I am looking for interesting opportunities to add "before and after" case studies for a book (as yet untitled) I am in the beginning throes of writing.

Thus said, I want to offer my services to Organizations (profit or nonprofit) as a short-term "Strategy Advisor" not strictly limited to "Quality" function, but to the organization as an "organic whole."

My entire career has been centered on the concept ‘Quality should be involved in every aspect of a company - including executive planning, administration, marketing, purchasing, design, production, shipping, and service.’

This concept holds true whether the company is a manufacturer or service company (banking, insurance, communications, transportation, construction, janitorial, etc.) The major emphasis is on pleasing or delighting the customer while maintaining or increasing organizational profitability. (In the case of non-profits, does the organization's performance delight both recipients and the contributors? If so, the organization will continue to thrive.)

I would offer a substantial discount in normal fees charged by an advisor of my experience and ability in return for the rights to use the "before and after" case studies in my book - if necessary, we will disguise identity for publication, but publisher will have to know the case is real, not a figment of my imagination.

Published authors among you know that publishers are relatively stingy with "front money" for books in our field, so I do have to charge something.

Although I am primarily seeking "interesting" situations which will make for reader appeal, I will need some "standard" situations to balance the book.

I have my own corporation and "benefits" so this will be a straight "organization to corporation" contract, no 1099s or other tax stumbling blocks.

Since my experience over the last 40 years covers everything from

investment banking (financing industrial plants)
nursing homes (dealing with regulations, financing)
manufacturing operations (startups, government regulations, takeovers)
FDA-regulated and FAA-regulated organizations,
there will be many situations to which I can add value.

Here are some "should have" criteria for the target organizations:

I deal with chief executive and/or Board of Directors directly and interact with any or all staff as necessary
organization should be in self-perceived "crisis" due to pressure from time, regulators, or customers
I don't do work by myself, but will "mentor and advise" existing staff to do it so they can continue when I am gone (for example, I don't "perform" Gap Analysis by myself, but will help personnel learn how to do it themselves, keyed to the organization's circumstances, and will review and suggest modifications as required)
There is no minimum term for the assignment - some issues could be resolved in as little as one or two days, but still be important to the organization and pertinent for my book.
the maximum term might be as long as a year, but would involve my full time presence for only a fraction of the time to help personnel learn to do a task, returning from time to time for evaluation and suggestions for improvement
organization may be any size, from small business to transnational giant.
Some of the perceived "crisis" situations might be, but are not limited to:

seeking registration to a Standard due to outside pressure
"re-engineering" an organization which needs major Kaizen events to become competitive in its market
"assimilating" a recent takeover of an organization with a different culture
"fairness opinions" when selling an organization or creating an Employee Stock Ownership Plan (ESOP) or Initial Public Offering (IPO)
Complying with Sarbannes-Oxley Act for public corporations
new product introduction (production and marketing)
achieving government certification in a regulated industry
negotiating with aggressive customers
negotiating with banks, financiers, equity investors
adopting and assimilating new technologies (such as Electronic Document Management or Customer Relationship Management)
Above all, I want to leave the organization in better shape than I found it. Fees will be negotiated in each instance. There is no guarantee I will take any assignment, but if I refuse one, I will make a suggestion for other sources of help. I will not charge for such a suggestion, but the source may charge for its services.

So, fellow Covers, if you learn of an interesting situation, suggest my name. I have a passport and can travel anywhere allowed by the US State Department. Since the contract will run from the organization to my corporation (in existence since 1973), there should be no employment barriers from governments.

contact: wesbuceyATsbcglobalDOTnet (disguised to deter "bots" and other automated email reapers)

Wes,

I bet any book you write would be a very good one. Keep us posted on your progress. I'm looking forward to it.

Craig

Wes,

I bet any book you write would be a very good one. Keep us posted on your progress. I'm looking forward to it.

CraigDoes it sound "hokey" that I'm more interested in helping the organizations than writing the book? The book is just "documentation."

:topic: You can also contact Wes by clicking on his name in any post he makes and going to his profile. You can send him an e-mail from there as well. Or - You can send Wes a PM (Personal Message) through the forums software.

I mention this only to remind all Registered Users of these Elsmar Cove Forums options.

If you send an e-mail through the User Profile it is a 'blind' e-mail - no e-mail address is revealed, except the senders e-mail address is seen by the person who receives the e-mail.

Aggressive 'bots' are smart enough to look at wesbuceyATsbcglobalDOTnet, for example, and translate it appropriately. If you REALLY don't want your e-mail address spidered (these forums can be read by anyone and any 'bot'), use the embedded 'Profile' system.

Does it sound "hokey" that I'm more interested in helping the organizations than writing the book? The book is just "documentation."
I don't think he meant that it sounds "hokey". I do the same things from time to time. You sit back and look at what you want to do and make a scenario.

A person from a large credit reporting company called last week. Asked about purchasing some files - implementation and such. I said to the gal I was speaking with "Hey - for the name I'll drive to Chicago, talk to you (base evaluation) for free and if you're interested you pay expenses and allow me to use the name and I'll do work for cost." Haven't heard back yet, but I hope I do. I'd like to do it to understand how they operate so that I can apply it to other service organizations.

We each have our motivations. That said, we would like you to keep us posted on progress so we can learn from you!

If you do drive up, give me a call and we'll split a cork (phone details in separate email to you.)

If I get a call I will. But I'm not expecting one.

It was a gal who was looking for information and I have no idea what 'power level' she is at - but the point is it's a service organization and it's big. I've had some big clients, but then again... You never know. My experience has been such that I never expect a return call and even if I go and do a 'freebie' evaluation and discussion I don't expect a contract. I do look at myself as somewhat 'radical' which I think some companies have a problem with.

