FirstCuts | Page 2 of 3 | Chronicles from a Caribbean Cubicle

July 2, 2007

FirstCuts Issue 12.0

The newest issue of FirstCuts has been published and can be read at http://urlcut.com/FirstCuts12

This issue is entitled “A Manager’s Job is NOT to Manage.”

April 19, 2007

FirstCuts ezine Issue 10.0

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — New Ideas Issue 10 April 15, 2007

A Caribbean Branded Experience
by Francis Wade

Editorial

For better or worse, the Cricket World Cup has put our region firmly on the world stage as a united entity, jointly accountable for the success of the event.

It is the first time that we are coming together to host an event of this magnitude, and I felt proud of us as a region after the Opening Ceremony in March.

Since then, I have only wished that we had taken a stand for making it more of OUR world cup in every dimension, rather than something that feels imported. This issue is devoted to one element that we could have made our won, but didn’t — the customer
experience.

I find that we as a region are sometimes too shy to promote ourselves and our strengths on the world stage, and don’t appreciate the value and impact of our own brand in the world. Hopefully, after the matches are over we will have learned how to better harness our own strengths, especially outside of the realm of sun, sea and sand.

Until next month,

Francis

A Caribbean Branded Experience

There is a quiet revolution underway in which leading companies are changing the way they’re thinking about customer service.

Since the advent of the “total quality” movement in the 1980s, companies have been happy designing customer service to “meet or exceed customers’ needs or expectations” and to provide “excellent
service.”

Marketers are now saying that this approach is not sufficient and that they want customer service that fulfills an important role in brand building. In other words, they’re saying that service quality must do more than meet expectations. It must also create a “branded experience” that the company can use to clearly differentiate itself from competitors and deeply embed itself in the customer’s
psyche.

When companies fail to create a branded experience, they run the risk of either providing a bland experience that customers do not value or even creating a negative experience that customers actively avoid.

Such is the case of the ICC Cricket World Cup currently underway across the West Indies. The promise seemed simple: create a world-class event and cricket lovers the world over would come.

Unfortunately, the delivered experience has driven away local fans and turned off visitors, and there is universal recognition that something must be done to correct this.

What could the ICC Cricket World Cup organisers have done to prevent the fallout that’s now occurring? What went wrong in their planning? What can regional companies do to prevent their own customers from abandoning them at key moments?

In our most recent endeavor at Framework, we have been looking at this question for several clients—and we think that the ICC could have followed a simple process to craft a precise experience from inside the world of their customers, create channels to deliver the experience consistently, and ensure that interventions to restore the desired experience are timely and authentic.

Customer’s Experience vs. Customer’s Expectations

As companies change the way they think about the customer’s experience, savvy firms are focusing on creating specific “experiences” comprised of actual emotions they want their customers to retain after an encounter with the company.

For example, customers of an excellent hotel may leave their weekend stint having had experiences of “care, opulence, and comfort.”

In this context, the experience is a possible differentiating factor, built by the hotel, based on an understanding of what its target customers want—and what the hotel can actually deliver. Obviously, no set of experiences are universal and apply to all customers. Equally obvious is the fact that not all hotels are interested in delivering the same experience. A different hotel might be interested in creating an experience of “adventure, thrift, and practicality” for its customers.

If both hotels were effective in creating these experiences, they would appeal to very different segments, with brands that overlap only rarely.

In the case of the ICC Cricket World Cup, the “world-class” experience that’s associated with sporting events in developed countries has done much to turn away local lovers of the game.

The truth is, although half of the world lives on less than US$2.00 per day, the idea of what is world-class probably wasn’t defined with the “lower half” in mind. Instead, it most likely came from feedback gained from the 20% of the world’s population in the developed nations who consume 86% of the world’s goods (and perhaps even more of the global, live sporting events.) Here in the Caribbean, with our developing economies, we are hardly a part of the influential 20%.

A conversation with the average man in the street, or a visitor to the region, would reveal that our cricketing customers are very different from those envisioned by the typical customers of world-class events. The experiences we value are very different— more noisy, spontaneous, and reliant on people interacting with one another.

The ICC seems to have realized that a mistake was made and that the experience they were intent on delivering is not the one that customers are interested in having—even if it is “world-class.”

Unfortunately, companies in the region often assume that world-class is better. This is an excellent example where that thinking is just plain wrong.

The problem was created when the term “world-class” was not translated into specific experiences.

For example, a great deal has been made of the fact that local customers have not appreciated that tickets have been available online for several months. In a world-class event, an e-commerce channel is usually experienced as “helpful.” In the Caribbean, where less than 20% of our citizens have Internet access, the experience was one that was “exclusionary” and “difficult.”

Furthermore, foreigners have been complaining that the cricket experience they are having is sterile, and “not Caribbean enough.” One visitor quipped that if he wanted that kind of experience he would just have stayed home in England.

Shifting from vague ideals such as “world-class” to specific experiences is more than just a cosmetic play of words. When experiences can be understood as a combination of critical emotional outcomes, practices can be customized to produce them.

Take, as an example, interactions between the flight crew and customers in the airline industry.

A company that intends to create the experience of “peace and quiet” would train the staff in very different practices from one that creates the experience of “spontaneity.” The practices would contrast in tone, length, volume, and warmth.

To illustrate, Southwest Airlines is well known for the jokes, contests, and songs that its flight crew (including the captain) tell over the intercom at different points in the flight. As a customer of Southwest, which specializes in short-haul flights, I can report from the experience that it was fun.

However, I also truly appreciate the peace and quiet provided by a British Airways business-class seat on a long trans-Atlantic flight.

As another example, here in the Caribbean, a company that tries to deliver the same experience to its clients, regardless of the culture of each client’s home country, can run into serious trouble. A Trinidadian customer may respond very differently to an invitation to go out for drinks and a lime after work compared to a Barbadian in the same situation.

A savvy company accounts for regional differences and customizes its practices to carefully produce the desired experience, while monitoring the actual experience its customers are having.

Unfortunately, international research conducted by Bain & Co. shows that most companies are in the dark. Some 80% of companies believe that they are delivering “a superior customer experience,” while only 8% of their customers agree.

The best companies go further than customizing their practices, however. They also define what happens for customers at each point at which the company interacts with the customer.

Delivering the Experience Through Touch Points

Critical to delivering the experience and customizing practices is understanding that customers build up their experience of companies through what are called “touch points.”

Recently I made my first visit to a new bicycle shop here in Kingston, Jamaica. The outside looks rather ordinary, as the shop is tucked away between other stores behind a very shallow parking lot. However, when I entered it for the first time, I had only one thought: “This feels like America!” The layout was superb, the store was air-conditioned, and the merchandise was well lit and attractively displayed.

It was a vivid touch point, and I have not visited another bicycle shop since then, as this one is a clear step above any others in terms of its environment.

Perhaps the owner designed the store’s interior with a particular experience in mind: “inviting.” If so, he has succeeded—the layout invites the customer to linger, and, in my opinion, it’s the only bicycle shop in Kingston that comes close to accomplishing this feeling. The first entrance into the store is a powerful touch point.

We at Framework have developed tools to help companies define the desired experience, inventory the touch points, and define standards of behaviour and process that deliver the experience. (See the footnote to this ezine about how to obtain more information on one of these tools.)

