Tag: From the Publisher

By Peter Lyle DeHaan, PhD

“You need a hobby,” my wife exclaimed in exasperation. I don’t recall the circumstances, but it is safe to assume that I was doing something she deemed a nuisance. Regardless of the cause of her frustration, her impromptu advice gave me pause. Yes, a pastime, a relaxing diversion, would be good, but what should I do?

I briefly considered stamp and coin collecting, both of which I sporadically dabbled in during my youth. But I realized that my interest lay solely in the hope of stumbling onto a valuable find or realizing greatly appreciated value over time. These were not hobbies but investments, investments which demanded time, organization, and planning. They would be more like work – far removed from a relaxing hobby.

I asked myself what I was interested in. What about my proclivity for watching classic movies? But to be a true hobby, I reasoned, it must consist of more than watching timeless films.  It seemed that to reach hobby status, I would need to collect them, or catalog them, or perhaps read about them. This additional effort, however, would serve to diminish my infatuation with ageless cinema.

Next, I considered a passing, yet ongoing attraction to crossword puzzles. Even though I had only rarely picked up a crossword puzzle and was never able to complete one, it did seem like a worthy pursuit, a good complement to my interest in words and my longstanding effort to use them to help, educate, and inspire. Yes, I concluded, crossword puzzles would be my new hobby. I began looking for these word challenges, setting aside time to contemplate and complete them, reasoning that with a consistent effort I would improve. I was wrong. By my own initiative, I had not been able to develop my skills.

The turning point came by chance, on a plane. As I puzzled over the seemingly impossible offering in the airline magazine, I sensed that my seatmate was reading over my shoulder. Finally, no longer able to contain herself, she gently whispered, “You should know 12 down.” I looked at the clue anew and an answer formed in my mind. I shared my suspicion with her and with a pleased smile, she confirmed it to be correct. Immediately, she apologized for intruding, but I assured her that her help was appreciated. Though she attempted to distract herself, a few minutes later she was again captivated by my perplexing puzzle, so I slid the magazine in her direction, allowing us both to see it. She quickly directed my attention to another clue, encouraged me think in a different direction, and then confirmed my uncertain solution. Again, she apologized and again I said it was okay. This pattern repeated itself throughout the flight and soon we had most of the puzzle complete. I learned that she was a retired schoolteacher and that one of her many interests was crossword puzzles. She shared with me tips for discerning a puzzle’s theme and how to tap in to it. She gave advice on deciphering seemingly arcane clues and cutting through the deceit of intentionally misleading references. In the span of an hour, she gave me the direction and education that I needed to improve my skills and increase my enjoyment in my nascent hobby.

Another interest of mine is horticulture, one instilled in me by my parents, but I only gave it passing attention for many years. My home’s landscape once consisted only of green grass and strategically placed trees. Inside the house were one miniature orange tree and a lone aloe plant.  (Aloe is a reoccurring word in many a crossword puzzle.)  To increase the greenery inside and add color outside, I endeavored to tap into this slumbering fascination with plants. Again, guidance was in order and easily found in my parents. They have more insight and experience in this area than anyone else I know. Plus, any additional information can be quickly uncovered in their treasure trove of resource books, which would rival or surpass many a library. Now my yard has an abundance of carefully selected plants and shrubs, designed to add color and beauty throughout the growing season. My indoor collection has also greatly expanded, at times prompting complaints of overflowing its designated areas.

All of us, myself included, need guidance in many endeavors, not just hobbies. When I embarking on my consulting career, many people gave me sage advice. Three people in particular stand out. One was an industry friend who helped me sort through and clarify a transition strategy and first year game plan. Another was an industry consultant who shared years of experiences and warned of common pitfalls. The third was a consultant in a parallel industry who gave expert recommendations for a pricing strategy. Together, these folks shortened my learning curve and paved the way to success.

