Management Craft

Ask Lisa Question Answered

Hey "A" - You emailed me a question, but then your email address did not work. So here is a sanitized version of your question and my response. Moral: Yes, I do return emails, but please make sure you give me correct contact info!

Question:

My immediate supervisor is __ year old single woman, who recently completed a degree in _____. She has attempted several self-employed stints as a management consultant and massage therapist. She has been a Team Leader with my employer for a few years. She has told me that this job is currently the only "real job" she has ever held. To me, if asked to describe her in general terms, I would use the word "prissy".

The reason I am writing is I am getting very frustrated with her treatment of me. She makes very great use of the Socratic Coaching method, despite my request she not do so. I have tried to explain to her that I find it patronizing and manipulative. Our organization bases all of its coaching on this believing it is the best way to get employee buy-in. I am starting to have more trouble with her and have recently begun simply not to interact if I can, and avoid as much as possible telling her what I am doing at work each day. She has told others that I am require too much direction and that I am imposing on her for reassurance. I will accept criticism that I have been seeking reassurance but am truly astounded that she feels I need constant direction as that is not my read of this situation at all.

I am at wits end on this. I have always felt that the best thing to do is either adapt to the way a company does business, or accept the fact that you probably don't fit, and move on. Is this my best choice, or is there some way I can sit down with my supervisor and work through some of this? My biggest problem is that I feel unrespected. She says that I am a peer but does not act that way. For example, I feel she quickly dismisses dissent as based on my not understanding something, or narrow mindedness on my part. I accept that I am contributing to things, but know from past life experience that there really is never such a thing as a "one-sided problem".

What I would like is acknowledgment from her of the validity of my previous life and work experience and acceptance of the fact that she needs to change her approach in coaching me. I wanted to feel valued and that I am truly trusted. Any advice that you feel might be useful would be welcome. I hope I have given you enough information. I really don't want to quit, but I understand that may be my only real choice.

My response:

I don't think she is really using the Socratic Method because this should not feel patronizing or manipulative. Genuine curiosity and inclusion never is.

I can only imagine the difference a _____ is from the government! Why did you pick this new line of work? What kind of work lights you up? What type of work best utilizes your special talents? These are important question to consider in determining whether this is really a great fit.

If you just want to get along with your supervisor, you can do that very easily. Just don't let her style get to you. Don't attach too much meaning to the bothersome things. Don't let her define your experience on the job. Determine how you can best have impact and do those things. Feel pride in the great work you are doing and appreciate the positive reinforcement and respect that you get from others.

Your supervisor might mature over time or she may not. You can't bank on or predict this, so you need to make your decision independent of these what/ifs.

Can you do great work there?

In general, I would characterize most government organizations as mature and conservative. Most ___________ organizations are the opposite. If you want to be successful here, you might need to chill out on some of the "new" management techniques they decide to employ like coaching, incentives, and team based motivation.

I agree with you that adapt or move on is the right strategy. And the answer might be both. Adapt for now and explore the type of work that will really light you up. I can't imagine someone with a love of history and economics being attracted to _________ (but I could be wrong). If this is just a stepping stone for you until you determine what you want, then decide that you are not going to let her get to you at all. Have fun and do great work. That said, you will find that if you choose not to let your supervisor get to you, she will likely be more responsive to you and, in time, might give you more of what you need and are hoping for in coaching.

Here are a couple books that you might like:

How to Win Friends and Influence People and How to Stop Worrying and Start Living - both by Dale Carnegie.

The Art of Possibility by the Zanders

Is Your Genius at Work by Dick Richards

Good luck with your situation and I hope this is helpful.

Ask Lisa Questions Answered

Hello! I am back. While I was away, I got three “Ask Lisa” questions. Here they are with my responses. If you would like to ask me a question, you can click on the Ask Lisa link (right side of the blog) or click here.

Occupation: Operations Manager

Question: I am operations manager for a construction company as well as the only women in this work environment.  I am experiencing difficulty getting an employee (who is also a manager) to respond effectively to tasks I have assigned.   Time is an issue.  How can I get effective positive results???

