by Tom Hinton
There’s been a lot of huffing, puffing and whimpering lately about the Transportation Security Administration's (TSA) tough new airline boarding security checks. Some people are threatening to stage protests in the TSA screening lines and disrupt Thanksgiving and Christmas holiday travel for the rest of us. This would be a serious mistake. It would also be an act of pure stupidity, selfishness and change nothing.
As a frequent traveler, I don’t like having to unpack my liquids, take off my belt and shoes and walk barefoot through metal detectors or a band scan machine. But, let’s get real, folks. We live in an era where very bad people hate you and want to do bad things to Americans. I certainly don’t want to be on an airplane where the passengers were not screened because someone felt their personal privacy was being invaded or their constitutional rights trampled by a government employee. Are you kidding me?
While I don’t like to operate from a fear-based mindset, I know the terrorist threat is real and we cannot afford to allow the bad guys to slip through our national security net because a small group of well-intentioned citizens don’t like going through the airport screening device or getting body pat downs. That’s too bad. They’ll need to adjust to the times we live in.
Let’s look at the facts. First, a relatively small number of the 34 million people who have flown since the new procedures went into effect have been subject to body pat downs that have come under withering criticism in recent days. While the process is somewhat invasive, it’s necessary as terrorists come up with innovative ways to blow up airplanes and disrupt our way of living. So, until we can find innovative ways (to screen passengers) that are less invasive and time-consuming, I suggest we get in the queue and make the best of an unpleasant -- albeit brief -- experience. Smile, follow the instructions and just deal with it.
Can you imagine the consequences of not screening passengers? As we already know, it only takes one madman to disrupt a flight or bring down an airplane. It would be irresponsible and selfish for anyone to organize delaying actions or contest body scans once they are in line at the airport. It will only result in delaying thousands of travelers who want to go home and see their loved ones for the holidays. The TSA is not going to compromise on airport security procedures nor should they.
So, here’s my advice. You don’t need to like the current screening procedures or the time-consuming process. But, you need to think through your choices and consequences. Your choices are simple. If you disapprove of the current TSA screening procedures at the airports, you don’t have to fly. You can drive, take a bus, train or stay home. You can also picket outside the airport with a big sign that is sure to attract the media.
But don’t come to the airport with your bags packed and airline boarding pass ticket in hand with the intention of disrupting my boarding process and, possibly, causing me to miss my flight and lose precious time with my family this holiday season. I will not take kindly to your selfish and stupid act. Neither will those three huge rugby players behind me. They might just want to see if you can fly through a body scanner – head first!
Finally, be kind to the TSA employees. Thank them for doing a thankless job this Thanksgiving. They deal with enough idiots as it is. I’m sure they’d rather be home with their families than padding down your sweaty armpits and over-sized buttocks!
About the Author: Thomas Hinton is a popular business author and professional speaker. Email: tom@tomhinton.com
Monday, November 22, 2010
Monday, October 18, 2010
Discovering Your Life Purpose Before It’s Too Late
Several few months ago, I had an intriguing conversation with a good friend named Roger who confided he was tired of the rat race. He had worked for the same energy company for 24 years and decided his work was no longer fulfilling. He told me he was going to make some major changes in his life.
What struck me was Roger is a methodical planner and analytical thinker. He does not make irrational or snap decisions. He’s 56 years old, a former Army officer, unmarried and has an advanced degree in engineering. Given Roger’s management position with his company, I’m sure he earned $250,000 per year or more. I could tell something profound was stirring inside my friend.
Then, last week, Roger sent me another email announcing he had quit his job, sold his spacious home near Houston and moved to northern Colorado where works as a project manager for a non-profit organization that helps disabled veterans get their lives back on track. Despite the low-paying job, cold weather and one bedroom apartment, Roger couldn’t be happier.
In my email response to Roger, I had to ask, “What made you do it? Why did you toss everything aside and change direction in your life?” His answer was profound.
Roger told me he had attended a company-sponsored workshop on how to re-discover one’s passion for life and work. Roger attended the program as a way to get re-energized and motivated since his company was considering him for a major promotion since it was expanding its business. For several months prior to the workshop, Roger was bored at work and felt he was slipping into a velvet rut of contentment without any sense of personal satisfaction or growth.
But, during the workshop, the facilitator asked attendees to think about their legacy and how they would like to be remembered. “It was a haunting question,” Roger told me, “because I never really gave it much thought. I realized I was 55 years old and could spend the rest of my life leading a project team and having a nice retirement and a gold watch to show for it. Somehow, that just wasn’t enough. I knew if I had any doubts about how I would spend the next ten years, now was the time to make some changes. And, that’s what I did!”
Roger’s decision to quit his job and seek a new direction is not uncommon. In fact, every month -- at seminars and workshops I conduct on Finding Your Passion in the Workplace -- I am meeting dozens of people who tell me they are unfulfilled. They either hate their jobs or don’t think their lives have much significance. That’s not to suggest they’re unhappy or miserable. But, they are unfulfilled. They want something more out of life and they just need a good reason or hard shove to get off the dime and make the same changes that Roger made in his life.
Andrea DeBell, an author who writes on happiness and bliss in life, uses a beautiful analogy about footprints in the sand. She writes, “We all leave footprints in the sand; the question is, will we be a big heal, or a great soul?” It’s a powerful question because it captures the essence of our life purpose. And, sooner or later, it’s a question we must all answer. Even by ignoring the question, we answer it.
In my new book, 10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, I challenge readers to consider their legacy and how they want to be remembered? Frankly, it’s not that long a time when you consider that 10,000 days equals 27 years and 145 days. The average person only lives about 30,000 days or 82 years. So, the clock is ticking for all of us!
The Course of 10,000 Days suggests that our lives are divided into three segments -- our Discovery Years, our Fulfillment Years and our Legacy Years. Each portion lasts ten thousand days. As we transition from our Fulfillment Years into our Legacy Years -- our final 10,000 days -- we begin to ask ourselves those haunting questions about our life purpose and how will we be remembered? It’s a natural part of life. But, it can cause major problems if you don’t have good answers. This is what my friend, Roger, experienced. He didn’t have any satisfactory answers so he decided to revisit his goals and dreams. That’s what triggered his major changes. Now, according to his own definition of success, his life has meaning and purpose. He has found his bliss.
While this period of self-reflection and introspection can occur as early as your mid 40s, typically it hits us as we enter our 50s. Some of us might think we are experiencing a mid-life crisis when, in fact, it’s simply our Inner Spirit challenging us to do something meaningful and memorable with our life. But, because our ego controls most of our emotional responses, our Inner Spirit (that third dimension of our Being that guides us through life towards our higher purpose) does its job by repeatedly posing those haunting questions and demanding truthful answers.
And so, like Roger, we begin to think about our footprint on the sands of life. Are we leaving a profound imprint that will not be washed away by the sands of time, or will our footprint disappear quickly because our life lacks meaning and purpose?
By examining your life through the questions and exercises of The Course of 10,000 Days you can leave a lasting imprint on the people you love and the planet where you live. But, it requires you to take that all-important first step and answer the question: How do I live a life worth remembering?
About the Author: Tom Hinton is one of America’s most respected authors and speakers on Personal Development, Professional Growth and Human Potential. He is the author of four books including:10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, which will be published in 2011. For information, email him at: tom@tomhinton.com
Several few months ago, I had an intriguing conversation with a good friend named Roger who confided he was tired of the rat race. He had worked for the same energy company for 24 years and decided his work was no longer fulfilling. He told me he was going to make some major changes in his life.
