Bud Bilanich | The Common Sense Guy

Branding by Blogging

Recently, I was asked to contribute a chapter to a forthcoming book called One Great Idea.

My one great idea was brand building through blogging. Patsi Krakoff and Denise Wakeman, my friends who are The Blog Squad were kind enough to post it on their blog.
You can find it by clicking on this link:  www.buildabetterblog.com/2007/06/branding-by-blo.html

Check it out.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

Tell the Truth

A friend of mine pointed out that it’s been a long time since I’ve done a fortune cookie post.  That’s true.  I haven’t.  As you might know, I keep a running list of fortune cookie fortunes that catch my attention – and appeal to my common sense.  (I wonder how you can get a job writing fortune cookie fortunes.)  My list has grown considerably. 

Here’s one that caught my attention when I visited the list today.  “A liar is not believed even though he tells the truth.”  There’s a lot of common sense in that fortune. 

I often tell people that a personal brand is important.  As you know, common sense is my brand.  I try to stay on brand at all times.  I use common sense to guide my personal decision making, and to help my friends and clients make the best decisions in their life and business. 

Being forthright and truthful is an important part of my common sense guy brand for a couple of reasons.  1) I’m known as a person of high integrity.  People know that I will speak my mind and tell them what I think.  They know that I will not lie to present myself in a better light.  They also know that they can count on me to keep confidences.  2) As Mark Twain says, “If you tell the truth, you don’t have to remember anything.”  In other words, you can get caught in a lie, but not in the truth.

And that’s the common sense point of the fortune.  Your reputation is the sum total of all of your interactions with others.  If you tell the truth nine times out of ten, or 99 times out of 100, you are likely to get a reputation as a liar.  That 1% or 10% of the time when you were less than truthful will see to that.  Once you have a reputation as a liar, it is difficult for people to see you as truthful.

So the common sense point here is pretty simple: always tell the truth.  If you do, you will become a credible, believable person.  Besides that, as Mark Twain points out, you won’t have worry about remembering which lies you told and to whom you told them.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

Do the Right Thing

In my book, 4 Secrets of High Performing Organizations, I point out that high performing organizations have four things in common:

• High performing organizations develop and communicate a clarity of purpose and direction.
• High performing organizations engage the sincere commitment of their employees.
• High performing organizations skillfully execute the things that matter.
• High performing organizations build strong, lasting, mutually beneficial relationships with important outside constituencies.

Regulators – those people who keep companies and other organizations in line are an important constituency that all too often get ignored.  It’s becoming harder to ignore regulators in this post Enron, Sarbanes Oxley world.

The other day, I saw a real life example of an executive going out of her way to strengthen her institution’s relationship with one of their important regulators.  Ceal Barry is the Associate Athletic Director for the University of Colorado.  Before that, she was the University’s Head Women’s Basketball Coach for the previous 22 years.  Her teams were good – they competed hard and went to the NCAA tournament most years.

Last week, the media reported that the NCAA was penalizing the University of Colorado because some non scholarship student athletes were undercharged for meals they ate at the University’s training table.  The Denver Post said:

• “If that sounds harsh or even ridiculous, it doesn’t the CU (the particular way we Coloradans refer to our largest state university) Associate Athletic Director Ceal Barry whose conscience prevented her from not reporting to the NCAA the 133 violations form 2000 – 2005 that earned the school sanctions.  ‘You want to be committed to doing the right thing all the time,’ Barry said at a news conference.”

Good for you Ceal Barry.  Not only did you do the right thing.  You strengthened your institution’s relationship with the NCAA by telling the truth. 

Ms. Barry said that the violation was “essentially an accounting mistake” over what to charge walk on athletes for training table meals.  133 non scholarship student athletes in six sports received training table meals in a manner not in accordance with NCAA bylaws.

The Denver Post article said: “According to the school, the violations came in two ways: walk-ons who ate at the training table even though their practice schedules did not preclude them for dining at residence halls, and walk-ons who lived off campus and purchased training table meal plans directly from the athletic department at residence hall rates.

"The average difference between a dorm cafeteria meal and a training table meal is $6 to $8.  The NCAA concluded that over the five year period in question, the university had an unauthorized subsidy of $61,700 to the students who ate the training table meals."

I hope you could follow my explanation of this esoteric situation.  Whether you think the whole thing is crazy (as I do), or you think that rules are rules, you have to admire Ms. Barry and the CU Athletic Department.  They found themselves to be in violation of some pretty obscure rules.  As soon as they did, they turned themselves in to the NCAA. 