Answer: You are obviously not influencing this individual and he is not hearing your request and/or not agreeing to comply. Influence is a funny thing. You have filters that cause your message to be delivered a particular way and he has filters that cause him to hear your messages a particular way. As the message goes from you to him, it can be distorted and changed. As hard as this may be, you need to figure out how to get the message to him as you intend it to be heard. I cannot tell you what you do or say here because I do not know what type of message will be most influential to this individual. The bottom line is, however, that if your messages are not working, you need to change them. I wonder if you are being resolute, clear, and strong enough? Is your manager in support of your efforts? How well are your position and responsibilities understood? You might also want to determine if you are triggering his uncoachability. Here is a post I did about coachability.

Sometimes the best approach is to be open and candid with the other person. Let him know you have a job to do and are interested in the ways you can best communicate to get the job done. Feel free to write back if you have more information you want to share about the matter. Good luck!

Occupation: Mail Clerk Support Services

Question: I’m having a heck of a time getting a job cause of this multitasking thing. Every time I’m in an interview they ask me if I can do something I’m not qualified and I don‘t get the job. Will companies ever wise up about how bogus multi-tasking is? Thanks.

Answer: The answer to your question is that it will take some time and most companies do not understand the downfalls of multi-tasking. In an interview situation, you may need to communicate that you CAN multi-task. Most people can multi-task, even if this is not the best way to get the work done.

That said, I did not get the impression that the problem is actually multi-tasking from this sentence: “Every time I’m in an interview they ask me if I can do something I’m not qualified and I don‘t get the job.” This statement makes me wonder if your barrier to getting a job is more about skills and qualifications. Multi-tasking is not something one is either qualified or not qualified to do. Anyone can learn to multi-task. If the problem is qualifications, then perhaps you need to broaden your skills.

Here are a few other thoughts:

1. If you are not getting job offers, you might need to work on your interviewing skills. Do you know how you are coming across during interviews? There are lots of resources on the web that have good tips and suggestions. You might start with Monster.com.

2. You might be looking for a position that is not a good fit for your interests and qualifications.

Good luck on your job search. Leave us a comment if there is more information that you want me to consider.

Occupation: IS Coordinator

Question: We have to write down one nice thing about each of our managers. I don't know our female HR manager very well, I do not like her either. I'm female as well. In the line of what can I say without it sounding bitchy.

Answer: Like or dislike is not the issue or question here. You have been asked to comment on a strength of this manager. Everyone, even the most awful boss, has some strengths and good qualities. I can think of a terrible manager (I called him Harry in my book) that I once worked with. Even though he was a bad leader and did not deserve his job, I could come up with a dozen nice things to say about him (that are true and do not compromise my ethics).

I think you are letting your emotions get the better of you here. Take the high road and acknowledge one of this manager’s strengths.

Thanks for your questions!

Ask Lisa - What's this team concept?

I had an interesting question come through my Ask Lisa link that I thought I would share with you:

Occupation: computer systems analyst

Question:

What is the true signifcance of the "team" concept as proposed by our new company leader. First he bought us all "company" clothes to wear. His next catch phrase is "anything you need". Then he built a kitchen in the middle of the office area c/w all the standard fare. I'm getting "team"..."family" vibes here. Any significance in attempting to structure a company this way ?

Answer:

I cannot tell you what your boss is thinking, but I have a few thoughts:

1. Research shows that employees stay longer and do better work when they feel connected to their company and team members. There are many ways to improve connectivity, but certainly logo wear and common break areas are among them.

2. Relationships = Results. Companies that realize that internal relationships and relationships with customers significantly impact results will be more successful. Again, creating a communal break area is one way to encourage better and more dialogue.

3. Many of the most progressive companies offer their employees free or subsidized meals on site. It pays off in the end in better satisfaction and less down time.