What struck me was Roger is a methodical planner and analytical thinker. He does not make irrational or snap decisions. He’s 56 years old, a former Army officer, unmarried and has an advanced degree in engineering. Given Roger’s management position with his company, I’m sure he earned $250,000 per year or more. I could tell something profound was stirring inside my friend.
Then, last week, Roger sent me another email announcing he had quit his job, sold his spacious home near Houston and moved to northern Colorado where works as a project manager for a non-profit organization that helps disabled veterans get their lives back on track. Despite the low-paying job, cold weather and one bedroom apartment, Roger couldn’t be happier.
In my email response to Roger, I had to ask, “What made you do it? Why did you toss everything aside and change direction in your life?” His answer was profound.
Roger told me he had attended a company-sponsored workshop on how to re-discover one’s passion for life and work. Roger attended the program as a way to get re-energized and motivated since his company was considering him for a major promotion since it was expanding its business. For several months prior to the workshop, Roger was bored at work and felt he was slipping into a velvet rut of contentment without any sense of personal satisfaction or growth.
But, during the workshop, the facilitator asked attendees to think about their legacy and how they would like to be remembered. “It was a haunting question,” Roger told me, “because I never really gave it much thought. I realized I was 55 years old and could spend the rest of my life leading a project team and having a nice retirement and a gold watch to show for it. Somehow, that just wasn’t enough. I knew if I had any doubts about how I would spend the next ten years, now was the time to make some changes. And, that’s what I did!”
Roger’s decision to quit his job and seek a new direction is not uncommon. In fact, every month -- at seminars and workshops I conduct on Finding Your Passion in the Workplace -- I am meeting dozens of people who tell me they are unfulfilled. They either hate their jobs or don’t think their lives have much significance. That’s not to suggest they’re unhappy or miserable. But, they are unfulfilled. They want something more out of life and they just need a good reason or hard shove to get off the dime and make the same changes that Roger made in his life.
Andrea DeBell, an author who writes on happiness and bliss in life, uses a beautiful analogy about footprints in the sand. She writes, “We all leave footprints in the sand; the question is, will we be a big heal, or a great soul?” It’s a powerful question because it captures the essence of our life purpose. And, sooner or later, it’s a question we must all answer. Even by ignoring the question, we answer it.
In my new book, 10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, I challenge readers to consider their legacy and how they want to be remembered? Frankly, it’s not that long a time when you consider that 10,000 days equals 27 years and 145 days. The average person only lives about 30,000 days or 82 years. So, the clock is ticking for all of us!
The Course of 10,000 Days suggests that our lives are divided into three segments -- our Discovery Years, our Fulfillment Years and our Legacy Years. Each portion lasts ten thousand days. As we transition from our Fulfillment Years into our Legacy Years -- our final 10,000 days -- we begin to ask ourselves those haunting questions about our life purpose and how will we be remembered? It’s a natural part of life. But, it can cause major problems if you don’t have good answers. This is what my friend, Roger, experienced. He didn’t have any satisfactory answers so he decided to revisit his goals and dreams. That’s what triggered his major changes. Now, according to his own definition of success, his life has meaning and purpose. He has found his bliss.
While this period of self-reflection and introspection can occur as early as your mid 40s, typically it hits us as we enter our 50s. Some of us might think we are experiencing a mid-life crisis when, in fact, it’s simply our Inner Spirit challenging us to do something meaningful and memorable with our life. But, because our ego controls most of our emotional responses, our Inner Spirit (that third dimension of our Being that guides us through life towards our higher purpose) does its job by repeatedly posing those haunting questions and demanding truthful answers.
And so, like Roger, we begin to think about our footprint on the sands of life. Are we leaving a profound imprint that will not be washed away by the sands of time, or will our footprint disappear quickly because our life lacks meaning and purpose?
By examining your life through the questions and exercises of The Course of 10,000 Days you can leave a lasting imprint on the people you love and the planet where you live. But, it requires you to take that all-important first step and answer the question: How do I live a life worth remembering?
About the Author: Tom Hinton is one of America’s most respected authors and speakers on Personal Development, Professional Growth and Human Potential. He is the author of four books including:10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, which will be published in 2011. For information, email him at: tom@tomhinton.com
Wednesday, April 28, 2010
Americans Can Re-learn the Art of Customer Service from Asia
by Tom Hinton
It’s no surprise that customer service has been on the decline for the past ten years in America. Company executives are quick to blame the economic downturn for the decline in service. But, frankly, that’s just a weak excuse for companies that are not willing to spend the money to train their employees in the art of customer service. But, there’s a deeper problem that is causing the decline in customer service among American companies. And, it’s a two-headed monster!
The first head on this menacing monster is a mindset among the bean counters within corporate America who fail to see the correlation between superior customer service and profit. For these mindless bureaucrats, who fatten the top line of most businesses and contribute little to the bottom line, customer service is a cost-center. From their narrow vantage point, teaching employees how to smile, be polite and answer customer questions doesn’t translate into more revenue. This mindset is problematic, but it can be cured by enlightened leaders who understand that customer service is a philosophy not a department!
Unfortunately, the second head on the monster is more challenging because it is rooted in our changing national culture which has drifted away from customer service because of greed, technology and the unwillingness of consumers to fight back for better service and fair treatment. How do we go about restoring customer service as a way of life in America?
Perhaps, the answer can be found across the Pacific Ocean. On a recent trip to Hong Kong, Macau and Tokyo I found customer service is alive and well. Certainly, these destinations have been hit with tough economic times; and yet, their commitment to superior customer service is unwavering. Why is that?
I think the answer is cultural. There is something inherent among Asian cultures that teaches people to be of service, to be kind and help each other. There is also a deep regard among Asians for respect and common courtesy. I remember an advertising campaign by Toyota in the early 1990s that emphasized uncommon courtesy. It was brilliant because it captured the essence of a traditional Japanese custom -- courtesy -- and Toyota’s commitment to superior customer service based on respect for people.
That sentiment is alive and well in Asia. At every stop, the overwhelming majority of people -- from hotel clerks and waiters to taxi drivers and flight attendants -- practiced the art of superior customer service. For them, it is a way of life to be of service. For Americans, it’s part of our job. Regrettably, too many Americans fail to practice the basic tenets of superior customer service (courtesy, respect, quality and going above-and-beyond the call of duty for our customers) in their everyday life. For most Americans, practicing superior customer service takes too much time and effort. We’d rather be ill-mannered and arrogant. We’d rather blame the customer for their stupidity than bow respectfully -- as do the Asians -- and humbly apologize in order to retain the customer’s loyalty. And, let me add, Asians do this regardless of how wrong the customer is. Why?
Well, I think the Asians understand the concept of “winning a customer for life!” Contrarily, in the United States, if the customer is wrong or acts like a jerk, we would rather tell him/her to go jump in a lake!
So, if you’d like to rediscover the beautiful art of customer service, I encourage you to visit to Hong Kong, Macau or Tokyo. In addition to their spectacular beauty and wonderful sites, you will find customer service is alive and well -- and, by the way, so is business!
About the Author:
Tom Hinton is a professional speaker and business author who works with clients to help them create a culture of excellence. Tom can be reached at: tom@tomhinton.com
It’s no surprise that customer service has been on the decline for the past ten years in America. Company executives are quick to blame the economic downturn for the decline in service. But, frankly, that’s just a weak excuse for companies that are not willing to spend the money to train their employees in the art of customer service. But, there’s a deeper problem that is causing the decline in customer service among American companies. And, it’s a two-headed monster!
