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Posts tagged ‘Ed Kless’

Breaking News! Decades long struggle ends with Hollywood actors winning right to hourly pay!

http://www.flickr.com/photos/neilarmstrong2/5314500070/sizes/z/in/photostream/In a surprising turn of events, the Screen Actor’s Guild (SAG) has successfully lobbied all major and independent movie studios to allow their member actors and actress to begin getting paid by the hour instead of by the movie.

“We lobbied long and hard for this behind the scenes for decades” stated SAG president Imad Ummy. “We are finally done watching from the sidelines as lawyers and other professsionals benefit from the lucrative time and billing system while we struggle under a fixed price model based on demand for individual actors and actresses.”

Unsurprisingly, the majority of SAG members universally applaud this direction.

The old model left it impossible for individual actors and actresses to determine if a movie was worth doing as they were unable to predict how long they would spend on set and if the compensation would be worth it. In many cases, it was impossible to determine if movies were profitable ventures for the individual SAG members as they could not assess properly without a system to track total hours worked.

Oscar award winning actress, Meryl Streep had this to say:

“It was really an impossible situation. We were asked to set a fixed price for our services without knowing how long we would be forced to work on certain projects. It was quite unbearable. Some directors require take after take after take to get the scene just right. It’s hardly fair to expect us to be required to do this work for free. Now we can get paid fairly for work done regardless of irrational demands from the studios.”

To help ensure their members are compensated fairly, SAG is providing members with ankle bracelets that will be worn at all times while on set. These patented devices will track their movements and record time properly down to the milli-second while they are on camera – regardless of whether specific shots are used in final production or discarded on the editing floor. This will ensure that full and fair compensation is received for hours worked.

These devices provided the final break through in the decades long battle for hourly billing rights.

Studios had demanded the ability to double-check and confirm that hours were being reported accurately. Some suggestions included assigning a monitor to follow around the actors while on set or a punch card with a clock in and out system.

The final solution was simple with the new technology: the SAG-assigned bracelets will track the actors’ and actresses’ movement using equipment installed throughout movie lots to prevent time in the bathroom or trailers or other off-camera time from being billed through to the movie studios. Each individual member will be assigned a unique bracelet to prevent fraudulent behavior of actors clocking in for friends.

Heralding the tracking devices as the greatest advancement in film making since the introduction of “talkies”, Mr. Ummy suggested it was only a matter of time before professionals in all service fields were using these devices to improve client relationships by tracking their every movement and ensuring proper time recording for both the professional and the client.

Related news: All major movie studios report average movie length to decrease by 45 minutes within the next three years in an effort to make more efficient movies.

More related news: A new website promising “the right actor for the right hourly rate” has sprung up to help studios find the best priced talent.

In even more related news: Movies to begin sucking as they become more efficient.

I’m an experienced professional – why should I attend Sage Consulting Academy?

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Kicking myself for not attending the Jamaica Academy!

The new certification process required by Sage to ensure consistent, high-quality customer experiences across the channel requires partners to attend the mandatory Sage Consulting Academy. Now this may initially be seen as an unnecessary burden to many firms that have been in the channel satisfactorily serving clients for ten, twenty even thirty plus years.

Yeah … I feel your pain. We can sit around and gripe all day long about the injustices in the world and the foolishness of such a session for individuals as well-established and seasoned as you and I, dear reader.

Or … maybe we can look at this as an opportunity?

An opportunity to revisit our practices, routines, methodologies that we have built over the years (either explicitly or by default) to serve clients. After all, the reseller and professional service firm industry is undergoing huge transformations right now alongside the software publishers (and, frankly, almost every other industry out there as well).

Isn’t now a great time to review these things? Before it’s too late and you find yourself in an untenable position?

It’s good to keep this thought in mind:

“If you don’t like change, you’re going to like irrelevance even less.”  General Eric Shinseki, Chief of Staff, U. S. Army

You can read about one partner’s experiences here and how she (Susan Cardoza at Sysera) changed her mind after attending. I’m sure others have similar experiences to share.

One apparent hit with the Sage Consulting Academy was recently written up by Wayne Schulz on his channel-focused site, www.erplife.com. Read about here.