4. The best managers know that it is their job to serve their team members.

All these changes are consistent with what we know will improve the work environment. Does he seem sincere? Sometimes leaders go to a seminar and remember the tasks to do but not why and how one should implement them. Chances are he’s trying to good things to attract and keep good talent.

You ask about significance - the significance will be determined by you and your coworkers.

Hey, if he seems genuine, I would say - enjoy it! Most people aren’t so lucky.

If you have concerns or questions about the changes and want to better understand your boss’s motivations or ideas, I would encourage you to ask him. He will likely welcome the open dialogue.

Thanks for the question!

If you would like to send me a question, click here or on the Ask Lisa link on the left side of my blog.

Your Management Questions #10

On most Fridays, I answer management questions submitted through the “Ask Lisa” link found on my blog and on my website. If you would like to submit a management question for future Friday posts, click here.

QUESTION: What's the best way to keep the middle team together when the top is in transition? How do you keep people who are inspired by a leadership personality energized and enthusiastic when that personality moves on to new endeavors? In other words, is the 'house that Jack built' in danger when Jack moves out of the neighborhood?

ANSWER: Your question had me think back to past management teams of my own. I can recall one or two “dream teams” where the players and the work came together really well and in a way that was fun, creative, and collaborative. Changes in key players modified the look and feel of the team. I felt a sense of loss, was a bit angry, and worried a bit. Is this what you are feeling?

By the way, most dream teams stay together for only a year or two - success brings opportunity, opportunity brings change. It is inevitable that Jack (or other team members) move on.

It is painful when Jack moves out of the “house that Jack built.“ Will it ever be the same? No. But here is how to make the most of the situation:

1. Maintain your fond memories of Jack, but don’t fall into the trap of idealizing the past. Ask yourself, “Now that Jack is gone, what opportunities do we have?” Share your ideas for how the function can be successful in the future including thoughts about the organization, roles, initiatives, and projects. Make Jack proud by being instrumental in moving the function to the next level.

2. You and your peers need to take a service oriented leadership stance. What’s this? It is important to be proactive and take collective ownership for the continued success of the team. One can lead in a way that is inclusive and collaborative, and this is what you will want to do. Be cognizant of any natural inclination you might have to become overbearing and controlling - this would not be good.

3. Are you worried about who will be the new Jack? It’s only natural to fret over who’s next and wonder whether your new boss will be a bozo. All you can do is get involved, share your ideas and concerns, and hope to participate in the selection process. While managers have a significant impact on our work, we should not let him/her define our experience.

Your time is precious, please don’t waste it worrying. You’ll do what you can do and it will be what it will be. Give the senior leaders some credit. They want to hire an awesome person and don‘t want the team to skip a beat.

4. Temporary systems rule! Until things get settled, you and your peers will need to establish how you want to run the function. Spread the responsibilities as appropriate. This is a time to be creative and open to new ideas - you never now what might happen!

5. Be aware of signs that you are not transitioning:
A. “Jack would have done it differently.”
B. “It’s never going to be the same.” (True but not helpful)
C. “He/she is not as ______ as Jack.” (Resist comparing)

Good luck! Here’s a few gooshy motivational comments.

Carpe Diem

“Vision without action is merely a dream; Action without vision just passes the time; Vision with action can change the world.” Joel Barker

“Only put off until tomorrow what you are willing to die having left undone.“ Picasso

“All things are ready if our minds be so.” Shakespeare's Henry V

“Worry blinds our ability to see wonder.” Lisa Haneberg

Your Management Questions #9

Every Friday, I‘ll answer two or three management questions submitted through the “Ask Lisa” link found on my blog and on my website. This week I will address two questions offered this week. If you would like to submit a management question for future Friday posts, click here.

QUESTION: During my performance review my supervisor pointed out that he can not count on me to work after hours because I have a young child to pick up from daycare in the evenings.  He did not write this in my review, so there is no record, but it is obviously an issue for him and I am afraid that it may harm my relationship with him and possibly impede my career progress.  I feel that this is some form of discrimination but do not want to press the matter through legal action.  How do I balance my supervisor's concerns and my personal responsibilities?