When I first did this exercise for Framework Consulting, the insights I gained were stunning. When I stepped into our customer’s shoes, seemingly trivial details became critical.

When I made the first list of touch points, I realized that the firm’s brand was being experienced through multiple channels, some of which were as follows:
• A visit to the company website
• How long it took to get a reply to an email
• The length of the voice mail message I heard when I called
• The fit between my proposals and the client’s budget
• A casual encounter in the mall or on an airplane
• A speech heard at a conference

These are all valid touch points, and they all work together to create our company’s particular brand and some overall experience for our customers. I found that I was managing a mere subset of all potential touch points.

Unfortunately, in the case of the ICC Cricket World Cup, the touch points that I personally encountered were a mixed bag of positive and negative experiences:
• The press was full of reports of things that we West Indians were not allowed to do on match day
• When I called to order tickets, I was told quite unprofessionally that “they were sold out”
• When I bought a ticket online the following day, the website was confusing and would not allow me to pick the row or seat, just the “section”
• When I picked up the ticket, the agent appeared unconcerned that I was given incorrect information
• It was amazingly easy to be transferred from the parking lot to the ground itself
• The degree of security (in crime-ridden Jamaica) was wonderful to behold
• I was told I could bring in no food or drinks, but I saw people do both
• The ground’s vendors ran out of decent meals, and my family ended up eating something awful for lunch
• Sabina Park never looked more beautiful, or better prepared, as a physical facility
• There was none of the noise that’s always a part of cricket in the Caribbean
• The brand name of the toilets was neatly (and bizarrely) covered with duct tape . . .

All of these touch points together—good and bad—helped to make the total experience.

A note about the duct tape on the toilets: While covering the brand name on a toilet may have something to do with a world-class standard (i.e., ambush marketing), the feeling of outrage that I felt at that moment has stayed with me. (Apparently, the manufacturer declined to be a sponsor, hence the peculiar need to hide its name from the public.) I cannot imagine that too many West Indians would take this particular tactic lightly, and many sportswriters have written about the greed and selfishness that it exemplifies. Clearly, this touch point created an experience that was foreign to the majority of the ICC Cricket World Cup customers.

Taken together, the mixed bag of experiences, via different touch points, has resulted in empty stadiums (to date) and a bitter taste in the mouths of many fans—a bad taste that the organisers are now desperately trying to correct.

Unfortunately, some recent public pronouncements by the executives of the ICC Cricket World Cup have only added more negative experiences. Apparently, they deliberately decided to overlook the
customer’s experience and instead tried something bolder—to “change Caribbean culture,” in the words of Stephen Price, the tournament’s commercial director.

Needless to say, it’s much more difficult to “change” customers than it is to provide a particular experience that customers value, and more recent actions seem to indicate a course correction.

This is not to say that there aren’t aspects of the Caribbean culture that work against us, but the customer is the wrong element to try to change. Instead, the tournament staff—those who deliver the bulk of the experiences to the customer—should be the real point of focus.

Interventions to Deliver the Desired Experience

Companies that decide to transform themselves to deliver a consistent customer experience must start with the people who deliver the experience. Coaching and training interventions are the best way to change the knowledge, skills, and motivation required.

Unfortunately, the average employee in the Caribbean region is at a severe disadvantage.

One benefit of being a service worker in a First World country is simply having consistent exposure to companies that deliver better service, or even world-class service. Contrasted with the average Caribbean employee, First World employees can more easily become savvy service providers as a result of having had a direct
experience.

Here in the Caribbean, however, the average service provider just hasn’t had that same experience. In fact, the average Caribbean national is hard-pressed to identify a single company with which they interact that provides excellent service.

That doesn’t mean that Sandals, for example, isn’t providing excellent service. However, the income gap between our average service worker (earning perhaps US$200 per week) and the average Sandals customer (paying $US200 per night) means that the majority of workers will never spend a night at Sandals.

Caribbean service workers are therefore in a bind—How do they meet customers’ expectations when theirs have never been met? How do they provide a service level that they’ve never personally witnessed? How do they effect behaviours that deliver an experience that they’ve never had?

This question is not an easy one to answer, as we at Framework are finding, but we have had some success by taking the following two steps.

1. Use Specific, Familiar Language
Managers must define the customer experience in terms that the service worker can appreciate and understand. This may mean using language that’s colloquial, based in patois or local jargon. The point here is to make it easy for the service worker to remember and focus on delivering the experience.

The benefit derived from making the experience explicit is that the service worker is better able to judge whether or not the experience is being delivered. When general terms such as “world-class” are used, that actually communicates very little to the service workers—leaving them unable to correct their behaviour, even if they want to.

This is quite different from a situation in which a manager asks his worker whether or not a particular customer was “delighted, inspired, and energized.” A manager who uses such terms is more likely to get an intelligent response than one who asks whether or not the customer was merely “satisfied.” Using specific language is
the key to communicating what the goal of each interaction actually is.

2. Develop Emotional Intelligence
Managers must train workers to develop aspects of their emotional intelligence that emphasize the ability to recognize, and respond to, the emotions of customers—especially when those emotions might be negative.

At one extreme is the kind of worker who cannot recognize the emotions of others, even when those emotions are obvious. These workers probably should not be in the service industry at all. Further along the spectrum are those who recognize the feelings of others, but react in a way that’s inappropriate because they cannot
control their reactions.

The emotional intelligence needed to consistently deliver a customer experience can be learned. With consistent coaching, an employee with a basic level of empathetic skills can learn how to use touch points to accomplish the company’s goals.

Most are not able to turn themselves into experts overnight, however. Managers must make time to not only train, but to serve as role models for the standards it takes to create a desired experience.

The best managers believe this rule: service workers will not deliver an experience to a customer that exceeds the experience that they’ve had with their own management. The best managers give enough of the “right” experience to their front-line workers in order for those workers, in turn, to be able to give that experience to others. For this reason, the first-level, or front-line manager’s role is a critical one.

Summary

Long after the ICC Cricket World Cup has come and gone, companies in the region will be able to use the example of its citizens direct experience to see that delivering good service is not merely a matter of repeating what is done elsewhere.

Instead, it takes the precise application of touch point standards and interventions in every case—and when the job is done well, the customer’s experience is assured.

P.S. We would like to offer you a paper with more details on Framework’s Service Inventory — a tool to capture critical information at company touch-points. To receive the paper, send email to fwc-serv-inv@aweber.com

Useful Stuff

Tips, Ads and Links
I will be speaking at the upcoming Jamaica Employees Federation conference from May 3-6 in Ocho Rios on the topic: Building Bridges across the region: Networking Strategies and Techniques for the New Breed of Caribbean Managers.

We are on the lookout for possible contributors to FirstCuts. If you are interested, send email to francis@fwconsulting.com to be included in a future mailing. Please send this request along to others.

Back Issues of FirstCuts can be found at http://tinyurl.com/pw7fa

To manage this newsletter, we use an excellent programme called
AWeber that you can explore here:- http://www.aweber.com/?213577

Subscriber Q&A
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FirstCuts © Copyright 2007, Framework Consulting, except where indicated otherwise. All rights reserved worldwide. Reprint only with permission from copyright holder(s). All trademarks are property of their respective owners. All contents provided as is. No express or implied income claims made herein. Your business success is dependent on many factors, including your own abilities. Advertisers are solely responsible for ad content.

