Who’s Yer Daddy? – Dollar Stores

Who's Your DaddyAre you Dollar Dazed?

The everyday “Dollar Store” is actually anything but. Most everyone accepts these discount havens as being a nationwide chain of relatively small, convenient stores where you can buy most anything for a buck. In reality, there are a vast number of chains that fall into that category. Regardless of what name you may see on the store, we tend to call them all “Dollar Stores.”

Some of those chains include:

  • The Dollar Tree
    It began in 1986 in Chesapeake, Virginia, and currently boasts 3,156 stores in 48 states. Everything is one dollar or less.
  • Family Dollar
    It began in 1959 in Charlotte, North Carolina, and currently boasts 6,000 stores in 44 states. Much merchandise is one dollar, but they also carry products which sell for more than a dollar.
  • Dollar General
    It began in 1955 in Goodlettsville, Tennessee, (suburb of Nashville) and currently boasts 8,164 stores in 30 states, selling products for one dollar and less.
  • Liberty Dollar Store
    It began in 1983 in Conway, Arkansas, and currently boasts 2,000 stores in 50 states and 23 countries.
  • Fred’s Super Discount
    It began in 1947 and currently boasts 683 stores in 15 states.

Those five chains alone account for 20,003 Dollar Stores!

The list goes on and on, but we don’t have the space here to list them all. However, a few others would include My Dollar Store, Allied Dollar Store, Dollar Castle, 99 Cents Only Store, Deal$, Dollar Discount Store, Dollar Deals, Dollar Depot, Dollar, Dollar Value, Dollar Bill$, Dollar Express, Dollar Daze, and Greenbacks. Are you starting to get the picture? These stores are big business all over the world.

For many Baby Boomers, the typical Dollar Store will convey vivid memories of what was once known as “five and dime” stores. It might be difficult to convince today’s generation that you could actually purchase something for a nickel or a dime, but these popular stores were a mainstay all across our nation. Stores such as Woolworth’s, Grant’s, Kresge’s (later K-Mart), McCrory’s, Newberry’s, and Ben Franklin were destinations for many families from coast to coast. Inflation eventually dictated that the stores were no longer able to sell any of their products for as little as five or ten cents so they soon became “variety stores.” In fact, Wal-Mart, the world’s #1 retailer today, can be traced back to its humble beginnings as “Walton’s 5-10 Store.” They grew from the original store in Arkansas to a world-wide chain of 6,722 stores in 14 countries employing 1.8 million employees and generating $348 billion in revenues! That’s a lot of DOLLARS!

The average “Dollar Store” today appears to carry just about everything under the sun. It’s indeed difficult to walk out of a Dollar Store having purchased just one bargain. I’ve heard many people point out that they really didn’t need what they bought — they just couldn’t pass up that price! By the way, don’t misjudge the success of these small operations. Consider the growing number of locations, the increasing customer count, our troubled economy, and the fact that many of these establishments are just as profitable, per square foot, as many of our much larger, well-known, very exclusive, franchise or brand-name chain stores that have a much greater overhead to contend with.

Many have wondered how in the world these stores could possibly afford to sell their products, many brand-name, for such a low price. There are several reasons they can do this:

  1. Many products you find in these stores are actually a generic or “knock-off” product. They’re actually manufactured specifically for such stores.
  2. A certain percentage of the products were manufactured to coincide with the promotion of a motion picture, special holiday, a television special, or special event (Olympics, World Series, Super Bowl, etc.) and are past their prime.
  3. Other products are purchased from another retail chain or distributor as overstock, closeout merchandise, or seasonal merchandise at the end of the season.
  4. Some products were manufactured inexpensively for a foreign market but were then imported by an unauthorized distributor.

It’s all good merchandise but can be sold for a lower cost for any of the above reasons. While many of us don’t even notice the actual name on the building we frequent for these great deals, we certainly enjoy the experience of browsing for bargains and especially saving money in the process at what we simply call “The Dollar Store.”

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

How Good Customer Service Could Send Your Customer to the Competitor

web marketing and communications consultant Melanie L. DrakeWhat if I told you that your employee gave me the best customer service … by referring me to your competitor? You’d be more than a little unhappy, wouldn’t you?

Recently, while trying to buy paint at a national retail chain, my husband and I asked an employee what we needed to do to get our paint colors mixed. No one was at the paint mixer machine, and we had to hunt down someone in the appliance area.

The kind, gray-haired employee responded, “Oh, the paint mixer is down again. It would be like a real store if they had two mixers now, wouldn’t it?”

Hmmmm … was that sarcasm? Did he actually just slam his own employer?

“Uh, yeah,” I hesitantly nodded in agreement.

“So when will the mixer be working again?” my husband asked. We were set on buying the paint at this store because out of all the stores we had visited, this store had the color samples we most liked. It just made sense to us that we would continue to visit this store as we painted rooms in our house, we would pick out the new room colors from paint chips at this store, and then we would get the paint mixed here. Although I hadn’t visited this particular store location many times, I was a long-time, loyal customer of this retailer.

“Oh, the mixer is down all the time,” the customer-service representative responded. “I don’t know when it will be working again. You probably wanted the paint right now, didn’t you? It’s the weekend after all, and you wanted to paint this weekend.”

“Of course,” we nodded.

“You know, if I were you, I would go to Home Depot. That’s where I go. They can match any color you want.”