ANSWER: I will not address the issue of discrimination, as I do not have expertise in this area (talk with your HR manager for more help here). Regarding your question about balance, here are three things to consider:

1. Company fit - some companies and industries are more family friendly than others. It may be that a company that was a good fit for your lifestyle five years ago is no longer the best fit. This is unfortunate, but true. It would be nice if all companies made it easier for people to meet the needs of their employers AND their families.

2. Company culture - each company has a culture regarding work hours (and this might vary department to department). I have worked in companies where working on evenings and weekends was expected and how one got ahead. I have also worked for companies that did not have this expectation. At one Fortune 100 Company I worked for, the VP of Sales and Marketing expected his managers to be in every weekend and work late most nights. The VP of Engineering believed in working hard and playing hard and did not expect his team to work beyond 40-45 hours. As you can imagine, the two men would sometimes clash regarding the product development schedule. My department VP (HR) was somewhere in the middle of these two men, which worked for me at the time.

3. Results - Some managers can produce great results in 40 hours while others can’t (personally, I have seen that if a manager can't do their work in 45 hours, they likely aren't doing it in 60 either). I have always been of the belief that if I do great work, produce good results, and can do this in 40 hours that I will be regarded well by my managers. And I have found this to be true. There may be some work environments where this is not good enough (run, don’t walk). Something to keep in mind: I remember reading somewhere that 80% of us think we are in the top 20% of performers. I don’t know if the numbers are exactly correct, but I have seen that MOST of us think we do a great job and only SOME of us really do. It is good to talk with your managers often to have a clear sense of how they view your performance.

Here is the bottom line. If you are doing great work (and you know this) and your employer is not satisfied because you will not work after hours, I would suggest looking for a company culture that is a better fit or transfer to another department within the company. Life is too short to let your company make you feel guilty or stressed about being a great parent and spouse.

QUESTION: I’ve been considering getting an MBA. Would it be worth the time and expense.

ANSWER: It depends. I think there are good reasons and bad reasons for getting an MBA or any advanced degree.

Good reasons:

To learn new skills and philosophies.

To engage with others in the learning process (often the best part of going back to school).

To become more competitive in a field that values the MBA (I begrudgingly say this) and you are interested in the program.

Because you enjoy university and would enjoy the program.

Bad reasons:

Seems like getting the MBA credential is the thing to do (the MBA has lost a bit of its 90’s luster)

Because you are bored with work. You need to do something to get engaged, but make sure the MBA is something you really want and value before jumping in.

If you have the time, interest, and means, I think going back to school can be a great idea. Clarify your goals to make sure that the program you select will meet your interests and needs. There are lots of options and, for most of us, an MS degree will offer the same career benefits as an MBA. Pick a school that makes you feel alive when you go there and people watch.

Your Management Questions #8

Every Friday, I‘ll answer two or three management questions submitted through the “Ask Lisa” link found on my blog and on my website. This week I will address two questions submitted by Alan and Walker. If you would like to submit a management question for future Friday posts, click here.

QUESTION: I've got a situation with one of my staff, who is well known for organizational skills and who helps my department run smoothly day to day.  It is apparent, however, that one of the executives in our organization has "issues" with this person. Recently, the executive came to me with another allegation that my staff member does not perform certain tasks in a timely fashion, yet I never see evidence of that and, when I have investigated the specific situations, I have typically found that the problem lay in the executive's area (requests and expectations often being unclear).  How would you suggest approaching this potentially sticky situation?