The first head on this menacing monster is a mindset among the bean counters within corporate America who fail to see the correlation between superior customer service and profit. For these mindless bureaucrats, who fatten the top line of most businesses and contribute little to the bottom line, customer service is a cost-center. From their narrow vantage point, teaching employees how to smile, be polite and answer customer questions doesn’t translate into more revenue. This mindset is problematic, but it can be cured by enlightened leaders who understand that customer service is a philosophy not a department!
Unfortunately, the second head on the monster is more challenging because it is rooted in our changing national culture which has drifted away from customer service because of greed, technology and the unwillingness of consumers to fight back for better service and fair treatment. How do we go about restoring customer service as a way of life in America?
Perhaps, the answer can be found across the Pacific Ocean. On a recent trip to Hong Kong, Macau and Tokyo I found customer service is alive and well. Certainly, these destinations have been hit with tough economic times; and yet, their commitment to superior customer service is unwavering. Why is that?
I think the answer is cultural. There is something inherent among Asian cultures that teaches people to be of service, to be kind and help each other. There is also a deep regard among Asians for respect and common courtesy. I remember an advertising campaign by Toyota in the early 1990s that emphasized uncommon courtesy. It was brilliant because it captured the essence of a traditional Japanese custom -- courtesy -- and Toyota’s commitment to superior customer service based on respect for people.
That sentiment is alive and well in Asia. At every stop, the overwhelming majority of people -- from hotel clerks and waiters to taxi drivers and flight attendants -- practiced the art of superior customer service. For them, it is a way of life to be of service. For Americans, it’s part of our job. Regrettably, too many Americans fail to practice the basic tenets of superior customer service (courtesy, respect, quality and going above-and-beyond the call of duty for our customers) in their everyday life. For most Americans, practicing superior customer service takes too much time and effort. We’d rather be ill-mannered and arrogant. We’d rather blame the customer for their stupidity than bow respectfully -- as do the Asians -- and humbly apologize in order to retain the customer’s loyalty. And, let me add, Asians do this regardless of how wrong the customer is. Why?
Well, I think the Asians understand the concept of “winning a customer for life!” Contrarily, in the United States, if the customer is wrong or acts like a jerk, we would rather tell him/her to go jump in a lake!
So, if you’d like to rediscover the beautiful art of customer service, I encourage you to visit to Hong Kong, Macau or Tokyo. In addition to their spectacular beauty and wonderful sites, you will find customer service is alive and well -- and, by the way, so is business!
About the Author:
Tom Hinton is a professional speaker and business author who works with clients to help them create a culture of excellence. Tom can be reached at: tom@tomhinton.com
Friday, March 26, 2010
A Great Week for America's Consumers
by Tom Hinton
America's Expert on Business Excellence
Three important events took place this week which will reshape the lives of millions of Americans and, perhaps, give hope to a billion Chinese.
Healthcare Reform. It’s been nearly a week since President Obama signed the historic Healthcare Reform legislation and the sky has yet to collapse on us. From all the hysteria and political rhetoric hurled by opponents to this mega-legislation, I was concerned the world would end as the president signed the new law. It didn't.
The healthcare debate is a keen example of what happens when politicians place the needs of special interests ahead of their constituents. They lose focus of their obligation to represent Americans and make absurd claims that have no basis. In the process, they lose credibility. This is what happened last week to the entire Republican congressional delegation when not one Republican in the House or Senate supported the passage of this monumental healthcare reform legislation. Of course, as consumers began to realize the benefits of the healthcare legislation, some Republicans will blatantly lie and claim they supported it. But, the average consumer knows better. Consumers will remember those elected representatives who had the courage to vote "yes" and, hopefully, reward the party of “Can Do” on Election Day.
Now, millions of Americans, who have been victimized by the unscrupulous and greed-driven health insurance industry, will have the opportunity to obtain affordable healthcare insurance and not go bankrupt if they become seriously ill.
While the new legislation is far from perfect, it’s a good start. Consumers have finally been heard after more than 60 years of repressive practices by the self-serving healthcare insurance industry. As the new legislation takes shape, the abuse of middle-class Americans by medical piranhas and health insurance companies will gradually end. This is good news for all Americans -- even those who vigorously opposed the healthcare reform bill. For, they shall also reap its benefits.
College Funding: Another positive benefit of the healthcare legislation is the financial-aid portion of the bill that shifts student loans from private lenders such as Sallie Mae and banks to the federal government. This will save $61 billion over the next 10 years, according to the Congressional Budget Office, and make more money available to struggling middle-class families who are trying to find ways to pay for college. Also, the bill will eliminate outsourcing of loan-servicing jobs to foreign countries by requiring all student-aid workers to be in the United States. Once again, Democrats in Congress are entitled to all the credit for helping middle-class Americans deal with the mounting cost of college. Not one Republican supported this legislation to help middle-class families afford college. What in the world were they thinking? Are the Republicans that far out of touch with middle-class Americans? I guess so.
Google Stands-up to China. Integrity matters. Finally, there’s an American company that has told the Chinese communist government where to go! Thank you, Google for putting ethics, integrity and freedom of speech ahead of profits by sending a strong message to the Chinese communist bullies that you aren’t going to play by their repressive rules. Now that Google has cracked the Great Firewall of China, it’s time for other companies to support the Google Revolution by telling the Chinese government they cannot censor ideas, rewrite historical events like Tienanmen Square, control births or suppress free speech.
Let’s not forget how quickly the Berlin Wall came down after President Reagan rallied world opposition during his speech in Berlin and challenged Russia to "tear down this wall." American companies and their global partners should rally round Google and send a united message to the Chinese extremists that free-thinking people are not going to play their crooked game. Imagine the potential market under a reformed China! Imagine how much business can be had if the handcuffs of freedom are removed from the Chinese people. They, too, deserve a chance to enjoy the basic freedoms of speech, thought, dissent and democracy.
While Google has taken the first step in this economic war against the Chinese oppressors, American consumers can support this effort by boycotting Chinese goods for 30 days. If just half of America’s consumers refused to buy anything made in China (which is a lot of stuff) for 30 days, it would send a strong message to the Chinese government’s repressive leaders and fuel the fires of freedom for a billion people. This means companies like Wal-Mart would have to put ethics and human rights ahead of profits. Unfortunately, I'm not holding my breath because greed runs deep in corporate America.
Mortgage Relief is Coming. Finally, the third significant issue is meaningful mortgage relief. The Obama Administration has realized that its well-intentioned mortgage relief program introduced last year was worthless. Banks and other lenders got richer while under-water homeowners slipped further into debt because the mortgage bailout was a sham. Now, new rules designed to provide meaningful relief to homeowners and prevent foreclosures are being introduced and these new guidelines will force banks to forgive some debt and reassess the current market value of homes so that mortgage payments can be lowered.
This makes sense for everyone. While some mortgage holders and lenders will experience a loss on certain properties, neighborhoods will be preserved and families can stay in their homes. As the economy recovers, more people will find jobs and, in turn, be able to start making a reasonable mortgage payment.
All in all it was a great week for American consumers!
About the Author.
Tom Hinton is a professional speaker and business author. He is recognized as America's Expert on Business Excellence. He can be reached at: tom@tomhinton.com
America's Expert on Business Excellence
Three important events took place this week which will reshape the lives of millions of Americans and, perhaps, give hope to a billion Chinese.
Healthcare Reform. It’s been nearly a week since President Obama signed the historic Healthcare Reform legislation and the sky has yet to collapse on us. From all the hysteria and political rhetoric hurled by opponents to this mega-legislation, I was concerned the world would end as the president signed the new law. It didn't.