In the meantime, feel free to share your experiences in the comments below.

100% true story: Plato and Aristotle advocated killing the timesheet!

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The future looks kind of wacky!

We pick up where we left off yesterday in which Plato and Aristotle had a falling out – resulting in the dissolution of their long-standing student-mentor relationship. Today’s scene opens with a much more joyous atmosophere.

TIMESHEETUS INTERRUPTUS

ACT I.
SCENE II.

WE OPEN WITH OUR TWO PROTAGONISTS SITTING AT A TABLE WITH A GENERAL AIR OF HAPPINESS, BOTH LAUGHING.

PLATO [smiling]: My dear friend, I cannot believe I pushed you out ten months ago in my pig-headed belief that billing for time was the only way to operate.

ARISTOTLE [smiling]: Tut, tut, Plato. Who can blame you? The business was doing well from a financial standpoint and it certainly was easy to keep doing it the same old way as everyone else.

PLATO [smiling (it's all smiles from here on out so you can stop reading these cues)]: Yes, yes! Easy certainly! But preferred, no! Most definitely, not preferred.

I hadn’t realized how unsatisfying and stultifying the time tracking system was for our fellow orators. To think! We had consistently attributed an individual’s value to our organization and to our dear clients merely by measuring the sands through the hourglass.

Looking back now, I see how both uninspired and uninspiring our old time and billing model was.

ARISTOTLE [smiling (I warned you - it's all smiles from here on out)]: Agreed, good friend, agreed. It was far from optimal.

PLATO [smiling]: And think of the clients! Think how happy they are now as well. No longer do we spend hours reviewing and – let’s face it – sometimes arguing over how longs things take.

Now we are focused on the common goals of each project. It’s all about the end results and not the ways and means of production.

ARISTOTLE [smiling]: Exactly. After our heated exchange and we parted company, I had time to contemplate the situation and came upon a profound epiphany.

By focusing on the common objectives and goals of our customers, including the deliverables and target dates, we immediately moved from across the table from them to the same side of the table with them.

PLATO [smiling]: Brilliant! And to effectively deliver the promised results, it became incumbent upon us to truly understand what was important to them in reaching their goals. This deeper understanding allows us to provide better quality service.

ARISTOTLE [smiling]: And all without timesheets!

PLATO [smiling]: All that wasted time spent tracking, analyzing and arguing over timesheets is now spent aligning our goals and discussing value. A much more enjoyable experience all around.

And because clients pay for the value received, I am encouraged to hire and surround myself with the best and brightest to deliver these results in an optimal fashion. No longer are we rewarded for the ignorance of junior staff who take longer to do things.

ARISTOTLE [smiling]: Yes! Yes! Exactly! It was always temptation to put the lesser capable on a job because we would be able to fatten our purses on the un-informed customer. Not that *we* ever did that of course. But other, less scrupulous firms certainly gave in to the temptation.

PLATO [smiling]: And who can blame them? The hourly billing system is broken and rewards the less skilled and punishes the more skilled.

Now, we can chose to bring a junior person on for training and cultivation of talent. The customer is not penalized and does not bear the cost of this training because the price is set prior to work by the customer’s sense of value for the selected deliverables.

It is up to us to manage our costs in order to maintain a profitable existence that we use to provide additional services, keep up on our professional advancement and keep customers informed of beneficial news.

ARISTOTLE [smiling]: It’s as if night has given way to day.

PLATO [smiling]: …

ARISTOTLE [smiling]: What is it, Plato?

PLATO [smiling]: I was just thinking Aristotle … contemplating how amazing life can be and the twists and turns that come when you brave change. Look, my friend: the student has become the teacher.

ARISTOTLE [smiling]: Let’s not argue over who is the student and who is the teacher. Let’s settle on … “partners”.

PLATO [smiling]: “Partners”. I like the sound of that, partner.

ENTER SOPHOCLES STAGE RIGHT – SHAKING HIS FIST DEFIANTLY IN THE AIR.

SOPHOCLES [angry]: What’s this I hear about you two fools getting rid of time sheets! That’s the dumbest thing I’ve ever heard. I realize I’m semi-retired but I have to speak my mind. That’s not how it’s done and clients won’t go for it and how will we know if our employees are working or goofing off if we don’t record their every movement and …

PLATO AND ARISTOTLE [Together, laughing]: Oh, Sophocles! Sit down and let’s discuss the future.

