You Have To Be Nuts To Work In This Business By Tom Shay

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This Tom Shay presentation about management is based upon the unique style of business operation by Southwest Airlines. www.profitsplus.org

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You Have To Be Nuts To Work In This Business By Tom Shay

  1. 1. Tom Shay, CSP Certified Speaking Professional
  2. 2. Warning! <ul><li>Anyone entering this room with an open mind will surely leave with their imagination expanded and their thought process regarding management challenged. Be prepared to leave this session being able to fulfill Teddy Roosevelt’s definition of the best manager: “one who has sense enough to pick good men to do what he wants done, and the self restraint enough to keep from meddling with them while they do it.” </li></ul>
  3. 3. Caution! <ul><li>Attending this session will expose you to new and innovative management ideas. Only if you are tired of getting the same old results because you are using the same old techniques; only if you can refrain from saying, “I know that will never work” even when you have never tried it, should you consider staying in this classroom. </li></ul>
  4. 4. Managing your business for quality leads to increased sales and productivity or You have to be nuts to work in this business!
  5. 5. Your startup airline <ul><li>Sit only with those you do not know </li></ul><ul><li>Name your airline/table </li></ul><ul><li>Color your plane parts with your assigned color being the predominant color and your airline name on the plane </li></ul><ul><li>Fly the plane as far from your table as possible </li></ul>
  6. 6. Getting your plane back <ul><li>Fly the plane back to the original table </li></ul><ul><li>A “cross country” nonstop flight? or A multi-stop return flight? </li></ul><ul><li>Observe what it takes, and the challenges of a nonstop flight </li></ul><ul><li>Observe what it takes, and the challenges of a multi-stop flight </li></ul>
  7. 7. Flying the friendly skies <ul><li>Do you do it all by yourself, or do you get better, faster, and more consistent positive results by engaging others? </li></ul>
  8. 8. Your airline, your business <ul><li>An average Southwest flight is approximately 500 miles as compared to other major airlines that frequently fly cross country. </li></ul>
  9. 9. What can you use? <ul><li>What can we learn from our maiden flights? </li></ul><ul><li>Believe in people and they will believe in themselves </li></ul><ul><li>Trust is the prerequisite to ownership as it strengthens self-confidence </li></ul>
  10. 10. What can you use? <ul><li>Love people in action </li></ul><ul><li>Develop a general interest in others </li></ul>
  11. 11. Possible actions <ul><li>Have a quarterly meeting with each team member </li></ul><ul><li>Review past accomplishments </li></ul><ul><li>Ask their objectives for the next 90 days </li></ul>
  12. 12. It is not about YOU! <ul><li>75% of sales in this industry begin with a phone call </li></ul><ul><li>Success depends on your personal skills more than it depends on your technical skills </li></ul>
  13. 13. It is not about YOU! <ul><li>Success by a salesperson: </li></ul><ul><li>Customer selects and pays for your product or service </li></ul><ul><li>Success extended: </li></ul><ul><li>Customer does business with you again </li></ul><ul><li>Recommendation to another </li></ul>
  14. 14. It is not about YOU! <ul><li>Each table needs 3 participants: </li></ul><ul><li>One customer </li></ul><ul><li>One salespeople </li></ul><ul><li>One historian </li></ul><ul><li>Customer is to make a purchase from the salesperson – it can be a telephone or walk in sale </li></ul>
  15. 15. It is not about YOU! <ul><li>Historian: Take notes of the transaction </li></ul><ul><li>What was the initial interchange? </li></ul><ul><li>What did the customer ask for? </li></ul><ul><li>What did the customer purchase? </li></ul><ul><li>Describe the conversation </li></ul><ul><li>Salesperson knowledgeable? </li></ul><ul><li>Anything unique about interaction? </li></ul>
  16. 16. It is not about YOU! <ul><li>Let’s define: </li></ul><ul><li>Sales oriented sales </li></ul><ul><li>Buyer oriented sales </li></ul><ul><li>Price oriented sales </li></ul><ul><li>Value oriented sales </li></ul>
  17. 17. It is not about YOU! <ul><li>Offering value or price sales </li></ul><ul><li>Offering sales or buyer oriented sales </li></ul><ul><li>Which one allows you to be in control? </li></ul>
  18. 18. What can you use? <ul><li>Make your life and work an adventure </li></ul><ul><li>Dare to dream of new ideas </li></ul><ul><li>Take on a childlike curiosity in your customer </li></ul>
  19. 19. What can you use? <ul><li>Make spirit your competitive advantage </li></ul><ul><li>Dare to be different – be yourself </li></ul>
  20. 20. Possible actions <ul><li>Give your staff the opportunity to participate, not just follow </li></ul><ul><li>Remember the story of Mike and the comments of Teddy </li></ul>
  21. 21. Theodore Roosevelt <ul><li>One who has sense enough to pick good men to do what he wants done, and the self restraint enough to keep from meddling with them while they do it! </li></ul>
  22. 22. Who’s problem is it? <ul><li>From your collective experiences, create a chain of command for your airline/business </li></ul><ul><li>Draw it out on your easel </li></ul><ul><li>Using the challenge/problem cards, write down one of the 9 challenges on one side of each card: </li></ul>
  23. 23. Who’s problem is it? <ul><li>Defective item </li></ul><ul><li>Wrong item delivered  </li></ul><ul><li>Wrong quantity </li></ul><ul><li>Wrong price </li></ul>
