Modern business language is chock full of flavorable terms and phrases. Things that sound really nice, but are more verbal optics than possible realities. Like the Penrose Triangle these little bites of wisdom exist in the endless universe of theory but seldom stand the test of practice. The issues arise when we start to believe that these nuggets of corporate-speak can represent an achievable goal. When managers misinterpret a hackneyed phrase for an actual proverb. As when we suggest someone gives 110% , a request which is impossible but attempts to suggest that we might be holding back on a full effort. One phrase in particular appears to have developed into an actual business belief in the impossible – “do more with less”. While the origin of this little gem is probably unknown, one could guess that it came as an answer to slashed resources without a corresponding reduction in goals. It's easy to imagine that it was accompanied with either an implicit or perhaps explicit threat of “if you can’t get it done with what I’ve provided then I’ll find someone who can.”
Until recently I didn’t give much thought to the topic of “active shooter.” In truth, the idea of a lengthy conversation seemed unnecessary. It appeared an investment in a discussion that pertained to a rare occurrence in a retail environment.That is not to say that it isn’t important to ensure the safety of employees. Active Shootings, while tragic, don’t seem to have a preventable solution. And my belief was that training should mostly rely on common sense. In the event of a shooting, employees should run and or hide. My ideas on the topic changed, however, after I attended a training seminar at the New England Organized Retail Crime Symposium, presented by the various retail associations of the New England states.
Article: ORC symposium Wrap up!
Our legal system allows us to seek remedies when we are the victim of theft. We can pursue criminal charges or we can seek civil recovery of the loss, and sometimes both. Often we can pursue financial compensation for the cost of our security efforts. When strangers are involved, resolution is a straightforward and rational enterprise. A substantial amount of business losses, however, is the result of employee theft. Employee theft can create an emotional response that adds to the complexity of the situation. Since employees are trusted “members of the family,” the theft can feel very personal. In that psychologists contend that ninety percent of our decision-making is emotional (not you and I, we are completely rational decision makers of course), it is critical that a company develops clear prosecution and restitution guidelines in advance of a specific theft situation.
There is an old saying, “It’s not over til it’s over.” The holiday sales surge is a good time to keep that tenet in mind.
If you are a sports fan, you may recall a celebratory disaster that involved Leon Lett a Dallas Cowboy’s defensive lineman. Mr Lett had the good fortune and skill to recover a fumble by the Buffalo Bills during the fourth quarter of Super Bowl XXVII. Ball in hand he took off for the end zone, another touchdown for the Dallas Cowboys almost guaranteed.
At about the ten yard line, however, Mr. Lett began his premature celebration, the football held out in one hand as he prepared his theatrical victory dance in the end zone. To his shock, dismay, and embarrassment, Buffalo Bill’s player, Don Beebe had chased him down and Beebe stripped the ball from Lett’s outstretched hand before he crossed the goal line. Celebration Canceled.
A Look Back on Loss Prevention in 2014
With just eleven selling days left in this holiday season, we figured that there might be less time or energy for absorbing new ideas. So this week we are providing a recap and links to some of this year’s favorite blog topics.
1. Training Reduction - We live in an economy where cost cutting conversations have become more common than improvement discussions—unless of course you consider cost cuts as an improvement. Training departments and programs have moved from a staple to a luxury. But in saving the time and costs, we often sacrifice those hard-earned dollars we work so hard to earn. Industry experts estimate that nearly 15% of all losses are the result of error. Those estimates are becoming difficult to defend in an environment where companies loath spending any money on educating employees. The real problem is that without a solid foundation and the certainty that all the ships are moving in the right direction, the causes of our loss and declining profits become a large gray area. And the little mistakes can really add up. Transfers and shipments can be mis-processed, incorrect prices are rung through the register, waste or damages are mis-handled, and improper procedures open the door for breaches to our merchandise and money protection standards. Really, the only way to know the difference between an employee who doesn’t know versus one who doesn’t care is to ensure each has received the proper training and guidance on how to do things right.Read More
Do you have a productivity problem? Are associates having trouble getting all their work done? Is there a project that never seems to get finished, or something that hasn’t even been started? Does it seem it impossible for staff to cross everything off their “to do” lists? Following are ten examples of possible causes – and suggested solutions.
One of the easiest and most direct channels for communicating the desired behavior is through a clear and concise awareness program. We can think of such programs as "education," in part because that is the main purpose, but in truth, this is our best shot at an advertising campaign.
There is an old proverb that states, “he who thinks he leads but has no followers is only taking a walk.” For all of the books, articles, and seminars on the topic of leadership, one would believe that it requires some form of magic or unique charisma. The truth is that following others is a natural human characteristic. The problem is that the inherent programming to “follow” doesn’t include an equally inherent set of standards on “who” to follow.
Psychologists have devoted a great number of hours to understanding the human follow response. What is clear is that there is a natural tendency to use the behavior of others as a short-cut to decision making. Some of these experiments are as simple as having one person stand on the street and stare at the sky-in which the vast majority of passerby’s will mimic the behavior. In more advance studies, a person sits in a room that fills with smoke. When paired with “confederates” who don’t react, the majority of participants remain in the room until the environment becomes unbearable. Other experiments have people on the street following another person through an elaborate layout of roped stations, although none of them have any idea why they are following or what is to be the final destination.