ANSWER: This is a sticky situation, but not uncommon. Managers often have different criteria for what good work looks like and when speed and quality is acceptable. And unfortunately, personality differences can exasperate this problem. If I were in your shoes, here is what I would do. First, I would make sure I have all the facts: I would make sure I understand the internal customer’s expectations and perceptions about what is going well and not going well. I would ask a couple different internal customers to get a good view. I would also ask a trusted manager and colleague to provide a “gut check” about whether I am assessing this person’s abilities objectively. Perhaps you have done this already. If the facts do not support the executive’s perceptions of that person, I would have a heart to heart with him or her and say something like, “I appreciate the feedback and have looked into the matter. It appears that the problem is primarily caused by process problems such as unclear expectations, handoffs, and communication lags between our departments. How about I get my employee together with yours and we let them work through how to improve the process?” If he or she continues to suggest that the problem is your employee I would say, “That’s not what I have discovered. You want me to manage this situation, right? Well, that will involve working with your department to improve the process.”

If you find that there is SOME truth to the complaint (there often is a tad of truth) but that the employee’s other contributions far outweigh these concerns, take steps to improve the process so that the problem is improved.

There are a few poor employees out there, but most speed and quality problems are really process problems. This is good news, because the process can be easily addressed. Don’t let executives bully you - they have hired you to run a portion of the business and you need to do this to your best abilities. As long as you do your homework, do your best to look at the situation objectively, and solve the problem quickly, you should not go wrong. If their expectations are unrealistic, give them a simple choice of negotiating expectations or adding resources.

QUESTION: I continue to hear how important it is that we make a difference. However, my observations have been that every time a position change occurs the organization adjusts to compensate for the new level of ability (good and bad). Therefore my question is do we really make a difference at all in the long run? 

ANSWER:I sense a bit of frustration and anger in your question. It can be discouraging when you bust your butt to do great work and see colleagues get away with less (or even be lauded for mediocre performance). The only person you can control is you. If you are making a difference, enjoying your work, and feeling satisfied, then this is what matters. Managers either make a difference or don’t and those who do are in the minority. If you are one of those managers, I am betting that you know this and you know your managers and colleagues know this. Focus there.

Do you really make a difference in the long run? YES! You have to do your thing and play your own game. It is better when your colleagues and managers are equally or more effective, but you do not need this to be the case to make a difference.

Modifying jobs to meet someone’s capabilities may make sense sometimes, but not too often. Each situation needs to be assessed individually. And yes, it is often the case that expectations are lowered to meet mediocre performers and raised for exceptional performers - which seems backwards, right?

I know it is frustrating, but take solace in the fact that our strengths and weaknesses are known by everyone. If you are contributing and if others are not, it’s all known. Some organizations tolerate this more than others, but it is hard to tell this from an interview process (everyone will say they hold people to high performance standards, when few really do).

Are you able to do great work? Are you enjoying your work? Are your team members able to grow and do great work? The answers to these questions are what matters (until you get promoted and are in a position to change things!). If you answer “no,” you might need to think about moving on.

Your Management Questions #7

Every Friday, I‘ll answer two or three management questions submitted through the “Ask Lisa” link found on my blog and on my website. This week I will address two questions offered this week. If you would like to submit a management question for future Friday posts, click here.

QUESTION: I found your Covey 8th Habit posts interesting. What's the role of management in the era of the Knowledge Worker?
ANSWER: Great management will always be needed. While the specific actions and practices might change, the fundamental function will stay the same. What's the funadental function of management, you ask?

1. To facilitate the forward movement of work.
2. To enable teams and departments to do their best work.
3. To make a positive difference to the business (beyond what would occur without management).
4. To provide a link to and from corporate strategy and task implementation. And to realign work when strategies change.
5. To generate new ideas, identify opportunities, and to solve business problems (or to facilitate others to do these things).
6. To shelter workers from unreasonable execs (only kidding, sorta).
7. To represent the business well.

In the knowledge worker organization, these things are all still needed. How these things are accomplished might change. As managers, we should be moving away from any remaining practices based on control and adopt practices that tap into choice and intrinsic motivation.

I think management jobs will be even more interesting and meaningful as we move in the direction of the knowledge worker organization.

QUESTION: Why do management training classes cost so much?
ANSWER: Short answer - Because they can.