But - I've really enjoyed working with companies of all sizes. I don't work a lot any more, but typically I'm choosy enough any more that when I get involved with a company it's fun and rewarding.

I'll bet you - like many of us 'Bad Boy' consultants - have turned down companies. And probably 'quit' a few as well.

(phone details in separate email to you.)
Just send in a PM.

Yeah, it sounds a little hokey to be more interested in helping than in money. Of course, that hokey goodness is the whole reason these boards work!
http://elsmar.com/Forums/images/smilies/appl.gif


Marc, Wes, and all the other contributors are giving away for free some rather valuable advice. If the people asking for help had to pay consultant rates for the time spend answering their questions, there would be a lot of people around here with a little more pocket money.

So THANKS to everyone who asks, answers, or moderates around here!

Tim F

Yeah, it sounds a little hokey to be more interested in helping than in money. Of course, that hokey goodness is the whole reason these boards work!
http://elsmar.com/Forums/images/smilies/appl.gif


Marc, Wes, and all the other contributors are giving away for free some rather valuable advice. If the people asking for help had to pay consultant rates for the time spend answering their questions, there would be a lot of people around here with a little more pocket money.

So THANKS to everyone who asks, answers, or moderates around here!

Tim FI appreciate the recognition from a colleague. Thank you.

I am looking for interesting opportunities to add "before and after" case studies for a book (as yet untitled) I am in the beginning throes of writing.

Thus said, I want to offer my services to Organizations (profit or nonprofit) as a short-term "Strategy Advisor" not strictly limited to "Quality" function, but to the organization as an "organic whole."
I would offer a substantial discount in normal fees charged by an advisor of my experience and ability in return for the rights to use the "before and after" case studies in my book - if necessary, we will disguise identity for publication, but publisher will have to know the case is real, not a figment of my imagination.

Published authors among you know that publishers are relatively stingy with "front money" for books in our field, so I do have to charge something.

Although I am primarily seeking "interesting" situations which will make for reader appeal, I will need some "standard" situations to balance the book.

I have my own corporation and "benefits" so this will be a straight "organization to corporation" contract, no 1099s or other tax stumbling blocks.

Since my experience over the last 40 years covers everything from

investment banking (financing industrial plants)
nursing homes (dealing with regulations, financing)
manufacturing operations (startups, government regulations, takeovers)
FDA-regulated and FAA-regulated organizations,
there will be many situations to which I can add value.

Here are some "should have" criteria for the target organizations:

I deal with chief executive and/or Board of Directors directly and interact with any or all staff as necessary
organization should be in self-perceived "crisis" due to pressure from time, regulators, or customers
I don't do work by myself, but will "mentor and advise" existing staff to do it so they can continue when I am gone (for example, I don't "perform" Gap Analysis by myself, but will help personnel learn how to do it themselves, keyed to the organization's circumstances, and will review and suggest modifications as required)
There is no minimum term for the assignment - some issues could be resolved in as little as one or two days, but still be important to the organization and pertinent for my book.
the maximum term might be as long as a year, but would involve my full time presence for only a fraction of the time to help personnel learn to do a task, returning from time to time for evaluation and suggestions for improvement
organization may be any size, from small business to transnational giant.
Some of the perceived "crisis" situations might be, but are not limited to:

seeking registration to a Standard due to outside pressure
"re-engineering" an organization which needs major Kaizen events to become competitive in its market
"assimilating" a recent takeover of an organization with a different culture
"fairness opinions" when selling an organization or creating an Employee Stock Ownership Plan (ESOP) or Initial Public Offering (IPO)
Complying with Sarbannes-Oxley Act for public corporations
new product introduction (production and marketing)
achieving government certification in a regulated industry
negotiating with aggressive customers
negotiating with banks, financiers, equity investors
adopting and assimilating new technologies (such as Electronic Document Management or Customer Relationship Management)
Above all, I want to leave the organization in better shape than I found it. Fees will be negotiated in each instance. There is no guarantee I will take any assignment, but if I refuse one, I will make a suggestion for other sources of help. I will not charge for such a suggestion, but the source may charge for its services.

So, fellow Covers, if you learn of an interesting situation, suggest my name. I have a passport and can travel anywhere allowed by the US State Department. Since the contract will run from the organization to my corporation (in existence since 1973), there should be no employment barriers from governments.

contact: wesbuceyATsbcglobalDOTnet (disguised to deter "bots" and other automated email reapers)I want to thank those of you who have written encouraging posts, PMs, and emails. In reading some of them, it occurs to me to add something which was not apparent in the original post:

My intent is to make the subjects of my case studies look good, not me. If we come to a deal, the bosses (and employees) will be the stars of the chapter, I expect to be a "ghost in the background." That's why my emphasis on "helping folks learn to do it so they can continue when I'm gone."

They should think of my input as "a friendly uncle" looking to help them help themselves, NOT some hotshot out to show them up.

I want to thank those of you who have written encouraging posts, PMs, and emails. In reading some of them, it occurs to me to add something which was not apparent in the original post:

My intent is to make the subjects of my case studies look good, not me. If we come to a deal, the bosses (and employees) will be the stars of the chapter, I expect to be a "ghost in the background." That's why my emphasis on "helping folks learn to do it so they can continue when I'm gone."

They should think of my input as "a friendly uncle" looking to help them help themselves, NOT some hotshot out to show them up.
In line with "friendly uncle," here's a little tidbit regarding a process to recognize, define, plan, and implement organizational change:
A useful process for creating organizational change follows these steps:

· Create discontent with the current reality of the situation.

· Create a Shared Understanding of current reality.

· Create a Shared Vision of the desired situation.

