Leadership

Admittedly, this post is a departure from normal. But from time to time, I want to bring some awareness to important issues. More than awareness, I hope these posts challenge conventional thinking and spur some to take action. If we are leaders, we need to use our influence to improve the livelihoods of others.

Catherine Hoke is a leader who gets this.  And her story has recently been challenging me.  She is the founder of Defy Ventures, an organization of volunteers who work to provide leadership training and character development for incarcerated people she calls Entrepreneurs in Training (EITs).  In her book A Second Chance, she tells the story of serving pizza at one of Defy Ventures’ EIT graduations. This, on the surface, is hardly worthy of a story.  But one detail makes the story that follows an unforgettable one.

Hoke had no idea that eating pizza is forbidden in prisons.

Hoke goes on in the book to share the mistake she made (allowing volunteers to eat pizza in front of EITs after the EITs passed the pizza out), the drama of “Pizza Gate” that followed, and an unbelievable display of public accountability and forgiveness. These two chapters, located in the middle of the book, are breathtaking and worth the price of the book.

And at the very beginning of it, is a line that wrecked me: “One of our EITs had not had pizza in 30 years.”

I was listening to the book in the car on Audible when I heard this line and almost drove off the road.

At first I got angry.

What a stupid rule, I thought! They’re human beings! It doesn’t matter what they did in the past. They’ve just worked hard in an Entrepreneurs in Training program and should be allowed to have a piece —ONE FRICKING PIECE—of pizza!

And then I fought back tears.

I didn’t cry—God forbid if Steve saw me me crying when he got out of his car to go into the office last Wednesday morning!

But, I felt the urge.

Do we really live in a world where people go away and don’t eat pizza for 30 plus years?

Really?

Here is the deal…

I am not arguing that some people do not deserve to be behind bars for the mistakes they have made. After all, I believe every action has a consequence. Having said that, I unapologetically believe in the worth of every human being because I believe in a Savior that died for every one of us.

Every. One. Of. Us.

More than that, it is apparent in listening to Hoke’s book, knowing a friend who went away for a time, and reading other books on this subject matter, that our prison system is completely broken. Recidivism —the rate in which individuals return to prison upon release—is alarmingly high.

There are also serious injustices.

At the risk of alienating even more of you, it is apparent that a disparity between races exists in terms of prison sentencing.

It is uncomfortable to write that last statement.

I even have friends who disagree.

But being a leader is about being uncomfortable. Especially, when there is an injustice.

I don’t know what my next move here is. Maybe I need to get involved in our church’s prison ministry? Maybe I need to financially support Defy Ventures?

I don’t know.

But I know this is a big deal.

I know I am not okay with someone not being allowed to have one piece of pizza after 30 years.

I know I am for justice, and advocating for those who cannot advocate for themselves.

I also respect your right in this country to disagree with me on this issue.

Unlike our current political debate, I won’t vilify you.

Just know that I felt strongly enough about this to write this post.

Every human being matters.

Every last one of them.

Even the ones behind bars.

(Note: I have written before about the power of language.  Hoke intentionally calls the inmates in her program Entrepreneurs in Training in order to convey her belief in them and to affect the way they see themselves—as human beings with a successful future.  In this post, I intentionally did not use the word “prisoner.”  I dislike using the word because when I say it, it seems to connote a distance between me and that person and even a sense that the incarcerated person is below me.

And frankly speaking, I do not like feeling that way towards others, thus I remind myself of everyone’s dignity by calling them human beings.)

I just finished eating some yogurt on an airplane ride to the Plastic News Executive Forum. Even though I really like this particular brand of yogurt, it will forever be tied to some bittersweet memories for me.

As a sales person a few years ago, I came in runner-up in a project this yogurt company was launching. It was a a difficult loss because we really believed in the project and believed it would take off. Besides the business component, I am a fan of the company and wanted to be part of its supply chain. To make matters worse, we had also recently finished second in another yogurt project with a different brand. It was a rough stretch for my self-confidence.

At about this time, our sales team was undergoing some changes. As the newly appointed hiring manager, I wanted to improve the talent (i.e. get people who were better than me into sales positions!). Enter Tammy. She does not take no for an answer, which makes me feel sorry for her husband and kids. Kidding aside, she lectured me that we were going to continue to pursue the second project that got away. And two years later, she—along with our “change-over team” —had realized that dream.

With growth comes expansion, so it was time to hire again. One of the readers of this blog, Roger, suggested that I talk to Lee. So a few days after New Years Eve, I flew to New Jersey and met with him. I told him that I wanted him to challenge my (and our company’s) assumptions, help us build our proprietary product line, and grow relationships in the pouch space. He has exceeded expectations on all fronts.

Joel is better than most at having crucial conversations with customers. Patricia does things most sales people dread doing, and does them with humility and excellence. Marion is constantly considering ways to push the organization to get better, and his energy tires us all! Pete and Kevin both have unyielding tenacities, and relentlessly pursue new opportunities in difficult markets. Mike very humbly goes about his business, and always brings positive energy to the conversations I have with him.