And you know what? Home Depot, which is right across the street, has two paint mixers as well as two employees who mixed the paint up to not quite the right color but close enough.

So, why would your employee refer a customer to the competitor? Let’s look at this example a little closer.

The employee both as an internal and external customer was frustrated that the paint mixer was repeatedly down. It was apparent that many people have asked him about the paint mixer in his role as a representative at the store and that he, as a customer, had encountered the same problems. It was also obvious that he or another employee had given management feedback about the mixer not working and the need for a second mixer. Management, for whatever reason, had decided that a second mixer was not needed.

To be honest, I no longer visit this particular store. From my perspective, they lost my purchase of at least $400 in paint supplies to Home Depot. And, unfortunately, they lost my purchase of new drapes, new clothes, new cookware, and new outdoor supplies to other retailers such as Kohls and JCPenney. So, while it might appear that this retailer only lost one purchase of less than $100, it easily lost thousands of dollars worth of purchases over my lifetime. If you multiply that number by the countless other frustrated customer trying to buy paint at this store, I’m sure this retailer could have easily bought ten paint mixers.

I will admit that I can be a fiercely loyal customer, or I can go out of my way to tell everyone how lousy of an experience I’ve had. Although I am not a customer-service expert, I have learned much about what it takes for any company to have good customer service, both internally and externally, as an employee of a company that presents seminars and keynote presentations on customer service and customer satisfaction. But then again, I don’t think it takes a customer-service expert to see that the management of this store should listen to its employees and ask them for feedback on issues they see on a daily basis. In this competitive market, it’s important to see problems like this before your customers see them … and before your employees tell your customers to go to the competitor.

About Melanie L. Drake

Melanie L. Drake focuses on the publishing and marketing sides of the AchieveMax® company. AchieveMax® professional, motivational speakers provide custom-designed keynote presentations, seminars, and consulting services on change management, creativity, customer service, leadership, project management, time management, teamwork, and more. For more information on AchieveMax® custom-designed seminars and keynote presentations, please call 800-886-2629 or fill out our contact form.

Who’s Yer Daddy? – The Walt Disney Company

Who's Your DaddyIt used to be so simple. A logo on a baseball cap. A letterhead on corporate stationary. Corporate slogan on an employee shirt or blouse. It was easy to identify who you were dealing with. Not so today!

Mergers, acquisitions, buy-outs. Turmoil in the business world has taken away our ability to identify what we once thought was the “Parent Company.” Hence: Who’s yer daddy?”

From time to time in my seminars and keynote presentations, I find occasion to mention the fact that one particular organization is a subsidiary of a much larger entity. I’m always surprised at the fact that so many of those in the audience were not aware of the relationship I referred to. I’m even more astonished at how interested everyone seems to be in learning of these affiliations. For that reason, I thought it might be interesting to share some of those examples. There are far too many to list in one column so I’ll be updating this category on a regular basis.

The Walt Disney Company

The Walt Disney Company was founded in 1923 in Burbank, California, by Walt and Roy Disney. The company currently employs 133,000 employees. Disney is one of the largest media and entertainment corporations in the world. It began as a small animation studio but today is one of the largest Hollywood studios and also owns eleven theme parks, two water parks and several television networks. Divisions include:

Studio Entertainment
Disney’s original business was motion picture production. Disney Studio Entertainment, also known as Walt Disney Studios, includes Disney’s movie and animation studios, record labels and Broadway-style stage shows.

TV Networks

  • ABC Television Network (10 local TV stations)
  • ABC Radio (26 local radio stations)
  • ABC Entertainment
  • ABC Family ABC Television Studio (formerly Touchstone TV)
  • A & E (37.5%)
  • Buena Vista Television
  • Disney Channel
  • E ! (40%)
  • ESPN, ESPN Radio, ESPN 2, ESPNews, ESPN Classic
  • History Channel
  • Jetix Europe (74%)
  • Lifetime (50%)
  • SoapNet
  • Radio Disney
  • Toon Disney/Jetix
  • Walt Disney Television

Motion Pictures

The Buena Vista Motion Pictures Group is a collection of Disney’s main movie studios, made up of:

  • Walt Disney Pictures
  • Touchstone Pictures
  • Hollywood Pictures
  • Miramax Films

Record Labels

  • Buena Vista Music Group
  • Walt Disney Records
  • Mammoth Records
  • Lyric Street Records
  • Hollywood Records

Theatrical

  • Walt Disney Theatrical
  • Hyperion Theatrical (produces non-Disney-branded shows)

Animation

  • Walt Disney Feature Animation
  • Walt Disney Television Animation
  • DisneyToon Studios
  • Pixar Animation Studios