In similar fashion, when I bought this magazine, the sellers provided a wealth of advice, guidance, and recommendations. Even now, with his formal consulting commitment long past, Steve Michaels continues to generously share his ideas and observations. I also needed assistance from a publishing insider and contracted with an industry guru who quickly got me up to speed on standard practices and procedures for the magazine business. In a previous column, “Going Virtual,” I mentioned that I have outsourced key aspects of Connections Magazine. Though I could lay out and design each issue, it is better left in the capable hands of Dave Margolis, whose design cleverness and creativity far surpasses anything I could offer. Similarly, I could handle advertising sales, but that important task is better suited to the focus, tenacity, and precision of Valerie Port. Additionally, I tap others to proofread articles and catch errors that I overlook.

As with most businesses, I have an attorney to assist with legal matters and a CPA to navigate the maze of accounting and tax issues imposed by the IRS. Like many of you, I even have a computer and technology expert available to guide me through the latest developments with Microsoft, the Internet, and computer hardware.

The point is that I get help from many people. With some, it is a formal, contractual arrangement; with others, it is informal and freewheeling. In all cases, it helps me find a quicker and better path to an end goal or desired result.

All of this is outsourcing in one form or another. In a previous column, I advanced the premise that any aspect of a call center (save the ownership aspect) could be and has been outsourced. I added that for every call center, there was at least one key area that should be outsourced. Indeed, no one can master everything, and no company can excel in all areas. If someone else can do something you can’t, tap into his or her expertise; it is foolish to proceed under your own resolve. Likewise, if someone else can do something better than your company can, form a partnership or outsourcing arrangement. Today, when excellence is expected and demanded, are you better off to do an acceptable job in the house or to do a superb job with the help of others? We can all use a little help from our friends.

Read more in Peter’s Sticky Series books: Sticky Leadership and Management, Sticky Sales and Marketing, and Sticky Customer Service featuring his compelling story-driven insights and tips.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine, covering the call center teleservices industry. Read his latest book, Healthcare Call Center Essentials.

By Peter Lyle DeHaan, PhD

It amuses me to tell people that I went to college for 26 years. Their reactions vary from shock to admiration, from pity to surprise.

As a high school sophomore, I learned that the local community college would admit select high school seniors. Acting partly out of youthful arrogance and partly from moxie, I met with an admissions counselor, hoping to be admitted the following year. The advisor never asked my age or my grade as he mechanically pulled my high school transcript. Apparently mathematically challenged, he struggled to convert my quarterly grades into the semester credits to which he was accustomed. “Well,” he eventually concluded, “it sure looks like you have enough credits.”

I completed my first college class before I started my junior year in high school. I took at least one class a semester for the next two years. College offered a challenge that high school lacked. And though I earned high marks in high school, I excelled in my college courses.

As my senior year in high school wound down, classmates began announcing their college plans. My best friend was headed to a private school to study a new field called computer science. It seemed an interesting and promising choice and I decided to follow her there.

However, despite my parents having sacrificed to make weekly deposits into my college fund since the day I was born, the amount they had accumulated was woefully inadequate. This reality, coupled with the frequent media reports of college graduates being under-employed in entry-level positions, led me to a more practical decision. I enrolled in an electronic technical school, where I could quickly learn practical job skills and enter the work force, for a fraction of the cost. Upon graduation, I grabbed the first job that came along: repairing copy machines.

It quickly became apparent that this was not the job for me. My electronic school credential read, “electronic engineering technician,” and though I fancied myself an engineer, prospective employers more correctly viewed me as a technician. To make the career change I wanted, I needed more education. I reapplied to community college and earned a pre-engineering degree.

I transferred to a local university and enrolled in its electrical engineering program. Well before graduation, a job change took me out of state. I established residency there and resumed my education. During this time, I responded to a help wanted ad. The stated salary was three times what I was currently making. I met every qualification and dashed off my resume, fully expecting to be hired. But I was never even interviewed. I later learned that the company was deluged with applications and it summarily rejected every applicant without a four-year college degree. I resolved to never let that happen again.