And Jack…well, he’s just Jack! But, his guidance has deeply impacted me in more ways I can adequately count here.

All of these people are older than I am.  (Sorry!)

All of these people are better at sales than I am.

And I am incredibly grateful for their humility and pursuit of excellence.

Down the path comes Drew, Justin, and possibly some of the entrepreneurial students I spoke to recently at Loyola, or Judson! (When are we getting together again?)

If they have the drive — Drew and Justin do — they, too, will also be better.

This is THE pursuit of leadership.

Always hire up. Always hire people that are better, or can become better.

It is humbling.

And that’s because it is leadership.

Can you imagine having a job where your entire role revolves around dealing with stressed out, and often, very irritated customers? Where basically everyone complains about all that is wrong, and expects you to fix the issue?

This is the everyday reality of most airline gate agents. As I witnessed recently, they often get to see the worst in human behavior. Yet much of the complaints they field (delays, status upgrade denials, and other first-world problems) are outside their ability to resolve.

One of the biggest frustrations most leaders share with me is somewhat similar to the situation above: team members show up at their “counter,” point out all that is wrong with the company, and then expect the leader to fix the problem without having to take action themselves!

One of our most important jobs as leaders is to first create a culture open to all kinds of feedback. So as irritating as negative feedback is, it is preferable to silence, and actually a positive sign as it relates to the culture of the organization.

Unlike an airline gate agent, however, a leader has power, or at least influence, to make change possible. Resolving the problem is of extreme importance, but the leader shouldn’t always do this on their own.  In fact, the other person often can have a role to play in solving whatever problem they have brought to light.

An organization with a culture open to feedback will only thrive with a second component. Every leader must also aim to create a culture of mutual accountability and support. We need to make our “gate agents” into leaders with influence and power. We need to help our team members know that they, too, have the ability to address the problem they see. This may mean that we need to support them, even defend their view when we think it is the right one, and be present when others inside the organization push back against them.

And the organization will push back when they perceive the feedback is coming from someone who doesn’t have the title. (On a personal note, this reality really gets me going.  Truth is truth; I don’t give a rip where it comes from, nor the “title” of the person sharing it. All I care about is whether the idea or feedback has merit. Often I find people won’t even consider the feedback’s truthfulness, however, unless it comes from someone with a fancy acronym in their title. How foolish!)

Imagine if a leader at the airline had the “back” of the airline gate agent when they waived a fee or helped a stranded passenger get home earlier than expected? (That scenario sadly sounds too good to be true anymore.)

How delighted would the customer be?

How empowered would the gate agent feel?

How satisfied with their day’s work?

To be sure, the leader is always – or should always be – the “extreme owner.” Even so, they need to teach their followers that they also have a role in solving whatever issue they bring to light.

In a true team environment, everyone plays a role in improving the organization!

It was the last leg of a very long day flying home from Asia. All that was left was a “fast” 4.5 hour flight from San Francisco to Chicago. I could smell home.

“Does your company let you fly business class?” Asked the guy sitting next to me.

“No, we don’t fly business class for these trips because it is hard to justify the extra cost,” I said emphasizing the WE.

“Those people must be a-holes,” the guy said next.

I said with a chuckle, “yes, they kind of are.

Oh, if he only knew! Haha!

But it got me thinking: What’s the purpose of business class tickets, expensive office furniture, or other extraneous business expenses?

Do any of these add value to your customers? Do any improve their livelihoods?

Now I am not saying that if you splurge for business seats on your next international flight you automatically value customers less than I do. That would be a false assumption.

Rather, I am challenging you to think about what you’re spending your money on. For instance, I paid around 1K for my coach seat on the way to Asia, where business class seats were priced around 6K. For that difference, we as a company can invest in many different things, like a new unit tool for a new product, that may solve a customer need.

As relaxing as sitting in business class may be, it won’t have that kind of effect on the future.

The point here is what do you really value?

Putting the customer first should change everything, including where you sit on an airplane.

(And kudos to the road warriors whose business class seats have been earned through status upgrades! Good things tend to come to those who hustle, don’t they?)

The other night I decided to do something that was uncomfortable by listening to a political figure I disagree with on mostly everything. This person’s identity is irrelevant; what is relevant is whether or not we – leaders – are willing to listen to those we disagree with?

In business, livelihoods depend on people of diverse backgrounds and beliefs being able to work together.  For 99% of us, there is no “bail out” to fall back on if we can’t get along with those with whom we disagree. While the government can hit a stalemate and just shut down, businesses can’t do that without turning the lights off and sending people home. Out of self-preservation we have to find a way to work with other people, regardless of our differences.

Of course we can still blow it. I’m sure I am not the only one who can think of a project that never saw the light because of two warring factions in the supply chain. It was childish, and everyone lost because of it. But thankfully, this is not the norm.

The norm, at least from my vantage point, is diverse people coming together to make things happen. This always begins with listening and understanding the views of others.