The healthcare debate is a keen example of what happens when politicians place the needs of special interests ahead of their constituents. They lose focus of their obligation to represent Americans and make absurd claims that have no basis. In the process, they lose credibility. This is what happened last week to the entire Republican congressional delegation when not one Republican in the House or Senate supported the passage of this monumental healthcare reform legislation. Of course, as consumers began to realize the benefits of the healthcare legislation, some Republicans will blatantly lie and claim they supported it. But, the average consumer knows better. Consumers will remember those elected representatives who had the courage to vote "yes" and, hopefully, reward the party of “Can Do” on Election Day.
Now, millions of Americans, who have been victimized by the unscrupulous and greed-driven health insurance industry, will have the opportunity to obtain affordable healthcare insurance and not go bankrupt if they become seriously ill.
While the new legislation is far from perfect, it’s a good start. Consumers have finally been heard after more than 60 years of repressive practices by the self-serving healthcare insurance industry. As the new legislation takes shape, the abuse of middle-class Americans by medical piranhas and health insurance companies will gradually end. This is good news for all Americans -- even those who vigorously opposed the healthcare reform bill. For, they shall also reap its benefits.
College Funding: Another positive benefit of the healthcare legislation is the financial-aid portion of the bill that shifts student loans from private lenders such as Sallie Mae and banks to the federal government. This will save $61 billion over the next 10 years, according to the Congressional Budget Office, and make more money available to struggling middle-class families who are trying to find ways to pay for college. Also, the bill will eliminate outsourcing of loan-servicing jobs to foreign countries by requiring all student-aid workers to be in the United States. Once again, Democrats in Congress are entitled to all the credit for helping middle-class Americans deal with the mounting cost of college. Not one Republican supported this legislation to help middle-class families afford college. What in the world were they thinking? Are the Republicans that far out of touch with middle-class Americans? I guess so.
Google Stands-up to China. Integrity matters. Finally, there’s an American company that has told the Chinese communist government where to go! Thank you, Google for putting ethics, integrity and freedom of speech ahead of profits by sending a strong message to the Chinese communist bullies that you aren’t going to play by their repressive rules. Now that Google has cracked the Great Firewall of China, it’s time for other companies to support the Google Revolution by telling the Chinese government they cannot censor ideas, rewrite historical events like Tienanmen Square, control births or suppress free speech.
Let’s not forget how quickly the Berlin Wall came down after President Reagan rallied world opposition during his speech in Berlin and challenged Russia to "tear down this wall." American companies and their global partners should rally round Google and send a united message to the Chinese extremists that free-thinking people are not going to play their crooked game. Imagine the potential market under a reformed China! Imagine how much business can be had if the handcuffs of freedom are removed from the Chinese people. They, too, deserve a chance to enjoy the basic freedoms of speech, thought, dissent and democracy.
While Google has taken the first step in this economic war against the Chinese oppressors, American consumers can support this effort by boycotting Chinese goods for 30 days. If just half of America’s consumers refused to buy anything made in China (which is a lot of stuff) for 30 days, it would send a strong message to the Chinese government’s repressive leaders and fuel the fires of freedom for a billion people. This means companies like Wal-Mart would have to put ethics and human rights ahead of profits. Unfortunately, I'm not holding my breath because greed runs deep in corporate America.
Mortgage Relief is Coming. Finally, the third significant issue is meaningful mortgage relief. The Obama Administration has realized that its well-intentioned mortgage relief program introduced last year was worthless. Banks and other lenders got richer while under-water homeowners slipped further into debt because the mortgage bailout was a sham. Now, new rules designed to provide meaningful relief to homeowners and prevent foreclosures are being introduced and these new guidelines will force banks to forgive some debt and reassess the current market value of homes so that mortgage payments can be lowered.
This makes sense for everyone. While some mortgage holders and lenders will experience a loss on certain properties, neighborhoods will be preserved and families can stay in their homes. As the economy recovers, more people will find jobs and, in turn, be able to start making a reasonable mortgage payment.
All in all it was a great week for American consumers!
About the Author.
Tom Hinton is a professional speaker and business author. He is recognized as America's Expert on Business Excellence. He can be reached at: tom@tomhinton.com
Friday, March 5, 2010
Why Can't Toyota Come Clean with Consumers?
Over the past few weeks, Toyota has been chastised harshly for mishandling its recall of 8 million vehicles and misrepresenting the facts to consumers and federal regulators. And, rightfully so.
At the same time, Toyota’s powerful public relations machine has been pumping out commercials and newspaper ads showing how dedicated its employees are and the positive financial impact Toyota has on U.S. communities where its manufacturing plants are located.
What’s happening here is a strategic ploy by Toyota to shift public opinion by touting its commitment to consumers and the company's good citizenship while distancing itself from the lawsuits and congressional hearings that are dominating the news. Frankly, this is a disturbing attempt by Toyota to dodge the central questions -- why are your vehicles malfunctioning and how long have you known about it?
Toyota's public relations strategy could have serious negative consequences if the auto company does not get to the root cause of its recall problems and come clean with consumers. To date, it appears the quick fix approach Toyota is using with regard to sudden, unintended acceleration and steering malfunctions isn’t working. More than 60 Toyota owners have filed complaints with federal officials in the past month stating ongoing problems with sudden acceleration despite their vehicles being “fixed” as part of the massive recall.
These post-recall complaints suggest Toyota doesn’t know what the root cause problem is, nor does Toyota have a meaningful solution to fix it. Perhaps this is why Toyota cannot come clean with American consumers? Furthermore, as the problem persist, Toyota's public relations strategy could backfire. Consumers are not stupid. They know Toyota is trying to soft-pedal the problem by showering us with touchy-feely commercials that are designed to boost consumer confidence in their flawed vehicles and restore integrity to Toyota’s tarnished image. What Toyota needs to understand is this situation could become another Enron if Toyota doesn't come clean with consumers and tell us the whole truth.
No one is suggesting Toyota has been corrupted from the top down. Rather, Toyota has a technology flaw that is causing some of its vehicles to lose control and injure or kill people. But, instead of coming forward and being candid with consumers, it appears that a handful of managers within Toyota's North American operation made serious mistakes in judgment by hiding the truth and failing to candidly discuss the problem. It is also possible that these same individuals kept evidence from federal regulators and lied to unsuspecting customers about the potential risks of driving certain vehicles. If these accusations are true, Toyota cannot tolerate such behavior. These people must be fired and, possibly, prosecuted. It runs against the grain of Toyota's values and culture of excellence.
With each passing day, more negative revelations are being uncovered about Toyota’s mis-management and how they either ignored or covered-up the truth on the sudden acceleration problems. This is a serious indictment against a once-proud company that has dropped the quality ball and placed profits and market share ahead of its customers’ safety and welfare.
Nobody wants to see Toyota fail despite its gross mishandling of the recall problem. After all, Toyota, Lexus and Scion dealerships employ more than 115,000 people. And, since 1991, Toyota has awarded more than $464 million to numerous organizations across the nation.For more than 50 years, Toyota has been a respected and honorable company in the United States.
But, unless Toyota Motor Corporation’s president, Akio Toyoda, wants American consumers to change his name to “Mud,” he’d better take action and fire those executives who allowed this problem to become the company's worst nightmare. Mr. Toyoda should also direct his team to come clean with consumers. For starters, it would help to know the whole truth and whether or not Toyota really understands what’s causing its vehicles to go out of control. Until Toyota gives us all the facts, consumers are not going to trust this once-proud brand and buy its vehicles.
