"I spend many hours a day counselling your CEO, my company just designed a programme that is expected to avert a crisis in your lives, and change the fortunes of your company. But hey, I'm just a vendor and supplier, like your plumber, travel agent, and your friendly neighbourhood newspaper boy!"
It's amazing how in this day and age, marketing consultants, advertising agencies and public relations firms get clubbed under the head of "vendors and suppliers" by the clients we work with - for their accounts and other financial purposes.
We all strut around claiming to be partners in the success of our client's business, yet few of us take affront to this misnomer, or expect changes in this area.
Not surprisingly, we're treated as such, especially by the finance and accounts departments! During the last 17 years in the business, I have only heard of such shabby treatment. But in the last 17 months as an independent, I have experienced this first hand.
Clients expect work and results overnight, but take their own sweet time in making payments - often leaving you at the mercy of accountants, to whom you are just another vendor! Junior people down the line in Client organisations have no respect for experience or levels on the other side - because quite simply they're paying and you're vending!
While this is sad but expected, what's worse is how we in the business ourselves often treat the people we work with. I once received an email from the finance head of a PR firm, and the mail neither had the courtesy of a hello or anything, and as I said earlier was addressed to everyone including the guy who books their plane tickets, their telephone service provider, and of course me and their other communication "vendors"!
The text of the whole mail:
"Per our corporate parent ***, ******* is required to notify our suppliers of ***'s code of business conduct and corporate social responsibility policy as it relates to the sale of goods and/or services sold to us. The complete details of this policy can be found at the following website: (url here)
Please take note of the policies stated therein."
That's it!!! That was the whole mail! Well if a PR firm interacts with its "suppliers" this way (perhaps unwittingly), how do you expect clients to be any better!?
Think about it. Do something about it!
Note: Not all clients are like this. I have experienced/heard of great respect being given to our fraternity by companies like Whirlpool, Reckitt-Benckiser, Pepsi, ITC, IBM, Microsoft, and Tata Motors. I imagine there are more. And may their tribe increase!
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Showing posts with label Life in general. Show all posts
Showing posts with label Life in general. Show all posts
Monday, November 27, 2006
Thursday, November 02, 2006
Talent? What Talent!?
At the ICCO Global Summit 2006, one of the sessions was "Talent: Our Greatest Asset". The Speaker was Jeffrey Fuller of Mercer HR Consulting, and the Chairperson (though I expected him to do a session as Speaker) was Bill Rylance - Asia-Pacific President & CEO of PR firm Burson-Marsteller.
My homework on Jeffrey Fuller told me we'd get a great global perspective on talent issues and management. And that this talk will not only touch upon human insights, but be backed by logical, scientific thinking as well.
My homework was correct, I wasn't disappointed, and neither was the audience, by the sense I got in the hall. Jeffrey had covered most of the issues to do with talent.
Then Bill Rylance asked his first question. And gave the whole subject another angle, which may have been at the back of a lot of minds, but hadn't ever been put so bluntly before.
As masterful as he is known to be, Bill Rylance pulled an ace out of his perceptive hat, and kind of said "all this is very well, to take care of people and their issues - but how do you deal with the fact that more often than not the root cause of all the problems and issues facing a company, is actually a bad boss?!"
And with that single statement, he made a point that talent becomes irrelevant, when bosses become terrible!
A silent hush ran through the audience, and I am sure everyone thought of their own boss immediately, and how almost every problem they faced, could be traced back to him or her!
It is true, and I am sure you all agree that the culture, the emotions, the workstyle of an organisation all depends upon the management and the environment it creates.
Good management, can nurture people and create positive productive, healthy believers.
Slack management, can create confusion, promote laziness and lower productivity, and at best mediocre performance.
Terrible management, will create chaos, hostility, lowered production, and many clusters of discontent!
In my seventeen years, I have had the honour and privilege of working with some of the finest bosses in the country - Sajid Peerbhoy, Abhinav Dhar, Nakul Chopra, Nirvik Singh, Arvind Wable, Nitish Mukherjee and Sanjeev Bhargava are the ones I can thank for nurturing and helping me grow - emotionally, as well as intellectually. Sure, we had minor issues like in every relationship, but we're all still friends today.