Parks and Resorts

  • DisneyLand
  • Disney World
  • Tokyo Disneyland
  • Tokyo DisneySea
  • Euro Disney Resort (Paris)
  • Magic Kingdom Park
  • Epcot Center
  • Disney’s Newport Bay Club
  • Disney’s Sequoia Lodge
  • Disney’s Hotel Cheyenne
  • Disney’s Hotel Santa Fe
  • Disney’s Davy Crockett RanchHong Kong Disneyland Resort
  • Disney MGM Studios
  • Disney’s Animal Kingdom Park
  • Disney’s Blizzard Beach water park
  • Disney’s Typhoon Lagoon water park
  • Downtown Disney Disney’s Grand Floridian Resort & Spa
  • Disney’s Contemporary Resort
  • Disney’s Polynesian Resort
  • Disney’s Port Orleans Resort
  • Disney’s Saratoga Springs Resort & Spa
  • Disney’s Old Key West Resort
  • Disney’s Caribbean Beach Resort
  • Disney’s BoardWalk Resort
  • Disney’s Beach Club Resort
  • Disney’s Yacht Club Resort
  • Disney’s Coronado Springs Resort
  • Disney’s Pop Century Resort
  • Disney’s All-Star Movies Resort
  • Disney’s All-Star Music Resort
  • Disney’s All-Star Sports Resort
  • Disney’s Wilderness Lodge
  • Disney’s Fort Wilderness Resort & Campground
  • Disney Regional Entertainment (ESPN Zone sports-themed restaurants)
  • Walt Disney Imagineering
  • Walt Disney Creative Entertainment
  • Anaheim Sports (operated Mighty Duck hockey team sold in 2005 and the Anaheim Angels sold in 2003)

Hyperion Publishing Co.

Walt Disney Internet Group

  • Go.com
  • Disney.com
  • ESPN.com
  • ABCNews.com
  • Movies.com

Consumer Products

  • Disney Store
  • Jim Henson’s Muppets
  • Disney Interactive Studios

Disney Cruise Line

  • Two ships: Disney Magic and Disney Wonder
  • Disney’s private island in the Bahamas, Castaway Cay

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Motivational Speaker: A Misnomer?

Working in the consulting, seminar and keynoting business, we receive a good number of calls from clients looking for a “motivational” speaker. I often struggle with that terminology. Very early in my career, I attended a number of programs which featured a “motivational speaker.” I was very fortunate to sit in the audience as a vast number of iconic characters took the stage to stimulate, motivate, and change lives. I remember with great fondness many of those who did this very successfully on a regular basis … Zig Ziglar, Denis Waitley, Wayne Dyer, Earl Nightingale, Robert Schuller, etc.

Many of these great talents are still very active today, and I’ve had the privilege to meet several of them later in my career. This impressive list has grown over the years to include such notables as Tom Peters, Tony Robbins, and several others who possess the fire and brimstone to wake us and shake us into action.

I remember the days when the fire and brimstone was enough. I’m not certain if that’s true any longer. Today, we need something to take us beyond our car in the parking lot of the auditorium where the rally was held. The very competitive and global marketplace requires much more of us now. We truly need proven tips, tools, and strategies that are easily understood and readily applied.

Interestingly enough, almost all of these successful speakers authored best-selling books to support their messages. I always found it intriguing to ask others what they thought about a live performance or best-selling book. It wasn’t that far-fetched to ask five people for feedback and receive comments such as:

  1. “No value whatsoever.”
  2. “Didn’t care for it.”
  3. “Really liked it.”
  4. “Truly loved it.”
  5. “Decided to live it.”

Now when you review those responses to a speaker, his/her message or book, would you say he/she did a good job or a poor job? I think you must admit that the speaker did at least a good job of providing good information. If not, the last three responses would never have materialized. However, upon closer observation, I think you must admit that the majority of the responsibility for success lies not with the speaker/author but with those who receive the message. What they did with the information they received made all the difference.

One common thread I think I’ve heard every “motivational speaker” share with those attending their programs is the fact that we CAN’T motivate people. Accept that fact. True motivation must come from within. All we can do is create a culture, environment, and opportunity for our employees to motivate themselves. This leads to a number of challenges:

  • Hire the right people initially. Are we investing enough quality time in this area?
  • Provide the proper expectations, informing our people about self-motivation.
  • Hold staff accountable for C.A.N.I. (Continuous And Never-ending Improvement).
  • Provide both positive and negative consequences to insure continued growth and necessary change when and where needed.
  • Provide the proper on-going training and development necessary for continued success.

For all of the reasons above, we try to avoid giving the impression that we’re going to provide a speaker who will run into the audience, yell, scream, walk on hot coals, balance on a 2 x 4 prior to swinging on a rope, perform magic tricks and send your people back to you ready to conquer all challenges currently facing your organization.

We customize a message for your audience that will assist them in dealing with your current challenges … a message that will provide them with tips, tools, and strategies that have proven to be successful by a vast number of organizations across industries. We’ll use humor, props, interaction, and the most current information available to support the focused message that will best benefit your staff. However, that’s not enough today. We need you and your total support if you want the very best ROI available.

Prior to bringing us in:

  1. Inform your staff why you chose our organization. We can help you with that message.
  2. Inform your staff why you chose this particular subject. We can help you there as well.  It’s critical that your people know you have expected outcomes of this training.
  3. Clearly inform your staff of your expectation concerning their contribution to and participation in the program.
  4. Request that they return from the program with at least three, preferably five, key learning points, which they feel can immediately be applied in the workplace for obvious results.
  5. Request that they return from the program with at least three ideas, suggestions, tips, tools or strategies to share with their immediate work group in the spirit of shared learning. It has been proven time and time again that sending a staff member to a training program with this expectation results in better concentration and comprehension as a result of his/her effort to identify those three elements requested to share.
  6. Upon return, “inspect what you expect” by insisting on the follow-through described in your earlier request. If you don’t do this, you’re sending a message that your future requests can be ignored.
  7. Upon return, discuss the program and content with your staff. What did they feel was immediately applicable to your organization, what should be further pursued, who else should attend, what should be added or deleted from the program, what are some “next steps,” what “targets” should you focus on next, etc.? This conversation with you will send a very positive message to your team concerning your concern for their future growth, feedback, success, etc.