About the Author. Tom Hinton is recognized as America's Expert on Business Excellence. He works with clients to help them create a culture of excellence in the workplace. Tom is also a popular business speaker and the author of four books. He can be reached at: tom@tomhinton.com
At the same time, Toyota’s powerful public relations machine has been pumping out commercials and newspaper ads showing how dedicated its employees are and the positive financial impact Toyota has on U.S. communities where its manufacturing plants are located.
What’s happening here is a strategic ploy by Toyota to shift public opinion by touting its commitment to consumers and the company's good citizenship while distancing itself from the lawsuits and congressional hearings that are dominating the news. Frankly, this is a disturbing attempt by Toyota to dodge the central questions -- why are your vehicles malfunctioning and how long have you known about it?
Toyota's public relations strategy could have serious negative consequences if the auto company does not get to the root cause of its recall problems and come clean with consumers. To date, it appears the quick fix approach Toyota is using with regard to sudden, unintended acceleration and steering malfunctions isn’t working. More than 60 Toyota owners have filed complaints with federal officials in the past month stating ongoing problems with sudden acceleration despite their vehicles being “fixed” as part of the massive recall.
These post-recall complaints suggest Toyota doesn’t know what the root cause problem is, nor does Toyota have a meaningful solution to fix it. Perhaps this is why Toyota cannot come clean with American consumers? Furthermore, as the problem persist, Toyota's public relations strategy could backfire. Consumers are not stupid. They know Toyota is trying to soft-pedal the problem by showering us with touchy-feely commercials that are designed to boost consumer confidence in their flawed vehicles and restore integrity to Toyota’s tarnished image. What Toyota needs to understand is this situation could become another Enron if Toyota doesn't come clean with consumers and tell us the whole truth.
No one is suggesting Toyota has been corrupted from the top down. Rather, Toyota has a technology flaw that is causing some of its vehicles to lose control and injure or kill people. But, instead of coming forward and being candid with consumers, it appears that a handful of managers within Toyota's North American operation made serious mistakes in judgment by hiding the truth and failing to candidly discuss the problem. It is also possible that these same individuals kept evidence from federal regulators and lied to unsuspecting customers about the potential risks of driving certain vehicles. If these accusations are true, Toyota cannot tolerate such behavior. These people must be fired and, possibly, prosecuted. It runs against the grain of Toyota's values and culture of excellence.
With each passing day, more negative revelations are being uncovered about Toyota’s mis-management and how they either ignored or covered-up the truth on the sudden acceleration problems. This is a serious indictment against a once-proud company that has dropped the quality ball and placed profits and market share ahead of its customers’ safety and welfare.
Nobody wants to see Toyota fail despite its gross mishandling of the recall problem. After all, Toyota, Lexus and Scion dealerships employ more than 115,000 people. And, since 1991, Toyota has awarded more than $464 million to numerous organizations across the nation.For more than 50 years, Toyota has been a respected and honorable company in the United States.
But, unless Toyota Motor Corporation’s president, Akio Toyoda, wants American consumers to change his name to “Mud,” he’d better take action and fire those executives who allowed this problem to become the company's worst nightmare. Mr. Toyoda should also direct his team to come clean with consumers. For starters, it would help to know the whole truth and whether or not Toyota really understands what’s causing its vehicles to go out of control. Until Toyota gives us all the facts, consumers are not going to trust this once-proud brand and buy its vehicles.
About the Author. Tom Hinton is recognized as America's Expert on Business Excellence. He works with clients to help them create a culture of excellence in the workplace. Tom is also a popular business speaker and the author of four books. He can be reached at: tom@tomhinton.com
Monday, February 15, 2010
Encouraging Spiritual Development in the Workplace
by Tom Hinton
There’s a positive movement taking hold in the workplace. Companies are discovering a new way to motivate, energize and relate to employees by helping them discover and develop their spiritual essence. I refer to this movement as Employee Spiritual Development or ESD.
Not too many years ago, such a movement would have been dismissed as radical or controversial; but, not in today’s self-actualizing work environment. Companies are anxious to find innovative ways to keep good employees and stimulate their creative genius. If companies like Apple, Google and Genentech can thrive in tough economic times by helping their employees develop holistically, certainly progressive programs like ESD merit serious consideration by companies that value their people.
What exactly does an Employee Spiritual Development program consist of? First, and most important, ESD should not be confused with endorsing a specific religion, faith practice or any other type of deity worship. Rather, authentic ESD programs focus exclusively on helping employees develop holistically -- that is, creating a balanced life by nurturing one’s mind, body and spirit. ESD courses range from exercise and fitness programs to Yoga and meditation classes that not only stretch one’s muscles, but also stretch the mind. Interestingly, many Asian and Indian companies have been using these techniques successfully for hundred of years. Western culture has only recently awakened to the concept of human potential and this is why more American companies are introducing ESD programs and encouraging employees to enroll.
The most successful ESD programs I am familiar with help employees discover their spiritual essence and develop their mind, body and spirit. At this level, employees are encouraged to focus on their goals, create a life plan and connect with their inner spirit -- that spiritual core within each and every person that drives us to pursue our dreams, achieve our goals and excel in life. Companies realize that if they can tap into those elements that drive employees to achieve their goals and dreams, it’s possible to unleash their creative genius and generate peak performance.
While many companies purposely define spiritualism or ESD in vague terms (so as not to offend non-practitioners), they clearly understand that an employee who is more fulfilled in his/her personal life will be more positive and productive in the workplace. Naturally, employees who are fulfilled and balanced in their personal lives are more likely to contribute favorably to their company’s bottom line.
When introducing an Employee Spiritual Development program in the workplace, I recommend management adhere to several important guidelines. Here they are:
1. An ESD program must be optional. Employees must be free to opt-in or not. It cannot be mandatory.
2. It cannot be aligned with a religion or faith-based initiative. In fact, one executive told me, “It’s best to leave religion outside the classroom altogether. That way, no one is offended or slighted.”
3. While chaplains play an important role in counseling individual employees on personal matters, I discourage the use of clergy in an ESD program. Instead, select professional facilitators, speakers or instructors who have no stated religious affiliation or bias, but understand human psychology and how to tap into human potential. The goal of an ESD program is to help employees explore their spiritual essence and develop their spiritualism. A progressive ESD program should try to link the company’s vision, values and principles to the employee’s spiritual development whenever possible.
4. The types of ESD classes or workshops a company hosts for employees should emphasize traditional values, principles and spiritual topics that most employees already subscribe to. For example, I recently led a company’s ESD workshop on how to transition from one’s Fulfillment Years (ages 30-55) to one’s Legacy Years (ages 55+). It was well attended by Baby Boomers who are getting older. By citing several longstanding values and principles, I was able to tie together the challenges of the workplace with the realities of growing older and maturing through another phase of life.
5. An ESD program should focus on helping employees create a balanced life. In this way, employees can become a positive influence in shaping the values of their company as well as strengthening the company’s commitment to the people and communities it serves. Sometimes, after completing an ESD class, employees will decide to undertake a community work project that channels their energy into positive results. This can be very powerful. Following one ESD workshop I facilitated, a group of employees spent their weekend helping an elderly couple fix-up their home. While it probably wouldn’t rate as an episode of Extreme Makeover -- Home Edition, it was every bit as satisfying!
The intriguing thing about Employee Spiritual Development programs is they really aren’t new. They’ve been around for decades under the guise of other labels including positive thinking, peak performance, transcendental meditation and other titles that have led us to this point. For decades, people have been searching for meaning and purpose in their lives. And, because a person’s job plays such a significant role in their life, it’s important for companies to recognize and accept their responsibility to develop their employees holistically.