Are we open to listening to the other? What about changing our minds on a topic? Back to the political example above again: Considering that I genuinely want the best for our country, I routinely ask myself the following questions:

1. Am I rooting for or against this person, even at the expense of the country?

2. Do I wish this person well? Really?

3. Am I open to the possibility that my view is wrong, and their view is right?

Answered honestly, these questions help me maintain perspective when listening to someone with different views. They’re also a litmus test for where my heart is. For if I am truly seeking the ill-will of others, I not only have a problem much larger than can be addressed here, but I also am not going to listen to them at all!

To be sure, this is often very uncomfortable.

But, the goal is not comfort…

Or to be right.

The goal is to get things done.

To keep the lights on.

Are you willing to get a little uncomfortable in order to make it happen?

I write these words on the last leg of my journey home from Korea. I normally don’t use the blog to comment on business trips, but given the hoopla regarding the political climate in Korea, I feel this trip to be different.

Fear

Many people were surprised that I was going to Korea. “Are you sure it is safe?” they asked. Ironically, many Koreans do not think it is safe for their loved ones to travel to the United States, especially Chicago. One customer confided that his family is convinced he is going to get shot when traveling to America. (Sadly, by the time I landed back in the states, this reality rang true again).

It seems that people from both countries rely too heavily on messages about the “other” that are given to them, as opposed to going and seeing for themselves.

Seeking Understanding

One customer began rambling about all the things they did not like with regards to the United States, especially its politics. Less than twenty four hours later, a different customer went on a rant about how much they liked the United States and its current stance with North Korea.

I listened to both, seeking to understand their points of view, instead of sharing my opinions.

I was reminded that I need to do the same back home. Whether in Korea, or in Chicago, we are still more alike than we are different. If we stopped shouting, started listening —and forgive me, turned off all cable news programs designed to confirm our personal biases —I suspect many Americans would remember this and we wouldn’t be as divided as we currently are.

Flexible Packaging

Like many who read this blog, I am crazy about flexible packaging, spouted pouches in particular! As all of us in the industry know, the flexible packaging market is global. Korea, Europe, Latin America, the United States, and everywhere! The market rewards innovation and effort, thus providing an equal playing field for us all. And the best part is that its progress is tied directly to people from different parts of the world creating enduring relationships.

I absolutely love this!

A final, personal, note.

In the short time I was there, I fell in love with the Korean people. In fact, I have a lot to learn from their hospitality, and graciousness. Given this, I leave even more passionate regarding the conflict between North Korea and the rest of the world. What’s apparent, at least to me through various news organizations, NGOs, and ministries like Voice of the Martyrs, is that the human rights violations in North Korea are real. Moreso, it was apparent in conversations with people in Korea, that the tension existing between the two countries is ever-present. Therefore, I leave more motivated to give, more motivated to pray, and more motivated to use whatever influence I have to spur others to do the same.

While I understand some readers of this blog may not share my personal faith —and all are welcome here—I hope we can all agree that the human rights violations happening in North Korea need to end immediately.

As I have said before, every human being matters.

(Back to my normal blog Monday!)

Many sales people “show up and throw up.” In attempting to overcome every anticipated objection, they describe all the features and benefits of their service or company. “Our quality is impeccable, our on-time delivery is 99.9%, our pricing is competitive, and our customer service is second to none.”

Have you ever heard a pitch where someone admitted that their customer service was mediocre? Just imagine, “our quality is great, but our customer service is mediocre. I mean, we get back to you eventually, just not right away.” (It might be refreshing to hear this from someone at the cable company!)

I get why sales people do this. For starters, they have been trained to. Sure, most training programs talk about asking questions and uncovering motives. Some do a particularly great job in that pursuit. But most mainline sales training programs focus on the finer points of self promotion.  It is also natural to talk about yourself when nerves set in—it is a self-preservation strategy, and at its core, a necessary one! For if you can’t “sing for your supper,” you will go hungry.

But as I have written about before, I believe there is a better way. Instead of talking about how great you are, you could talk to the customer about how great their business or idea is. You are not the hero, and in the B2B world, neither is your customer. The real hero is further down the line. It is the mother trying to grocery shop while simultaneously trying to manage her three rambunctious kids. It is the retired school teacher mowing his neighbor’s yard. It is the mom and dad nervously handing over the keys of the new car to their 26-year-old son (note: the age is not a typo, just an extreme anchor in case my kids read this in future years!).

The point is the hero is OUT THERE, outside your walls. Of course there are heroes inside our walls, and we can’t serve the ones out there without a cared-for team inside, but the focus begins out there.

What are the hero’s needs?

What does the hero define as impeccable quality? To spec, or something else?

When does the hero need what we produce?  Do we measure to that, or to our internally-quoted lead time?

What does the hero need in terms of customer service?

Whose expectations are we living up to, ours or theirs?

It is not about us. It is about serving them.  The real heroes.

Are we creating fans? (“Wow, it sounds like you guys are an amazing company!!”)

Or, are we creating customers? (“Wow, it sounds like you guys care about us!”)

Choose wisely.