And having not been obsessed with 'boss problems' of my own, I had the luxury of noticing other people's bosses around me - in different business divisions, in client offices, in partner agencies, and even boss's bosses! There were a few good ones I came across - Ravi Kant (Tata Motors), Anil Kapoor (FCB), Sanjeev Chaddha (Pepsi), Marise Kumar (Whirlpool) and Prema Sagar (Burson-Marsteller) are the ones I'd rank as great bosses and people to work with.
You can always get a sense from body language of Bosses, as to how good or bad they'll be. As well as know from the body language of those around them. Relaxed and good people, always have relaxed and good people around them - and together they do a great job growing themselves, growing their companies.
So while we must do all we can to manage our people well like Jeffrey suggested, the fact is as Bill pointed out - if we really want to do justice to our talent, we need to begin at the top!
My homework on Jeffrey Fuller told me we'd get a great global perspective on talent issues and management. And that this talk will not only touch upon human insights, but be backed by logical, scientific thinking as well.
My homework was correct, I wasn't disappointed, and neither was the audience, by the sense I got in the hall. Jeffrey had covered most of the issues to do with talent.
Then Bill Rylance asked his first question. And gave the whole subject another angle, which may have been at the back of a lot of minds, but hadn't ever been put so bluntly before.
As masterful as he is known to be, Bill Rylance pulled an ace out of his perceptive hat, and kind of said "all this is very well, to take care of people and their issues - but how do you deal with the fact that more often than not the root cause of all the problems and issues facing a company, is actually a bad boss?!"
And with that single statement, he made a point that talent becomes irrelevant, when bosses become terrible!
A silent hush ran through the audience, and I am sure everyone thought of their own boss immediately, and how almost every problem they faced, could be traced back to him or her!
It is true, and I am sure you all agree that the culture, the emotions, the workstyle of an organisation all depends upon the management and the environment it creates.
Good management, can nurture people and create positive productive, healthy believers.
Slack management, can create confusion, promote laziness and lower productivity, and at best mediocre performance.
Terrible management, will create chaos, hostility, lowered production, and many clusters of discontent!
In my seventeen years, I have had the honour and privilege of working with some of the finest bosses in the country - Sajid Peerbhoy, Abhinav Dhar, Nakul Chopra, Nirvik Singh, Arvind Wable, Nitish Mukherjee and Sanjeev Bhargava are the ones I can thank for nurturing and helping me grow - emotionally, as well as intellectually. Sure, we had minor issues like in every relationship, but we're all still friends today.
And having not been obsessed with 'boss problems' of my own, I had the luxury of noticing other people's bosses around me - in different business divisions, in client offices, in partner agencies, and even boss's bosses! There were a few good ones I came across - Ravi Kant (Tata Motors), Anil Kapoor (FCB), Sanjeev Chaddha (Pepsi), Marise Kumar (Whirlpool) and Prema Sagar (Burson-Marsteller) are the ones I'd rank as great bosses and people to work with.
You can always get a sense from body language of Bosses, as to how good or bad they'll be. As well as know from the body language of those around them. Relaxed and good people, always have relaxed and good people around them - and together they do a great job growing themselves, growing their companies.
So while we must do all we can to manage our people well like Jeffrey suggested, the fact is as Bill pointed out - if we really want to do justice to our talent, we need to begin at the top!
.
Friday, October 27, 2006
Happy To Be Stuck With You!
What is it that makes people stick to companies? What makes companies stick to each other? What makes countries friends with each other?
Different people will give different reasons and opinions. Some will point to money, similar goals, and common business interests. Another lot would even say language and religion.
As primitive as it may sound, but the latter is usually closer to the truth. Because more often than not, what brings and holds people, companies and even countries together is something broader, but more basic – culture.
While you may unanimously agree that cultures bring and hold people and countries together, you may not have looked at it from the organization perspective, would you?
I often hear people complain about their jobs, their bosses, even the industry within which they work. While the debate and angst may revolve around issues like ego, money, hours, whatever… the point I always say to them is:
1) “Forget these issues for the moment – do you feel that you and your boss/company/industry are culturally matched?
2) Do you have the same set of values and belief systems?
3) If you do have similar values, you should talk about these issues, fight for them, or even wait for them to blow over.
4) But if you find your values and culture do not match – get the hell out of there!”