FADE TO BLACK.

When I have the time, I will translate the lost Scene in which Aristotle founds a travelling band of disciples called Verasagus Maximus with whom he emparts his wisdom upon a young Ronaldus Bakerus who in turn would go on and mentor Edwardius Klessian.

For now, I hope you enjoyed this moment in Ancient Firm of the Future History.

How Plato and Aristotle and time keeping ended in disaster

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Did time tracking and billing really create this devastation? Yes.

[Please accept this submission of Ancient Firm of the Future History as my attempt to class up this joint.]

I find it funny how so many firms still use timesheets and time tracking to charge their clients. It’s fairly well established that the ancient philosophers resolved this matter long ago.

Please accept my interpretation of the original, classic Greek play detailing the events around this debate. Delivered in two Scenes within a single Act, I am pleased to present:

TIMESHEETUS INTERRUPTUS

ACT I.
SCENE I.

WE OPEN WITH PLATO SITTING AT A LARGE MARBLE DESK LOOKING OVER PAPERS, SHAKING HIS HEAD, NOTICIBLY DISTURBED …

PLATO [hesitantly]: Yeah… umm… Aristotle, can you come in here for a minute?

ENTER ARISTOTLE, STAGE RIGHT

ARISTOTLE [smiling]: You rang, boss?

PLATO [uncomfortable]: I’m hoping you can clear something up for me. I just spent the last 30 minutes at the public market being accosted by Senator Acrimonius IV.

ARISTOTLE [surprised]: What?!

PLATO [bemused]: Yes.

Apparently the time keeping cards that we turned in for reimbursement did not match their own records. As example, last Wednesday you marked down 5.50 hours for Public Discourse on Republican Society but Acrimonius’ records indicated that you actually put in 4.25 hours.

And on Thursday, you marked down 7.75 hours and he says his staff vouches that you were only present for a half day. He, himself, was not present on that day but he harangued me for 30 minutes on the fact that he trusts his staff with his life and he trusts us not a whit. How can you explain this discrepancy?

ARISTOTLE [taken aback]: It’s a simple matter, Plato. I walked around the marketplace contemplating and organizing my thoughts prior to arrival in order to provide a clearer and well-structured discourse to ensure their time was well spent with me. I hardly think that is uncommon, master, as you yourself practice the same. Isn’t effective dialogue our goal?

PLATO [somewhat defensively]: That may be true but need I remind you that it’s not my practices that are at question here? Acrimonius has informed me that the Senate is holding all payments until his staff has sufficient time to review all of our records for the last twelve periods to ensure there has been no further fraudulent behavior.

ARISTOTLE [clearly agitated]: Certainly, you’re joking!

PLATO [getting displeased - slams fist to desk]: Do I look like I’m joking? I’ve told you previously that the Senate is an important client and are very precise about their timekeeping practices. They count every grain that runs through the hour glass down to the second.

ARISTOTLE [on his heels and getting defensive]: Plato, I refute these accusations. My time stands as written.

PLATO [angrier]: I appreciate your feelings but this is too large of an account for us to sacrifice. Not only does it mean a loss of our livelihood, it could result in the loss of our very lives if we displease them.

ARISTOTLE [hotly, leaning over the desk]: This is an outrage. I am at the peak of my career and I have to work twice as hard to make the same income compared to my early, ignorant years. Why … I remember not ten years gone when a Public Discourse on Republican Society would take me three or four times as long to accomplish and they paid every gold piece for my time.

Now, I do far better quality work than I ever did in the past and I’m busting my hump three times harder to make a living. To top that with being questioned about my every last minute is unacceptable, Plato!

Tell me, sir! How does this serve our client?

PLATO [nearly frothing at the mouth]: Aristotle, you ignorant ass. This is the way it’s always been done and this is the way it always will be done.

ARISTOTLE [settling back, introspective]: Well then. Maybe I’ve chosen the wrong pursuit for my life.

