Are You Proud of Where YOU Work?

Are You Proud of Where YOU Work? By Terence Morris, author and founder of PACE TULSA AGS FOUNDATION.  September 25, 2017.  6:41 P.M.

On my first day of work at Taco Bell, as a store shift-manager, it became very apparent that our Corporate Industry Center Teams have thought a lot about overcoming the “Three Dogmas that negatively impact company growth.”   According to Len Sherman, March 30, 2017, Forbes/ Leadership,

  1. Some industries, are structurally unattractive;
  2. The objective of management is to maximize share holder value;
  3. All businesses mature and inevitable face declining growth, profitability or both.

Missing an attractive opportunity to address poorly served customers in your workplace…Could be due to your own feelings of insecurity in the places where you work?”  downloadHere is an example of a conversation that I heard while working in my office on cash register audits, on my first day of training.  “Hey, Misty, what girl? Ok, my grandmother said,”When I was growing up, that a lot of women in our family have distended stomachs and tear drop breasts.”  Misty said, “Girl, you are tripping…As a woman starts to age their stomachs and breasts just naturally droop into tear drops.  It is a part of life.”  Then both of the high-school girls started to laugh.  What is the problem with this type of conversation while at work?  Well, there are several problems with this type of conversation while at work and on the time-clock.

  1.  Males listening to the young women talk could feel left out of the environment and relationships created by what the women feel they have in common.
  2. Pointing out physical differences and body shaming is never appropriate.
  3. Talking about anything having to do with sex or graphic sexual physical identity is not acceptable.
  4. The young women were not reprimanded, so other sexual body shaming or isolationist behaviors’ and conduct could continue.  Or the young women may seek to create exploratory situations freely soliciting participation physical or reproductive dialogue.  This is a form of engendering.
  5. Graphic commentary is  Harassment whether the graphic commentary is overtly sexual or suggestive.
  6. Harassment violates Taco Bell, KMACCORP Workplace Discrimination Policy.

The point that I am making is that often companies overlook the obvious.  If customer’s are seeking a more rewarding guest experience in  restaurants or retail shops that they would not otherwise traditionally shop, this “Shop-form” behavior is probably because of dissatisfaction at another business.  Or they want to try something new.  First impressions are usually last impressions for new guest/ customer’s.  Generating a stronger “Workplace Discrimination:  Racism Sexism and Wage-retaliation” policy, could be just what is needed to spark public commentary about acceptable societal conduct in dining establishments.   This public commentary could ultimately foster a “new niche of marketing clients” for Taco Bell, and other restaurants in our community.  Because I was training and auditing registers in the off and the General Manager was busy in the dining room, we did not get to effectively handle the “workplace-discrimination issue” at that time.  Looking back at the day, I can definitely see room for a more enlightened workplace discrimination policy and attitude where I am employed.

Now, let’s begin, by outlining an enlightened strategy, “Offering ‘One class: efficient: low-cost services…’ while exploiting opportunities to attack sources of widespread customer dissatisfaction. This enlightened strategy involves:

  1. Long-term Growth and Value Creation.
  2. Using Articulated Customer-centered Corporate Purposes guided by a governing objective.
  3. A time-horizon for planning.
  4. Decision-Making and Capital Allocation process.
  5. Resolving Stakeholder interest.
  6. Operational core-ideology.

Over-extending generosity to customers sometimes helps to create more shareholder value.  At Taco Bell, we have what we call a “Make-Up Process.”  If a customer feels unwelcome or unwanted, in any operational process, it is instantly the responsibility of the staff member and other’s in the Taco Bell company operation to “Make-Up” with the  offended patron.  This “Make Up” strategy means that under no circumstance should a staff member question the legitimacy of the customer complaint.  For example, if the customer says that their burrito was not properly prepared, instead asking the customer to prove a mistake was made (IE. onions instead of tomatoes) it is a violation of Taco Bell policy to not immediately “Fix the Issue”, and “Delight the Guest” offering them a free menu item coupon redeemable on their next visit.  Asking a guest to “prove that an error was made” is the equivalent of “Breaking-Up” with them.  Because not believing in your customer is not a valuable strategy.  “Making-Up,” helps everyone employed at Taco Bell, to  consistently execute core ideological values.  Moreover prioritizing that serving customers; communities around Taco Bell; and also other employees is the end result of The Taco Bell “Make-Up” policy.  The successful implementation of  these type of enlightened strategies helps achieve heightened:

  1. Employee satisfaction
  2. Growth
  3. Profitability
  4. Shareholder value creation

Of course, as with any business, there are obstacles to overcome.  For example, leadership liabilities and self-fulfilling corporate failure.    As I mentioned before, on my first day of work at Taco Bell, in a store as a shift-manger, it became obvious rather quickly, that a lot of careful thought and attention had been given to overcoming the “Three Dogmas that negatively impact company growth.”  However, there are immutable Laws which stimulate associative empirical solutions to problems, but still occur in corporate environments.

  1. The Law of Large Numbers.  As a company grows, so does the revenue required to maintain increasing growth.
  2. The Law of Competition.  Increased invested returns means increasing numbers of new entrants on staff deplete financial resources available to other departments.
  3. The Law of Competitive Advantage.  Product life-cycle extensions decline with the decreasing product demands.

Core-value.  Adaptability; and Entrepreneurial spirit can spark:

  1. Continuous innovation.  Deliverable technologies and marketing, to those groups that are under-served by competitors.
  2. Meaningful differentiation.  Recognition and customer value.
  3. Strategic alignment.  Company capabilities, resources, incentives, culture, and processes which support core-mission and long-term strategy.

The end result means a more favorable pricing opportunity;  brand replication difficulty for your competitors; and delivering innovative and meaningful differentiated products.

“Missing an attractive opportunity to address poorly served customers in your workplace…Could be due to your own feelings of insecurity in the place .

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