· Analyze the difference.

· Formulate a plan to move toward the Vision.

· Do it.


Most organizations in need of change already have the seeds of discontent sprouting in the breakrooms, at the workstations, at the saloon down the street after work, and at home, when we kick the cat before saying hello to our families. The sad part is many organizations can't get past that part and either continue going downhill or fail completely.

Sometimes, the top folk in the organization need to find a fresh set of eyes to focus on the process to go from status quo to something new and better.

Thanks, Wes,

I appreciate the sharing.

A recent conversation about management responsibility under ISO 9k2k and under Sarbannes-Oxley for public companies revealed many top managers are still under the impression they can continue to find scapegoats for quality problems and business problems by saying, "Hey! I didn't know about it. My subordinates kept the problems hidden from me. I was too busy looking at the 'big picture' to bother looking at petty details."

What do you think? Can top managers continue to get away with "business as usual?" Do you think ISO and other quality auditors and financial auditors (CPAs) will become truly independent and stand up and say, "The top boss isn't paying attention!"

If yes, why? If not, why?

Here's an additional question: ASQ dropped the term "Control" from its name a while back. It used to be American Society for Quality Control, now only American Society for Quality.

Why do you think so many job listings still use the term "Quality Control"?

Do all those organizations using the term in job ads imply they are not in sync with modern theories of Quality? (i.e. those theories from the 50's, 60's, 70's which talked about management responsibility)

Is using dated terminology symptomatic of deeper problems within the organization? How about mixing modern buzzwords with old (quality control, zero defects, and TQM with Six Sigma and Lean?)

Here's an additional question: ASQ dropped the term "Control" from its name a while back. It used to be American Society for Quality Control, now only American Society for Quality.

Why do you think so many job listings still use the term "Quality Control"?

Do all those organizations using the term in job ads imply they are not in sync with modern theories of Quality? (i.e. those theories from the 50's, 60's, 70's which talked about management responsibility)

Is using dated terminology symptomatic of deeper problems within the organization? How about mixing modern buzzwords with old (quality control, zero defects, and TQM with Six Sigma and Lean?)
Wes:

To be succinct, they are unenlightened.

Wes:

To be succinct, they are unenlightened.You've been sneaking looks at a thesaurus, haven't you, Al?
Of course, the desirable antonym would be progressive!

You've been sneaking looks at a thesaurus, haven't you, Al?
Of course, the desirable antonym would be progressive! Wes, I'm so hurt by your underestimation of my sagacity.:lmao:

Wes, I'm so hurt by your underestimation of my sagacity.:lmao:O.K. I agree to renew your library card,:tg: IF you return all those books you took out with red covers just to match the color scheme in your office! Or was it to match my face when I visit?:o

Is using dated terminology symptomatic of deeper problems within the organization? How about mixing modern buzzwords with old (quality control, zero defects, and TQM with Six Sigma and Lean?)

Yes, I think using outdated terms does raise a flag, Wes. Management who has stayed current with emerging concepts will use the terminology appropriately.

That said, I don't think there's anything the matter with TQM and Zero Defects. Some companies have used these as very effective tools for improvement, and they are very useable by smaller sized companies. Six Sigma is often inappropriate for smaller organizations because of the beauracracy and costs associated with it.

I once worked for a 28 person Manufacturer's Rep who had a very successful TQM program. Six Sigma would have been out of the question. TQM is often more successful in non-manufacturing businesses, like education.

Here's an additional question: ASQ dropped the term "Control" from its name a while back. It used to be American Society for Quality Control, now only American Society for Quality.

Why do you think so many job listings still use the term "Quality Control"?

Do all those organizations using the term in job ads imply they are not in sync with modern theories of Quality? (i.e. those theories from the 50's, 60's, 70's which talked about management responsibility)

Is using dated terminology symptomatic of deeper problems within the organization? How about mixing modern buzzwords with old (quality control, zero defects, and TQM with Six Sigma and Lean?)

I suspect for the same reason that many use the term "certify" in an ISO context. The word is register...

I suspect there are many more operatives than purists. Do they understand the difference between quality control and quality management? Maybe, maybe not. Their vernacular may be but a hint of an indicator unless they have been specifically trained to know better.

And I daresay that the persons placing the ad are management or HR types. They are probably not well enough educated in QM to know the detailed truth.

They simply may not know better. If they advertise for a Quality Engineer and describe an inspector, it could be a bad sign, that they are employing what Juran described as Job Shop Quality. They may be among the group that thinks a 6S Black Belt is going to save them from their problems. I have seen several ads for such godlings. I have also seen the term Quality Analyst in describing a software tester.

If they do know better, perhaps they are just applying an old term to a timeless concept. I have learned to inquire more deeply to get a better idea of the entire organization, because the ad was probably written by one or two people.

I may have spent too much of my life in the executive suite with the rest of the "suits" who agonize for days and weeks over subtle nuances of expression from customers, suppliers, bankers, investors, regulators, and employees.

I often liken the interplay to world class poker, where the most successful players learn to read meaning into twitches and quirks of other players while masking their own as well as they can. In poker, they call those nuances "tells" (they tell the other players clues to what is in the hand and mind of the player.)

When you are a change agent, you have to learn to read between the lines of what people say to know what they really mean or understand. So, if an executive says his company is ready for the 22nd century with its programs and processes in one breath, then talks about 100% inspection with the next breath, you have to interpret the reality - is he clueless? a liar? or did he merely misspeak?

We make these kinds of distinctions and decisions every day when dealing with other people. I recall overhearing a remark from one woman to another in the crowd waiting for the bride and groom outside a wedding ceremony:
"Oh! Is that length of dress back in style again?"