Following the above formula will insure a much greater degree of success. Partnering with your speaker prior to and following your program will definitely create the “motivational” climate you desire to achieve. Can you afford to do otherwise?

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Who’s Yer Daddy? – YUM! Brands

Who's Your DaddyIt used to be so simple. A logo on a baseball cap. A letterhead on corporate stationary. Corporate slogan on an employee shirt or blouse. It was easy to identify who you were dealing with. Not so today!

Mergers, acquisitions, buy-outs. Turmoil in the business world has taken away our ability to identify what we once thought was the “Parent Company.” Hence: “Who’s yer daddy?”

From time to time in my seminars and keynote presentations, I find occasion to mention the fact that one particular organization is a subsidiary of a much larger entity. I’m always surprised at the fact that so many of those in the audience were not aware of the relationship I referred to. I’m even more astonished at how interested everyone seems to be in learning of these affiliations. For that reason, I thought it might be interesting to share some of those examples. There are far too many to list in one column so I’ll be updating this category on a regular basis.

YUM! Brands
Yum! Brands, Inc., based in Louisville, Kentucky, is the world’s largest restaurant company in terms of system units with approximately 34,000 restaurants in more than 100 countries.

Their five brands include:

A & W All American Food Restaurants
Established in 1919, A & W is the longest running quick-service franchise chain in America. There are more than 600 A & W locations in 13 countries and territories around the world and nearly 600 additional points of distribution at Yum! Brands other multi-brand restaurants.

KFC Corp. (formerly known as Kentucky Fried Chicken)
KFC, based in Louisville, Kentucky, is the world’s most popular chicken restaurant chain. There are more than 14,000 KFC outlets in more than 80 countries and territories around the world.

Long John Silver’s, Inc.
Based in Louisville, Kentucky, this brand is the world’s most popular quick-service seafood chain. Today there are more than 1,200 locations worldwide, and more than 200 additional points of distribution in multi-brand restaurants.

Pizza Hut, Inc.
The legacy began in 1958, and today they are the world’s largest pizza restaurant. Headquartered in Dallas, Texas, there are more than 6,600 locations in the U.S. and more than 4,000 in more than 80 countries and territories around the world.

Taco Bell, Inc.
Based in Irvine, California, Taco Bell is the leading Mexican-style quick-service restaurant chain in the nation with more than 5,800 locations in the U.S.

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Jet Black and Blue!

Yes, they took it on the chin. They’ve been hammered, mocked, criticized, and crucified. They’ve been brought to their knees and kicked while they were down. It’s been almost a week of relentless abuse from every aspect of our U.S. media community. Comedians have had a heyday dissecting JetBlue’s “Valentine’s Day Massacre.” And you know what … they deserved every bit of it.

Bloopers, blunders, poor choices, bad decisions, no decisions. You name it — they did it. It was almost as though everyone at JetBlue demonstrated a synchronized effort to do everything wrong. If so, they succeeded beyond their wildest dreams!

Having been grounded myself in that same crippling storm, I can “feel the pain” and frustration of those 130,000 passengers who were stranded over the past week due to the cancellation of 250 flights. In a previous article, I joined the chorus of dissent regarding this escapade that is destined to live on for years to come. However, the point of my observation was to share my shock in discovering that this nightmare happened to JetBlue.

Until the “Heart Day” disaster, this young, aggressive airline was a highly respected, well-oiled operation that was constantly hailed for their customer focus and concern, cutting-edge technology, quality of service, and low prices. The bottom line of my article was to urge our readers to be proactive in their efforts to make certain that a similar situation doesn’t happen to them. If something this disastrous can happen to an industry leader such as JetBlue — an organization doing so many things right — it can happen to any company.

In that previous article, I noted many of the accomplishments that have led to the tremendous success of this highly respected airline — again emphasizing this chaos can strike even the best organizations at the most inopportune time. After what I have witnessed the past 24 hours, I think it’s time to add to that list!

I’ve always been a firm believer in the fact that it doesn’t matter what happens to you in life — it’s how you react to it that counts. Well, I have witnessed with great respect and admiration a very vivid example of true leadership during the past few days. Again, let’s agree … JetBlue’s team, at every level, experienced an operational meltdown, which affected more than 130,000 of their loyal customers. This fact can’t be argued. It happened.

I’m amazed at the fact that I have not seen the following things:

  1. Justification by leadership at shortcomings due to terrible weather conditions.
  2. Denial of responsibility due to the fact that conditions were beyond the control of JetBlue personnel.
  3. Excuses for a single mistake of judgment, poor decision, or lack of action.
  4. Refusal to deal with the many obvious consequences resulting from this experience.

I mention these behaviors because we have come to expect the above actions from the leadership of so many organizations which have failed miserably in so many different ways and been exposed in the glaring light of publicity. Look back over the past few years and reflect on what happened with such noted organizations as Enron, Arthur Anderson, WorldCom, HealthSouth, Tyco, Imclone, Adelphia, and so many more giants that invoked justification and denial.