FirstCuts: An Online Newsletter From Framework Consulting Inc.
954-323-2552
876-880-8653
3389 Sheridan Street #434
Hollywood FL 33021, USA

March 9, 2007

FirstCuts Issue 9.0

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — New Ideas Issue 9
March 15, 2007

Delegating in Caribbean Companies (part 2)
by Francis Wade

Editorial

A few weeks ago in Jamaica, there was a riot at the construction
site of a hotel being built by a Spanish hotel conglomerate:
the Fiesta Hotel Group.

The bottom line was that a worker was shot, cars were burned,
offices were looted and work was suspended for almost two weeks.

Now and then I receive a reminder that our work in the region can
have very dramatic results, and that when we discuss ideas such as
those we tackle in FirstCuts it is not just a matter of
intellectual interest, but also a matter of doing work that
impacts the lives of workers, families and communities.

Until next month,

Francis

Delegating in Caribbean Companies (part 2)

In last month’s issue of FirstCuts, I wrote about the need for
regional executives to think deeply about the process they use to
turn over accountabilities to new direct reports. I mentioned the
need for executives to systematize the work they do so that it can
be captured and passed on effectively.

In that issue, I discussed the need for Caribbean executives to
produce a “turnover document” for every new accountability. In
addition to writing such a document, they must also create ways to
progressively delegate the content of a new job. (To see the prior
edition of FirstCuts, visit http://urlcut.com/FirstCuts8.)

In this issue, we describe the way in which we have worked with
executives to produce the critical content included in a turnover
document. Once the document is produced, we advocate a phased
turnover of tasks to ensure that learning takes place.

FirstCuts ezine 8.0

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — New Ideas Issue 8 February 15, 2007

Delegating in Caribbean Companies
by Francis Wade

Editorial

This week’s issue is one that I had to break up into at least two parts, due to its length. This is the first time that I have had to do this, and I think that wherever it makes sense I will try to break up lengthy issues.

I am aware of the studies that show that it is easier to read from paper than it is onscreen, and that the writing and spacing needs to be quite different. At the same time, I have a hunch that my average reader is more used to the British than American style of
writing — more heft and pomp, but also less of a quick read over breakfast at your desk.

Next month at this time the Cricket World Cup will be underway across the region. It will be the single largest undertaking for our region, and the most important collaborative effort by our relatively small countries. I am hoping that it benefits all our people, as intended.

Time to start to Rally Roun’ the West Indies… now and forever!

Until next month,

Francis

Delegating in Caribbean Companies

In Caribbean companies, and especially in growing start-ups, executives often complain that they cannot find good people to work for them. In our work at Framework, we have found that executives, in particular, have an acutely difficult time filling positions that they themselves once held.

They look for professionals with the best credentials, thinking that the new hire’s education should help them to do a job that others before them had to learn on their own. They bring them on board, give them all that they need, including a substantial salary. Success seems to be a “sure thing.”

That is, until the new hire shows a lack of “basic common sense.”

That is exactly how executives put it to me when they complain that they cannot fill key positions reporting to them in the corporate hierarchy.

The star they hired appears not to be a star at all.

According to the executive, in a series of critical moments, the new appointee demonstrates an appalling lack of judgement that leaves the executive distressed, and forces them to swoop in to
save the day. When it occurs it is stressful, tiring and disheartening.

It leaves them wondering why exactly they are paying such a tremendous salary, and how it is that they, themselves, could have learned the job armed with less training, help and pay.

Unfortunately, the end-result is often disastrous. The new hire fails, and fails again, until they are fired. In some companies, the cycle continues, as a number of people are hired into the same position, only to fail within a matter of months. No-one seems able to succeed.

At one Caribbean company, the key position of VP-HR remains unfilled for over ten years. The company has been through a series of incumbents, none of whom stayed for more than a few months. Interestingly, the President actually performed the job capably at one time, and continues to hold the position in his portfolio while the search for a new executive continues.

What exactly is lacking? Is the educational background of the new hires inadequate? Or are the expectations too high? Are executives somehow being unfair when they hire replacements in our
region’s companies?

Our work in the Caribbean has taught us a few lessons in this area: executives do not properly “systematize” their work, they don’t delegate it systematically and they do not establish
appropriate feedback loops to be successful.

“Systematizing” Work

The chaos of day-to-day Caribbean business life often seems to be enough to force a manager to operate in perpetual crisis mode. While moving from one problem to another, each and every day brings with it unique challenges that require significant energy and ingenuity just to stay above water.

In one company we worked with, there is a policy that managers must answer the phone when it rings, and to reinforce the policy there is no provision for voicemail. The result? Highly trained managers with no control over their personal schedule, as the culture of the company is one in which everything stops when the phone rings.

In another company that prided itself on being customer-centric, even the CEO would drop everything when a customer had a problem. It had to be solved immediately at all costs, disrupting meetings and any other activity that happened to be underway.

Unfortunately, managers who work in these environments learn not to make plans, and instead surrender themselves to whatever might be happening in the moment. Many compensate by coming to work early, leaving late or working on weekends and holidays — when everyone else in the office is hopefully away.

Michael Gerber’s book, The eMyth Revisited, offers a brilliant prescription in the form of an insight: the very best managers not only work IN their jobs, they work ON them. In other words, they
set time aside to examine the way in which they do their work. They purposefully spend time thinking about their job, how they are executing it, how they are measuring their own success, and what techniques they should use to take it to another level.

Better managers take the next step and “systematize” their job function. They have determined that it is not enough for them to be effective, but they also have decided to assure the success of
their successor by documenting HOW the job is done when it is being done well. They look deeply into the heart of what they are doing, in an effort to develop processes that help them to automate key aspects of the job using the best methods possible. For example, when they find a piece of software that makes their job easier, they document it for future use.

For example, before my first visit to DisneyWorld as an adult several years ago, I happened to buy a book with the title: “How to Enjoy DisneyWorld without Kids.” The book gave a unique
perspective on how to enjoy the different theme parks while avoiding lines, escaping the heat and skipping attractions that would have no interest for adults. I had a wonderful time, thanks
to the work that someone else had done to document insider tips, practices and information that
were unique to my needs.

Gerber advocates writing a very similar document for each job, and argues that this is exactly what the very best managers do. They document their short-cuts, process descriptions and tips in a way
that allows almost anyone with common-sense to do the job effectively.

According to him, it is the single most powerful technique that Ray Kroc, the founder of the McDonald’s chain, used to create the world’s first mega-franchise. After buying a single hamburger
restaurant from the McDonald brothers in California, he discovered and documented what made it successful, and built a chain on the contents of the unique manuals he was able to assemble.

The result? Today, identical-tasting hamburger and fries are sold from thousands of restaurants worldwide to 54 million people daily.

Systematization is a powerful method that is very rarely used in our region’s companies.

When it is not done, incoming managers are forced to learn job from scratch, based on little or no basic information, let alone the kind of detailed and nuanced insights that the executive needs to
pass on to a new hire. It may seem that the new hire is failing to demonstrate common sense, but the real failure occurs when managers are not trained to systematize their work and to produce the
turnover documents the new hire needs.

Turnover Documents

Turnover documents include all the information that new hires need to be successful. At the very least, they start with a generic kind of job description. At the very best, they are the end-result of a
long, hard process that a manager has undertaken to work ON their job. They describe the innovations and improvements that a manager has implemented, and if a new hire is lucky it can span several years and managers.

