The Last Mile

A few years ago, I did some work for a fibre-optic operator. In my numerous discussions with the CEO, I became familiar with a term that he often used....the last mile. In the jargon of his industry, the last mile refers to the final connectivity between the major fibre optic trunks that run the width and breath of this country (mostly along railway tracks) and the end user (homes and businesses). In this case, my client provides the last mile. So, even if a competitor manages to build enough financial strength to operate a fibre optic line, my client still holds the last piece of the jig saw without which the entire fibre optic line is useless. That's how I got to know the concept of the last mile.

This word cropped up in my mind a few days ago when I was asked to prepare a training proposal on the topic of 'Effective Complaint Management'. I have done this training numerous times before, so developing another customized one is not a problem. The problem is...I just don't think the training will work. Why? I can bet you that the last mile is not in place. First of all, why is that any organization gets lots of complaints from its customers? There must be something wrong with its business processes right? Yes. So, what is the best way to overcome that? You are absolutely right! The only way to overcome that is to improve the business processes. What can a 2-day training program do if the last mile is out of order. It will just become another training to complete the calender. Sad!

There was once when I did a similar program, I got to know the real issue which was the client's poor management of its frequent computer breakdowns and on-line service lapses (which happens to be the core of its business process). Obviously no amount of effective complaints handling strategies are going to work until they get that sorted out. They simply have to get their last mile right.

So, you can imagine the rush of excitement coming over me when one particular client came up to me and briefed me about all the internal processes and avenues available for the program participants to put in practice what I am going to train them on! Boy, was I motivated that day. That was one of the best 2-day programs ever for me and I am sure, for the participants too.

Get the last mile correct. Your investments in training and development will have better ROI.

Wishing you a Happy Wesak Day. May the wisdom of the Buddha shine your path.

The Untouchables

There are employees and there are untouchables. I am going to focus on the latter this time around. I am sure you will find this interesting and will even be able to relate to it.

Lets first categorize these organizational untouchables:

1. Those who are super-good and super efficient but gets in the face of everybody else.
2. Those who are essentially destructive to the organization but has a certain hold on certain individuals at the higher levels of the organization.


The first type are super performers. They achieve results, meets targets and are hungry for more. They walk with a swagger that shows confidence and self-assurance that can only come with years of success and more success. They are experts in their areas of work. They radiate passion and enthusiasm. The problem with this type of untouchables is that they are poor 'people-person'. They often feel others are beneath them and have no qualms showing that. They want things done their way. They are always right. I remember one from this type in my own experience. She was a sales person who has been with this particular company for a long time. Her sales numbers were quite impressive as per the company's standards then. However, over the years the sales volume dropped. Numerous sales personnel were brought in but everyone left the company in less than one year. But the super-performing untouchable stayed on and earned more loyalty points from the boss. When I was asked to help the company's turn around plan, I identified her as the major stumbling block to the sales growth. She has decided, in her own mind, that if she could bring in good sales previously but the sales growth is slowing down now than the reason must be something other than her self. So, when the new sales people were brought in, their ideas are always suppressed first by her than later by themselves as they find their ideas are always rejected outright by her. And, when I decided to help her see this, she resisted and ran back to her boss. The boss defended her. She became an official untouchable. The rest of the sales team (which to this day I was told is constantly changing)felt betrayed by this one person.

The second group of untouchables are usually the most dangerous. They often have a strong emotional hold on certain key individuals in the organization. Sometimes this can be sexual in nature but usually it is a strong win-win bond that this person is very adapt at creating. These are the individuals that insecure leaders and managers rely on to get the so called 'office politics news'. In return the untouchable enjoys a certain level of immunity and tacit support from the manager. The web of relationships developed by this type of untouchables are so complicated and powerful that it is often impossible to determine who is under this person's influence.

Know any untouchables?