PLATO [slightly quieter but unnoticing of ARISTOTLE's change]: Clearly you have. And in fact, maybe it is *I* who have chosen wrong. The wrong student in you, Aristotle. Since you feel that you are clearly above my teachings and understandings, I must insist that you clear out your things and depart my troop.

There are other consultants ^H^H^H^H deep thinkers out there are eager to join my company and practice in our well-established tradition of time keeping and hourly billing without complaint. After all, *that* is what the clients want.

ARISTOTLE [quietly]: As you say, Plato. As you say. And yet … maybe there is another way … something better for all of us.

Perhaps there are more things in heaven and earth than are dreamt of in your philosophy.

END SCENE WITH ARISTOTLE WALKING OUT OF THE OFFICE WITH HIS EYES FOCUSED ON SOME DISTANT POINT, QUIETLY MUTTERING TO HIMSELF.

END SCENE

Stay tuned! We’ll pick up with the dramatic conclusion in our next installment.

Two good reasons why time-tracking and billing for time is stupid

http://www.flickr.com/photos/servus/16117730/sizes/z/in/photostream/Thanks to Ed Kless, raconteur and self-described iconoclast, I had the pleasure of reading a great summary of the Insanity of Time-tracking. You can read it yourself here.

The article sums up nicely why billing by the hour and even time-tracking itself is backwards and should be completely eliminated.

For me, it boils down to two main points:

1. Why should seasoned, experienced, knowledgeable professionals get paid less than rookies? Think about it. A task that took you 20 hours to accomplish (most likely poorly at that) in your early years probably takes you a fraction of the time to accomplish (in a more polished way) as you build more experience through the years.

2. Why should a customer be forced to care about whether a junior or a senior person is doing the work and the time it takes for each? The only reason is because the time and billing method forces them to care. The junior person might take longer than the senior person but the billing rate for the junior is only 2/3rd of the senior person so I carry the one, multiply by x and …

STOP! The customer wants results – not math. Remember: people buy 3/4″ holes, not 3/4″ drill bits.

By perpetuating the time and billing dogma, the ultimate irony is that we create a world of inefficiency where people waste their time worrying about time. My recommendations:

  • Focus on the stuff that really matters: end results, deliverables, time frames and, ultimately, value.
  • Align the project goals with the customer’s goals – don’t sweat if you are over or under hours on individual task. Are you effectively making progress towards the end result?
  • Discuss how effective you were in the end (not how efficient by micro-analyzing hours on a spreadsheet).

Please realize that I’m not talking about abdicating proper project management. In fact, this approach underlines the importance of proper project management – it just isn’t done by putting timesheets under a magnifying glass. We’ll cover that in a future article.

For now, give it some thought. I’ve given you two good reasons why time tracking and billing should be eliminated and there are all sorts of other reasons to explore but … I’ve run out of time.

Is your company stuck in a comfortable (maybe profitable) rut?

That's a beautiful trench he's in! How does your's look?

Looking for a great article that might just change the way you do business? The folks at Copyblogger have done it again with their latest entitled The 3-Step Cure for No-Sales Syndrome.

This article really resonated with me. Why?

I am a strong believer in the Firm of the Future concepts espoused by Ed Kless and Ron Baker’s evolutionary think-tank, Verasage. Part of that conviction stems from my fundamental belief that the Internet has disrupted the status quo for nearly every business and every industry – including software publishers and resellers (such as my group, Azamba).

This disruption forces us to move out of our comfort zones and into new areas of service and value creation. To properly do this, we all need to become better marketers and market researchers to find out what works and what doesn’t.

Of course, there are a lot of reasons each of us might want to keep doing things the same old way – it’s easy, we’re profitable, we have a good client base, it’s working for us, my team would be upset if we changed things too much, etc.

I suggest that myopia is a dangerous attribute these days. Look around – even huge industry stalwarts are being ground to dust as the wheels of the new Internet economy spin to life. Until things stabilize to a new status quo (don’t hold your breath for this), we all need to keep moving, searching, hustling for new opportunties to define our futures.