When I asked my wife and cousins to interpret for me later, they first wanted to know the tone of voice. My cousin interjected, "I know some women who sound 'catty' even when they don't mean to be." which threw the whole discussion into another direction and I never did get a consensus of opinion on whether it was catty or an honest question. I bet the woman who was on the receiving end of the comment sure had an instant opinion, though, regardless of whether it was accurate.

Similarly, when I read or hear statements that don't gibe with each other regarding a company's operations, my antenna go up to the max and I don't feel comfortable until I have enough information to form an opinion. Usually, that means I probably won't do business if there is a lot of uncertainty. (Uncertainty means my uncertainty, not whether the company is uncertain. I can deal with cluelessness, or greed. I can't deal with a liar.)

I may have spent too much of my life in the executive suite with the rest of the "suits" who agonize for days and weeks over subtle nuances of expression from customers, suppliers, bankers, investors, regulators, and employees.

I often liken the interplay to world class poker, where the most successful players learn to read meaning into twitches and quirks of other players while masking their own as well as they can. In poker, they call those nuances "tells" (they tell the other players clues to what is in the hand and mind of the player.)

When you are a change agent, you have to learn to read between the lines of what people say to know what they really mean or understand. So, if an executive says his company is ready for the 22nd century with its programs and processes in one breath, then talks about 100% inspection with the next breath, you have to interpret the reality - is he clueless? a liar? or did he merely misspeak?

We make these kinds of distinctions and decisions every day when dealing with other people. I recall overhearing a remark from one woman to another in the crowd waiting for the bride and groom outside a wedding ceremony:
"Oh! Is that length of dress back in style again?"

When I asked my wife and cousins to interpret for me later, they first wanted to know the tone of voice. My cousin interjected, "I know some women who sound 'catty' even when they don't mean to be." which threw the whole discussion into another direction and I never did get a consensus of opinion on whether it was catty or an honest question. I bet the woman who was on the receiving end of the comment sure had an instant opinion, though, regardless of whether it was accurate.

Similarly, when I read or hear statements that don't gibe with each other regarding a company's operations, my antenna go up to the max and I don't feel comfortable until I have enough information to form an opinion. Usually, that means I probably won't do business if there is a lot of uncertainty. (Uncertainty means my uncertainty, not whether the company is uncertain. I can deal with cluelessness, or greed. I can't deal with a liar.)

I think there is a good deal of lowgrade ignorance around.

Let's face it: Quality has remained a specialty. You and I know the subtle but important distinction between things like ISO registration and certification--and 22nd Century process control, with 100% inspection mixed in.

Do the suits know the differences, the subtle distinctions? Perhaps not. An economist friend of mine with an MBA told me that the business school didn't teach Quality subjects, or how to manage with the Big Picture perspective of Baldrige. I recently read of Harvard Business School introducing a seminar: Breakthrough Customer Satisfaction. Well then! There's progress...

I have thus retreated from the more technical aspects (FMEA, Process Control, CPk, etc.) of QM and focused on simplifying the message for those folks who believe we've made Quality too hard. Back to the basics, do-re-mi...stealth quality.

Time will prove me right or wrong, but I suspect we have made Quality too technical for those whose minds are not trained to understand important details that they may think trivial. When they do not grasp the concepts' value, too many opportunities to improve are lost.

I have thus retreated from the more technical aspects (FMEA, Process Control, CPk, etc.) of QM and focused on simplifying the message for those folks who believe we've made Quality too hard. Back to the basics, do-re-mi...stealth quality.

Time will prove me right or wrong, but I suspect we have made Quality too technical for those whose minds are not trained to understand important details that they may think trivial. When they do not grasp the concepts' value, too many opportunities to improve are lost.I agree with you, Jennifer. Simplifying is one thing. "Dumbing down" is another. Too many folks have gone the second route by providing "fill in the blanks for your name and company" pre-printed Quality Manuals and Procedures.

ASQ members can take a look at my Profile on the ASQ site which has been up for years. An excerpt:

I put more emphasis on ‘big picture’ and ‘company culture’ than on metrics. If all the members of the organization are indeed working together, metrics are a natural function of identifying areas to improve. If the organization is NOT working together, the imposition of metrics can be draconian and serve to divide the culture even more.

I believe in readily available tools, and I believe in making them as straightforward as possible.

The "Fill in the blank" quality manuals have a place for do-it-yourselfers who will sincerely make an effort to apply themselves to the manual's guidance.

Cynically, however, I must question much of the sincerity behind those who choose this route. They may just be looking for an easy, cheap way to get the job done, get the paperwork finished so they can get back to solving problems (firefighting).

I maintain my position that consultants have made Quality too hard, too technical and unwieldy for most small businesses, who we must recognize comprise the overwhelming portion of U.S. commerce.

When we can offer a more consistent, friendly, well-established and credible help source, we may enjoy an upswing in requests for expert help. As it is, consulting is like an enormous, slow-motion game of Blind Man's Bluff. It's grossly inefficient.

So far, I've had nibbles on three organizations since I made the first post.

Two organizations didn't really have problems, just a problem in focus. First one was a supply chain problem exacerbated by lack of uniform documentation requirements. Resolved in one five-minute FREE phone call - NOT a chapter's worth.

Second call "may" pan out. It was primarily "fear of the unknown" as a major customer now wants "documentation" to keep this supplier on their "approved supplier" list. (After ten years of steady, unremarkable relationship.) I'll keep tabs on this one.