There is no set format to the documents that I have seen and written. They are informal, and meant for immediate application. They are filled with inside knowledge of how things _really_ work — as opposed to how they are supposed to work.

In Jamaica this informal knowledge that is critical to success is known as “the runnings”. Here in the Caribbean, it often means the difference between profit and loss.

For example, the turnover document written for a VP-HR position could describe how to obtain a work permit for an expatriate professional. It would detail who to contact within the Ministry
of Justice and Immigration and who to avoid, which forms are really needed, what the true cost is and how the number of trips to various government offices could be reduced.

A well-written document would save the new VP-HR many hours of time and effort. Yet, in the example cited above, it could only be written by the President of the company — the last person to
successfully perform the job.

However, when the turnover document is missing a new hire could flounder, and make the kind of mistakes that the President might call “a lack of common-sense.”

Make no bones about it — developing a turnover document takes tedious, quiet work with no immediate payoff. Most managers prefer to focus on the job at hand, and the results they have to produce in the next few days. Any improvements are incorporated into new practices on the fly, as the learning shifts to other competencies.

As new competencies are mastered, over time the original, primary learning recedes into the subconscious.

In most Caribbean companies that we have worked with, the idea of turnover documents is quite foreign. While it is possible to reverse-engineer them from a manager’s experience and memory, the
process is a difficult one.

The best method we have used with our clients involves intense interviews that are essential for getting at the aspects of the job that are done without conscious effort. Sometimes, using this
approach is the only alternative a company has, but the very best approach is to develop a culture in which turnover documents are the norm, rather than the exception.

In the cases in which a manager leaves the company altogether, turnover documents are impossible to create, requiring an injection of new costs and time in order to bring a new manager up to speed.

A Turnover Culture

There is no single approach to developing a culture in which systematization is the norm, but the best companies start by engaging their managers in building a long-term future for the
firm.

These companies clearly describe the rationale behind systematization, and the need for turnover documents. They ask managers to start writing them once they change jobs, and create
the expectation that their ability to turn the function over to another person is a requirement of the job.

Managers also learn that they will not be deemed ready for promotion until their turnover documents are in order, and fully updated.

There is a natural resistance to writing these documents that we have found in Caribbean companies, however, and it must be dealt with it at some point.

The first source of resistance comes from a bureaucratic unwillingness to make self-replacement easy. Managers often try to protect their positions by keeping key information close to their
chests, and thereby ensure some job security. Developing a turnover document can look to them like career suicide.

The second source of resistance comes from the fact that the time spent to develop a turnover document has little immediate and practical benefit to the incumbent. The benefit to having them
comes in the long term in most companies, in the form of the firm’s success. Many managers are just unwilling to wait that long.

Companies that are able to create cultures whose values surpass this resistance are able to tap into something very powerful: a technique that builds the company from the inside, with all the
employees working ON their jobs as well as IN them.

Summary

Presidents and CEO’s, systematization assures the success of the company in the future, and helps to build a true Learning Organization along the way.

Gone is the expectation of instant success, as it becomes apparent to the executive that mastering the job is largely a function of how well it was systematized when it was the incumbent’s
responsibility. When the executive turns over a position they once held to a new hire, they have a much better appreciation for what the job entails.

From the turnover documents, common sense appears to be not so common after all, and executives can clearly see how their subordinate’s success is up to them, and their ability to systematize their jobs.

In next month’s Issue: Learn why accountabilities in turnover documents must be gradually delegated to prevent failure, and also why solo entrepreneurs also need to systematize their work.

The FirstCuts Bottom Line: Begin to systematize your work now.

What are some of the things you are doing to systematize your work? Let us know at the Framework blog by following this link and leaving us a comment: http://tinyurl.com/26m3u9

Useful Stuff

Back Issues of FirstCuts can be found at http://tinyurl.com/pw7fa

To manage this newsletter, we use an excellent programme called AWeber that you can explore here:- http://www.aweber.com/?213577

Subscriber Q&A
None this month

General and Newsletter Subscription Info
To contact us with feedback, questions or praise, email newsletter@fwconsulting.com

To subscribe, please send email to firstcuts@aweber.com from the email address that you which to be subscribed from

Please feel free to use excerpts from this newsletter as long as you give credit with a link to our page: www.fwconsulting.com

FirstCuts: An Online Newsletter From Framework Consulting Inc.
954-323-2552
876-880-8653
3389 Sheridan Street #434
Hollywood FL 33021, USA

January 10, 2007

FirstCuts ezine Issue 7.0

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — Issue 7 January 15, 2007
Developing a “Caribbean Manager”
by Francis Wade

Editorial

While I was in Johannesburg, South Africa over the holidays, I was able to take tours of 2 townships: Soweto and Alexandria. While visiting I was struck by the wickedness that was the Apartheid system, and how long it will take that country to integrate all of its citizens
into a seamless whole — something that has never existed.

Here in the Caribbean we have a similar challenge: to create an economic force that has never before existed. This issue is devoted to the idea that a truly “Caribbean Manager” is the basic building block, because if the mindset is not there at an individual level, then all the CSME activity will be wasted.

Francis

Developing a “Caribbean Manager”

====================================================
Developing a “Caribbean Manager”
====================================================

The upcoming Cricket World Cup arrives in the Caribbean in March
2007 and brings with it several interesting possibilities.

One possibility that it brings to mind is that we, as a region
can find a way to emulate the success of the West Indies cricket
team in the 1980’s and 1990’s — off the field. One lesson that we
might learn from our Test cricketers and their collective success,
is that they each had to undergo a personal transition from being
merely a representative of their country, to being a member of The
West Indies cricket team.

I am certain that the transition involved more than just a change
in team name, particularly when we were world beaters in the
1980’s and early 1990’s. The players of that time were able to
set aside their local preferences, biases and idiosyncrasies, in
order to build the kind of unified force that politicians and
business-people have, to date, failed to create.

While our politicians are making little headway with the
implementation of CSME, it is our business-people that are more
closely following the example of our Test cricket team. Assisted
by the liberalisation of the region’s economies, they have been
able to export capital, and use it to build regional conglomerates
in manufacturing, distribution and banking.

In our work, Framework has defined a term that we have been sharing
with our clients that we hope to make synonymous with the power
that “West Indian cricketer” has around the world: “Caribbean
Manager.”

Why should we care about becoming Caribbean Managers? Who or what
are they anyway?

A Caribbean Manager is a manager who has undergone a mental shift
or transition from being a local professional to one who sees
themselves as part of a wider regional fabric. It is a change that
one makes for oneself, and with it comes a broader context within
which to make decisions to invest time, energy and capital.

For example, a Caribbean Manager cares about the latest business
happenings in other countries in the region, and seeks out sources
of news and information that may give her a competitive edge.

How does a manager make the transition? In our work, my colleagues
and I have identified three characteristics that can be learned by
regional professionals: learning to collect different and varied
first-hand experiences, using heartfelt interests as a tool for
natural networking and being willing to identify and surrender
mind-sets that are obstacles to becoming Caribbean Managers.

==================================================
A Collector of Different Experiences
==================================================
Perhaps the first part of the transition that a manager must make
is to become committed to having a variety of different experiences
across the region. While there is a great deal that can be learned
from reading books and using the Internet, nothing does more for a
manager than direct experience of other countries in the region.