I’ll leave you with this thought (don’t be surprised if you see this quote repeated by me – I love it):

“If you don’t like change, you’re going to like irrelevance even less.”  General Eric Shinseki, Chief of Staff, U. S. Army

Sage Marketing (and Consulting) Academy – Day One

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This week I am attending the Sage Marketing Academy as part of the Sage Fast Track for Marketing program. I’m going to share some of my thoughts on the experiences as the week goes on.

I will start this series off with this disclaimer: I am a big proponent of the Sage programs and encourage all Sage partners to take advantage of them. Everyone involved with these programs do great work and you owe it to yourself and your business to take a look at them.

Contact Diana Waterman, Director of Sage Partner Programs, at diana.waterman@sage.com for more details. Diana and her team have built an impressive group of programs to help the Sage channel grow their businesses. I’m going to say this again because it’s important: take a look at these programs.

Day One of the Sage Marketing Academy was not quite what I expected.

Sage has created a common day one for Sage Marketing and Consulting Academies in the belief that Marketing, Sales and Consulting roles share a lot of overlapping requirements for understanding of the customer process. I agree with that concept – we are all marketers and we all have opportunities to “sell” in our daily consulting interactions with clients.

Every interaction with a customer and prospect is part of the ongoing relationship. It starts before you speak with a new contact by their exposure to your website, blogs, references, associates, etc. and it continues long after the initial implementation.

Right now, with the departure of sales guru and author Rob Johnson, it seems that the Sage Sales Academy is undergoing some tweaks – otherwise it would have been included in this day one mix as well. The Sales Academy is now being run by a firm called LDK Consulting with a new agenda and it will be interesting to see how the new Academy shapes up.

Turning our attention back to the Academy Day One joint session …

The session was led by self-described corporate iconoclast, Ed Kless. If you have been to any of Ed’s sessions, you know what to expect: a good mix of sold business fundamentals discussed in an interactive style designed to engage the audience.

Ed led the class in discussions and exercises that demonstrated the subjective nature of value and the underlying importance of understanding the customer’s needs, perspectives, wants and values.

He didn’t dive into a full discussion of value pricing (and killing the timesheets) but the core concepts were there and presented convincingly. Hopefully some of the folks in attendance will be  intrigued enough to look into the Firm of Future sessions. It isn’t just rhetoric – the future is coming like a freight train and each of us needs to be aware.

One of the quotes used in the class that comes to mind:

“If you don’t like change, you’re going to like irrelevance even less.”  - General Eric Shinseki, Chief of Staff, U. S. Army 

With the current round of Academies, Sage is introducing a new unified theory of business called the Sage Process or the Sage Customer Process. It spells out nine stages of working with the customer from the perspective of the Customer, Marketing, Sales and Consulting and defines the role each group or individual plays during that process.

The process isn’t linear – it’s a perpetuating circle of life where the last step leads right back to the beginning. It makes a lot of sense and helps put structure around a complex relationship between the different people in your organization and the customer and prospects.

More to come on the Sage Customer Process in a future post.

In summary – day one was a great kick-off. There were a lot of smart, engaged folks in attendance and I am digging the way Sage has structured the sessions.

Baker’s Dozen Best Business Books (Plus A Few)

Today I was in one of the most interesting Sage Summit sessions I’ve been in. Interestingly I don’t think it was one where I actually directly learned anything. Rather it’s one where I’ve managed to pick up a great deal of potential learning or stated another way I’ve learned about a few more books to add to my unlibrary.

Note: All links on book titles are links back to Amazon.com.

This is a list of Ron Baker’s thirteen (give or take) favorite business books. In order for a book to make this list, Ron Baker’s criteria are: Does it change your world view? Or does it change how you act? To make this list these books had to do both for Ron.

Read more

Listen to Mahan Khalsa’s Let’s Get Real Or Let’s Not Play For Free

Apparently I’m all about the free (or cheap) lately. The Stephen Covey organization has released Mahan Khalsa’s Let’s Get Real Or Let’s Not Play on audio for free via a podcast on iTunes.

“How does this relate to Sage’s Summit Conference?” you may ask. Well, if you’re going to attend any of Ed Kless’s sessions this is an old favorite of his going back many years. Mahan Khalsa does a great job explaining modern day sales processes.

Plus it will give you something to listen to on the flight or train as the case may be.

On iTunes via Ed Kless

Image via The Marmot

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