The Art of Managing People & Developing Leaders

A survey by Fortune to find out how the world's top companies develop their leaders in a global economy threw up some interesting stories and some not so interesting ones (but often over-looked by most others). The following is a gist of the responses given by the surveyed companies. For more details go to :
http://money.cnn.com/galleries/2007/fortune/0709/gallery.leaders_global_topten.fortune/8.html



Hindustan Unilever
Mumbai, India

Revenue1: $2.74 billion
No. of employees: 15,000
CEO: Douglas Baillie

"Place the Right People in the Right Jobs".

General Electric
Fairfield, CT, U.S.

Revenue1: $168.3 billion
No. of employees: 300,000
CEO: Jeffrey Immelt

"GE's legendary Crotonville training facility".


Nokia
Espoo, Finland

Revenue1: $51.6 billion
No. of employees: 68,500
CEO: Olli-Pekka Kallasvuo

"Create a Mentoring Mentality".



McKinsey

Revenue1: More than $1 billion3
No. of employees: 14,000
CEO: Ian Davis, managing director

"Groom Global Talent".



Infosys Technologies
Bangalore, India

Revenue1: $2.2 billion
No. of employees: 76,000
CEO: Kris Gopalakrishnan

"Empower Young Employees".


There is nothing definite about people management. It is, in essence, a recipe that you need to try and tinker with as you go along. So, there is a science and there is an art about it. The danger is when one becomes too much artistic about people management (results not achieved but the people are happy) or when one is too scientific (results are achieved but people are miserable.

So, whether you build a sophisticated training facility like GE or empower your youngest and brightest like Infosys, you will still need to adopt and adapt to suit your company's unique needs and peculiarities.

Success may not be guaranteed but self satisfaction is! So, go on...develop your people and make them into global leaders.

Tan Sri SM Nasimuddin : The Passing of a Giant

I don't think I have written much about the late Tan Sri or his Naza group. Hardly any I think. Thats strange considering that I have a lot of respect for the man. Once I had a meeting with one of his long time managers at the Naza Group's office at Kampung Baru and the respect Tan Sri enjoyed among his staff was palatable.

How should we remember him? An innovator!

Rest in piece Tan Sri. You fought the good fight. Your job is done.

Oh! My Leg!

I had a fall...a nasty one. Right in the middle of Bukit Bintang, opposite the spanking new Pavillion. There was a pothole!....on the pedestrian path. Nice to be reminded that we are still in Malaysia despite March 8!

My left feet is swollen around the ankle. The more I walk the bigger the swelling. Splendid. The day after my fall (Tuesday evening), I went to a neighborhood clinic. The good Dr didn't even touch my leg. He didn't even bother to ask me to pull my jeans up. He just said, "lets take an x-ray to eliminate the possibility of a bone fracture". He called a name that sounded like Ina. Ina walked in, whisked me away into another room and snap! snap! it was done. "No fracture. Only a slight tendon tear. I will give you some pain killers and let natural healing take place". With that, the Dr made RM65.00 from me. Even before I lifted my butt off his chair, he rang his bell to signal in the next patient.

Now, forgive me for being nostalgic here...I blame it on the pain, but if I were to be living about 20 years ago in my hometown Rawang and if I had walked into one of the little clinics on Maxwell Street, it would have been a whole different scenario. The Dr would have pressed here and there just to be sure I am really in pain and that I really had a fall and not just fishing for an MC to prolong my Labour day holiday. Then, when the pain is obvious to him, he will immediately put on a kinder face and tell me there and then that it is not a bone fracture. All I need is some rest, some good old massage from my grandma and it will be ok. X-ray? Pooodah...don't waste your money! After that, here is the catch, he will sit back and take a quick glance at my green medical card to remind him something about me or my sister or my grandma or my grandfather; we all go to that same clinic. For everything. He will then ask a few pertinent and personalized question about ME and and with a huge smile, tell me to take my medicines at the 'counter'. I will walk out smiling (remember thats not how I walked in)and look forward to my next fall. After all, its not everyday that somebody as important as DOCTOR remembers something about ME and MY family!

Did somebody mess up med training syllabus? Is there a new Minister in town? Oh yes...its still Malaysia despite March 8. Like so many other services in this country, the medical services have become a faceless industry.

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