I can vividly recall my first trip to the Point Lisas Industrial
Estate in Trinidad. When I surveyed the number of heavy industrial
companies in the area, I immediately understood that Trinidad had
a very different economy than Jamaica’s, and that seeing the estate
was very different from reading about it.

The Caribbean Manager yearns for experiences such as this one,
because they help him to understand the deep underpinnings of
business in a particular country. He is never satisfied with an
understanding of his own society, and in fact finds that travelling
to other English-speaking countries in the region help him to
understand his own country.

These experiences cannot be scripted, as trips to different
territories become opportunities to combine markets, suppliers and
products in ways that cannot be determined from merely doing market
research. These unique combinations can only be created by
business-people who understand the region and its needs from
direct experience.

Some examples of unfilled opportunities include the lack of a real
jerk restaurant or patty shop in Port of Spain, and the fact that
authentic Trini roti is impossible to find in Kingston. These are
both waiting to be filled but can only been seen by those managers
who can see the need based on their experience.

Also, travelling across the region in search of these experiences
help to teach a budding Caribbean manager how to manage the people
in each country.

In a recent study conducted by Framework, Trinidadian executives
admitted to being surprised by the degree to which Jamaican
business culture differed from that of Trinidad. They may have
been better prepared if they had simply spent more time working in
Jamaica , managing Jamaicans, before accepting their assignments.

Travelling and working across the region gives the Caribbean
Manager valuable insights into another culture, but they can also
learn a great deal about their home culture. Furthermore, they
can also learn to adapt themselves to the strengths and weaknesses
of the Caribbean management style.

There are too many managers across the region who are, at best,
local managers with very narrow interests. They have not visited
another Caribbean country, do not read regional newspapers, and
are more acquainted with Miami than any of the region’s capitals.
They do both themselves and their companies a disservice.

================================================
A Networker Who Builds on Natural Interests
================================================
The idea of regional networking fills most professionals with a
feeling of dread. The idea of hob-nobbing with a power-elite
over golf or tennis at the country club seems foreign to everyone
other than the few who are already members.

We have found that the savvy Caribbean Manager builds networks
around areas of authentic interest. They start with what they
are already interested in, and broaden the scope of their interest
to include the entire region, way past the limits of their
country’s borders.

For example, a collector of exotic orchids who happens to work in
a bank, could decide to build their network around this particular
hobby. Using this pastime as a starting point, and the Internet as
a tool, they could engage in the following activities:
– find contact information for orchid growers across the Caribbean
region
– join paper and electronic newsletters and mail-lists
– join or start electronic discussion lists
– travel to attend orchid shows, and pass send around
trip reports
– become knowledgeable about the laws regarding the import and
export of orchids

Taking these simple steps (based on my absolute dearth of knowledge
in this area,)could enable someone to become a regional expert on
orchids, simply by pursuing their interest in a wider geographic
sphere.

How does this apply to the Caribbean Manager?

It turns out turns out that developing an expertise in a single
area can be just as effective a networking tool as any other. As
one’s expertise grows and deepens, the likelihood increases that
relationships will be created with other experts in the field
across the region. These other experts will themselves have
connections with professionals in each field, including banking.

All without learning how to serve, and without trying to perfect a
back-swing.

Caribbean Managers have found that the relatively small size of our
societies lends itself to authentic networking, and that business-
people are as likely to be found on the golf-course, as they are
to be found at a local pan-yard, race track or orchid show.

The savvy Caribbean Manager sticks to their areas of interest, and
trusts that their passion for the area will be attractive to
others. Their only duty is to stay true to their heartfelt
interests, honouring their passions while avoiding the dark
thoughts that they should buy a set of clubs in order to meet this
quarter’s sales goals.

The practical side benefit of following an interest are easy to
see. While the banker described in the example above is visiting
Georgetown at the annual Orchid Festival, it might be quite
easy to stay an extra day or two in order to meet the President of
the Guyana Association of Bankers (who just happens to be an old
school-mate of the Vice President of the Orchid Society.)

I benefited tremendously from an extra three days in Trinidad
after recovering from Carnival 1996. After meeting with a few
businessmen, I realized that not only could I do business in
Trinidad, but also that the talk in Jamaica about Tricky-dadians
was overblown — “old talk.”

===============================================
Willing to Surrender Mind-Sets
===============================================
A mindset is simply a way of being, or a lens, that
colours the way we see other people, countries or
situations. We, more often than not, don’t realize
they are there, and come to believe that the way we see
life is the way that life is. The problem comes when we
are wrong, and fail to see what is in front of us, or in
other words, what is in our blind-spots.

The talk among business-men in Jamaica about “Tricky-dadians”
and the inability to trust them is still widespread. Today, it
stops some Jamaicans from even attempting to do business in the
twin-island republic.

Caribbean Managers are able to transcend such limiting mind-sets.
They realize they exist, but they are willing to question them,
and to compare them to actual, first-hand experience.

This process of constant checking is more than just some parlour
trick — it is the key to seeing possibilities and opportunities
where others cannot see them. In business terms, it is the key to
finding new sources of profit.

How does a manager improve her ability to shed mindsets? There are
a variety of commercial approaches that are available for the
individual who is interested in being trained, and the one I most
recommend is based on the work of Byron Katie, which can be found
at www.thework.org.

===============================================
Summary
===============================================
Companies that are the first to develop a cadre of Caribbean
Managers will gain an undeniable competitive edge. Unfortunately,
I am unaware of any company that has put in place a systematic
programme of training, exposure and awareness to bridge the gap.

While it is clear that not having Caribbean Managers is costly to
regional firms, there is no easy prescription on how to put these
programmes in place. A Caribbean solution is needed.

Perhaps the Cricket World Cup might provide the impetus
we need to develop more than just regional cricketing
talent.

The FirstCuts Bottom Line: Start developing yourself as a
Caribbean Manager TODAY.

What are some of the things you are doing to develop yourself as
a Caribbean Manager? Let us know at the Framework blog by following
this link: http://tinyurl.com/y2z9qs

Useful Stuff

Tips, Ads and Links
Framework’s One-Page Digest has been launched and can be viewed at http://tinyurl.com/y9b6ev. It includes a list of links to information that I think is invaluable to Caribbean executives. Subscription details can also be found at the link above.
Update: I plan to release a new issue every 2 weeks

Back Issues of FirstCuts can be found at http://tinyurl.com/pw7fa

We are on the lookout for possible contributors to FirstCuts. If interested, send email to francis@fwconsulting.com to be included in a future mailing.

To manage this newsletter, we use an excellent programme called
AWeber that you can explore here:- http://www.aweber.com/?213577

Subscriber Q&A
None this month

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FirstCuts: An Online Newsletter From Framework Consulting Inc.
954-323-2552
876-880-8653
3389 Sheridan Street #434
Hollywood FL 33021, USA

December 24, 2006

How Much, When and How to Charge

One of the dilemmas I have not sorted through for myself is whether or not to charge the subscribers of FirstCuts, my online ezine, and other publications issued from my firm.

The decision is not a simple one, as I find myself caught between conflicting commitments as a manager of a business, and an investor of my own time and energies.

The first question I think I have to deal with is “What is the purpose of my ezine?”