Long answer: It is wise to assess value when determining which training classes you want to attend. In general, I think you get what you pay for. Be wary of the $99 all day seminars that pack in 500-1000 people. They are OK, and worth about what you pay.

The benefit of the better higher-end training sessions often goes beyond the course material. The people you will meet and learn from are generally of a higher caliber. In addition, the facilities and materials are more desireable - nice hotels or resorts aren't cheap! I remember attending Covey Leadership Week about 10 years ago at Sundance. What a great experience! Not cheap.

I know it can be tough to get approval for a $4,000 course. If you work for a small to medium sized company, it does not hurt to approach the training provider and ask for a discount. To justify the costs, offer to share what you learn with peers when you return from the training. This approach will offer a double benefit - more people learn and your learning will be heightened by coaching others (Covey's each-teach philosophy).

I choke at some of the prices being charged, too. I also stay FAR AWAY from most "training mill" courses for $99 or $199 unless I know and respect the provider.

Want to get a bigger bang for your training buck? Here is my advice. Contact authors or your favorite books and invite them to come speak at your company. Most authors love to do this and plan such activities as part of their book promotion. If you can be flexible, you might be able to save on travel costs by booking them when they are in your area. Have a meager budget? Try online sessions with the author using Webex, Net Meeting, or similar.

You may not be able to book the rock stars of business books like Covey or Peters, but you will find most other authors happy to chat with you about the possibilities (present company included).

Regardless of your approach to training, the important thing is to keep engaging and learning!

Your Management Questions #6

Every Friday, I‘ll answer two or three management questions submitted through the “Ask Lisa” link found on my blog and on my website. This week I will address two questions offered this week. If you would like to submit a management question for future Friday posts, click here.

QUESTION: I understand that coaching can be very powerful, but will I ever be able to get through to someone who is not seeking coaching and does not see the need to change? How much effort should I put into this? I want to help my manager succeed, but he seems resistant to my suggestions.

ANSWER: The bottom line is that it is frustrating and largely a waste of time to try to coach someone who does not want to be coached. For a great article on this topic, read this by esteemed coach Marshall Goldsmith.

Having said this, I think it would be interesting to try and understand why he is not being coachable. What's getting in his way? Here is a recent post that might help you determine why he is being uncoachable.

Perhaps an open conversation is in order here. Let him know that you would like to help him be more effective in meeting his goals and that you get the impression that he is not really interested in coaching. Invite him or her to read the coachability post.

Remember, too, that coaching most effective when driven by the person receiving the coaching - not the coach. Ask yourself if your goal is to coach him or if you are looking for a particular change (coaching is focused on helping him meet HIS goals). If the later, then maybe performance counseling is really what you are doing. Either way, try to focus on desired outcomes in broad terms and resist the urge to control how he gets to the results. We are all different, and this is a good thing!

One last question: Have you had this problem with other managers? If so, you might want to examine how you approach coaching. Coaching, counseling, advice, direction, and persuasion often get muddled. We think we are doing one thing when our employee feels he or she is experiencing something entirely different.

Good luck, please write back to let me know how it goes.

QUESTION: What is your favorite business book of all time.

ANSWER: Wow - that's a tough one. There are so many great business books. I can't narrow it down to one, but here are books I would put on the top of my list (not all are traditional business books):

In no particular order..

Beyond Boredom and Anxiety: Experiencing Flow in Work and Play - Mihaly Csikszentmihalyi
Social Construction of Reality - Peter Berger, Thomas Luckmann
Seven Habits of Highly Effective People - Stephen Covey
Execution - Larry Bossidy, Ram Charan
Stewardship - Peter Block
Liberation Management and Thriving on Chaos - Tom Peters
Management: Tasks, Responsibilities, Practices - Peter Drucker
The Goal - Eliyahu Goldratt and Jeff Cox
The Fifth Discipline - Peter M. Senge
Managing Transitions: Making the Most of Change - William Bridges
Out of the Crisis - W. Edwards Deming
Paradigms: The Business of Discovering the Future - Joel Barker
Flight of the Buffalo - James Belasco and Ralph Stayer
Skilled Facilitator: Practical Wisdom for Developing Effective Groups - Roger Schwarz
Maverick: The Success Story behind the World's Most Unusual WorkPlace - Ricardo Semler
How to Win Friends & Influence People - Dale Carnegie
Masterful Coaching - Robert Hargrove
Punished by Rewards - Alfie Kohn

I have selected these because they have made the greatest difference in evoking and provoking my thinking. Fascinating books all!