This past week I’ve closely monitored the response strategy of JetBlue in light of the beating they’ve suffered since their unpleasant adversity. I’m not in the least bit surprised that their response has been immediate, honest, straight-forward, and reflective of the culture we’ve all admired since they entered the industry seven years ago. In less than a week since the anguish occurred, JetBlue responded as follows:

  1. They took full responsibility for everything that happened.
  2. They publicly apologized, expressing shock, mortification, and great disappointment.
  3. CEO David Neeleman created a public relations offensive, which included television interviews on all networks, a conference call with journalists, and a damage-control appearance on the David Lettermen Show the night after the popular host dedicated the majority of his opening monolog to roasting JetBlue for millions of his viewers. In each of these appearances, Neeleman accepted the blame for meltdown, pointed out that the airline has definitely learned a great deal from the experience, and had no plans to replace any members of their management team. He said: “This has been a big wake-up call for JetBlue.”
  4. The CEO then vowed to make immediate changes to prevent a repeat of what happened and followed that with a straightforward promise to the world that it will never happen again!
  5. To demonstrate their dedication to that promise, Neelemen revealed a “Passenger’s Bill of Rights” … something Congress has promised but failed to achieve after years of empty rhetoric. JetBlue did this within a week. The document addresses a monetary voucher program covering any and all future delays. You’re going to be seeing the details appear in most all magazines and newspapers in the coming weeks.
  6. JetBlue made their “Bill of Rights” retroactive to cover everyone affected by the Valentine’s Day misfortune. This action will cost JetBlue in excess of $30 million dollars!

Two very obvious thoughts emerge after witnessing the above actions:

First: What more could you possibly have asked JetBlue to do after what happened?

Second: When was the last time you saw any organization and/or individual
duplicate these efforts after their obvious misdeeds? Look back over the major organizations mentioned above that dominated headlines for months and even years. Did they publicly accept blame, take full responsibility, publicly apologize, offer immediate compensation to those affected, and create a strategy to avoid future recurrences? Nuf said.

It’s time for us to respond in kind. Accept what has happened. It can’t be changed at this point. Accept the very unusual admission of guilt, apology, and promise for immediate action. We must now stand back and offer JetBlue the opportunity to keep their promises. We must also hold them accountable with promises of severe consequences should they fail to keep their word. However, you might also throw some admiration and recognition their way for responding to an unfortunate fiasco in a very unique and refreshing way — like no one has done in the past. Good luck to JetBlue and their loyal staff as they embark on their journey to regain their credibility and lofty status in an industry which defies such attempts.

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Did the Media Miss a Leadership Message in the Super Bowl?

Prior to sharing some personal feelings about this year’s annual pigskin extravaganza, I want to request that you not jump to conclusions upon reading my remarks. Keep in mind that you lack the benefit of viewing my facial expression, hearing my tone of voice, or noting my body language as you read. You have only my words to use in forming your response to my comments.

For me, this year’s Super Bowl was one of the most notable in a good number of years. However, it had little to do with the game itself.

I’d like to share a few observations on the media coverage of both coaches of this year’s classic. Much was said by many concerning the fact that these two coaches, Tony Dungy of the Colts and Lovie Smith of the Bears, were the first black coaches to achieve this enviable status level. The fact that we observed two coaches actualize this ultimate goal in the same season garnered even more publicity world wide.

Personally, I couldn’t be happier for both gentlemen. They, and all other African Americans, should indeed be elated at this accomplishment and all of the glory it so richly deserves.

However, I wonder if we’re missing a very vital lesson here. Neither coach achieved championship status because they were African Americans.

They certainly didn’t earn the respect of their players, fans, or the world’s media based on their race.

Their obvious mutual respect was hard-earned and long in the making.

Personally, I was tremendously impressed by the leadership skills, integrity, and pure unmitigated CLASS I saw demonstrated by both men.

They spoke with great respect for one another’s achievements, beliefs and values. They spoke highly of each other’s teams.

They weren’t criticized by a single member of the radio, television, or print media after both gridiron generals gave conspicuous thanks to their “God” for their many blessings and achievements. Ordinarily, the media wolves would have devoured both men in the public square at the break of dawn for making such obvious politically incorrect statements. Yet, not a word from anyone. That was so very telling of the respect both men have earned from old friends and new fans alike.

After the game ended, many players spoke nothing but respectful words about the performance and leadership of both Tony and Lovie.

I heard one commentator point out the fact that both coaches never raised their voices during practice sessions or in actual game situations. Neither needed to do so. They always have the full respect and attention of their teams.

I couldn’t help but notice that they appeared together in several public service announcements during the day supporting such organizations as Big Brothers and Big Sisters to name just a few.

They were a class act from start to finish on this special day and one can only assume that both conduct themselves exactly like that every day.

Like any championship event, one of those proud and accomplished warriors was destined to walk off that field at the end of the game deemed as a “loser” while the other was carried off on the shoulders of his team being hailed as the “winner.” That’s the nature of the game. Always has been and always will be.

However, in the eyes and hearts of millions of world-wide fans on this particularly unique Super Bowl Sunday, I think Tony and Lovie both left that field of battle as WINNERS … having earned the highest respect of anyone who loves the game of football.

They were both great leaders in front of the entire world during this game, which provided them both with memories they will never forget.

They certainly served as excellent examples for not only the many young people who so dearly need such role models today but for potential and existing leaders in every field of endeavor all around the globe.

The final outcome of the game — exciting but secondary. The greater reward for fans, of course, was the privilege of witnessing a historic game, which will be discussed for years to come.