By doing so, they accomplished two things – they built some goodwill with the NCAA, their regulators, and maybe more importantly, they set a great example for the student athletes and the university community as a whole.  Ceal Barry used her common sense in this situation.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

More on the Geek Squad

Earlier today, I blogged about the Geek Squad’s great customer service.  Whenever, I mention a company in a blog, I send them an e mail letting them know I did so.  Within 30 minutes of sending an e mail to “[email protected]”, I got this response...

Dear Bud:

Thank you for taking the time to send us your feedback on The Geek Squad.  I wanted to let you know that I personally take time out to recognize each Agent when they receive such nice feedback.  I'll be sending your letter to the Agent with a handwritten note.

Regards,

Robert Stephens

Founder and Chief Inspector
The Geek Squad
"Serving the Public, Policing Technology, and Protecting the World"

That’s responsiveness – and the kind of service that builds strong relationships with customers….

Kudos to the Geek Squad

I’m a big fan of the Geek Squad – for two reasons. 

First, I love how they stay true to their brand in all that they do.  Their brand is kind of a cross between “Men in Black” and “Dragnet”.  If you’ve done business with them, you know what I mean.  If you haven’t, check out their website to get a feel for what I’m talking about. 

Second, and more important – their service is excellent.  Building and maintaining strong, mutually beneficial relationships with important outside constituencies is one of the secrets I discuss in my book 4 Secrets of High Performing Organizations.  If my experience is typical, the Geek Squad has nailed it when it comes to building strong relationships with customers.

A couple of months ago, I was having real computer problems.  When I have computer problems, I am in trouble.  I work for myself, so I don’t have an IT tech support center to call.  I fix the problem myself, or I have to find someone else to fix it for me. 

I had done a dumb thing and purchased some anti spyware and anti virus software on line.  In stead of protecting my computer, these programs turned out to be “fake scanners”.  They sent me pop ups telling me that my computer was infected with a few viruses and spyware, and recommended that I purchase their software to fix these problems.  Instead of fixing any problems, they actually infected my system with more spyware.

The whole system was running very slowly and doing some peculiar things.  I took the machine to the Geek Squad.  They listened to what I had to say, and then told me that they would need to do a complete scan of my entire system to identify and remove viruses and spyware.  They could have the machine back to me in a few days.  This solution didn’t work for me, as I need my computer for more work – like writing this blog. 

My Geek Squad Agent then told me that he could put a rush on my order, but at an extra cost.  At that point, I wasn’t very concerned about cost and said to go ahead.  He told me that he would have the scan done and problems fixed by 9:00 that evening when they closed.

At 8:45 he called me and explained that the scan was taking very long and that the machine was loaded with viruses and spyware.  He said that he would need to keep it over night to finish the scan and correct the problems caused by the viruses and spyware. 

He worked on it until about 1:00 in the morning.  He called me at 9:00 the next day, and said that the machine would be ready by 11:00, less than 24 hours from the time I dropped off the machine with him.

When I went to pick it up, he removed the rush charges because he promised me he would have the work done the same day.  I left there feeling pretty good about the service quality at the Geek Squad.   I was more pleased when I began using my computer.  It was back to running as fast as the day I first turned it on.

But that’s not all…

When my credit care statement arrived, it had the charges for the bogus software – the programs that I downloaded and that caused the problem to begin with.  I sent a note to the credit card company disputing the charges on the grounds that the software not only failed to do what it promised (remove spyware and detect viruses), it made the situation worse.

In a couple of weeks, I got a call from the card company telling me that they would need independent verification of what I was telling them about my computer problems.  I called the Geek Squad and asked if they would help.  I spoke with Nathan Ziehnert, Agent 2824, Deputy of Counter Intelligence, at the Geek Squad Precinct #1205 (see what I mean about how they stay on brand at all times).  I explained that I needed a letter on Geek Squad letterhead confirming my claim.

Nathan wrote a six paragraph letter, explaining the situation in detail and ending with these words: “I recommend that both charges that are being disputed, be refunded to Bud Bilanich, as these software title did not do what they advertised.  They infected the system with more spyware, that has since been removed by the Geek Squad.” 

That’s some customer service in my book.  Needless to say, I’m a Geek Squad customer for life.  To me, this was going way above and beyond what was necessary.  Many companies would not want to get involved, and would have cited some corporate policy or other that prohibited them from helping out a customer like me.  Not the Geek Squad.  They were confident in their analysis of my computer problems.  They fixed the problems, and were willing to help me resolve the disputed charges situation in my favor.

