I Love Gray

I Love Gray

Introduction

This book is the result of a commitment that I made to the many people who reported to me. I would often, during our town hall meetings, tell them that I was going to write a book called I Love Gray. Usually they would look at me quizzically and ask “What?” I would invariably respond that people are comfortable with things that are black and white- clearly defined and no doubt. I felt, and still believe, that too much comfort breeds a laissez faire attitude resulting in a company’s demise. Why? Change is the only constant in today’s business world. People, who are comfortable in the black and white, don’t see the change coming- or who aren’t living in the GRAY, will go the way of the buggy whip. I, therefore, love gray because venturing into it enables me to become more comfortable that the future will, in fact, be more secure.

Today, more information is available then ever before. According to some recent surveys, productivity has actually decreased due to the enormous amount of information available. I have turned around 4 different organizations of various sizes by subscribing to the belief that changing an organization secures its future and am compelled to share some views with you. Because of the myriad of information available, I have kept this book short to hopefully help simplify how you can sort through this information overload. I have been exposed to many organizational styles and even more managerial styles. This short book is an attempt to share, and hopefully distill what I have learned from others. As is the case with other information, there is an increasing number of “how to” managerial books.  Some of the books are good and some are not. This book, while I am attempting to make it good, is directed at people on the way up the ladder. You get to the top by making mistakes, by observing others, by improving your business, and by having the proper mentors. This book is hopefully going to help you make less (visible) mistakes by providing real life examples for middle managers and is written with excerpts from 20 years of practical experience. If you find a section that is of little value to you, move on to the next chapter. I do recommend that you read chapters 1, 3, 6 and 9. Contained therein are the elements to ensure balanced performance.

My credentials: I enjoy turning around organizations needing improvement. Obviously, the more improvement needed, the easier the task. I have turned around four different organizations (Tripling revenue in a flat market and concurrently increasing margins tenfold, increasing customer satisfaction – the totally satisfied - three fold, improving employee morale and lessening turnover while getting the promotions and recognition as accomplishments became recurring).

Keeping it simple, focusing on profitable growth, customer satisfaction, employee development, and process improvement, help you achieve your objective. As simple as that sounds, what I find most astounding is how many people don’t take the time to establish achievable goals, and they get overwhelmed by the process. God did not make the world in one day, He took a whole week. Most of us are less powerful and need to recognize that. On the other hand, if you are in a gym and vigorously spin your wheels for a long time, you produce a lot of sweat but don’t usually end up in a different room. Analogies aside (for the moment), you need continuous, measurable improvement, which over time will help you attain your longer term objective. All this entails change, since the world is not standing still.

Being able to understand where you and your organization stand, and recognizing that you can make a difference, is a very powerful aphrodisiac. It makes you want to get up for work, even after a bad day, or even a bad week. And since you are spending more time at work, why not enjoy it? As many previous authors on Business Management have stated, if you are uncomfortable with your current environment, then change something. The benefits that you derive are not only self improvement, but a legacy that carries forward after you have moved on. That legacy resides in the management team that has benefited from your coaching and experience. Even after moving on, I still have former reports call periodically for advice. Just as satisfying, I see them utilizing what they have learned and carrying it to an even greater level. In reading this book, hopefully you too will find a nugget or two that will help you in this changing world. I know, because the ideas contained herein, have helped me not only turn around troubled organizations, but also befriended me with people who still call me occasionally for support, a question, or just to maintain contact. And those personal relationships are most rewarding.