Now, cynically convinced that a college degree was little more than an attendance certificate, I sought the shortest path to a four-year degree. I found the perfect solution. It was geared for full-time employees who had at least two years of college. By attending evening classes, in an intense one-year program, I could parlay my various college credits with documented experiential learning into a bachelor’s degree. I didn’t care what the degree was in; I just wanted that piece of paper. As the school year wound down, however, I met with a surprise at work. In my annual review, I was told that my management skills had greatly improved and I was rewarded with a substantial raise. Although I had been striving for an arbitrary credential, I inadvertently ended up improving my job skills. I shared this news with my professor, thanking him profusely. In what I thought was unwarranted humility he dismissed my gratitude. “I don’t deserve any credit,” he said matter-of-factly. “All we did was offer you an opportunity; it was up to you to make something of it. It’s what you have inside that made the difference.” It was years before I would fully comprehend what he said.

Now seeing a direct connection between education and earning power, I returned for a second major. What I had previously learned were “soft” skills (interpersonal communication, group dynamics, human nature, and so forth). Now I needed to complement this with course work in accounting, business law, and strategic planning. This major, business administration, would enhance my job skills, making me a better employee.

After a few years, missing the elixir of education and feeling inadequate as a manager, I began considering a master’s degree. Again, I found a program geared for the non-traditional student. Their offer was compelling, but even more intriguing was that for an additional fee, in advance, I could enroll in a joint masters/doctorate program. And I did. I anticipated that the master’s degree would make me complete as a manager, but I viewed the doctorate more as a personal milestone. My master’s degree was completed as planned and I immediately began working on the doctorate, which I had two years to complete. Already worn down by the intensity of the master’s, I soon regretted committing to the doctoral program. But stubbornness prevailed and I plodded on, meeting the requirements only a few months before the deadline. I was 42; it was 26 years since I had gotten a jumpstart on college at age 16. There were some diversions along the way, job changes, relocations and even a few breaks, but for the majority of that time, I was attending classes – somewhere.

So for me, college has meant many things: a challenge, a means to a job, help with a career change, an attendance certificate, an avenue to a better salary, enhancer of job skills, and management training. College can be many things depending on what you need and what you want to accomplish, but it is not a cure-all.

As a consultant, I do weeklong call center audits. I begin the week with an overview of the client’s company and then drill down to uncover weaknesses and opportunities. In doing so, a distressing pattern has emerged. On about the third day, I often find myself in a follow-up meeting with the person who manages the call center. That person’s common concern is presented in different ways and with various levels of emotion, but it always boils down to the same sentiment: “I feel inadequate as a manager. I think I need a college degree.”

It breaks my heart when I hear this. These are successful, dynamic women, who have started at entry-level positions and through hard work, dedication, and a talent for doing what’s nearly impossible, have risen to significant positions. These are individuals who oversee the majority of their organization’s work force, control about half of the expenses (primarily labor costs), and maintain virtually all of the incoming cash flow, yet they still feel inadequate. They believe that a degree will make everything right. This always catches me by surprise because they conduct their work with such great aplomb, confidence, and success. I am never sure what to say, but next time I will be ready.

I will say, “Yes, college can help you. If you have the opportunity to go and are willing to make the sacrifices of time and money, while putting much of your life on hold, then do it. It will make you a better manager. But it is not a panacea. There will still be times when you will feel overwhelmed or inadequate or unprepared. Most managers have these feelings. But a formal education isn’t everything.

While my educational choices have, in part, enabled me to get to where I am today, I know that had I gone down a different path, the result would be no less meaningful, because as my college professor said, “It’s what you have inside that makes the difference.”

What if you don’t already have a career? These comments about college are strictly for those who have an established career. For the recent high school graduate and those just starting out or without a career path, I always recommend college, provided they can handle the workload. Being a traditional student and going to school full-time allows you to get your degree in the shortest time, but it is not financially possible for everyone. In this case, as for me, you can intersperse education with vocation. Although this approach takes longer, it enhances the experience as your education is magnified by your work and your work is complemented by your education.