Both gentlemen entered an “unofficial” Hall of Fame after spending an entire evening demonstrating great leadership on the field of battle. If only we could boast such leadership role models on the world’s stage of business and politics today! We might all sleep a little better every night.

Good guys can and do finish first. Don’t mistake soft-spoken leaders for post-season push-overs. Both have spent a grueling season proving they can compete with the best, overcome adversity, rise above criticism, and endure brilliantly to become Division Champions and move on to compete in the most prestigious competition in the game.

For those who are tempted to say, “Yeah, they’re both nice guys, but … ” remember they made it to the Super Bowl! Maybe this year’s game should be renamed “The Good Guys Bowl.”

Congratulations, deep appreciation, and continued success to both Tony and Lovie … they certainly made this particular Bowl Day a SUPER one for me, and I’m sure we’re going to see much more of both of them! I think I’ll always remember this particular game as the “Leadership Bowl”!

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Has the U.S. Business Scene Run Amuck?

Is it just me?
Or has the U.S. business scene run amuck?

The media is foaming at the mouth with stories depicting the possibility of Daimler dumping Chrysler in the very near future.

Along those same story lines, it appears that General Motors may be considering the purchase of the Chrysler Corp. Before you dismiss such a ridiculous venture, be aware of the fact that both Chrysler and GM shares jumped within hours of the announcement.

Apparently, we’ve learned nothing from history. Anyone remember when the U.S. auto industry boasted the “Big Four”? That fourth spot was held by American Motors Corp. (AMC), which was originally formed from the merger of Nash-Kelvinator Corp. and the Hudson Motorcar Company in 1954. Remember these classic nameplates: Gremlin, Spirit, Renault, Nash Rambler, Javelin, Hornet, Pacer, Concord, Matador, and Cavalier (later to re-emerge as a GM nameplate) to name just a few? It all came to an end with the merger of AMC into Chrysler in 1987. It’s kind of ironic that the one-time big fish has become the small fish being eyed hungrily by General Motors.

Riddle me this. When one ailing, flailing, failing, leaderless conglomerate merges or acquires a second distressed, floundering, directionless, leaderless competitor … which of the two will save the other?

What a short memory we have. It wasn’t that long ago (2005) that Sears, Roebuck & Company (at one time the number #1 U.S. retailer) merged with K-Mart Corp. (at one time the #2 U.S. retailer) to form the Sears Holdings Corporation.

Everyone waited with baited breath to see if competitors such as Wal-Mart, Home Depot, Target, Costco, Lowe’s, Best Buy, Kohl’s, JCPenney’s, Nordstrom’s, Younkers, Macy’s and others could withstand the devastating onslaught of this newly formed terrifying tandem. Needless to say, everyone survived. Since the Sears/K-Mart merger, there have been few changes at the store level and those that have surfaced have been as riveting as watching paint dry.

It doesn’t matter what the product and/or service may be. The keys to success lie with the people involved at every level and the culture which evolves as a result of the efforts of those people.

The answer to the Chrysler challenge is unbelievably simplistic. This scenario will never happen. However, if it were to materialize, Chrysler would emerge as the worldwide automotive leader exempt from threats of any current competitor on the face of the earth. It’s that simple. Here’s the formula:

  1. Recruit Donald Trump and Ross Perot to join forces as co-chairmen of the new Chrysler Corp.
    • Trump has overcome numerous obstacles to attain success and knows how to capitalize on his enormous network.
    • Perot was once an intricate piece of General Motors. He identified major problems, offering sensible solutions, but was ignored and bought out by the GM leadership that feared him. He could make it work this time and, by doing so at Chrysler, once again prove to GM that they should have listened to him when they had the opportunity.
    • They both have a proven track record when it comes to turnarounds. They have both demonstrated a phoenix-like ability to create success from the ashes left behind by others.
    • Neither needs the money, yet both thrive on emerging victorious after being told it can’t be done.
  2. Recruit Lee Iacocca to return as CEO and Jack Welch to complete the equation as Chief Operating Officer.
    • This would be deja vu for Iacocca. In the late 70s, Chrysler was on a “suicide watch” as Lee galloped in on his white horse, fresh from being put out to pasture by Ford Motor Co. As the world looked on in doubt, he took draconian measures never before seen at Chrysler and led them out of certain bankruptcy destruction to become a competitive dynasty to be reckoned with by all in the industry. He knows what it takes, isn’t ready to be counted out, and would be returning to his true love.
    • Both Iacocca and Welch would welcome the opportunity to disprove their nay-sayers who have claimed their legendary legacies were a “fluke.”
    • Again, neither needs the money but both would emerge in the public eye revitalized beyond recognition by the challenge most would deem impossible.

Let’s not overlook the obvious thought on everyone’s mind. Would it be possible to corral four of the world’s most gargantuan egos long enough to even propose such an undertaking? You might be surprised. The opportunity and possibility of accomplishing what the world would deem incomprehensible would easily overshadow the concern of ego-clashing. Each of these cultural icons would certainly recognize and capitalize on the once-in-a-lifetime prospect of working with fellow legends in a combined effort to accomplish the impossible.

Interestingly enough, their challenge and final results really have nothing to do with the auto industry. They would experience the identical success whether they were dealing with the challenges of our perplexing airline industry and the deteriorating automobile industry.

They’ve each proven themselves in their own respective areas time and time again. Regardless of the product, service, or challenge, they take action. They get results. That’s what this country needs today.