It should come as no surprise to any organization that people want to lead meaningful lives. As employees grow older, they become more focused on living a life worth remembering. They want to contribute to a better world and make a difference. When a company can help its employees make that all-important spiritual connection, typically things change for the better in the workplace. Employee attitudes become more positive and employees will often renew their commitment to doing a better job and treating colleagues with dignity and respect. In essence, employees begin to see the workplace through a different set of glasses. Also, when employees see the fruition of their efforts, they will commit themselves to being part of an organization that improves the lives of others. This is part of the spiritual transformation an ESD program can help people make. It is also a very important transformation for most people who have reached that point in their lives where what they do -- and how they do it -- matters.
Sometimes, when I speak to audiences about the untapped power of the human spirit and how to discover one’s higher purpose, I will sense an under-current of discontent. Mostly, it stems from frustrated Baby Boomers who feel cheated by life. For many of them, the American Dream has never materialized.
One gentleman, who holds a management position in a large company, described his discontent to me this way. “I’m 55 years-old, and for all the hype and hoopla about Baby Boomers being a peace-loving, planet-saving generation, we haven’t accomplished much to make this earth a better place. In fact, we’ve been a generation at war. Ethics in government has declined and there is more greed among the wealthy than ever before. It’s almost depressing. So, that’s why I’m taking this workshop. I’m looking for some answers. I’d like to make sense of it all, if that’s even possible.”
This gentleman is not alone in his feelings about the Baby Boomer generation. Certainly, there have been many great accomplishments over the past 50 years, but there have also been many failures and setbacks. This is why so many employees are attempting to seek answers to life’s gnawing questions. They want to lead more fulfilling lives. Employee Spiritual Development programs can help people in their search for meaning and purpose. Businesses have discovered that if their employees live a more meaningful life they will be more committed to their jobs, their companies and their co-workers. They might even become more energized and creative! That alone is worth the investment. Of course, many companies have already figured this out and that is why they’re offering ESD programs.
About the Author. Tom Hinton is the author of the new book 10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, which will be released this spring. He is a popular speaker on business topics including Spiritual Development in the Workplace and Creating a Culture of Excellence in the Workplace. He can be reached at: tom@tomhinton.com
There’s a positive movement taking hold in the workplace. Companies are discovering a new way to motivate, energize and relate to employees by helping them discover and develop their spiritual essence. I refer to this movement as Employee Spiritual Development or ESD.
Not too many years ago, such a movement would have been dismissed as radical or controversial; but, not in today’s self-actualizing work environment. Companies are anxious to find innovative ways to keep good employees and stimulate their creative genius. If companies like Apple, Google and Genentech can thrive in tough economic times by helping their employees develop holistically, certainly progressive programs like ESD merit serious consideration by companies that value their people.
What exactly does an Employee Spiritual Development program consist of? First, and most important, ESD should not be confused with endorsing a specific religion, faith practice or any other type of deity worship. Rather, authentic ESD programs focus exclusively on helping employees develop holistically -- that is, creating a balanced life by nurturing one’s mind, body and spirit. ESD courses range from exercise and fitness programs to Yoga and meditation classes that not only stretch one’s muscles, but also stretch the mind. Interestingly, many Asian and Indian companies have been using these techniques successfully for hundred of years. Western culture has only recently awakened to the concept of human potential and this is why more American companies are introducing ESD programs and encouraging employees to enroll.
The most successful ESD programs I am familiar with help employees discover their spiritual essence and develop their mind, body and spirit. At this level, employees are encouraged to focus on their goals, create a life plan and connect with their inner spirit -- that spiritual core within each and every person that drives us to pursue our dreams, achieve our goals and excel in life. Companies realize that if they can tap into those elements that drive employees to achieve their goals and dreams, it’s possible to unleash their creative genius and generate peak performance.
While many companies purposely define spiritualism or ESD in vague terms (so as not to offend non-practitioners), they clearly understand that an employee who is more fulfilled in his/her personal life will be more positive and productive in the workplace. Naturally, employees who are fulfilled and balanced in their personal lives are more likely to contribute favorably to their company’s bottom line.
When introducing an Employee Spiritual Development program in the workplace, I recommend management adhere to several important guidelines. Here they are:
1. An ESD program must be optional. Employees must be free to opt-in or not. It cannot be mandatory.
2. It cannot be aligned with a religion or faith-based initiative. In fact, one executive told me, “It’s best to leave religion outside the classroom altogether. That way, no one is offended or slighted.”
3. While chaplains play an important role in counseling individual employees on personal matters, I discourage the use of clergy in an ESD program. Instead, select professional facilitators, speakers or instructors who have no stated religious affiliation or bias, but understand human psychology and how to tap into human potential. The goal of an ESD program is to help employees explore their spiritual essence and develop their spiritualism. A progressive ESD program should try to link the company’s vision, values and principles to the employee’s spiritual development whenever possible.
4. The types of ESD classes or workshops a company hosts for employees should emphasize traditional values, principles and spiritual topics that most employees already subscribe to. For example, I recently led a company’s ESD workshop on how to transition from one’s Fulfillment Years (ages 30-55) to one’s Legacy Years (ages 55+). It was well attended by Baby Boomers who are getting older. By citing several longstanding values and principles, I was able to tie together the challenges of the workplace with the realities of growing older and maturing through another phase of life.
5. An ESD program should focus on helping employees create a balanced life. In this way, employees can become a positive influence in shaping the values of their company as well as strengthening the company’s commitment to the people and communities it serves. Sometimes, after completing an ESD class, employees will decide to undertake a community work project that channels their energy into positive results. This can be very powerful. Following one ESD workshop I facilitated, a group of employees spent their weekend helping an elderly couple fix-up their home. While it probably wouldn’t rate as an episode of Extreme Makeover -- Home Edition, it was every bit as satisfying!
The intriguing thing about Employee Spiritual Development programs is they really aren’t new. They’ve been around for decades under the guise of other labels including positive thinking, peak performance, transcendental meditation and other titles that have led us to this point. For decades, people have been searching for meaning and purpose in their lives. And, because a person’s job plays such a significant role in their life, it’s important for companies to recognize and accept their responsibility to develop their employees holistically.
It should come as no surprise to any organization that people want to lead meaningful lives. As employees grow older, they become more focused on living a life worth remembering. They want to contribute to a better world and make a difference. When a company can help its employees make that all-important spiritual connection, typically things change for the better in the workplace. Employee attitudes become more positive and employees will often renew their commitment to doing a better job and treating colleagues with dignity and respect. In essence, employees begin to see the workplace through a different set of glasses. Also, when employees see the fruition of their efforts, they will commit themselves to being part of an organization that improves the lives of others. This is part of the spiritual transformation an ESD program can help people make. It is also a very important transformation for most people who have reached that point in their lives where what they do -- and how they do it -- matters.
Sometimes, when I speak to audiences about the untapped power of the human spirit and how to discover one’s higher purpose, I will sense an under-current of discontent. Mostly, it stems from frustrated Baby Boomers who feel cheated by life. For many of them, the American Dream has never materialized.
One gentleman, who holds a management position in a large company, described his discontent to me this way. “I’m 55 years-old, and for all the hype and hoopla about Baby Boomers being a peace-loving, planet-saving generation, we haven’t accomplished much to make this earth a better place. In fact, we’ve been a generation at war. Ethics in government has declined and there is more greed among the wealthy than ever before. It’s almost depressing. So, that’s why I’m taking this workshop. I’m looking for some answers. I’d like to make sense of it all, if that’s even possible.”
