My Stuff’s not going to fit in that box

I was the Business Team Manager for a vinyl flooring manufacturer in Lancaster PA. The business I was responsible for had been in a death spiral for many years. Consumer tastes had shifted, investments in the business had shrunk, and new product introductions were rare. The day I arrived at the plant I noticed a hand-made sign declaring the plant would be shut down in the next month or two. This was not very encouraging.

The employee union and management had a combative relationship and the business difficulties didn’t help create alignment or trust. The day I was introduced to the Union President, he told me he couldn’t trust me, because he couldn’t trust the people before me and expected that I wouldn’t be there long.

During my first few months, there was a corporate leadership transition. We were under intense pressure to reduce our costs. Our business and jobs were on the line. The Vice President of Operations threatened people with termination many times during my time at the plant. His face would turn beet red as he yelled at the current person that was in trouble.

We did our best to keep our people safe and focused on making the best possible product for our shrinking customer base. It felt like a losing battle most of the time. Every so often, something good would happen that would keep us moving forward.

In the Fall, we were approached by the corporate New Product Development (NPD) team. They wanted to develop and introduce some new, radically different products. Were we up for the challenge of bringing these new products to life through intensive testing and process modifications? We were and dove into the work with renewed energy and passion.

We asked our Marketing Director what we could do to make a greater impact at the new products’ launch. We collaborated and decided we would invite a select group of customers to the plant and showcase the new products and the people that produced them.

Even though employee/management relations weren’t ideal, everyone understood we had to make the best possible impression on our precious customers. We cleaned up decades of filth and clutter, created tour routes and brochures, and designated hourly employees as tour guides for the hundreds of customers who were coming to the plant.

The plant shined. We heard feedback from many of our guests about how committed our employees were to the products they produced and to their customers. We were very proud of our organization and hoped the goodwill generated would lead to increased customer loyalty and better relations in the plant.

It never happened. The market wasn’t thrilled by our new products and as the months went by, orders continued to shrink. The overall negative feeling in the plant returned, as people realized this was likely our last shot at turning the business around.

Two months later, I was told to be in my office at the end of the day. The Operations VP was coming to the plant and wanted to talk with me in the Plant Manager’s office. I immediately wondered if my resume was up to date.

As I waited in my office for the meeting time, I saw the VP walk past with a box in his hands. My first thought was, “my stuff won’t fit in that box!”

When I got to the Plant Manager’s office, I noticed the entire plant staff and VP were seated around a conference table. Was I was going to be terminated in front of an audience? After some pleasantries, the VP started talking about the customer tour and the many positive comments he received about it. I realized that maybe this wasn’t my last day in the plant. Then, he pulled the box onto the table and took out a football signed by NFL great Dan Marino. He wanted me to have it as recognition of our efforts to make the customer tour such a great experience. I don’t remember exactly what I said, but it was something about our team effort and that I was taking my ball and going home!

It was gratifying to know that our hard efforts to create a positive customer experience were recognized and brought improved support and credibility for our business. I only wish that it translated into a better outcome for the business. At least we give our best effort.