Do you think my solution is absurd? Think again AFTER comparing it to the merger of Sears and K-Mart. And again AFTER reviewing the merger of GM and Chrysler. And once again AFTER observing daily examples of our once powerful two-party political system moving closer and closer to a one-party mind-set.

Now, wouldn’t you agree that my solution is actually pretty feasible? Excuse me now as I’ve got to make a few phone calls in hopes of reaching Donald, Ross, Lee, and Jack. They may be our only hope!

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Should Focus Move to “Worst Practices”?

Is it just me?
Or should focus move to “worst practices”?

I’ve posed this question to seminar and keynote audiences for several years now all over North America. I’m not surprised that so many have readily agreed with this observation. I think we’re all very much aware of the tremendous value derived from the review of “Best Practices.” I would never suggest that we cease this beneficial exercise.

However, I would recommend that we invest more time and energy in paying close attention to many of the “Worst Practices,” which increasingly appear in our media spotlights. There are obviously many more examples available to us in this area and the ROI (Return On Investment) of that time and energy can be invaluable. Let’s face it; it’s often much easier to learn from witnessing a headline-grabbing guffaw spotlighted on the world’s stage than it is to emulate the performance of an organization or individual continuing to do almost everything without a flaw. Allow me to share a recent glaring example.

Recent Disaster May Revolutionize Airline Industry!
I, among thousands of others, was a recent victim of the “Valentine’s Day Massacre” that struck North American airports with very little warning. I was stranded in Toronto as a result of ice, snow, wind, drifting, and sub-zero temperatures combining to create a devastating blizzard that crippled air travel over much of the east coast. Emerging from that calamity was a most unexpected, atypical event that may very well transform every airline transporting passengers today. A class action lawsuit is currently in the formative stages and may very well result in a “Passenger’s Bill of Rights.”

In the shocking details of this sad event is a very obvious and valuable lesson for anyone who is involved in the challenge of serving and satisfying customers. However, I’m afraid there will be far too many in that category that will ignore this lesson simply because it involved an industry other than their own.

I believe one of the most valuable aspects of this particular lesson lies in the fact that ANYONE can fall victim to unsuspecting circumstances. Avoid the critical mistake of thinking it can’t happen to you. Prior to sharing some of the startling details of the scenario that still has the media in a feeding frenzy, let’s examine the organization in the center of all of the controversy.

When first hearing the shocking details of what sounded like a horror movie, I was indeed astounded to learn it was JetBlue generating all of the dissension. As you probably know, JetBlue is a very young, exciting, creative, low-cost airline that reminds many of industry leader Southwest Airlines. In fact, CEO David Neeleman and several members of his leadership team were once part of the Southwest family. Many credit the Southwest culture for many of JetBlue’s exciting innovations, which have garnered them so much positive publicity as well as a growing legion of loyal and very satisfied customers. That’s why so many were shocked to learn of the recent charges leveled at JetBlue during the Valentine’s Day blizzard!

  1. Hundreds of passengers on nine different flights were forced to sit aboard grounded airplanes for up to 10 ½ hours because of weather related delays in New York City! The storm grounded at least 1,000 flights in New York’s three major airports.
  2. Doors had to be opened every 20 minutes just to get fresh air.
  3. Food was made available during the 10 ½ hours — at a cost. Ex.: $3 for a cookie.
  4. Passengers were not allowed to leave the plane even though they were just yards from the terminal, which offered warmth, food, drinks, adequate bathroom facilities, room to move around, and a choice of whether to wait out the storm or return home.
  5. Passengers complained that they felt like prisoners as they were told nothing of the current situation or projected options.

These conditions seem very hard to believe — much less from an organization that has gained notoriety for their customer focus, concern, and support. They have invested so much in dollars, technology, training, marketing, and staff development in order to lead the industry in a variety of areas. They are, indeed, very unique in their efforts to offer a truly distinctive experience for any and all who choose to fly with them. For instance:

  1. Plush leather seats and more leg room than any competitor.
  2. Low fares, on-time arrivals and departures, comfort and great service.
  3. Every seat is provided with 36 channels of FREE live DirecTV satellite TV programming.
  4. Every seat is provided with 100 channels of FREE XM Satellite Radio.
  5. Fox TV programs and 20th Century Fox movies for its in-flight entertainment.
  6. In addition to the list of typical soft drinks and cocktails, you can choose from FREE Dunkin’ Donuts coffee and/or tea, Lipton Cup-A-Soup, or Hot Chocolate.
  7. Choose from unique FREE snacks such as “Terra Blue chips”, a brand of potato chips made from naturally blue potatoes, the official snack of JetBlue, and Jungle cookies, Wheat-Thins, Pistachio Biscotti, Chocolate chunk cookies, Jumbo Cashew Halves, and Doritos Munchies Mix.
  8. For those of us who have to endure the trials and tribulations of flying the “Red Eye” flights, JetBlue has even tackled that problem … something that no other airline has yet to attempt. On all overnight flights from the west, a very unusual “Shut-Eye Service” is provided. Customers are enticed to sleep with the help of a Bliss® Spa amenity kit containing breath-freshening mint lip balm, lemon+sage body butter, an eyeshade and ear plugs. Night owls can make the time fly by taking advantage of DirecTV or Satellite Radio, or stretch their legs with a visit to the complimentary, self-service snack bar in the galley. Then, just prior to arrival, customers are treated to a “good morning” service of hot towels and Dunkin’ Donuts coffee and tea, orange juice or bottled spring water. It’s hard to believe that no other airline has even attempted to address this delicate issue so dreaded by anyone forced to “Red Eye.”(The last two examples I’d like to share are truly unconventional and far exceed anything their competition has done, is doing, or will probably attempt to do in the near future.)
  9. Founder and CEO of JetBlue Airways flies on a different JetBlue flight every week in order to talk to customers to discover how they can improve their airline!
  10. JetBlue is very proud of their efforts to keep what they call “OUR PROMISE,” which is “To continue to bring humanity back to air travel.”