What if you have no idea what to study? If this is the case, be sure and pursue marketable job skills (don’t focus on skills that will maximize earning potential, but rather on what will maximize your enjoyment of life – which is not money.)  For those who are analytical thinkers, business and computers are good pursuits; for creative minds, consider marketing or graphic arts. And remember, many college graduates don’t end up working in the field they studied, but rather they use their education as an entry-point to the work force. Once you have successfully proven yourself in full-time employment, work history generally becomes more important than your degree — as long as you have it.

So, go to college, study hard, make the most of the opportunity that you are given, and remember, it’s what’s inside that makes the difference.

Read more in Peter’s Sticky Series books: Sticky Leadership and Management, Sticky Sales and Marketing, and Sticky Customer Service featuring his compelling story-driven insights and tips.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine, covering the call center teleservices industry. Read his latest book, Healthcare Call Center Essentials.

By Peter Lyle DeHaan, PhD

It’s only been a few years that I have been following the sport of hockey. Before that, a myriad of other athletic diversions captured my attention. As a youngster, I did what many of my peers did and played Little League baseball. Not that I was good at it or particularly enjoyed it. In fact, after four years of mostly sitting on the bench or chasing an occasional stray ball in right field, I realized that I wasn’t having much fun. I was merely playing the game because I assumed that was what a kid was supposed to do. My attempts to play baseball did, however, lead to watching the big leagues on TV. In fifth grade, my teacher, a fanatic fan of the Detroit Tigers, planned our school day around the playoff schedule so that she – I mean “we” – could listen to the games during study time. The Tigers won the series and I was won over, becoming a devotee. I faithfully followed the Tigers until their next World Series in 1984.

Shortly thereafter, I moved to Wisconsin. It was hard to be a Tiger fan in Wisconsin; in fact, in was hard to be a baseball fan in the shadow of the state’s beloved Green Bay Packers. In a place where being a “cheese head” is a compliment (note to the uninformed: “cheese head” is the proudly self-proclaimed moniker of the die-hard Packer fanatic) I soon adopted the Packers as “my” team. Although my tenure in the dairy state was short-lived, I continued to be a loyal Packer backer after returning to Michigan.

But it was hard for me to get back into baseball. The player strikes, lockouts, excessive hype, and salary escalations distanced me from the game and left me increasingly ambivalent. Disenfranchised with baseball, I segued to basketball. Although I closely followed the college tournament during March Madness, it was not the defensive prowess of college hoops to which I was endeared, but the faster-paced, higher-scoring professional games. But, then, as the showmanship became excessive, I began to seek alternatives.

Throughout these meanderings as an athletic couch potato, hockey was a sport that I viewed as anomalous. I treated it with disdain. It seemed to me that the only activity was skating back and forth, with few scoring opportunities and even fewer goals.  I just didn’t get it.

When my son, Dan, began following hockey, I didn’t immediately share in his interest and enthusiasm. To my dismay, he one day asked me to watch the game with him. Inwardly I groaned, but outwardly I agreed, because that’s what parents do for their kids. He made popcorn (okay, so maybe it wasn’t going to be so bad after all) and we plopped down in front of the tube. I watched the play move back and forth, right to left and then left to right. Soon the popcorn was gone, but the players kept up their incomprehensible dance with the puck. My eyes grew weary as one more journey up the ice began. Suddenly, Dan became excited. He jumped to his feet and exclaimed, “Watch this!” as the puck was guided past the blue line. To me it looked like the same play I had already seen a hundred times during that game. “They’re going to score!” he gleefully and confidently predicted. The announcers, too, amplified the tone of their play-by-play as they sensed that something important was about to happen. Play proceeded across the red line, then a pass and a slap shot, followed by total bedlam and an energetic high-five from my son. On the second replay, I, too, saw the puck go in the net.