Third "possible" seemed really good possibility. Turns out there are some "complicated" politics at a high level and it's still not certain who has the "juice" to go forward. Since I'm not formally engaged, I can't offer advice or counsel, especially since a major insider refuses to acknowledge a problem exists despite objective evidence to the contrary. This is definitely a situation I'd love to work with. I think it even has the potential to be a good propaganda piece for the parent company if they initiate and complete a successful change management initiative. I envision a really improved bottom line for the operation with just a minor change in attitude and two or three minor changes in processes.

Of course, the reality is nothing will change unless the top managers get involved and stay involved. You can't talk the language of improving the net profit if you can't get the guy in charge to admit current profits are far below industry benchmarks. I wonder if the factions currently acknowledging a need for change can survive an end run around the roadblock directly to the Board of Directors and invoke a SOX-type fear and realization by the Board. If they fail, they could kiss their careers goodbye. Boardroom politics can be particularly vicious.

So, how's this for a working title for my book?
First, Drive Out Fear!

What image would this title put in your head?
What would you expect to see on the cover for an illustration to match this title?
What would it take for you to pick up this book to read the blurbs, or the introduction, or look through the table of contents?
Does it need a subtitle to make it less ambiguous?

Hey Wes, I'm making a Cost of Poor Quality calculator spreadsheet for a Cover, plus a simple ROI calculator, that your clients may find of value. If he likes it, it is probably something I would offer as a bonus for those who purchased the set: Master Scorekeeper I and II.

If anyone wants to seriously evaluate these products in beta form, I'd be very grateful. Contact me personally.

This is not intended as an advertisement of my products, BTW. I hope I haven't crossed the line...

I don't think it is out of line, Jennifer. This is precisely the forum to toot your own horn. Thus said, What about the title, First, Drive Out Fear!

Is it OK as stand alone? does it need a subtitle? is it too trite or derivative? What would you expect the book to contain if you saw the title in the business section of your bookstore or library?

What about the title, First, Drive Out Fear!

Is it OK as stand alone? does it need a subtitle? is it too trite or derivative? What would you expect the book to contain if you saw the title in the business section of your bookstore or library?

I don't think the title is too trite or derivative. I like it, but I suggest you add a subtitle. If I saw this in the business section, my initial thought would be that this is a book about starting a business or out smarting your competition. (Then again, I've been told my thought process is a little off center :D )

I don't think it is out of line, Jennifer. This is precisely the forum to toot your own horn. Thus said, What about the title, First, Drive Out Fear!

Is it OK as stand alone? does it need a subtitle? is it too trite or derivative? What would you expect the book to contain if you saw the title in the business section of your bookstore or library?
Thanks Wes, I feel better.

I would want to see a subtitle, such as "Unleashing your employees' power to perform" to communicate what I think it is telling me, which is to build up rather than beat down, for success.

OK, that title of the post would most likely be too inflammatory for the execs in the boardroom to read! I like the title you stated, Wes, with the subtitle idea from Jennifer. Dare I suggest that you go the route of the "Dummies" series of books? You have to lay out a simple plan to get anywhere, it seems. And have catchy phrases in the table of contents, too.

I am enjoying following your thread. Looking forward to the next update. Are you hearing from large companies, or were any of the 3 smaller companies (less than 100 employees).

--QG
aka Jodi

Wes, I think your title is good, but needs a subtitle, such as "Then go ahead toward...", or something of a more definitive approach. This way you set your target market, and strategy to penetrate the market.

OK, that title of the post would most likely be too inflammatory for the execs in the boardroom to read! I like the title you stated, Wes, with the subtitle idea from Jennifer. Dare I suggest that you go the route of the "Dummies" series of books? You have to lay out a simple plan to get anywhere, it seems. And have catchy phrases in the table of contents, too.

I am enjoying following your thread. Looking forward to the next update. Are you hearing from large companies, or were any of the 3 smaller companies (less than 100 employees).

--QG
aka JodiThanks for all your ideas, Ralph, Jodi, and Jennifer (plus others who have emailed and PM'd.)

I'm pretty sure only the publisher of the series has the rights to "for dummies" and I'm not really looking to write for dummies anyway, or for folks who categorize themselves that way.

As I look at my notes and tentative outlines, I am of the mind that the overall theme will be [first candidate for subtitle]:
First, Drive Out Fear
Secrets of Success in Change Management

Within the book, topics will probably include (still working on the order and grouping):

Life management (personal relationships)
Problem solving
Executive ability
Executive psychology
Employee psychology
Hallmarks of success
Warning signals of failure
Dealing with setbacks
How to "benchmark"
Plateaus versus metric objectives
Change management/change agents/champions interactions
Quality Management Systems
Continuous improvement (includes evaluation of current status)
Flourishing under regulations
Customer relationship management (not just electronic databases, but TRUE RELATIONSHIPS)
Supplier relationship management
Employee relationship management
Pertinence of concepts to manufacturing or service, profit or nonprofit organizations (even for one person companies)
Any ideas for additional topics or fields which will fit with these?
How about "catchy phrases" as titles or subtitles to describe some of these topics?

I really appreciate everyone's input.

:topic: of the respondents - folks from large companies who made contact with me were rebuffed when they tried to include executives with power. (one of my primary requirements) Essentially, they ran into the "not made here" syndrome so rampant in large organizations.

Reading between the lines in some of these communications, I still see a tremendous amount of FEAR at all levels of the organization. The major fear of the top executives (IMO) seems to be anyone discovering they are human and thus able to err. If the guy in charge refuses to acknowledge a problem exists, no subordinate can fix the problem. It's even harder when the boss refuses to acknowledge the truth of a subordinate's comment.

Take a look at some major brands that had top executives make strategic errors they refused to acknowledge. Names like Schwinn, Wonder Bread, TWA, Eastern Airlines, Montgomery Ward, KMart, Ipana, Xerox, Kodak, Polaroid, Coke all have failures which can be traced to the sort of fear that kept office holders from telling the emperor he was naked. (After watching the Apprentice, would you want to be the subordinate to tell Trump he was making a mistake?)

