THEN . . . 

Long before the internet, computers, cell phones, (Motorola) mobile hand sets and pagers, sales organizations used weekly, monthly, quarterly and annual business meetings and (in-house) training sessions to help them instill a sense of loyalty in their (field) sales force. Those meetings also helped all of those not working in the head office to remain connected to their head office support teams and to refresh their personal business network. Importantly, most of these people spent a lot of time working with and training under head-office managers before they were let loose in their “territory”. 

They knew the management team, and it knew them. 

TODAY . . .     

A recent study in the Economist suggests that the majority of people will quit their current job if they are “forced” to go back to the office “full time”. Given that most media are telling us that most organizations are looking for qualified staff, the employment prospects look pretty good for those who want to keep working and are willing to show up in the office. Working remotely has allowed many employees to earn "big-city wages" while working from a small-town home, or a foreign country like Portugal, with zero clothing, lunch, parking or commuting expenses (car depreciation and insurance). 

A WHILE FROM NOW . . . 

Life in the small-town home you moved to a few years ago is great. Your work is challenging, the pay and benefits are great and the core hours are pretty much 9-5. There’s a lot more time for family, friends and outside interests. While small town entertainment options and social attitudes are a pain at times, it’s nothing compared to how your friends describe their big-city slog. 

Suddenly . . . a major management change at head-office changes everything. The new senior managers don’t know you and don’t recall ever talking to you. Frankly they couldn’t pick you out of a crowded room if their lives depended on it. When they restructure, they decide that they no longer require your services. Now what? 

The only jobs in town are part-time, and pay minimum wage. And you start at 6 a.m.

Your 500+ Linked In network is silent.

You check out the online job-sites and find some relevant \ interesting openings. They're between 200 and 2,000 km. away, and your resume submission is number 250. 

"Thanks for your interest and your submission. We wish you all the best with your future endeavours. Don't call us, we’ll call you if you make our short list." 

While some of your friends were laid off too, those who had been going into the office either F\T or P\T have already landed jobs elsewhere, often with the old or new management’s help. It looks like all of that commuting and in-management’s-face-time paid off. Your F\T or P\T friends have multiple leads for other interesting opportunities that they turned down, but they can’t really help you or refer you because their network doesn’t know you, your personality, style or work. They wish you all the best. "Keep in touch!"

You’re on your own. 

This is the scenario that millions of short-sighted people who love working from home full time are experiencing. 

Those who will do well in the future are the same people who did well before the COVID driven work-from home paradigm shift kicked in. 

Their priority is “climbing the corporate (or economic) ladder better than their peers do” in order to achieve financial independence by a reasonable age; say 55.

Their focus is not on “work-life balance”.

There’s no right or wrong answer here as long as you choose your path with your eyes wide open are fully aware of the repercussions. 

Enjoy your day and your journey.

I'm reading a great book about how the brain works. Memorable stuff needs to appeal to you on an intuitive and emotional basis - not on a logical basis.

The logo on the left, while 'cute', it has a logical bias - helping me understand the brand name by showing me a picture of a crocodile. But it doesn't tell me what the brand manufactures. 

The logo on the right is far more creative and intuitive.

And more memorable.  

Brand extensions can be funny things. Most will advise you to tread carefully because poorly executed brand extensions will diminish your overall brand equity. While I’ll go along with that, designs like this demonstrate that the essence of the brand extension discussion should not be so much about ‘what’, but how well.

When I sold Vespa scooters in Winnipeg one summer, I me folks that bought them because they made summer commutes exhilerating. But summers in Winnipeg are short and the winters are dark and cold. So I just know that those long cold winter nights will be made a lot brighter with this beautiful Vespa desk-lamp; reminding Vespa owners that soon . . . soon they'll be able to ride their scooters again.

Many years ago my dog Charlie and I were watching that 'dog wisperer' show; you probably know the one.

Most episodes are much the same; out of control dog gets put in his place and is happier for it. This show was different. It featured a little two legged Jack Russel kind of dog that hopped around like a kangaroo and flopped onto his belly when at rest. His owners had a carriage made for him that allow him - greater mobility. The dog whisperer was there to help the dog into the device and help him explore his new-found freedom and to run with his pack. The show ended on a high note.

What was moving was the happiness of the two-legged dog and the couple who loved him just the way he was.

There was no physical disability as far as the dog was concerned. He was part of a pack that adored him.

And that's what got me thinking.

It made me think of how happy we are when we remain in the moment.

When happiness comes from within and is not a relative thing based on me having more than you.

Charlie taught me, and reminded me every day, that life is good.

That I should give thanks for what I have.

That wishing for what others have destroys the happiness of the moment we're in and all of the moments yet to come.

I found this attributable quote 35 years ago. It's an integral part of my life now.

Happiness.

The ability to make a bouquet out of the flowers within reach.

Here's an update to post I wrote in 2012, but is more relevant today than then because fewer people today really understand "Customer Service".

When I worked with Midas Canada in the late 1990’s, Mr. Al Martin's Midas shop in Newmarket, Ontario, was the #1 store in Canada. Perhaps North America. Mr. Martin's business thrived for a few reasons. His store was MUCH bigger, newer and cleaner than any other Midas shop. It looked more like a small new car dealership than a repair shop. Mr. martin was great at asking for the business. Asking customers how he could improve their service experience. And making sure that ALL of his team members shared his vision, passion and commitment to customers care. 

 Another Midas franchisee that did very well was Mr. Dave Tichowsky, Lloydminster. He was a tough guy to work for and had neither the time nor the inclination to deal with fools; read anyone associated with Midas head office. (Un) fortunately my job, at the advertising agency, was addressing local dealer and co-op advertising needs, and assure all franchise that the national advertising program would make more dollars for their shops because they made more sense to Midas customers. At regional meetings Dave tended to be loud, gruff and uncooperative. When I called Mr. Tichowsky and told him that I needed to come out for a visit, he told me “stay where you are and don’t waste my fucking time!” Not one to pass up an opportunity to see the country, I went anyway, telling Dave’s assistant what day I would fly in and at what hour I expected to arrive. Because of a local ice storm I arrived by bus, instead of by plane - over six hours late, tired and embarrassed; thinking that this is just what a guy like Dave expects from a stupid easterner like me. The first thing Dave Tichowsky did was hand me the keys to one of his courtesy vehicles and direct me to a good restaurant where I could rest up, eat up & warm up. When I got back to Dave’s shop he and his team were busy. So I went into the service bays, picked up a broom and swept each one clean. Maybe because Dave showed me a side I didn’t expect to see, and I showed him gratitude in a manner he didn’t expect to see from me, Dave and I mentally “moved to a common ground”: one that was neither his or mine - a neutral place that encouraged us to be open and honest. We spent the balance of our time together talking about how he had built his business one customer at a time, calling everyone in the Lloydminster phone book and asking if he could care for their vehicles. He also explained to me why he believed that the new national advertising campaign would ruin his market. I agreed with him and went back to Toronto and convinced Midas Canada to allow me to “buy around” Lloydminster TV and give Dave a local radio campaign instead. Dave was delighted. Midas Canada was delighted and Ogilvy had another shining example of how well we knew our client's business and how well we could manage their business.

What I re-learned then and am reminded of all these years later, is that the ‘common ground’ that Dave Tichowsky entered into with me enabled us to address his issues and opportunities with clarity and integrity. That encouraged me to come up with creative, yet practical solutions that made sense to all stakeholders – including his customers. My experience with people like Dave taught me to do my homework in order to ensure that my solution works short and long term. That involves finding a common, objective ground from which I can work openly, honestly and objectively with all stakeholders.