This gentleman is not alone in his feelings about the Baby Boomer generation. Certainly, there have been many great accomplishments over the past 50 years, but there have also been many failures and setbacks. This is why so many employees are attempting to seek answers to life’s gnawing questions. They want to lead more fulfilling lives. Employee Spiritual Development programs can help people in their search for meaning and purpose. Businesses have discovered that if their employees live a more meaningful life they will be more committed to their jobs, their companies and their co-workers. They might even become more energized and creative! That alone is worth the investment. Of course, many companies have already figured this out and that is why they’re offering ESD programs.
About the Author. Tom Hinton is the author of the new book 10,000 Days: The Secret to Finding Purpose, Peace and Passion for the Rest of Your Life, which will be released this spring. He is a popular speaker on business topics including Spiritual Development in the Workplace and Creating a Culture of Excellence in the Workplace. He can be reached at: tom@tomhinton.com
Monday, February 1, 2010
Toyota Needs to Answer Serious Questions to Regain Consumer Trust
by Tom Hinton
What began as a gas pedal design flaw and floormat problem for one of the world’s most respected automotive companies has mushroomed into a public relations nightmare for Toyota. Consumers are deeply troubled by Toyota's media posturing and potholed explanations. We want to know the full story. Consumers are entitled to know why this problem developed into a serious issue and resulted in the deaths of innocent people who trusted the Toyota brand. Telling the American consumer the full story is the only way Toyota can salvage its brand image and reputation because the problem is now beyond damage control.
Some journalists and persons familiar with the recall claim that Toyota's leadership knew about the gas pedal and accelerator problems nearly two years ago. But senior management failed to take action to correct the problems until the National Highway Traffic Safety Administration forced its hand by mandating a recall of 4.2 million vehicles. If this is true, Toyota’s reputation for quality and customer care will be severely tarnished.
If, in fact, Toyota’s management had early knowledge of a manufacturing and performance flaw with its accelerators and gas pedals, and failed to act, the company is not only potentially guilty of criminal acts, but its management is guilty of customer abuse - pure and simple! Whenever management places its bottom-line interests ahead of the safety and lives of its customers, it should be terminated.
Amid the growing crises, Toyota has tried to put a positive spin on the issue by taking out full-page ads in 20 newspapers across the nation to reassure customers they are fixing the problem. But, Toyota’s message in the ads is neither clear nor reassuring to consumers. The ads only raise more questions including “Who knew what, when?” And, "why didn't management act sooner to protect the lives of Toyota's valued customers?"
The underlying issue for Toyota's customers is one of credibility. Consumers are questioning Toyota's integrity. Public opinion is turning against Toyota because consumers think the company's senior leadership knew about the faulty gas pedal design and accelerator flaw long before any action was ever taken to correct these problems thus jeopardizing unsuspecting drivers including a California Highway Patrol officer who was a skilled driver but could not control his malfunctioning Lexus as it accelerated to 120 mph. He and three family members died in a fiery crash near San Diego.
The fact that Toyota's senior management allowed this problem to escalate into a public relations disaster also raises questions about their competence let alone their commitment to Toyota's high principles and values. But, the key question consumers want answered is this. Why did people have to endure injury and even die as a result of Toyota’s slow response, or worse, management inaction? It is these questions that are keeping potential buyers out of Toyota dealerships. If Toyota wants customers to start visiting showrooms again and buying their autos, the company must come forward and respond truthfully and completely to these serious allegations and unanswered questions.
Allowing Toyota’s North American chief, Jim Lutz, to appear on NBC’s Today show to explain how the company is fixing the problem is not the answer. Consumers already know Toyota is fixing the problem. What consumers want are answers to the troubling questions like “Who knew what?" and "When did they know?”
Toyota should remember that consumers can be very understanding and forgiving during troubled times when a company does the right thing. Consider the tremendous outpouring of support Johnson & Johnson experienced from consumers in 1982 when seven people died after taking pain-relief Tylenol capsules that had been laced with cyanide poison. Today, Tylenol and Johnson & Johnson enjoy a greater market share than ever before because they did the right thing. In fact, the Tylenol tampering incident has become a model case study for how a company should behave and respond in times of crisis.
Regrettably, it seems Toyota’s management hasn’t read the Tylenol case study. If only Toyota’s leadership had acted sooner, perhaps those people who tragically died from the flawed gas petals and accelerator malfunctions would still be alive. These people are the ultimate victims of management deceit, incompetence and inaction.
About the Author. Tom Hinton is known as America's Expert on Business Excellence. He is a popular speaker, author and trainer on Customer Service, Leadership, Sustainability, Change Management and Team Building. He can be reached at: tom@tomhinton.com
What began as a gas pedal design flaw and floormat problem for one of the world’s most respected automotive companies has mushroomed into a public relations nightmare for Toyota. Consumers are deeply troubled by Toyota's media posturing and potholed explanations. We want to know the full story. Consumers are entitled to know why this problem developed into a serious issue and resulted in the deaths of innocent people who trusted the Toyota brand. Telling the American consumer the full story is the only way Toyota can salvage its brand image and reputation because the problem is now beyond damage control.
Some journalists and persons familiar with the recall claim that Toyota's leadership knew about the gas pedal and accelerator problems nearly two years ago. But senior management failed to take action to correct the problems until the National Highway Traffic Safety Administration forced its hand by mandating a recall of 4.2 million vehicles. If this is true, Toyota’s reputation for quality and customer care will be severely tarnished.
If, in fact, Toyota’s management had early knowledge of a manufacturing and performance flaw with its accelerators and gas pedals, and failed to act, the company is not only potentially guilty of criminal acts, but its management is guilty of customer abuse - pure and simple! Whenever management places its bottom-line interests ahead of the safety and lives of its customers, it should be terminated.
Amid the growing crises, Toyota has tried to put a positive spin on the issue by taking out full-page ads in 20 newspapers across the nation to reassure customers they are fixing the problem. But, Toyota’s message in the ads is neither clear nor reassuring to consumers. The ads only raise more questions including “Who knew what, when?” And, "why didn't management act sooner to protect the lives of Toyota's valued customers?"
The underlying issue for Toyota's customers is one of credibility. Consumers are questioning Toyota's integrity. Public opinion is turning against Toyota because consumers think the company's senior leadership knew about the faulty gas pedal design and accelerator flaw long before any action was ever taken to correct these problems thus jeopardizing unsuspecting drivers including a California Highway Patrol officer who was a skilled driver but could not control his malfunctioning Lexus as it accelerated to 120 mph. He and three family members died in a fiery crash near San Diego.
The fact that Toyota's senior management allowed this problem to escalate into a public relations disaster also raises questions about their competence let alone their commitment to Toyota's high principles and values. But, the key question consumers want answered is this. Why did people have to endure injury and even die as a result of Toyota’s slow response, or worse, management inaction? It is these questions that are keeping potential buyers out of Toyota dealerships. If Toyota wants customers to start visiting showrooms again and buying their autos, the company must come forward and respond truthfully and completely to these serious allegations and unanswered questions.
Allowing Toyota’s North American chief, Jim Lutz, to appear on NBC’s Today show to explain how the company is fixing the problem is not the answer. Consumers already know Toyota is fixing the problem. What consumers want are answers to the troubling questions like “Who knew what?" and "When did they know?”
Toyota should remember that consumers can be very understanding and forgiving during troubled times when a company does the right thing. Consider the tremendous outpouring of support Johnson & Johnson experienced from consumers in 1982 when seven people died after taking pain-relief Tylenol capsules that had been laced with cyanide poison. Today, Tylenol and Johnson & Johnson enjoy a greater market share than ever before because they did the right thing. In fact, the Tylenol tampering incident has become a model case study for how a company should behave and respond in times of crisis.