I stared at my son in disbelief. “How did you know?” I stammered in amazement. “Come on, Dad, you could tell it was going to happen as soon as he got the puck,” Dan replied with incredulity. Obviously, there was more to this game than I could see. I began asking questions and for the first time in our relationship, the roles reversed and my son became the teacher. I was astonished with how much he knew and the subtleties he comprehended. Under his tutelage, my understanding of the sport grew and with it, my interest and appreciation followed. Over time, I learned about a one-timer, the five hole, power plays, a two-pad slide, and the poke check.

Soon, watching the Red Wings become one of our favorite father-son activities. Last year it was our delight to cheer the Wings throughout the session, into the playoffs, and to the Stanley Cup. During one game in that phenomenal year, we watched an uncharacteristically unproductive power play wind down. “Shoot the puck,” I earnestly implored the Detroit offense. “They didn’t have any good scoring opportunities,” Dan responded with matter-of-fact calmness.

“But they can’t score if they don’t shoot the puck,” I retorted. Dan paused and gave me a quick glance, followed by a brief look of comprehension before his attention was recaptured by the game. Perhaps I had blurted something profound. After all, it did make sense that if you don’t take a shot, you can’t score.

Regardless whether the sport is hockey, baseball, football, or basketball, playing it safe isn’t going to win too many games and is certainly not what championship teams are made of. How many times have you watched a team build a commanding lead, only to lose the game as a result of becoming tentative and mechanical as they tried to protect their lead rather than build upon it?

This example extends to business. While extreme, make-or-break risk taking is generally not advisable, tentatively protecting what you have built up will not position you to take advantage of new opportunities that present themselves. You could even squander what you have. Yes, many of your shots may miss the mark, but some will be on target. And those that are will keep you moving forward and propel you to the next level.

The same is true in life. If you expect to coast through your time on this earth, hoping that everything will work out, you will end up sad and disappointed. Intentional and deliberate action is what is needed to reach your potential and become the person you are capable of being. I once saw a poster of a large turtle. The caption read, “Behold the turtle; he only makes progress when he sticks out his neck.”

Whether it’s hockey, business, or life, you can’t score if you don’t shoot the puck.

Read more in Peter’s Sticky Series books: Sticky Leadership and Management, Sticky Sales and Marketing, and Sticky Customer Service featuring his compelling story-driven insights and tips.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine, covering the call center teleservices industry. Read his latest book, Healthcare Call Center Essentials.

By Peter Lyle DeHaan, PhD

At the risk of appearing self-congratulatory, this issue marks my first anniversary at the helm of Connections Magazine. Normally, I would let such an event go by without fanfare, however, since so many readers have taken the time to ask, “How are things going?”

I think it is appropriate to update you on the status of the magazine. Some of these inquirers seemed to be concerned about me personally, as if to say, “Are you happy you bought Connections?” or “Is this working out for you?”

Others, realizing the unique position and role of Connections in the industry, appeared to be seeking assurances of its continued survival.

First, let me say that Connections is healthy and on track to meet our business goals and objectives for the year. This is due to the support of our loyal advertisers, faithful readers, generous authors, and the strength of a professional publishing team that pulls it all together. To all of you, a hearty “thank you!”

When I bought Connections Magazine last year, I did not know print media advertising was in the middle of a severe slump nor that many magazines had ceased publication. In fact, in 2001, more than 100 magazines printed their last issue due to falling advertising revenues.

Also, when I signed the purchase paperwork last year, on September 10, I had no way of knowing that our world would soon be forever changed. The next day, terrorists commandeered passenger planes, as missiles, to attack the United States.

I spent the rest of that week not giving much attention to my new business, but rather drawn, in shell-shocked numbness, to the unfolding events on my television screen. The following week, I was convinced that my best and most patriotic response would be to attempt to return to normal life.

