Customer Dog
I am soon going to transport you to one of the finest descriptions of a …. I have ever seen. This… is a person known to contracting companies. I can’t tell you what a … is because this story is so well written I would spoil it.
In the past, when I let cynicism get the best of me, I would call this person a fire hydrant.
In an other life, I used to be a …
Read this most excellent story here.
Are You Always Late?
Are you late for your first service call of the day? Are you late for service meetings? Are you late to get set up in the tree stand for that first day of hunting season?
I get it. Work is a hassle and the boss is a pain. But that first day of hunting season, visions of that twelve point crossing your cross hairs a half hour into the wait…heck, you get to the tree early.
Lets assume that you work for a pretty decent company. This means that you are recognized for your efforts, receive above average pay and benefits, tools, equipment and vehicles are in above average shape, have a multitude of educational opportunities and very few of your coworkers are slackers. The problem seems to be in your manager. It seems as if he’s always picking on you, that he’s got it in for you.
Now your manager is a very busy person. But he has been punctual with your annual performance review. And you’ve followed The Technician Shop protocol by requesting and getting additional time to discuss your education, professional development and performance issues throughout the year.
Your manager knows the problem, you know the problem: you are always late. You put forth a little effort and get to work on time, but you always slip back to your old ways. The problem with being late all the time is not your only problem. Your tardiness jades your performance. This means that you are not going to get the benefit of doubt when it comes to performance and behavioral issues with your manager. If, in the eyes of your manager, you are borderline between average and below average in a certain category, you’re more than likely to receive the below average mark.
Showing up for work on time is a mindset. You realize that it’s the right thing to do. You realize that you are going to cut down on work related hassles. You realize that your work related life is going to get a whole lot easier and you’ll notice how better your manager is treating you.
All you have to do is to be on time, just like getting to that tree stand or getting to that softball game or getting to the start of the fishing tournament on time.
Should You Work Here?
The company owner is its main salesman. He personally handles all of the major accounts – even when he is on vacation with his family. The owner has his hands in every inch of the business. In a recent twenty minute span he was out in the parking lot by the service trucks yelling at a technician for his dirty van, back in the warehouse screaming because he couldn’t find a component in the staging area for an upcoming job, by the dispatcher asking where Don is and making a pit stop by Michele’s desk to check on a receivable. The owner routinely takes on work that is beyond the capability of the technicians and installation work when the company employs no installers. Yes, he’s even been out in the field installing a job himself.
The company described above needs a focused product to sell, smart business systems and competent people to make the company go.
As a hard working technician who wants to professionally develop on board a ship with a destination, how do you know whether or not your owner is capable? Or, if you are trying to hook up with a company to get you there, how will you be able to recognize a competent captain?
Read Built to Sell. This is an easy to read story about a business owner who desperately wants to sell his business and enjoy his family and life. To help envision what sort of shape his business is in think: 1973 Ford Pinto for sale. Proceeds to finance my daughter’s education at Harvard. What does Aerosmith say? Dream on, dream on, dream on.
While this is a work of fiction, it is an example of real life businesses and their often misguided owners. The business owner gets a family friend to help him turn his company around and make it into a desirable and sellable company.
The process in which this company turns around is the map you need to help identify a competent company to work for. The author, John Warrillow, weaves this process into eight steps. While some of the steps will not pertain directly to your quest, the ones that do are enough. Here are the first five:
- Create a Standard Service Offering. This means selling a service that your company is really good at.
- Create a Positive Cash Flow Cycle. You’ll hear it on the street if the owner doesn’t have positive cash flow. “Sorry Bob, XYZ Mechanical is three months behind payment. You’ll have to get a check if you want this item today.”
- Hire a Sales Team. John recommends at least two salesmen. Competition upholds a healthy atmosphere. Consider it a humongous red flag if the owner is the company salesman.
- Stop Accepting Other Projects. This one might be the key. Your company needs to do what it is wired to do. If you are trying to perform work you are incapable of, everyone suffers.
- Launch a Long-Term Incentive Plan for Managers. This is a very cool one. You need your manager to be engaged and relatively happy at what he is doing (remember he is your career’s primary ally).
Items six, seven and eight are not really relative to your mission.
For the most part, owners are sincere people who want to do right by their family, self and you, their team member. To be brutally real however, many are not cut out for this role. This doesn’t mean that you disrespect them, make fun of them and talk about them behind their back. It simply means that you shouldn’t be working for them.
Pick up a copy of John’s book today and get yourself on a ship with a destination that helps your family, personal development and career.
The Technician Shop Status
Due to some health issues I am temporarily placing The Technician Shop blog into hibernation. If you are a new visitor please stop by our About page and then check out the content under Categories. In the mean time I am going to re-energize my radio beacon over at Twitter and try to send out signals of value in 140 or less.
If you are a technician, you are in one of the most noblest professions in the world…no matter your trade. Never stop trying to be better today than you were yesterday and remember: A career isn’t something you ride, it’s something you guide.
Dave
Don’t Train, Unleash Potential
Don’t do to. Do for.
I’m not too fond of the word train unless it has something to do with dogs or monkeys. I like the word educate. Managers teach. Teachers educate. While you look to your manager for education, you should also look to make sure he brings his sawzall to work everyday. The imaginary sawzall represents his ability to understand your learning needs and his ability to cut away whatever is covering up your potential.
Very few managers invest themselves enough to understand your strengths and potential. If you have a manager who is reaching out to you, attempting to understand you and suggesting or providing learning resources, do not take his gestures lightly. Follow his guidance. And make note of his actions. You’ll want these characteristics in your next manager.
Think of progressing through managers this way. Your first car was a basic model that included a couple of options that you liked. When you went to buy your second car, you made sure it had these options and then looked to upgrade with other features and options.
In the future you might have to make trade-offs when choosing managers. But never trade-off the manager who has a history of reaching out to his technicians, the one who educates and the one who unleashes the potential of his students.