Think of their “Promise” as you review the circumstances that occurred in New York last week! All of their investment of time, training, dollars, technology, marketing, advertising, creativity, and innovation was immediately overshadowed by one single 10 ½-hour period of confusion, poor judgment, lack of communication, and bad weather! Have no doubt this is an excellent organization with a tremendous leadership team and dedicated staff. Jet Blue is a class act! It can happen to anyone at any time.

At what point did someone decide to keep those passengers captive for 10 ½ hours? Why weren’t buses ordered to return passengers to the terminal? Who decided not to order fresh food and water? How many poor decisions were made and why? We may never know. We do know this. CEO Neeleman provided more than 1,000 passengers full refunds, free roundtrip tickets, and a promise that this situation will never occur again at JetBlue. Will that be enough? Time will tell. Will anyone believe their “Promise” again? We’ll see. These kind of miscalculations can be costly. In 1999, a $7-million settlement was reached with Northwest Airlines on behalf of 7,000 Detroit passengers who suffered similar discomfort as a result of a snow storm. As a result of this recent occurrence, Congress is now investigating the creation of a “Passengers Bill of Rights.” If enacted, this could bring even more turmoil to an already tumultuous industry.

Hopefully, you may share my view of investing as much time and energy in reviewing “Worst Practices” as often as we do “Best Practices.”  Much can be learned from a balance of both approaches. If something as disastrous as this can happen to an organization as successful as Jet Blue, it can happen to you!  Have you prepared your staff for just such an occasion?  Will you be ready?  You’d better be!

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

Are You Happy with Your “Dash”?

As I look back over the decades of my life, I recall a great number of valuable lessons. It seems as though each stage of our existence presents opportunities for greater learning.

One of my most memorable lessons was, while very simple, instrumental in my ongoing quest for continuous improvement. I learned that regardless of my age, experience, or station in life, there is always something new and exciting waiting to be discovered in every tomorrow. I am constantly amazed, enthused, and motivated by the vast amount of new knowledge I’m exposed to daily. So much so, in fact, that I feel obligated to seek out, utilize, and pass on as much of this knowledge as I possibly can during my short stay on this earth.

Through some very strange circumstances, which I’m not at liberty to share, I recently came across a very simple but life-changing poem which has inspired me to continue with my quest and the obligation I mentioned earlier. This poem consists of a mere 239 words arranged in just 36 lines. You can read it in less than a minute and a half. However, I’m certain you’ll then want to re-read it several times as it will inspire you to dwell on a number of your most personal inner thoughts about yourself, your life, and those who make it so very precious.

I could have easily obtained permission from the author to reprint her classic “thought provoker” right here for your ease and convenience. I chose not to do that. I think this gift is one that deserves to be earned and you can easily do so by simply visiting the home of this original classic.

Go to www.TheDash.net

When the page opens, you’ll see a list of options on the left.  First click on “Read the Dash Poem.” You can then read the poem as it is posted in its 36-line structure.

Or you might also want to click on “Listen to Linda Read the Dash Poem,” which you’ll find directly under the author’s picture. You will then hear Linda Ellis reciting the poem for you. It’s well worth it to hear the audio.

Or you can click on “Meet the Dash Author” and be whisked away to another page where you can load and listen to a 10-minute interview with Linda Ellis to learn of the background behind this incredible poem. Also, on that page, you can easily click on “The Dash Song” and hear this unique heart-touching poem rendered as a song by award-winning composer, songwriter, and singer Kirk Dearman.

When you’re finished, I think you might want to check that list of options again and click on “View the Dash Movie.” It simply shows you the poem again against the backdrop of some beautiful, relaxing scenes, which add so much to the original words. I come here often when I’m really stressed and I can’t believe how relaxing it is for me to view this very short production.

You’ll find other options on this page that allow you to hear Linda’s unique personal story, which led her to write this poem during a lunch break and how doing so changed her life forever. You’ll also find several other links that will lead you to interesting information about this simple but moving poem which has touched millions of lives and has literally taken on a life of its own as it made its way around the world!

If making this simple effort doesn’t bring a smile to your face, a tear to your eye or a lump to your throat … If it doesn’t cause you to pause to contemplate your current circumstances … If it doesn’t evoke a deep appreciation of many things you’ve taken for granted … If it doesn’t encourage you to re-evaluate and re-dedicate yourself to achieving personal aspirations known only to yourself … Then I have sadly misjudged you and do indeed apologize for wasting your valuable time. My guess is that you will return to this site often to relax to the short movie, listen to the song once again or maybe even laminate a copy of the words to keep close by when you need them most as I did. One thing I’m almost certain of … You’ll certainly focus more on living your “Dash” in a more gratifying and worthwhile way than ever before as you continue on that never-ending journey for greater knowledge to savor and pass on.

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.