantra) to avoid misunderstandings
• Don't tell the team they have a problem, when you want to communicate to a particular person - do it one-on-one
  
• Be open and interested to find out reasons for why you are where you are (ask and listen, not just talk)

As with all good advice, once stated it seems simple and self-evident. The fact that more of us don't practice it consistently only points to the need for periodic reminders. Which brings me to the whole running water and rock metaphors of many Zen koans. The Buddha said (with regard to cultivating virtues) diligent practice will work like a "... small stream being able to pierce rock if it continually flows." Alas this is true not just for virtues but for bad habits like poor or no communication, a constant stream of which can wear down the enthusiasm of even the most motivated team member.

Even one dinosaur brain manager or toxic teammate when not dealt with direct and clear communication can start a tear in the fabric of your organization's culture. Subsequent failures of communications, however small, only grow this tear till soon all we'll have left will be shreds! So whether rock or fabric, our organizational culture needs continual renewal through simple, clear and sustained communication - to grow and prosper!

A Stake in the Outcome - Building a Culture of Ownership

These last six months, I have been doing a good deal of reading; on average maybe two books a week - at least one of which has been a business book! I have gone back to reading books that have been in my library a long while such as Paul Hawken's Growing a Business as well as reading new (to me) ones such as A Stake in the Outcome by Jack Stack and Bo Burlingham.

I ran across A Stake in the Outcome (ASitO) while browsing business books at the Easy Library (a great online library with a brick & mortar presence in Bangalore). Having read and been influenced by Bo Burlingham's more recent Small Giants, I began browsing ASitO at the library itself. As the saying goes, "When the student is ready, the Master will appear!" Certainly that's how I felt as I scanned the book quickly right there and subsequently brought it home to read.

Chapter 3 titled The Design of a Business, begins:

Most people, I know, don't think about the company they're designing when they start out in business. They think about the products they're going to make, or the services they're going to provide. They worry about how to raise the money they need, how to find customers, how to deal with salespeople and suppliers, how to survive. It never occurs to them that, while they're putting together the basic elements of the business, they're also making decisions that are going to determine the type of company they'll have if they're successful.

I felt someone had just hit me on the head with a two-by-four. Every week I meet someone who is thinking about starting something. Nearly every last one of them talks about their product or service idea and if at all they talk about their company, its only when they intend to "flip-it" ("Built-to-flip" as Jim Collins speaks of as does Sramana Mitra in a recent blog entry). Jack Stack in contrast, states clearly that

Ownership Rule #1
The company is the product

It is worth pausing here and reflecting on his assertion. All too often I see entrepreneurs, young and not-so-young, pitch their businesses as I have heard Hollywood scriptwriter's do! "Think Netflix but for Indian movies," "Waiter.com meets iTunes," "Google but for contextual search." I'll refrain from speculating whether the internet bubble begat this or this begat the bubble and what role VCs had to play in this. This focus on what a company does, rather than what a company will be, Stack asserts misses the opportunity to explicitly design your business from ground up. If you haven't figured it now by now, I agree whole-heartedly.

In many ways, the practices of visionary companies that Jim Collins and Jerry Porras discuss in their book Built to Last have been explicitly operationalized in Stack's company Springfield Remanufacturing (SRC). The big difference is that Stack's direct writing style and first-hand experience makes this a gripping read rather than an dry business book. Also unlike most business books that appear to document management's clever (often infallible) strategies, Stack walks us through both the good and poor decisions they made, as they set out to remake SRC. In the end (in fact in the epilogue), Stack quotes Herb Kelleher, cofounder and former CEO of Southwest Airlines responding to The Wall Street Journal's question on what he meant when he said Southwest's culture was its biggest competitive advantage.

"The intangibles are more important than the tangibles," Kellher replied. "Someone can go out and buy airplanes from Boeing and ticket counters, but they can't buy our culture our espirit de corps."

ASitO walks us through SRC's journey of building such a culture of ownership from that day in 1982 when Stack and his managers did a management buy-out of their struggling engine remanufacturing factory to twenty years hence when their 10cent stock was worth $86 (since then has grown to over $136). Most importantly the authors don't romanticize the journey and are explicit in periodically setting our expectations with insights such as "Stock is not a magic pill" (ownership rule #4) and "Ownership needs to be taught"(OR #7).

ASitO is a must-read for any one contemplating starting a company or looking to effect change in their organizations through employee participation and a culture of ownership.

A much more detailed summary of the book itself can be found here

Storytelling and Culture in Companies

I was lucky enough grow up with a paternal grandmother, a maternal grandfather and even his mother, my great grandmother (GGM), who were always ready with a story. My GGM's life story itself is worth a whole separate post - widowed at nineteen, while pregnant with my grandfather, she raised him, through a polio attack (when he was two, that left him crippled in one leg), saw him through college, then when he was widowed with ten kids, she then in her sixties, raised the kids, (and the first grandkids) while managing the household, ten cows and a small farm sized garden.