Request for Your Questions

Every Friday, I tackle 2-3 management questions submitted by readers. I need more questions!

Please help me out by submitting your management question. If you want to see the variety of topics I am happy to address, check out my previous posts:

Your management questions #2
Your management questions #3
Your management questions #4
Your management questions #5

I welcome any topic appropriate for a general business audience - some of the quirkier questions have been quite fun. Thanks for your help!

Here are a few of the topics on my mind - would love your comments:

When is lower drive and initiative REAL and when is it a symptom of an environment that does not feed intrinsic motivation? How do we know the difference?

We each look and sound different when we are fully engaged. How do managers know when their employees are working at their personal peak?

With tech jobs flying overseas, what will be the hottest jobs in America over the next 5 years?

What's the management book that has yet to be written?

Your Management Questions #5

Every Friday, I‘ll answer two or three management questions submitted through the “Ask Lisa” link found on my blog and on my website. This week I have honed in on one juicy question submitted by Barbara Jane. If you would like to submit a management question for future Friday posts, click here.

QUESTION: In your September 07 comments you ponder how outsourcing will change managment. My comment and question: Management begins at home where we have outsourced setting the family table to fast food joints. Result,we eat from a piece paper--lose a valuable forum for family unity--and fatten our offsprings. Lisa, can Corporate America benefit from this screw-up?

ANSWER: BJ (Can I call you that?) this is a fascinating question, thanks so much.

Can Corporate America benefit from this screw up? Hmm... Well, maybe, but I think they/we would first have to recognize the screw up. I assume by benefit, you mean learn from, yes?

I think there are some similarities between outsourcing that works at home and outsourcing that works for business. If we think about the average modern family, many things are outsourced including home maintenence, food production (not just fast food, but farming) and preparation, child education and in some cases rearing, auto repair, health care, pest control, entertainment, and so on. All of these things used to be handled at home. I would contend that some outsroucing strengthens the lives and relationships of the family while other types of outsourcing weakens the family.

Family outsourcing that is not detrimental to family relationships and health(because it frees up time to be together or improves lives):
Most home maintenance - electricians, painters, etc.
Food production, as in farming and processing
Auto repair
Most health care for illness

Family outsourcing that can be harmful to the family's health and relationships:
Most food preparation and consumption (when time spent together is eliminated)
Some child rearing (when time to bond and build relationships is eliminated)
Some entertainment (when time spent having fun together is eliminated)

Do you see what I am getting at? I think that when considering outsourcing, we need to be very careful not to eliminated the opportunities we have to build and maintain relationships and ensure the health of our family/customer base.

Oddly enough, many companies are outsourcing their customer service functions, which in many industries is what differentiates competitiors. Going back to my personal experience with Dell, I had a positive perception of Dell until I had a very bad experience with their outsourced customer and technical service functions. I was not a first time customer, this was the 3rd Dell I was purchasing and I ended up sending it back. Having said this, I am sure there are very good overseas vendors that would have handled my problems well, but this is a risk that Dell is taking with something very precious - their reputation with their most loyal customers.

And it is not just Dell, all companies are or will struggle with the outsourcing decision. Stockholders are demanding efficiency and cost savings, and this cannot be ignored.

BJ, it is a shame that many families outsource dinners together - I agree that this a concern. But I'm all for having someone paint and clean my house, grow and raise my food, hold and invest my money, and dispose of my waste water! The equivilent of these also seem prime targets for corporate outsourcing.

Have nice weekend everyone.