Regrettably, it seems Toyota’s management hasn’t read the Tylenol case study. If only Toyota’s leadership had acted sooner, perhaps those people who tragically died from the flawed gas petals and accelerator malfunctions would still be alive. These people are the ultimate victims of management deceit, incompetence and inaction.
About the Author. Tom Hinton is known as America's Expert on Business Excellence. He is a popular speaker, author and trainer on Customer Service, Leadership, Sustainability, Change Management and Team Building. He can be reached at: tom@tomhinton.com
Sunday, January 31, 2010
A Disappointing Consumer Report Card for President Obama and the Congress in Year One
by Tom Hinton
With one year under their belts, the Consumer Report Card grades are in for President Obama and the Democrat-controlled Congress. Frankly,consumers are twitching nervously over the slow progress President Obama and the Congress have made to jump-start America’s sluggish economy. Promises have been made and the president and his party have underwhelmed most consumers in delivering results. From the perspective of the American Consumer Council, a non-profit, non-partisan consumer education organization, the president fairs no better than a C+ while the Congress barely earns a passing grade of D for its lackluster performance during the past year.
Despite all the posturing, politics and rancor on Capitol Hill, not much has been accomplished to give consumers hope that a new era is upon us. The expression “herding cats” comes to mind when one thinks of the challenges Senate Majority Leader Harry Reid (D-NV) faces in getting his Democrats lined-up to support vital consumer legislation including Financial/Banking Reform, Consumer Protection, Health Care Reform and Mortgage/Foreclosure Relief.
These issues should have been a slam dunk for the Democrats, but a lack of leadership and lax discipline -- combined with blind loyalty to the contributions of lobbyists and special interests -- have allowed a minority of self-serving representatives and senators to muddle the process and paint Speaker of the House Nancy Pelosi (D-CA) and Senator Reid into a very uncomfortable corner best labeled non-performance. At least that’s how a majority of consumers responded when asked recently about the performance of President Obama and the Democrats for the past year. Certainly, the president and his party must do better if they expect to win the hearts and votes of concerned consumers.
Despite his gift for oratory, his persuasive personality and political charm, it appears Mr. Obama drifted from his Change theme in the 2008 election and allowed Congress to derail his legislative agenda. These are tough times and they call for strong-arm tactics similar to what LBJ used to push through his Great Society legislation and Civil Rights reform. Instead of wasting his time trying to build a consensus with Republicans, President Obama needs to produce results. As demonstrated by the stunning senate election of Republican Scott Brown in Massachusetts, voters have a short memory and will always vote their pocketbook, especially when suffering through tough economic times. Make no mistake, these remain very difficult times for most Americans.
From a consumer perspective, the president needs to get out in front of the band and start leading the change he promised to deliver. He cannot rely solely on Nancy Pelosi and Harry Reid to do the job. They are perceived as weak leaders. If consumer confidence is any indicator, Americans remain seriously concerned about three issues: the lack of jobs and high unemployment; mortgage delinquencies and foreclosure rates; and, the rising cost of health care. With the exception of giving our military what it needs to win the fight in Iraq and Afghanistan, everything else can wait. It may be important, but it’s not vital to our economic recovery.
Trying to win the hearts and minds of the opposition is a waste of the president’s time. With all due respect to the opposition, I would say the same thing if the Republicans occupied the White House. Of course, when Mr. Bush was president, he was deferential to Democrats, but plowed ahead to get his legislative issues passed by Congress. And, the Democrats controlled both chambers!
So, my advice to the president and the Democrats can be summed up in the words of California's Republican Governor, Arnold Schwarzenegger, who said in one of his movies, “Sorry. No more Mr. Nice Guy!”
There’s much work to be done and the time is now for President Obama to refocus his priorities and redouble his efforts to put Americans back to work, solve the mortgage and foreclosure problems in favor of struggling homeowners and get health care reform approved. If he can accomplish these three things in 2010, his Consumer Report Card grade will improve significantly. But, the clock is ticking!
About the Author: Tom Hinton is America's Expert on Business Excellence. He is a popular speaker at business and association meetings on Consumerism, Customer Service, Leadership, Sustainability and Managing Change. He can be reached at tom@tomhinton.com
With one year under their belts, the Consumer Report Card grades are in for President Obama and the Democrat-controlled Congress. Frankly,consumers are twitching nervously over the slow progress President Obama and the Congress have made to jump-start America’s sluggish economy. Promises have been made and the president and his party have underwhelmed most consumers in delivering results. From the perspective of the American Consumer Council, a non-profit, non-partisan consumer education organization, the president fairs no better than a C+ while the Congress barely earns a passing grade of D for its lackluster performance during the past year.
Despite all the posturing, politics and rancor on Capitol Hill, not much has been accomplished to give consumers hope that a new era is upon us. The expression “herding cats” comes to mind when one thinks of the challenges Senate Majority Leader Harry Reid (D-NV) faces in getting his Democrats lined-up to support vital consumer legislation including Financial/Banking Reform, Consumer Protection, Health Care Reform and Mortgage/Foreclosure Relief.
These issues should have been a slam dunk for the Democrats, but a lack of leadership and lax discipline -- combined with blind loyalty to the contributions of lobbyists and special interests -- have allowed a minority of self-serving representatives and senators to muddle the process and paint Speaker of the House Nancy Pelosi (D-CA) and Senator Reid into a very uncomfortable corner best labeled non-performance. At least that’s how a majority of consumers responded when asked recently about the performance of President Obama and the Democrats for the past year. Certainly, the president and his party must do better if they expect to win the hearts and votes of concerned consumers.
Despite his gift for oratory, his persuasive personality and political charm, it appears Mr. Obama drifted from his Change theme in the 2008 election and allowed Congress to derail his legislative agenda. These are tough times and they call for strong-arm tactics similar to what LBJ used to push through his Great Society legislation and Civil Rights reform. Instead of wasting his time trying to build a consensus with Republicans, President Obama needs to produce results. As demonstrated by the stunning senate election of Republican Scott Brown in Massachusetts, voters have a short memory and will always vote their pocketbook, especially when suffering through tough economic times. Make no mistake, these remain very difficult times for most Americans.
From a consumer perspective, the president needs to get out in front of the band and start leading the change he promised to deliver. He cannot rely solely on Nancy Pelosi and Harry Reid to do the job. They are perceived as weak leaders. If consumer confidence is any indicator, Americans remain seriously concerned about three issues: the lack of jobs and high unemployment; mortgage delinquencies and foreclosure rates; and, the rising cost of health care. With the exception of giving our military what it needs to win the fight in Iraq and Afghanistan, everything else can wait. It may be important, but it’s not vital to our economic recovery.
Trying to win the hearts and minds of the opposition is a waste of the president’s time. With all due respect to the opposition, I would say the same thing if the Republicans occupied the White House. Of course, when Mr. Bush was president, he was deferential to Democrats, but plowed ahead to get his legislative issues passed by Congress. And, the Democrats controlled both chambers!
So, my advice to the president and the Democrats can be summed up in the words of California's Republican Governor, Arnold Schwarzenegger, who said in one of his movies, “Sorry. No more Mr. Nice Guy!”
There’s much work to be done and the time is now for President Obama to refocus his priorities and redouble his efforts to put Americans back to work, solve the mortgage and foreclosure problems in favor of struggling homeowners and get health care reform approved. If he can accomplish these three things in 2010, his Consumer Report Card grade will improve significantly. But, the clock is ticking!
About the Author: Tom Hinton is America's Expert on Business Excellence. He is a popular speaker at business and association meetings on Consumerism, Customer Service, Leadership, Sustainability and Managing Change. He can be reached at tom@tomhinton.com
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