The ezine started as a way to stay in touch with those who have an interest in the work that we do here at Framework Consulting. That remains the primary purpose. I want a reader to read each issue, and then immediately want to pass it on to other Caribbean managers at all levels.

The second purpose is to give people superior value for the time they invest in reading each issue, and the price they pay to receive it.

The third is to provide a source of leads for potential projects. I hope that a subscriber will think about some topic I have discussed in the ezine and call me to see if I have an interest in getting involved.

So far so good.

Lately, however, I have become increasingly aware that people value what they pay for. Or, at least I know that I do. I pay more attention, my standards rise and I expect more simply because I pay a nominal amount.

Therefore, I have been wondering if I should charge for the newsletter to help establish the fact that it is not being produced for free.

But before getting much further, I should put to bed the idea that I ever think that the newsletter will earn a great deal of money. I cannot imagine that, given the narrow range of topics, that the total number of subscribers will ever exceed a few hundred. Also, the purpose is not for it to generate a profit by itself. Instead, its main business purpose is to generate leads.

The cost to produce the newsletter includes the cost of the subscriber service I use (Aweber.com) which sets me back about US$30 per month or so. I plan to engage the services of an editor in the future, which I estimate will cost around $50-100 per issue.

The time it takes to craft the content, and to manage the delivery is considerable, however.
My estimates are as follow:
Writing and editing – 10 hours
Delivery Management – 3 hours

That is quite a bit of time to spend each month, out of an already very busy schedule.

Another complicating factor is that Caribbean people are not as comfortable with the idea of using a credit card on the internet as their counterparts in North America. I am yet to see a single Caribbean company even offer the alternative of internet payments.

By requiring an internet charge, I could well be erecting a barrier that most would have a hard time overcoming, not because they perceive that the price is too high, but because they are unwilling to go through the hassle of using, say, PayPal.

I believe that the answer for me right now is not to charge, but to remind subscribers that there is a cost that is being incurred, and a fee that is being waived. I will revisit this when either

paying over the internet becomes more of an acceptable method for Caribbean managers
one of the costs of producing the ezine rises dramatically
it fails to meet the business objective of producing leads

Therefore, for at least another year, I will waive the price of subscription.

December 22, 2006

FirstCuts 6.0 — Trinidadian Executive Study

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — New Ideas Issue 6 December 27, 2006

Trinis Coming to Jamaica
by Francis Wade

Editorial

I decided to write a shorter version of FirstCuts from vacation here on the outskirts of Johannesburg, South Africa.

My trip here has been interesting, as this is truly a country of contrasts that is in the middle of a mighty transition. What is obvious is that south.. they are taking this quite seriously.

A recent trip to the Apartheid Museum taught me how seriously they take the business of bridging cultural differences. When my niece sang the national anthem I could see how hard they have worked to create common ground — the anthem has four verses, sung in four languages, in two entirely different tunes.

At the same time, our recently concluded study indicates that we West Indian managers often mistakenly assume that we can overlook our cultural differences. As we discovered in our research, Trinidadian managers did this to their detriment when they arrived in Jamaica in the late 1990’s to assume control of Jamaican companies.

The study was based on interviews of Trinidadian executives who have worked in Jamaica. The data we gathered focused on their experience of managing and running companies in a very different cultural environment.

In the report, which runs to some 16 pages of findings and recommendations, we describe the phases that executives go through when they come to work in Jamaica, and also how they should prepare themselves to survive and then succeed.

At the very least Trinidadian executives can take a page from the book of the South Africans: cultural differences are real, and bridging them well takes concentrated effort. Possibly the worst posture to take is to assume that these differences are minor,
because this is often construed as a mindset of arrogance.

This was certainly the reaction of Jamaicans working for the Trinidadian managers who fell into this trap.