Sometimes you have subordinates who are clever enough to make the boss think he discovered something on his own, but that's rare!

When I first read the title, I thought it sounded a little too "Dr. Phil" or "Tony Robbins" for my taste and I had trouble taking it seriously as business reading

BUT

when I read your last post with the bullet point topics I think it all sounds much much better. I'm sure your book will do great. I personally am most interested in reading success stories when I pick up a book because I want to know "does this stuff really work?" -- I don't want to see "in theory" or see a textbook case - show me how it became reality and I'm interested.

I'm (almost) always honest. I'd have no problem telling Trump he was about to make a mistake! I don't have to win a popularity contest as long as I'm reasonably sure that what I'm saying is correct.

Often folks in the Quality Industry are obsessed with metrics - under the guise of "if it's important, it should be measured."

Some things are so variable, IMO, that it's enough to reach "the general area." In Quality, we call it "attribute inspection" versus "characteristic inspection" wherein "attribute" is a judgment call and "characteristic" is a measurement by gage or instrument.

In the change of an organization or a person, there are "plateaus" we achieve (judgment call) as we go through the process of change. I chose 5 plateaus (stages or phases) in homage to Crosby's Management Maturity Grid and because "five" seemed like an easy number of steps to deal with. I could have reduced it to three or expanded it to ten. Here are the five:
. Change is inevitable. Whether the change is a success or a failure is dependent on the change agent. All successful changes go through FIVE phases or stages.
Measurement Categories


Stage I: Uncertainty
Stage II: Awakening
Stage III: Enlightenment
Stage IV: Wisdom
Stage V: Certainty
Recognizing the phase you’re in and the strategy to know when and how to move to the next phase successfully are [will be] presented in clear, unambiguous language with examples and mini case histories.

Key to maintaining the success of your change and preparing for the next, inevitable change is a technique for continual and effective evaluation of the processes of change.
Comments?

As I research books and articles by other people in the general field I'm aiming for, I discovered one which offers an interesting insight, entitled,

Why Smart Executives Fail: What you can Learn From Their Mistakes (http://www.amazon.com/exec/obidos/tg/detail/-/1591840457/qid=1095286383/sr=1-1/ref=sr_1_1/103-3849878-6622236?v=glance&s=books)
by Sydney Finkelstein (Paperback )
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Book Excerpt:
Early Warning Signs for Failure
Here's a surprise. Want to know one of the best generic warning signs you can look for? How about success, lots of it! Leaving aside the unfortunately reality that many of the companies we studied were quite successful before the really bad stuff happened—Rubbermaid, Motorola, Wang Labs, Sony, Conseco, Johnson & Johnson, Snow Brand Milk, LTCM, Barneys, the list goes on—there are several reasons why we should be on the alert.

One of the recurring themes Finklestein and his researchers encountered was an almost uniform reluctance of the executives to accept responsibility for the mistakes which caused the downfall of the organization.

I find an interesting parallel as I interview potential "improvement" cases for my own book. One BIG question I ask is,
"How much time and input can we expect from the chief executive?"
I know the deal is in trouble due to FEAR of the lower echelon folk when I hear a variation of:
"Oh, he has too many important things to deal with, you'll be interacting with (Quality Manager, Project Manager, etc.), who is about 3 levels below the CEO."

Folks, if the issue isn't important enough for the CEO or at least top site officer to stick his nose in, then it probably isn't going to be worth my time to include in the book. The twist is, though, the situation is OFTEN very important, but the lower echelon fears being the messenger to tell the CEO for fear of getting chopped off at the ankles. Many of the CEOs in Finklestein's book cut themselves off from bad information in similar ways. Some of them were notorious (my personal info and remembrance) for going into scary, towering rages when they heard bad news.

So, colleagues, how would you handle the information flow if you were middle echelon and perceived a problem?

From time to time, I note a recurring theme among Covers - newbies and old hands alike:
"The boss just won't listen when we tell him something is wrong."

This is followed up by some variation of
"How do I manage my manager?"

The truth, I submit, is always a combination of ignorance or stubborness or even hubris on the part of the boss and just plain knee-knocking, teeth-chattering FEAR on the part of the subordinate.

Sometimes, not always, the subordinate has a better chance of making his point (not necessarily getting action, but maybe keeping from getting fired on the spot) if he openly admits his fear in a preface to the boss before getting into the gist of the situation perceived by the subordinate.

A gambit something like,
"I've been afraid to tell you this because I'm worried you might shoot the messenger. There is a situation which puts our organization at risk [of losing money, government action, loss of order, lawsuit, whatever.] At my level, I don't see any controls to lessen the risk. Could you tell me if there are controls I'm not aware of to protect us? If we don't have any plans to cover this, would you like to hear my plan?"

Now, it just makes sense to have some sort of solution in mind when making the pitch to a boss. Nobody likes to have someone running around like Chicken Little, crying, "The sky is falling! The sky is falling!" unless he has a plan to protect us from the catastrophe.

One of the smart things to do if you are a subordinate who perceives a problem is to confer (anonymously, if necessary) with other experts who may have a solution (like here in the Cove.) Another smart thing is to remove the stigma and fear of counseling your boss to bring in an expert consultant to help form a strategy to reduce or eliminate the risk.

That fear and stigma arises because the subordinate (and even the boss) thinks, "If I suggest an expert, it will weaken my position here. The boss above me will think I'm useless and will fire me."