Therefore, I tried to refocus my attention on business in general and on Connections specifically. I soon learned that our advertisers, already skittish about the economy and worrying about their own sales numbers, now had the added concern of how this act of terrorism would affect them.

At the same time, they wondered whether the new guy at Connections could maintain the publication or would end up ruining it. As a result, advertising revenue for our first issue was off nearly 20 percent. It was not an affirming initiation for me.

Fortunately, with one successful issue under our belt, advertising rebounded for the following issue. Within two issues, we were back on track – our advertising revenue had returned to pre-Sept. 11-levels.

The feedback from readers was overwhelmingly positive and encouraging. I am still deeply touched by all of the notes and words of encouragement and support I received, especially during those first few nerve-racking months. It was and continues to be both affirming and inspiring.

As a business manager, one of my strengths is ongoing optimization, incrementally tweaking something to make it better with each iteration. That is exactly what my goal has been with every issue of Connections Magazine.

Based on your feedback, it seems that we have been successful in that effort. My pledge is to continue to focus on that objective in order to make Connections the best possible tool and resource for the teleservices industry.

I am also effective at innovation, thinking outside the proverbial box. This, however, does not come as easily for me and requires a bit more focus.

Nevertheless, new initiatives have occurred. More content has been added to the magazine, the website expanded, and fresh new services offered (such as the client newsletter, the outbound list serve, and the telemessaging locator site – see the sidebar for more information).

One area that is not a personal strength is original creativity and pure entrepreneurialism. I never would have tried to start a magazine from scratch. It is only because of the strong platform and sound legacy provided by Steve Michaels, the magazine’s founder, and the team at TAS Marketing, that we have been able to do what we have done. Steve, Chris, and Wilma from TAS Marketing served as consultants and more importantly as mentors during the initial issues.

Even now, Steve continues to provide much-appreciated advice and feedback. (To answer another frequently asked question: Steve has not retried; he and TAS Marketing continue to be active in the industry as business brokers and facilitating the sale of used equipment.)  I have been privileged to receive many compliments on the changes to Connections over the past year.

As I respond with heartfelt thanks and gratitude, I am quick to realize and point out that I am merely building upon the foundation already established. As the saying goes, one man plants, and another waters. I am simply tending to the crop that Steve Michaels planted. As a result, we have seen our advertising base stabilize and the print publication and our website grow.

Since its inception, Connections has been a bimonthly publication. I have received numerous suggestions and requests that it be published monthly. This is a huge undertaking as doing so causes production cycles to overlap. This means that you must begin working on the next issue before the current one is done.

Even so, in April, we took our first step towards that by publishing a special ATSI Convention issue. In December, we will present you with our first annual Buyer’s Guide. So, in addition to our normal six issues, this will make a total of eight for 2002. Next year, we plan to do 10 issues (monthly, except for combined issues in January/February and July/August). Will we ever go to 12? I do not know; 10 seems like a good number for now.

Although I have been writing for various publications for more than 20 years, I did not know too much about the publishing industry as a whole (and I still have much to learn). Interestingly, my lack of knowledge has been beneficial. I was not influenced by “standard operating procedure” nor discouraged by believing that “it can’t be done.”  

Without the shackles of conventional publishing wisdom and historical tradition, I have been free to be pragmatic and contemplative about how Connections is managed and produced. Indeed this has allowed us to be a lean organization with low overhead. We can keep costs down, while improving quality.

That is not to imply that we publish a perfect magazine. We still make typos, do not always cover things as well as we could, and definitely feel the pressure of “crunch time” as the deadline for each issue draws near.

However, with a great team leading the way, our loyal advertisers behind us, and you, our readers, faithfully cheering us on, we will continue to strive to make Connections better and better.

Read more in Peter’s Sticky Series books: Sticky Leadership and Management, Sticky Sales and Marketing, and Sticky Customer Service featuring his compelling story-driven insights and tips.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine, covering the call center teleservices industry. Read his latest book, Healthcare Call Center Essentials.