England's Role Model Manager

England goalkeeper David James talking about the manager Fabio Capello in The Guardian: "He keeps everything clear for the team, you don't have any ambiguous situations. He gives the players the environment to work in, he arms us with the knowledge of the opposition and he trusts that the ability we have is good enough to beat that opposition." It seems to me that's a pretty good definiton of the role of the manager.
I've always found that the best managers have a clear vision and provide their people with the tools, knowledge and support to succeed. That's what I've always tried to do but it's not as easy as it sounds.
Your clear vision can easily get clouded with day-to-day distractions and compromises; tools can be expensive and it's not always easy to be sure which will really work; in order to provide knowledge, you need to have it yourself and to be sure which is relevant; supporting people should be easy but it's even easier to criticise.

NHS- Good Product, Not So Good Service

As someone who has had two fairly serious illnesses in the last few years, I feel I'm in a good position to comment on the current debate about the NHS.
When I developed Rheumatoid Arthritis three years ago, the joints in my fingers and wrists swelled to twice their normal size and I was considerably debilitated. Initially I was treated privately but went on to the NHS when it became clear I would need ongoing treatment, for which private insurance wouldn't pay. The NHS has been pretty good: I receive thousands of pounds worth of drugs that ensure I am virtually sympton free, and regular outpatient visits and treatments which are always excellent.
There are shortcomings though- the regularity with which appointments are postponed, and the fact that the cost of the main drug I receive has been questioned even though it leaves RA sufferers like myself virtually symptomless .
Five years ago, I was diagnosed with prostate cancer and was treated privately by brachytherapy which, without going into details, has far less side effects than other treatments but which wasn't available at that time on the NHS. The private room aftercare was wonderful.
A relative in his late seventies was recently given two hugely expensive life saving operations from an top class specialist on the NHS. There is no way health insurance would have been an option for a man of his age. However his aftercare left a lot to be desired with caring staff overworked and some others completely indifferent to his needs.
When you run a business, especially in retailing like Your Life Your Style, you know that you must not only provide a good value product but that you must also give superb service. The NHS usually gets the first right but falls down far too often at the second. It's the classic failing of an organisation that lacks competition and doesn't put people first, though I don't doubt that artificial competition in the form of outsourcing and targets has also had a damaging effect.
I used to receive health insurance through my employer. I was tempted to give it up when I went into business for myself but all my experience tells me to carry on paying the extortionate health insurance premiums, at least for the time being. On the other hand, the NHS means that anyone who is ill can be treated irrespective of age or income and I wouldn't hesitate to defend it against the uninformed criticisms of American conservatives.

Your Frontline Is Your Business

Seth Godin makes a good point in his blog about the importance of managers keeping in touch with the front line. When I took over responsibility for the operational side of a theatre, I spent time doing or shadowing all the various jobs. It was an eye-opener and the experience helped me be aware how much of a gap there is between management theory and frontline practice when you have real people dealing with each other, who may be tired, confused or lacking information. As the CEO of Sony once said, 'The company is only as good as its latest recruit.'
Neither can executives rely on middle managers for a true picture of what's going on. They often don't want to admit that their staff are in difficulty in case it reflects on them. I've seen from close by the disastrous consquences to staff morale and company results, when senior managers are out of direct touch with their employees.
I like the small businesses I'm involved in now because I'm in constant touch with all colleagues and I experience at first hand what's going on with customers and suppliers. I find the Your Life Your Style online shop more difficult from this point of view, because while there is endless analysis available of site visitors and customers, I rarely get to actually speak to them. I like these sites where you can click to 'speak' to a real person.

Profit Is A By-Product of Customer Satisfaction

More words of wisdom from Simon Caulkin. His response to the recession is 'Quit thinking about cost - give people what they want.' He points out they aren't interested in your costs. They just want your product or service with the minimum of fuss and the maximum of convenience.
Forget productivity, work on quality.
Economies of flow and effort far outweigh dinosaur-like economies of scale.
Learning and improvementonly happen when people control their working lives and are proud of what they do.
Build co-operation. Internal competition is usually a wrecker.
Read the full article.

Are Capitalist Managers Secret Soviets?

I always read Simon Caulkin's management column in The Observer. He has stimulating things to say on, for example, the importance of decentralisation and customer focus.
Yesterday he wrote about the attachment by free market managers to Soviet-style central planning. This means they are unable to learn from the outside world. In the course of the article, he recalled a quote GE's former CEO, Jack Welch, which I ratrher liked: With their faces toward the CEO and their arses towards the customer, what would they learn from?