Francis

*
Next Steps
~~~~~~~~~~
To receive an electronic copy of our report entitled “The Trinidadian Executive in Jamaica” send email to fwc-triniexec@aweber.com and you will be added to the mailing
list.

To discuss this topic further, ask questions, or make a comment, visit our company blog and add a note at http://tinyurl.com/y33nkz. We promise to respond.

Subscriber Q&A

“I must pause today to say that this is one of the most inspired
and insightful articles on business in the Caribbean I have ever
read. Very well done!”

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FirstCuts © Copyright 2006, Framework Consulting, except where indicated otherwise. All rights reserved worldwide. Reprint only with permission from copyright holder(s). All trademarks are property of their respective owners. All contents provided as is. No express or implied income claims made herein. Your business success is dependent on many factors, including your own abilities. Advertisers are solely responsible for ad content.

FirstCuts: An Online Newsletter From Framework Consulting Inc.
954-323-2552
876-880-8653
3389 Sheridan Street #434
Hollywood FL 33021, USA

November 20, 2006

Customer as Number Two

The Customer as Number Two

A few years ago, I was sitting and eating lunch while reading the
overseas Jamaican paper (name?), when I had to drop what I
was eating in disgust. I was stopped in mid-meal by a picture
of a mad-man, his head full of live maggots.

I happened to know the editor of the paper and I immediately
called. She was not in office, and I was put onto the head of
advertising, who I also knew, as I had recently placed several
ads.

I complained vehemently.

She exclaimed – “Mi know how you feel! When I went to the
printers and dem show me de picture… dat was when I know dat dis
week’s paper wasn’t coming anywhere near me!”

I was flabbergasted.

I had expected her to explain, or defend, and not to react as if she had nothing to do with the paper. The best that I could do was to ask her to pass on my complaint to the editor, and hung up — but I have never forgotten her reaction.

————————CUT HERE———————

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October 25, 2006

FirstCuts Issue 4 — Transforming an Airline

FirstCuts
A Framework Consulting Online eZine
High-Stake Interventions — New Ideas Issue 4 October 21, 2006

Transforming an Airline
by Francis Wade

Editorial
This past week I attended small parts of the Human Resource Management Association of Barbados’ annual conference in Bridgetown. I had an opportunity to reflect on how lucky I am to be a Caribbean professional — one who travels and works across a region that I am proud to be a part of.

This contrasts with the time spent living in the U.S.A. when I could never shake the feeling of being a stranger in a country I was unable to care deeply about.

I am thankful to be home, and I consider each territory in our region to be a part of my extended home, and each business to be one that is an economic extension of my own.

In this sense, my comments on BWIA in this issue are spoken as an extended owner,and while the airline’s seemingly rough landings make me very nervous each time around, I think of them as our landings, by our airline, owned by our people.

Francis

Transforming an Airline

I flew BWIA West Indies Airways last week and had some time to think about its upcoming demise.

BWIA, the official carrier of Trinidad and Tobago, is officially going out of business on Dec. 31, 2006. It will be replaced by Caribbean Airlines, which apparently will take over much of the equipment, personnel and routes of today’s BWIA.

At the same time, there have been announcements in the press about the possibility of an upcoming merger between the airlines of LIAT and Caribbean Star. The coincidence is that both of these activities are taking place in the same industry, at the same time. As a past customer of all three companies, I read the pronouncements in the press while thinking that not much would change.

As I sat in my seat on a recent BWIA flight wondering where my lack of confidence was coming from, I happened to lower the tray-table and registered a familiar sense of annoyance with a “steupps” of the teeth. As usual, the back of the pink, leatherette seat in coach class was defaced with graffiti and pen marks.

Just as you would expect, given that most people are right-handed, more of the blue and black mess is on the right than the left. The marks look accidental for the most part, but now and then there is evidence of a malicious adult and mischievous child leaving their “mark” on purpose with a note that they “….wuz ‘ere.”

A pet peeve of mine is that somewhere, someplace, someone decided to pick these particular seats. The problem with them is not that they are ugly, but that they are perfect for writing on. The result is graffiti… hidden behind the tray-table, on the back of every seat.

I cannot say how all this came about — who decided on
the colour scheme, or the choice of fabric. How is it that the
seats could not be reliably cleaned? Why couldn’t someone install some kind of cover?

And why should I think that this particular annoyance will not
be repeated in the new Caribbean Airlines?

I am no expert on the airline industry, but I can predict that
whatever organizational culture allowed messy seats to be the norm, is likely to be continued in the new company. After all, the CEO will be the same, and the vast majority of the new airline’s staff will be drawn from BWIA.

I asked myself, if I had a blue-print for creating the new airline, what would it look like? I came up with three simple, but uncommon steps that I think would apply to Caribbean Airlines as well as to the possible LIAT/Caribbean Star merger.

The airlines should focus on embracing, rather than denying, their history of failure, co-creating the future with their employees and making bold requests for action and sacrifice.

********* Step 1: Embrace the History of Failure

The tendency of most organizations in a transition such as this one is to try to fast forward work to define the new company, in an attempt to quickly put some distance between the new and the old dispensations. The website announcement of the new airline bears this out. There is no mention of the reason why BWIA is closing; the announcement speaks only to how lucky the
new airline is to inherit the fine safety record of the soon to be defunct airline.

Unfortunately, any kind of transformation program gets its strongest start from doing the exact opposite. Instead of ignoring the past, the first step to a deep transformation is to embrace the historical reality fully and completely.

One way to do this would be to engage all the employees in an exercise to bring closure to the company’s past. This exercise would have to encompass both the positive and negative aspects of the company’s performance to date.

The truth is, in spite of best efforts, BWIA was a financial failure. At the same time, many good things happened for the thousands that were employed and their families in its sixty-plus year history. In Step 1, this mix of positive and negative results would have an opportunity to be fully aired and expressed.

Practically, this could be done in BWIA in a series of meetings, primarily devoted to exploring the past in order to tell the truth about it. There would be no effort to try to change anything at this point. Instead, the positive end-result would be that people’s aspirations and hopes would have a chance of being put to bed, and their disappointments would have an opportunity of being addressed.

I imagine employees saying “Thank You,” “I am sorry this did not work out” and “Goodbye. “

For the typical results-driven, Type A executive, especially, this can all be very difficult medicine to swallow.

“Embracing the history of failure” looks an awful lot to them like slowing things down, and avoiding the job that needs to be done. They might well argue that people should be able to move on, and just forget about the history. Or they might say that such an exercise should be delayed until the new company is launched.

However, it is quite normal for a CEO to be able to mentally and psychologically make a shift that their staff cannot.

The staff of the new airline will have 550 employees, compared with the 1800 that BWIA had. The vast majority of them will come from the old company.

The fact that they would have been selected, and their colleagues left without jobs, provide perfect conditions for survivor guilt, the debilitating emotion that affects employees in situations like this. Research has shown that employees experiencing this phenomenon can experience productivity decreases by as much as 50% for months at a time.

Doing the exercise inside BWIA, rather than Caribbean Airlines, could leave everyone satisfied that they have done their best to take care of all their colleagues, while preparing all the ex-BWIA employees for whatever is next in their careers — Caribbean Airlines or not.

I imagine that the transition team is currently focusing on the “hard” aspects of the business — those that are measurable and tangible. If executives could stop the frenetic 24/7 activity that is no doubt underway, it would help build a strong foundation for the new airline to build on.

From my work with regional executives who have lead such transitions, their message is a singular one: the “soft” aspects of your transition are more important than you think.

********* Step 2: Co-Create the Future

Once employees experience closure, it takes only a nano-second before they feel the creative impulse to create anew. A smart company will capitalize on this energy and meet this impulse with an opportunity to co-create.

From my experience, it does not matter what exactly gets created, whether it be a statement of values, vision, strategy, a business plan or even a new company logo.

The actual creative activity is irrelevant.

What is important is that the activity be authentic. It must be vital to the well-being of the company. It cannot be merely “symbolic.”

It is equally important that everyone has a chance to be heard, to contribute, and to see how their contribution might be included in the final result.

I have seen very few companies in the region put themselves through this process, and do it well. I put this down to a paucity of methods, and an unwillingness to risk the activity going badly on a public scale, rather than a lack of awareness of the need.

********** Step 3: Call to Action and Sacrifice

This might be the hardest step of all.

CEOs and Managing Directors in our region have come to believe that a key part of their job is to shield their employees from bad news. This paternalistic relationship is one that is actively encouraged or passively allowed by both employees and managers.

However, paternalism is the very opposite of the responsible, adult-like give and take that marks healthy companies. Without this kind of relationship, it is impossible for companies like BWIA to make the changes it needs to make.

Obviously, if Caribbean Airlines conducts “business as usual,” it will result in more of the same failures.

What most leaders fail to realize is that when their employees are working with them to co-create a future, they are ready, willing and able to make the changes necessary to bring it
about. When the requests made of employees are bold, and big, it can help to demonstrate that the days of paternalism are over, and that progress will only come from cooperation.

In fact, it is widely believed that BWIA’s demise had more to do with a lack of cooperation than anything else. The inability of the management and unions to work together to save the company was seen by the owners as the final straw.

This third step is not optional.

If this step is not taken, a dangerous vacuum gets created. In response, employees in our region retreat even further into a paternalistic mindset, waiting for management to “tell them
what to do next.”

If it is taken, managers can make the case that the unusual circumstances involved, require everyone to find ways to change the way they do business. In the case of Caribbean Airlines, a critical mass of employees doing business in new ways is the only thing that will make a difference.

What will prevent dirty seats is not just new fabric. Instead, it will take a concentration of human energy to overcome this, and other hard-to-solve organizational problems. Ultimately, BWIA could not solve the problem of either clean seats or job-saving profits.

Starting off on the right foot might save Caribbean Airlines, and Caribbean Start/LIAT, from continuing the sad legacies of the past.

Next Steps
~~~~~~~~~~
To discuss this topic further, visit our company blog and follow the 6-part series of entries starting with:
http://tinyurl.com/yjr458
We promise to respond to comments and discussion added.

A white paper called “Equal Shmequal. It’s Never a Merger of Equals” written by a former employee, Amie Devero, can be found among our white papers at www.downloads.fwconsulting.com. This short but brilliant article applies to every merger I have ever witnessed.

Useful Stuff
Tips, Ads and Links
Framework’s One-Page Digest will be launched by the next issue. The Digest is intended as a short email with clickable links to some crucial resouces for Caribbean Executives, produced on a monthly basis.

Current Research Update: Study of Trinidadian Executives Working in Jamaica. We have begun to analyze the data collected, and are falling in love with what we are finding. An idea has come up that we should be looking to a second phase in which we include expatriates from other countries.