It’s as simple as that – and this applies to Bosses, Companies, Clients, even Customers.
- How can an organized, polite person work under a chaotic, aggressive boss?
- How can people who believe in honesty and integrity work for companies that hussle and push people?
- How can hierarchy and process driven companies work with companies driven by chaos and lack of role definition?
It’s the basic funda of marketing – you pitch and connect with people with related interests.
The above are just examples of different values and cultures. You can choose any parameters that are really important to you, and then compare them with the parameters and values that are very important to your bosses, companies and clients.
So, now are you keeping your current job and client list? Or do we see a change in the near future?
Different people will give different reasons and opinions. Some will point to money, similar goals, and common business interests. Another lot would even say language and religion.
As primitive as it may sound, but the latter is usually closer to the truth. Because more often than not, what brings and holds people, companies and even countries together is something broader, but more basic – culture.
While you may unanimously agree that cultures bring and hold people and countries together, you may not have looked at it from the organization perspective, would you?
I often hear people complain about their jobs, their bosses, even the industry within which they work. While the debate and angst may revolve around issues like ego, money, hours, whatever… the point I always say to them is:
1) “Forget these issues for the moment – do you feel that you and your boss/company/industry are culturally matched?
2) Do you have the same set of values and belief systems?
3) If you do have similar values, you should talk about these issues, fight for them, or even wait for them to blow over.
4) But if you find your values and culture do not match – get the hell out of there!”
It’s as simple as that – and this applies to Bosses, Companies, Clients, even Customers.
- How can an organized, polite person work under a chaotic, aggressive boss?
- How can people who believe in honesty and integrity work for companies that hussle and push people?
- How can hierarchy and process driven companies work with companies driven by chaos and lack of role definition?
It’s the basic funda of marketing – you pitch and connect with people with related interests.
The above are just examples of different values and cultures. You can choose any parameters that are really important to you, and then compare them with the parameters and values that are very important to your bosses, companies and clients.
So, now are you keeping your current job and client list? Or do we see a change in the near future?
Saturday, December 03, 2005
So, How you doin' ?!
It's perhaps one of the most redundant question we're asked every day... wherein the person who asks will perhaps get surprised, if you answer the question - truthfully, that is!
My question is, how many of us actually ask ourselves this question? And how many of us can actually answer ourselves truthfully?
Highs, Lows, Delights, Frustrations, Loves, Lusts, Hates, Truths, Untruths... they all add up to, or subtract from your balance sheet of life, defining your current state of mind and the way you approach the future.
The above also defines the way you will interact with people you come across in your life every day. And it will define their perception of you - at work and at play.
The fact is, who you are and what you do - in other words, "your reality" is entirely in your hands to nourish, nurture and project.
The first step of course is an unbiased self assessment - and if that's tough, talk to people who you trust - to be honest.
Does this sound strange to you, doing a 'personality' or 'life' audit? Why?? Don't we do it all the time at work? Don't we ask questions about our Company and our Brands? Don't we use this knowledge to our advantage - building on the positives, and working on the negatives?
We're no different. We are Brands ourselves. And if we look at ourselves objectively, life ahead will be much simpler. We'll not only be able to add value to our own existence by exploiting our positives, and filling in our need gaps, we'll also find great joy and satisfaction in adding value to the lives of those around us.
To tell you how seriously I take this, check out an audit of my own life. Courtesy of the internet of course!!
My question is, how many of us actually ask ourselves this question? And how many of us can actually answer ourselves truthfully?
Highs, Lows, Delights, Frustrations, Loves, Lusts, Hates, Truths, Untruths... they all add up to, or subtract from your balance sheet of life, defining your current state of mind and the way you approach the future.
The above also defines the way you will interact with people you come across in your life every day. And it will define their perception of you - at work and at play.
The fact is, who you are and what you do - in other words, "your reality" is entirely in your hands to nourish, nurture and project.
The first step of course is an unbiased self assessment - and if that's tough, talk to people who you trust - to be honest.
Does this sound strange to you, doing a 'personality' or 'life' audit? Why?? Don't we do it all the time at work? Don't we ask questions about our Company and our Brands? Don't we use this knowledge to our advantage - building on the positives, and working on the negatives?