They may be a bunch of geeks, but they’re pretty cool in my book.  Plus, you gotta love those black and white VW bugs they drive.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

Building Strong Partnerships

Strong, lasting mutually beneficial relationships with important outside constituencies is one of the four secrets in my book 4 Secrets of High Performing Organizations.

The June 2007 edition of the Continental Air Lines inflight magazine has an article about Jim Firestone, President of Xerox North America.  Mr. Firestone gets it when it comes to relationships.  In part the article said:

• “A good part of his (Mr. Firestone’s) time is spent with the hundreds of partners who make up Xerox’s distribution channel.  Even though the term partner has become almost trite in today’s business world, Firestone places a huge level of importance on how he manages these critical relationships.  ‘Each of these partnerships needs to be managed with totally open and free-flowing communications’, he says.  ‘We need to be crystal clear about what it is we’re looking for, and what the customer is looking for, and have a process to ensure that both are gaining from the relationship.’”

You just said a mouthful, Jim.  And I couldn’t agree more.  In my mind, all good partnerships are based on four common sense principles.

• Good partnerships are grounded in truth, trust and respect.
• Good partnerships are focused by a joint purpose.
• Good partnerships are mutually beneficial.
• Good partnerships are graceful.

Open and free flowing communication (to use Mr. Firestone’s words) will help meet the first three criteria.  And a solid, well thought out process for working together will facilitate the fourth. 

I’d like to mention one other, somewhat unrelated thing while I’m on the subject of Mr. Firestone.  He is a regular contributor to the Xerox internal blog.  He says, “blogging takes a lot of time.  It’s exciting and very different, and when we do it, we’ve got to make sure it’s fresh, exciting and not a burden."  I agree.  That’s what I try to do with this blog.

Therefore, I’m asking for your help.  Please send me your thoughts on what can keep www.CommonSenseGuy.com fresh, exciting and not a burden.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

Marketing -- With an Absence of Common Sense

The people at Domain Listing Service Corp. are at it again.

Yesterday, I received a direct mail piece from them that looked very much like an invoice.  Instead, it was a solicitation for having them list my www.commonsenseguy.com site with search engines.

I have blogged about this before.  Last time, I called Domain Listing Service Corp. and asked to be removed from their e mail list.  They assured me that I would be removed – no such luck.

If you receive a solicitation from Domain Listing Service Corp. to list your site, don’t be deceived.  These folks are engaged in some very deceptive advertising.  Their solicitation letter looks very much like an invoice. 

With the way web hosting and listing companies come and go and are bought and sold these days, it is easy to assume that you are being billed an annual fee for a service to which you have previously agreed.  That is not the case with Domain Listing Service Corp.

In fairness to them, they do state “This is not a bill.  This is a solicitation.  You are under no obligation to pay the amount stated unless you accept the offer.”  This information is on the back of the solicitation, and not immediately noticeable. 

Here’s my problem with Domain Listing Service Corp.  They are soliciting business, but their solicitation looks so much like an invoice, that they have to include the disclaimer, “This is not a bill.  This is a solicitation.  You are under no obligation to pay the amount stated unless you accept the offer.” 

Why not send a direct mail that looks like what it is – a solicitation?

In my opinion, Domain Listing Service mails these pieces in the hopes that they will trick consumers who don’t pay close attention into signing up for their very unnecessary service.  And, that’s not the way to build a trusting relationship with potential customers.

Common sense says that all good relationships are built on truth, trust and respect.

Domain Listing Service Corp fails all three of these tests.  First, while they can claim that their solicitation contains the truth about not being an invoice, they are living up to the letter – not the spirit – of the law, and the truth.  Second, after closely looking at their solicitation, I do not trust them.  I believe they are trying to trick me – and you, and thousands of other people.  Third, by engaging in such deceptive practices, they are not showing any respect for me – or for anyone to whom they have mailed these solicitations.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

In Extremis Leadership

Recently, I read a very interesting book, In Extremis Leadership, written by Colonel Tom Kolditz.  Colonel Kolditz is the Head of the Department of Behavioral Sciences and Leadership at the United States Military Academy at West Point, NY.  I was interested in reading this book because I have a number of friends who are West Point grads.  Most of them are pretty good leaders.

In the Foreword, Joseph W. Pfeifer, Deputy Assistant Chief, New York City Fire Department says:

• “Most forms of leadership, whether in the public or private sector, pose some type of risk.  Traditional leadership is usually illustrated by risking power, money, or position.  But what happens when people choose to exercise leadership in environments that could potentially kill them?”