Some of my favorite memories of my GGM are from dinner time. Six or seven of us kids, cousins and siblings, would be sitting in a semi-circle, on the floor of my grandfather's dining room. GGM would be seated with her back to the wall, at the center of the half circle, with a large stainless steel bowl of mixed steamed rice and yoghurt. Each night, she'd narrate a story as she fed us dinner. She'd scoop up one handful of the rice and drop a dollop in each of our outstretched hands, going clockwise. And with each handful or mouthful, she'd narrate what happened next, in the tale for the evening. Oh, on so many nights, we'd have to stop eating and console her, as at particularly poignant moments in the tale she'd stumble, stutter then sniffle before a stream of tears would run down her wrinkled face. At other times, she'd have to stop the story to urge us to continue eating or close our mouths as we'd listen to her all agog, our food and outstretched hands totally forgotten.

Those local tales of lions that came as bridegrooms and sparrows that stuffed themselves and the longer tales from the Indian epics have not only stayed with me but taught us the values that my GGM held dear. In a very small way I have tried to share that with my own two children. However, the larger lesson I have learnt is the value of stories and storytelling to imbibe culture in families and companies.

There is a large swath of didactic and somewhat intimidating academic research done in recent times on the role of storytelling in business. Leaving that to the experts, in every company I have worked with, there has been storytelling - of dream deals that were saved or won by heroic individual or team efforts; customers from hell or my own favorite, of a customer who insisted on paying by Sep 30th ahead of our delivery milestone, as his budget would vanish on Oct 1st, but wanting a handwritten personal note from the CEO assuring that we'd still deliver on our commitments; our own story of how we asked engineers and managers to have their pay raises deferred and then to take a pay cut and my wife's favorite, of how I was a zombie the day we lost that truly big, already-in-the-bag and company-saving quarter million dollar deal and the mourning we went through (denial, anger, bargaining, depression, and acceptance - all in a day.)

Of course storytelling need not be just in front of the fireplace, over dinner or by the water cooler. Books, emails and memos can just as powerfully share stories and values. The best examples I can think of include

• "Memos from the Chairman" by Alan C. Greenberg, former Chairman of investment
  banking firm Bear, Stearns & Co. In a series of memos, many at less than 150 words, he has shared his views, thoughts and narrated tales (with a fictional protagonist) in an informal and easy style
• "Small Decencies: Reflections and Meditations on Being Human at Work" by John Cowan - a collection of fluid essays that narrate tales from John's personal and work life and lend tremendous insight into our own lives, without hitting us over the head

I'd recommend both these books for a hearty good read, even if storytelling and organizational culture are not your favorite topics!

Culture in Companies and Business Success

In November 2007, in what's becoming an annual event (okay, it was two years in a row), I attended a workshop titled "Values-based Leadership" lead by Richard Barrett. Despite the slow start, and initial misgivings when Richard quickly put on a video of his that's available on YouTube (hey, I have come to hear you in person, was my first thought) - the day proved to be thought-provoking and productive, for two reasons. Firstly a full day away from the daily grind at the office, just thinking and discussing things from the sublime, (Who am I? What is my purpose in life?) to grimy reality (What is the culture in your company?) was a much needed breath of fresh air. Secondly the workshop turned out to be completely about culture, ways of measuring it and the role culture and values play in the business success of organizations. Many thoughts that had been stewing below the surface of my conscious mind or even the few that had cleared the surface and were still nebulous at best, began to get some definite shape and dare I say, validation through the course of the day.

Before I push ahead, its worth stepping back and trying to get a working definition of culture spelled out. Many serious thinkers have come up a variety of definitions - ranging from the anthropological all the way to organizational - I will confine myself to the rather simple assertion, that culture is how people in an organization behave and expect others to behave, on a daily basis. This behaviour is almost always driven or at the very least most strongly influenced from the top, down. In other words the leaders (in small enterprises these are almost always the founders) set the culture and the everyday actions of the people in the organization reinforces this culture. Here again, I use the term actions to include explicit inaction or lack of action as much as deliberate actions taken. For instance, not confronting (constructively or otherwise), or avoiding conflict is as much an element of organizational culture as action such as yelling at your subordinates or sharing recognition and praise as well.

In the spirit of full disclosure I should also state my position - that I believe that culture trumps all other considerations in building healthy, dynamic and long lasting successful organizations. Yes, all those things we learnt in business school or at our fathers' knees are still true - operational excellence, technology and R&D, financial performance, killer products or services are all important for success but culture is critical to sustain and build upon the gains made. After six years of running a boot-strapped software company, from the giddy optimistic start, through axing one entire department and having those folks out-placed, asking the remaining team to take 10-15% pay cuts, even as we worked to deliver newer products, fend off competitors and keep those fickle customers who hadn't yet gone out of business in the downturn or been gobbled up , to achieving market leadership in our niche and finally selling our own company, the number one insight I have gained is that culture is the critical ingredient for organization success.

In the coming weeks and months I hope to share some of the lessons I have learnt from my journey as an engineer, manager, CEO and general factotum (they are nearly the same thing, you sometimes have a little more freedom as a factotum) and in the bargain, I hope to learn as well. The journey continues!