We're no different. We are Brands ourselves. And if we look at ourselves objectively, life ahead will be much simpler. We'll not only be able to add value to our own existence by exploiting our positives, and filling in our need gaps, we'll also find great joy and satisfaction in adding value to the lives of those around us.
To tell you how seriously I take this, check out an audit of my own life. Courtesy of the internet of course!!
| This Is My Life, Rated | |
| Life: |  9.5 |
| Mind: |  8.9 |
| Body: | 8.6 |
| Spirit: | 8.8 |
| Friends/Family: |  6.5 |
| Love: | 10 |
| Finance: | 9.1 |
| Take the Rate My Life Quiz | |
Friday, December 02, 2005
Hare Today, Turtle Tomorrow?
No you haven't read this story of the Hare and the Tortoise before. No it's not the 'new management school' version you've also read. This is my take on Mr. Hare & Mr. Tortoise [no male chauvinism intended, I assure you!].
But before I begin let me point out that we all know about the original author Aesop. But who is the author of the 'new' version? When I first saw it, it was attributed to a Professor in some American sounding University. When the dazzle of the first read died down, I did a Google search of both the Prof and the University - and surprise, surprise, neither showed up!!
But before I begin let me point out that we all know about the original author Aesop. But who is the author of the 'new' version? When I first saw it, it was attributed to a Professor in some American sounding University. When the dazzle of the first read died down, I did a Google search of both the Prof and the University - and surprise, surprise, neither showed up!!
Then as I searched afresh with keywords of the story, dozens of results turned up with the story published on many sites - from schools, colleges, HR consultants, including a variation of the story from Kerala!. Read some examples here or here.
Now, times as they are, unless someone points me to the original authors, I will think the original story was outsourced from India, and the author or authors will remain anonymous!
Now for my story:
The Hare and The Tortoise - The Reality Series!
We are all awestruck by the simplicity of “Fast and Consistent versus Slow and Steady” and the way two little animals can show us how to run large corporations!
But is it all so simple? Let's stargaze a bit...
Having practised all the variations and versions of the race, The Hare and the Tortoise decided to turn it into a profession, and make money out of it!
They set up “The Great Hare & Tortoise Company”
On the first day in their new company, both Directors landed up at the starting line eager as beavers to race.
“Now relax and watch me fly at my Fast and Consistent best” said one.
“Hey! I am Fast and Consistent, I go first!” corrected the other “You are Slow and Steady…”
Cries of “No I am!” and “No I am!!” filled the morning as the two argued about who was whom. And the race was abandoned.
New Learning One: Speed, Consistency, and other such values are subjective. One man’s Hare, is another man’s Tortoise – and vice versa.
New Learning Two: Being in power, often makes you forget who you are, and what you are actually capable of doing!
New Learning Three: Two or more people cannot be expected to do the same job. Focus is lost, and chaos is found.
But the story doesn’t end there.
Now, being good corporate citizens, the two decided to do market research to find out "who they really were."
These are the reactions they got from consumers:
Consumer One: "You are neither Hare nor Tortoise. You are a Hyena – Others do the running and killing after which you stand around and pretend that you were “Fast and Consistent”.
Consumer One: "You are neither Hare nor Tortoise. You are a Hyena – Others do the running and killing after which you stand around and pretend that you were “Fast and Consistent”.
Consumer Two: "You are a Lazy Cow – You lie around all day chewing the cud, while your mental shell leaves you unmoved to the happenings around you. Therefore others think you are “Slow and Steady"
Consumer Three: "You are a Mountain Goat – You keep banging your head into others, until they agree with whatever you say you are."
New Learning Four: Not everyone or everything is what it seems.
New Learning Four: Not everyone or everything is what it seems.
New Learning Five: Scratch below the surface of labels, and look for results – irrespective of whether done fast or slow. Results are remembered, not styles.
But that is not the end of the story.
Hearing all the commotion in the Jungle, a Lion landed up at the meeting. The noise had disturbed the Lion, and the debate sounded very silly to him.
So with a mighty roar, the Lion ate up the Hare, the Tortoise, all those present. And he took over the Company.
Moral of the Story:
Winning is not about speed, consistency or a combination of the two – it’s about Leadership with vision, ability and passion.
Every race will have its Hares and Tortoises. A good leader recognises them and uses them to his and the company’s benefit.
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