In his introduction, Colonel Kolditz says, “This book uncovers new leadership lessons learned form first hand experience in dangerous places.” – like Iraq.

Colonel Kolditz identifies 10 points that distinguish leaders who can be trusted in in extremis situations (like combat).  These leaders:

1. Are technically competent,
2. Are loyal to their followers,
3. Are honest and display integrity,
4. Lead by example,
5. Demonstrate excellent self control,
6. Are confident,
7. Display physical and moral courage,
8. Share information,
9. Forge personal connections with their subordinates,
10. Have a strong sense of duty.

You can see that these 10 points are quite different from the nine leadership competencies endorsed by the US Army.

• Communicating
• Decision making
• Motivating
• Planning
• Executing
• Assessing
• Developing
• Building
• Learning

In Extremis Leadership does a good job of showing how the first list applies to leaders in situations where one might be tempted to conclude that the items on the second list are enough.  Starred sub sections entitled Why This Is Important for All Leaders drive home this point.

Colonel Kolditz writes in an engaging style.  He uses lots of stories of real leaders in action to illustrate the points he is making.  There is even an example of leading on the rugby pitch. 

In Extremis Leadership is a book you’ll want to read if you are interested in a fresh perspective on leadership that goes beyond traditional books on leadership.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

How to Handle Absenteeism Problems

In my book, 4 Secrets of High Performing Organizations, I point out that all successful businesses have four things in common.

• Successful businesses develop and communicate a clarity of purpose and direction.
• Successful businesses engage their employees and gain their commitment.
• Successful businesses skillfully execute the things that matter.
• Successful businesses build mutually beneficial relationships with important outside constituencies.

High absenteeism rates are indicative of a lack of employee engagement and commitment.  Here are four suggestions for dealing with absenteeism.

1. Explain you absenteeism policy to all employees.  Don’t make the mistake of assuming that your employees know your policy.  They won’t if you don’t tell them.
2. Keep attendance records – not to punish offenders, but to let them know that you know when they don’t show up.  In this way, your people will know that you expect them to be at work when they are assigned to work.
3. Meet with employees who have excessive absences to help them get back on track.  Ask for reasons for their absences.  Explain that you need them at work.  Do what you can to help them get to work when they’re supposed to be there.
4. Follow up.  Pay particular attention to the people you have coached.  Compliment them when their attendance improves.  Let them know that you will take corrective action if it doesn’t improve.

The commom sense point here is to get everyone to work when they’re supposed to be there – not to punish offenders.  You will be better off changing people’s behavior – and your people will be more engaged and committed – if they see you working with people who have attendance problems instead of just firing them.  Besides that you won’t have to go through all of the headaches associated with hiring a new employee.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.

How to Deal With Absenteeism

In my book, 4 Secrets of High Performing Organizations, I point out that all successful businesses have four things in common.

• Successful businesses develop and communicate a clarity of purpose and direction.
• Successful businesses engage their employees and gain their commitment.
• Successful businesses skillfully execute the things that matter.
• Successful businesses build mutually beneficial relationships with important outside constituencies.

High absenteeism rates are indicative of a lack of employee engagement and commitment.  Here are four suggestions for dealing with absenteeism.

1. Explain you absenteeism policy to all employees.  Don’t make the mistake of assuming that your employees know your policy.  They won’t if you don’t tell them.
2. Keep attendance records – not to punish offenders, but to let them know that you know when they don’t show up.  In this way, your people will know that you expect them to be at work when they are assigned to work.
3. Meet with employees who have excessive absences to help them get back on track.  Ask for reasons for their absences.  Explain that you need them at work.  Do what you can to help them get to work when they’re supposed to be there.
4. Follow up.  Pay particular attention to the people you have coached.  Compliment them when their attendance improves.  Let them know that you will take corrective action if it doesn’t improve.

The common sense point here is to get everyone to work when they’re supposed to be there – not to punish offenders.  You will be better off changing people’s behavior – and your people will be more engaged and committed – if they see you working with people who have attendance problems instead of just firing them.  Besides that you won’t have to go through all of the headaches associated with hiring a new employee.

That’s it for today.  Thanks for reading.  Log on to my website www.BudBilanich.com for more common sense.  Check out my other blog: www.SuccessCommonSense.com for common sense advice on becoming the career and life success you are meant to be.

I’ll see you around the web, and at Alex’s Lemonade Stand.

Bud

PS: Speaking of Alex’s Lemonade Stand – my fundraising page is still open.  Please go to www.FirstGiving.com/TheCommonSenseGuy to read Alex’s inspiring story and to donate if you can.