The simple fact is most experts who work as consultants don't want your job because they need and deserve more pay than your organization is willing to pay to a full-time person. Most consultants prefer to repair rifts and communication breakdowns between bosses and subordinates because it is easier than creating a whole new infrastructure from scratch.

Often, most problems can be quickly identified down to the root cause with a new set of eyes, Once the root cause is identified, many organizations have the in-house skills and talents to correct the problem. The consultant usually works easily with both camps, since they each know he won't be around to compete against them for permanent employment.

So, colleagues, how would you handle the information flow if you were middle echelon and perceived a problem?

It helps me if I write down the issue and all the related data first. I email the boss and either ask for his feedback or ask for time to discuss the problem. Walking in cold is too difficult. I never know if I'm interrupting an important activity, or what kind of mood he's in. If there's going to be an initial eruption, I'd prefer not to be in the room when he does it. Time allows everyone to get a bit of distance from that inital reaction.

Of course, that leaves the problem of what to do if you get no reply. :(

It helps me if I write down the issue and all the related data first. I email the boss and either ask for his feedback or ask for time to discuss the problem. Walking in cold is too difficult. I never know if I'm interrupting an important activity, or what kind of mood he's in. If there's going to be an initial eruption, I'd prefer not to be in the room when he does it. Time allows everyone to get a bit of distance from that inital reaction.

Of course, that leaves the problem of what to do if you get no reply. :(
I'm sorry to say (being one of the biggest sinners) we Quality folk have a tendency to tell others how to build a watch when they only need and want to know the time of day within a margin of 10 or 15 minutes.

If you don't get responses to your emails, often it is because the "call to action" gets lost in the clutter of your message.

Currently, the Cove Moderators and Administrators are making a concerted effort to locate and respond to "orphan" posts which never received a reply. As I personally review some of those posts, I am struck by the ones which don't seem to even invite a reply because of the phrasing. (Obviously, there are some "orphans" which are so esoteric none of the Cove readers have any insight in resolving the problem posed.)

My advice - if you are sending emails to a boss and don't get a reply, you need to find a trusted friend to review your email to determine if rephrasing and other editing might help get the response you crave.

The other problem is a boss who doesn't read his email, which has happened a number of times. So I always request a read-reply so I know when he opens it. If he hasn't opened it in a day or two, I will go beard the lion in his den. But, honestly, there's only so much follow-up I can do before I get the message that he/she isn't interested in hearing from me. There's not much recourse in that case.

A lot has to do with the personal style of the boss and what he has communicated to me as his preferred style. I've had bosses who flat out say, "get in my face" and others who have cloistered themselves behind multiple layers of obstacles.

And it depends on the personality style of the boss. If he's an extrovert, I deal with him differently than if he's an introvert. If he's a thinker, I deal with him differently than if he's a feeler.

Still, unless the place is burning down, my perferred style is to email first.

Still, unless the place is burning down, my perferred style is to email first.

RosieA

Do you find that your communication pattern is recognized by your superiors or even your peers?

Jaime

Hi Jaime,
First, let me say that the "email first" style is specifically related to talking to the top guy, as that was the question posed by Wes.

When I'm dealing with my manager (should that person not be the top guy) or my peers, I use the more direct approach. I call, I visit their office, and yes, sometimes I email. In fact, in cases where the people I need are on the other side of the globe, or there are language issues, email is the preferred style.

I guess I'd term this "situational communication".

Wes...have you published a book yet?........a curious mind wants to know

Wes -- and others interested in change management, etc. Here is a very interesting (IMO) article on the subject.

Teaser:

"What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? If you didn't, your time would end soon -- a lot sooner than it had to. Could you change when change really mattered? When it mattered most?

Here are the odds, the scientifically studied odds: nine to one. That's nine to one against you. How do you like those odds?"

Here's the article link: http://www.fastcompany.com/subscr/94/open_change-or-die.html

Enjoy...

Comments?

I was at a very thought provoking ASQ meeting last year on Quality in Healthcare, and the speaker talked about how the healthcare industry is still based on the old Craftsman model, and has been slow to change because of that. There are unspoken codes of conduct and taboos that cause the industry to be very closed and protective.

The speaker also pointed out how disconnected patient data can be with records all over the place at various Doctor offices and hospitals, but never together in one place.

I think we can all understand how difficult it would be to make a good decision based on incomplete data.

Good find, Mike.
Actually, I've heard presentations which echo the story about the Mutual of Omaha study - the point they try to make is that change agents (didn't matter where the change was for something as vital as life/death for a heart patient or mundane as learning an assembly process) need to address the whole person and may have to modify the training/orientation method for individuals and groups because

EVERYBODY HAS AN INDIVIDUAL "BEST" WAY OF LEARNING OR ASSIMILATING NEW INFORMATION.
Ultimately, it may just be as simple as the specialized attention the Mutual of Omaha study group received. In an organization, it may mean pictures instead of words in Work Instructions, reinforced by mistake proofing of the process.

Some folks in a position of authority just "don't get it." I recall one summer when a supervisor at a company down the street from ours was screaming in English at the top of his lungs at a Mexican work crew. I could hear him clearly from our loading dock. The gist of his tirade had to do with the difference between polyethylene and polystyrene. Obviously, not one of his targets understood the nuance between the two.

My point is NOT that the Mexicans needed different training, but that the supervisor (who neither spoke nor understood Spanish and had, in fact, come down to my shop on several occasions to have my partner interpret for him) needed to be trained in understanding the limits of his crew.

My partner had suggested to that supervisor for several years how beneficial it would be to learn some Spanish for safety reasons if nothing else. The supervisor had no hiring or firing authority, which he might have gained if he had been able to communicate with his workers.