To manage this newsletter, we use an excellent programme called AWeber that you can explore here:- http://www.aweber.com/?213577

Subscriber Q&A
“I just read the 3rd issue of First Cuts and you continually amaze me with the pure honesty and outpouring of self into the things you write and put together. When I read most everything you write (including your blog) I feel like I’m talking with you rather than you talking to me and that’s the joy in it I think. It draws me in rather than tries to keep my attention focused on what is being said. And that’s a wonderful gift. Thank you.”

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Contents

Editorial
Feature Article
Useful Stuff

* Tips, Ads and Links
* Subscriber Q&A and Feedback
* General and eZine Subscription Info

FirstCuts: An Online Newsletter From Framework Consulting Inc.
954-323-2552
876-880-8653
3389 Sheridan Street #434
Hollywood FL 33021, USA

September 18, 2006

The 6 Best Ways to Learn a New Skill

The third issue of FirstCuts can be found at the following link:

http://www.fwconsulting.com/news.php?sub=13&newsid=38

To discuss the contents, add comments to this entry.

An imperfect rendering of the newsletter is included below (sorry, but I have not figured out how to make it work in this blog.)

FirstCuts

A Framework Consulting Online eZine

High-Stake Interventions — New Ideas Issue 3 September 17, 2006

The 6 Hardest and Best Ways to Learn a New Skill
by Francis Wade

Editorial

Coming up with a new topic each month for this eZine is an interesting exercise. Whereas I can happily put anything I want in my blog, and just “follow the way the wind is blowing,” I started to think that I should choose only “official” and “serious” topics for the eZine. The problem with doing that, is that I then began to focus on writing what I “should” rather than what I enjoy.

A wonderful book on the art of writing called “Weinberg on Writing,” advocates writing only about that which inspires, without exception. To break that law is to court real trouble, I am learning, as the “serious” topics are the ones that I find the hardest to complete.

Furthermore, finding the time to write “official” material seems to be impossible. People often ask me: “Where do you get the time to write?” When I follow Weinberg’s advice, and ignore my own fears, the answer is easy — I follow my own, positive, inner energy, and the result is a virtuous cycle of “needing to write” from which I have been unable to escape since I started writing my first blog last year.

And yes, I am loving it!

Francis

The 6 Hardest and Best Ways to Learn a New Skill

Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.
Aristotle (384 BC – 322 BC)

Sometimes the best way to learn a new skill is to take the most difficult path.

The most effective, and by far the most challenging form of skill development I have found occurs using video-based training, accompanied with immediate “full frontal feedback.”

How does it work? Here is the recommended recipe in 6 Ways.

1. Start with a new interpersonal skill that is difficult to learn to do well.

It might be listening, motivating, reflecting or probing. Or, it might be a combination of several skills such as coaching, public speaking, performance feedback or selling.

In most cases of superior performance, the formula is simple:
success = frequent practice + unique distinctions.

Frequent practice involves creating multiple learning opportunities to improve performance. Unique distinctions are principles or mental models that are used to achieve better performance, but may only be used subconsciously by the most successful performers.

2. Create a workshop or seminar in which the new skill can be learned through repeated practice. Attempt to simulate the real environment in which the skill is to be used, and then provide opportunities to try different approaches, and learn from repeated attempts.

For example, if the skill is selling, a workshop could be built
around roleplays of typical, but difficult, selling situations.

3. To maximize learning, set the training up as an
opportunity to receive feedback. As the repeated practice is
undertaken, provide a combination of real-time feedback after each session, using coaches that are familiar to the
participant, and also new one coaches.

Working colleagues serve wonderfully as familiar sources of
feedback. They know the participant, and can explicitly or
implicitly include their past experience in the feedback they are giving during the simulated practice sessions. Sometimes, they find themselves providing a participant with feedback that they have been wanting to give for some time.

To balance the feedback given by colleagues, include someone new in the group giving feedback to provide a source of “fresh” insight. This person can double as the group’s facilitator.

4. To ensure that feedback is given at a rate at which
the participant can use it, ensure that the facilitator is
experienced in working with executives and senior managers.

5. Use video-tape recording to capture the simulated roleplay, and to replay key moments. This ensures that the feedback given is based on the factual events from the simulation as they are recorded, as opposed to how they are remembered.

6. Provide sound principles to participants at the precise moment when they are looking for clues on how to improve performance. These principles might be known to experienced managers from prior training. However, they gain new life when they can be used immediately to improve roleplay performance. Once they have heard the principles, give them a chance to practice them in untaped replays until their performance visibly improves.

Gut-Reactions
~~~~~~~~~~~~~
The formula is simple enough. But, as someone who has used these 6 Ways in training managers throughout North and South America, I can say that the first reaction of participants is usually one of anxiety. Most people shy away from the mere idea of being taped. The few that welcome it are taken aback when they understand that the tape will be scrutinized by a group of their peers for immediate feedback!

Furthermore, most participants experience a slight shock when they see themselves on tape for the first time, struggling through a difficult roleplay.

When the feedback starts, most are quite nervous at being so
exposed, and wary about what they are about to hear. Being this naked can be unnerving.

Yet, most report at the end, that it is the best opportunity they have ever had to practice and learn at the same time.

Some of the reasons given are that the feedback is based on
recorded fact, rather than interpretation or memory. They
appreciate the numerous opportunities to practice and learn. It is easier to learn and use the principles, even if they are not
new, as participants can immediately see how they help.

Participants often report a particular surprising discovery.

Often, it starts with a feeling of embarrassment at a
less-than-stellar performance. It continues with feedback,
and further practice. It ends with a successful redo of the
roleplay that is warmly acknowledged by the group as a
breakthrough.

Participants say they are surprised that the new approach they are trying feels strange, unfamiliar and even uncomfortable, in spite of being told that their performance in the replay has visibly improved. We liken this to learning to write with one’s non-preferred hand.

This is all the encouragement that a participant needs to give up old habits and learn new practices. They demonstrate that even though this method is nerve-wracking, it is ruthlessly effective.

In a recent project, we were able to use the 6 Ways to deliver training to 80+ executives in three Caribbean region countries from a single company. These top-level managers were able to receive more feedback from their peers in a single session than they had ever received before, and many were able to demonstrate immediate, observable improvements in skill.

It helped us see that, like their extra-regional counterparts,
the 6 Ways are an effective, but challenging way to teach critical skills.

Next Steps
~~~~~~~~~~
To discuss this topic further, and the approach we have built on these techniques called Lights!Camera!Action! place the following url in your browser to visit our company blog:
http://tinyurl.com/zoah2
We promise to respond to comments and discussion added.

To download an article on training executives using the
Lights!Camera!Action! method, visit our website, click on Services and Select Facilitating Difficult Conversations, or place the following URL in your browser:
http://urlcut.com/LightsCameraAction

Useful Stuff

Tips, Ads and Links
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Upcoming Speeches: I will have the honour of speaking at 2 events. One is the upcoming inaugural Business and Management Conference sponsored by the University of Technology in October and the other is the annual HRMAJ conference — both in Jamaica. See the Framework News Room at our website for more information and details: www.fwconsulting.com

Current Research Update: Study of Trinidadian Executives Working in Jamaica. We are still in the process of conducting interviews. One new idea that we are backing is the formation of a Trinidadian-Jamaican Chamber of Commerce, with a vision of chapters in Port of Spain and Kingston. To discuss this idea, or to put your weight behind it, visit our blog at http://tinyurl.com/knjqf and add a comment.

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