  24. 24. Who’s problem is it? <ul><li>Item did not work as promised </li></ul><ul><li>Item not delivered as promised </li></ul><ul><li>Needs an immediate delivery </li></ul><ul><li>Return an item past the normal return date </li></ul><ul><li>Wild card: (Problem/challenge to be selected by members at your table) </li></ul>
  25. 25. Who’s problem is it? <ul><li>One person holds the cards and is score keeper </li></ul><ul><li>A card is handed to one person who is to explain who would be the first person to hear of the problem from the customer and who else would participate in the decision process </li></ul>
  26. 26. Who’s problem is it? <ul><li>The table receives 10 points for each person in the chain of command that participates in making the decision for your airline/business </li></ul><ul><li>Score keeper is to keep total score for their table </li></ul><ul><li>After all 9 cards have been played, the score for your airline is posted on your easel </li></ul>
  27. 27. Who’s problem is it? <ul><li>Here is how score is kept: </li></ul><ul><li>The table with the lowest score wins </li></ul><ul><li>Prize for each member of the table with the lowest score </li></ul>
  28. 28. What can you use? <ul><li>Leadership does not reside in a manager </li></ul><ul><li>It is not a position of power or authority </li></ul><ul><li>Choose service to customers over self interest </li></ul><ul><li>Walk the talk </li></ul>
  29. 29. Possible actions <ul><li>Hold people accountable </li></ul><ul><li>Access to information is essential to agility for good decisions </li></ul>
  30. 30. Building or breaking <ul><li>With the 12 cards on your table, write one of each of these phrases at the top of one side of the card: </li></ul><ul><li>Allow conflicts – Avoid conflicts </li></ul><ul><li>Hire for technical skill – Hire for relational skill </li></ul>
  31. 31. Building or breaking <ul><li>Understand what others do – Job solidarity </li></ul><ul><li>Keeping personal life outside the store – Embracing the individual’s family </li></ul>
  32. 32. Building or breaking <ul><li>Determine who created a problem – Focus on the entire operation’s failure </li></ul><ul><li>Negotiate for all you can get from suppliers – Sharing your business situation with a vendor </li></ul>
  33. 33. Building or breaking <ul><li>Pass the 12 cards as equally as possible among those at your table </li></ul><ul><li>On the top half of the back of the cards you receive, re-write the strategy from the front side and three positive aspects of the strategy of the card </li></ul>
  34. 34. Building or breaking <ul><li>Exchange your cards with someone else at your table </li></ul><ul><li>On the bottom half of the cards you now have, write three negative aspects of the strategy that appears on the front half of the card </li></ul>
  35. 35. Building or breaking <ul><li>Post all the cards from your table on your easel </li></ul>
  36. 36. What can you use? <ul><li>Be open to experiment </li></ul><ul><li>Know your company inside and out </li></ul><ul><li>Listen for more than you hear </li></ul>
  37. 37. Possible actions <ul><li>Focus on things you can control </li></ul><ul><li>You cannot change the inherent attitude of people </li></ul>
  38. 38. Possible actions <ul><li>Find a purpose you are crazy about </li></ul><ul><li>Pursue your love before techniques </li></ul>
  39. 39. More of what you can use <ul><li>The failure to nourish and encourage lightness in the workplace undermines productivity, creativity, adaptability, morale </li></ul><ul><li>It also drives people crazy when you don’t allow them to grow! </li></ul>
  40. 40. Epilogue <ul><li>It is all about the customer </li></ul><ul><li>Know what is going on everywhere </li></ul><ul><li>Never lose the fun and excitement </li></ul><ul><li>Your attitude is infectious </li></ul>
  41. 41. Books that I enjoy <ul><li>Think Big, Act Small Jason Jennings </li></ul><ul><li>Flight of the Buffalo James Belasco & Ralph Stayer </li></ul><ul><li>The Southwest Airlines Way Jody Gittell </li></ul><ul><li>Becoming Preferred Michael Vickers </li></ul>
  42. 42. Books that I enjoy <ul><li>The Ice Cream Maker Subir Chowdhury </li></ul><ul><li>The Fred Factor Mark Sanborn </li></ul><ul><li>Please don’t just do what I ask Bob Nelson </li></ul><ul><li>It’s OK to ask ‘em to work Frank McNair </li></ul>
  43. 43. Books that I enjoy <ul><li>FISH! Stephen Loden, Harry Paul, and John Christensen </li></ul><ul><li>NUTS! Kevin & Jackie Freiberg </li></ul><ul><li>The 7 Habits of Highly Effective People Stephen R. Covey </li></ul>
  44. 44. Books that I enjoy <ul><li>W*A*Y*M*I*S*H Ray Considine and Ted Cohn </li></ul><ul><li>Why people don’t do what they’re supposed to do, and what to do about it Ferdinand F. Fournies </li></ul>
  45. 45. If I possessed a shop or store I’d drive the grouches off my floor! I’d never let some gloomy guy offent the folks who come to buy; I’d never let a boy or clerk with mental toothache at his work, Nor let someone who draws my pay drive customers of mine away. I’d treat the man who takes the time and spends a nickel or a dime With courtesy, and make him feel that I was pleased to close the deal; Because tomorrow, who can tell? He may want stuff I have to sell, And in that case, then glad he’ll be to spend his dollars all with me! The reason people pass one door to partronize another store, Is not because the busier place has better skills, or gloves, or lace. Or special prices, but it lies in pleasant words and smiling eyes; The only difference I believe is in the treatment folks receive! Edgar Guest
  46. 46. Final Note <ul><li>This presentation will be specialized to your industry and your attendees’ specific needs. </li></ul><ul><li>For more information about having Tom present for you, contact us at (727)464-2182 or visit our website: www.profitsplus.org </li></ul>

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