The owner of the supervisor's company sold out and, within a week of the sale, there was a new supervisor who, wonder of wonders, spoke and understood Spanish. They still had many of the crew who had received the polyethylene and polystyrene tirade. The new super thought they were a great crew!

The moral - as Pogo famously said,
We have met the enemy and he is us!

Walt Kelly, Pogo comic strip, Earth Day 1971

If we hope to change ourselves, we must be dissatisfied with the status quo. If not, we have no incentive to change.

If we hope to change the habits of others, we must help them find a way to be dissatisfied with the status quo, so they are motivated to change.

I'll bet you - like many of us 'Bad Boy' consultants - have turned down companies. And probably 'quit' a few as well.

Ahem. :whip: There are a few of us 'Bad Girl' consultants around, too. You guys are too much! ;)

I envision a really improved bottom line for the operation with just a minor change in attitude and two or three minor changes in processes. Of course, the reality is nothing will change unless the top managers get involved and stay involved. You can't talk the language of improving the net profit if you can't get the guy in charge to admit current profits are far below industry benchmarks.

Hi Wes,

I've got a new thread under the ASQ topics asking how best to approach executives about the "Economic Case for Quality". Talking money is one of over a half dozen options I've posted in the associated survey. I'll be tracking this thread, also... because, although our objectives are different, our thoughts are aligned. How do we break on through to the other side, when it comes to that glass ceiling between front line passion and bottom line lethargy? Inquiring minds need to know...:confused: :frust:

Hi Wes,

I've got a new thread under the ASQ topics asking how best to approach executives about the "Economic Case for Quality". Talking money is one of over a half dozen options I've posted in the associated survey. I'll be tracking this thread, also... because, although our objectives are different, our thoughts are aligned. How do we break on through to the other side, when it comes to that glass ceiling between front line passion and bottom line lethargy? Inquiring minds need to know...:confused: :frust:
Funny you should ask! I just had this conversation with someone last week. Let me share something a mentor of mine once shared with me nearly forty years ago:
"Kid, you know all this stuff about investment banking, but nobody is going to listen to what you have to say until you get some gray hair."

It may have been "ageist" but it carries a fundamental truth - most folks in power are swayed by emotion, because that's how THEY got to power (consciously or subconsciously playing on the emotions of others.)

It took me another 20 years (and some gray hair) before I was able to really learn to "read" my target (search for "cold reading") and get into his skin so I could use his emotions to make him accept the facts I had to share.

Even the guys who think they are governed by pure logic have a favorable emotion to listen to "other logicians." For me to put the concepts of cold reading into words is redundant. Others have written about the topic at length. What I can say is that finding the most direct path to an audience's receptive/acceptive channel pays off in a more efficient exchange of necessary information.

After 20 years of consciously using cold reading techniques to find the best learning/persuading path, I am still learning fine nuances in finding the right buttons to push. Sometimes (actually, almost always), change agents may have to employ two or three different approaches simultaneously to encompass the range of attitudes, biases, and prejudices encountered in an average organization. It is definitely a situation where "one size fits all" is a course of action doomed to failure.

Thanks, Diane, for your input! The topic is never dead, just temporarily sidetracked.

I figure this is a good a place as any to post I got my new business cards today. Fluor was actually finally willing to admit that I am a statistician (or at least were willing to print that on the business cards). The search for a job title has been one of the more crazy but telling sagas over the past 12 years, going from Civil Engineer to Quality Engineer to Safety Scientist, all the while doing the same scope of work.

I've been churning out various articles (I am trying to finish up one for ASSE this month) perhaps I do need to write a book someday. All I can say is that Deming's methods (and the Quality tools) work and can pay off. We just had a Department of Defense contractor in Monday who wanted to look at how we did safety (for consideration of having DoD go Voluntary Protection Program).

Well. It's been more than a year since the previous post in this thread. A lot has happened. I had a hard drive crash and, like a fool, did not have a backup on another hard drive or tape drive. (Definitely a case of "Do as I say, not as I do.")

I lost two drafts of my book. I was lucky enough to have paper notes and some thumb drives with notes so I am gradually reconstructing it.

Worse, I lost many gigabytes of databases, articles, sample quality manuals and procedures and correspondence stuff from 10 and 20 years ago.

UPDATE:
I have met and talked with many interesting people and their companies. One thing that strikes me is that most companies who are stressing over one issue or another are really the victims of an "internal taboo" that keeps them from examining the TRUE root cause of their problem and thus precludes a successful resolution to the stressful situation.

Such organizations have high employee turnover and run through consultants faster than Donald Trump runs through apprentices. Often, the "expert from afar" recognizes the true cause, but lacks the courage or the tact to help the company face and overcome the taboo.

Another fact of life for advisors and consultants - sometimes the big boss has a character flaw that prefers the status quo of a dysfunctional organization and will quickly dismiss the one who threatens that status quo.

I have noticed a trend with good and bad points this past year: Many more Boards of Directors are firing CEOs than ever before for "nonperformance." The bad point is they are paying exorbitant dismissal fees.

QUESTIONS:
What do you see as a big trend with customers or suppliers? Is it good or bad in your opinion?

HI Wes

I have just come across this thread and although it has aged, I am wondering if you are still on the lookout for a 'project'?

Boy oh boy..............do I have a story for you..............do you feel like a visit to Australia?

Can you advise on the status of your original request?

Many thanks

JJ

I'm always interested. Send me a PM or an email and tell me a little more about the deal. Summer now in koala land - do you think it would be tough to lure me away from sub zero Illinois?;)

How's the book coming along?

How's the book coming along?"Padding" the manuscript by adding more chapters on surviving and even SUCCEEDING/EXCELLING in a world-wide economic downturn. Key ingredient = flexibility.