Falling off the leading edge.

Like many people I'm interested in what is new and exciting. From when I was a kid and they had "x-ray glasses" to now, downloading the latest and greatest app. The promise of productivity, convenience, or x-ray vision draws me in.

Of course, many innovations have brought tremendous boosts in what we can do, and how we can do it. Since you can now carry 10x more music than I accumulated on vinyl in the first ten years of my record buying life on a micro SD card, I'd say things have improved considerably.

But as we change and adapt some things have gone missing. Many stores have taken the opportunity to use technology to reduce the amount of staff in their shops and stores. Other businesses are dropping service levels to near zero based on a strategy that seems to be derived from data and an overwrought need to misuse it.

But what happened to fundamentals? One example, I bought a used SUV a couple of years ago. It was a late model and by no means inexpensive. Moreover, I bought it through the internet side of the dealership. A quick sale for the dealer, and with no hassle since I paid in full. In terms of processing the deal they were excellent. But did I ever get a thank you? Nope. A follow-up on how the vehicle was working out? Nope.

One small example of how you can align all the pieces of a transaction, and deliver, but fail to pick up the real bounce, which is making me feel like I matter. Gaining a customer as opposed to just making a sale. In a business as hyper competitive as car sales you think they'd be kicking out the differentiators. Nope.

While technology is great, the fundamentals are greater. The very stuff that people will glaze over and say "I know, I know" as you try to remind them of it. Well, knowing and doing aren't the same thing. Knowledge without action is pretty worthless. You can "know" how to paint, but until you make a painting the paint is only worth what it costs by the tube.

In the end, technological advances are only valuable to the extent they serve to enhance the fundamental operation of a business. The should make the same ebb and flow of ancient commerce smoother. If you are somehow persuaded that business is now changed and that people are just numbers, you are about to fall off the leading edge of technology.

Humanity is underrated, but it outperforms.

 A few years ago I was at Joe's Stone Crab on Miami Beach. A friend and I were sitting at the bar waiting for a table, as Joe's doesn't take reservations. So we chatted at the noisy bar and had a couple of drinks. 

  After a while the wait seemed to be a bit too long, even for Joe's which can be a little slow in getting around to seating you. Aside from a few serious Miami players, everybody waits, so it's just part of going there. That said, I decided to ask the maitre d' for an estimate of when our table would be ready. 

   Once I managed to break through the throngs of people I got the maitre d's attention and we located my name on the list. Upon which he informed me, "I called your name about ten minutes ago."  Having no reason to doubt him, I said, "Oh, well I guess I didn't hear you. Do we have to start over? What's the process?" While I didn't want to sit another ninety minutes, there was no point being pushy with someone who deals with pushy people in 15 second intervals.

   He looked at me for a second, and then said, "just stand over there" and motioned to the side of the vestibule. We did as instructed. Within seconds we were whisked away by "Bones" who is the a long-time fixture at Joe's. He took us to a nice table, handed us menus, thanked us and departed. The perusal of the menus began.

    Within a minute or two our waiter arrived and asked about our drink order. We asked for a couple glasses of white wine as well as some water. A few minutes later the waiter returned with a bottle of white wine. I mentioned we had just wanted a couple of glasses. He then explained that the wine had been sent to us by the maitre d. I was floored. I couldn't imagine why.

   After inquiring, Bones returned and explained, "We have people miss the call for their table all the time, and it ends up with an argument and them making a fuss. You were so calm and respectful, we just wanted to say thank you." Wow! It still floors me. What an impression.

   Here it is, over ten years later, with over thirty years of patronizing the restaurant and that's still my defining moment at Joe's. Many great dinners, and fun times, but that memory is right at the top of the heap. It's the reason I still go there every time I am back in Miami, and will continue to do so. 

   The point is that a single gesture, made with such humanity, has incredible power. Joe's is a Miami Beach institution. If I stopped visiting, I don't think there would be a noticeable difference in their revenues. But it is because they have that humanity that the restaurant continues to be "the place" to for anniversaries and birthdays in Miami. Your customers aren't units, they're people. When you relate to them as people, that makes a pretty huge impact. 

  When you're planning for success, don't forget the simple premise that people matter greatly. In fact, they probably matter much more than many more "sexy" ideas. 

   Humanity is underrated, but it outperforms.

Let's Party Like its 1999!!! Be sure to invite the right people...

   "...Party over, oops, out of time." That was my 1999.  Omega, my company, was about to grow well over 100% in revenue, coming in around $1.2M for the year. We'd only started in October of 1996 with a credit card and an idea. It was a bit like running fast downhill, sort of a controlled fall. Or, at least you try to maintain that illusion of control so you don't crash and burn.

   As the year had begun I found out my family (spouse and I) was also about to grow by over 100%! Triplets were on the way. Certainly exciting news. Something that required some thinking considering the demands of the business, trying to occasionally exercise, and have some semblance of a personal life.

   So I did what any business school, professionally-trained accounting and finance graduate would do when faced with a multidimensional complex problem. I pretended it wasn't actually happening.

   On August 3, any hope of maintaining my "bubble" was burst. Three very small and noisy creatures emerged from my wife. They were tougher than any client. Terrible communication skills. Either quiet, or screaming. Unable to form consensus, one would want food at midnight, another at 2am, then - (why not) 4:15am as well. Home became a nightmarish parody of a B&B with 24-hour room service, and some extraordinarily demanding celebrity clientele.

   Meanwhile the company kept pumping along. Growing in leaps and bounds, though much more civilized than home. People that were selected for their ability, and their ability to work together. It was an essential element of keeping the place together. There were so many people squeezed into the office that one person had to accept that the coffee machine would be on their desk. The head of IT shared an office with me. When I say we were "in it together" it is quite literal.

   You may be asking, "Why didn't you get more space?". A great question. We were trying. Boy were we trying. But it was "dot-com" days. Everyone was partying like it was 1999. Except the dot-com people often had VC money and a bank line. We had a credit card, a factoring company, and a balance sheet that would have embarrassed the Zimbabwe. Thus, the reception from potential landlords was less than welcoming.

   We finally did get more space. We finally found a landlord that would take us in. The kids finally started sleeping through the night. We got rid of our factor and found a bank that would lend to us. We even had a break room. Sometimes I'd just splash out like that. Even had free coffee. That's just how I roll.

   We partied like 1999 all right. It was non-stop insanity. By the end of the year we were less than four years away from being sold. It wasn't on anyone's mind. There was no time for big "end game" thinking, we were in triage mode. Not to mention we'd begun development of some cutting edge technology for the investigative world which we'd launch around the kids first birthday. (see link at bottom of page)

   Looking back, that was a defining time for me, and most of the people at Omega Insurance Services. Many of whom I still maintain contact with. We had a fantastic team, and we did amazing things. It was inspiration, adrenaline, camaraderie, and some organization tossed in where needed to fill the gaps.

   Many of those people have gone on to pretty awesome things. There were quite a few entrepreneurs in the pack, with several people starting firms within the insurance industry, and others going off into unrelated fields. It was, as I mentioned, an extraordinary group of people. I'd love to tell you I did it. That it was my incredible genius that made it all possible. But that, my friends, would be a lie.

   Like all successful parties, it takes a great group of people, with the right chemistry to make for a memorable evening. We did party like it was 1999, for about seven years.

   Luckily I sent the invitations to the right people.

   The kids are soon 14. That project is ongoing.

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