Randy Keho

7 years ago · 4 min. reading time · ~10 ·

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Meeting Results in Flaring Tempers, Flying Laptop, Compromise

Meeting Results in Flaring Tempers, Flying Laptop, Compromise

This is the eighth in a series of buzzes entitled, "Rage Against the Machine." It recounts my experiences as a maverick manager working withing the constraints of corporate America. You'll laugh, you'll cry, and wonder how the hell we made it this far.

Handy Keho

My constant nagging about the deplorable state of fleet safety and maintenance within our organization began to gain traction. My general manager, who was also considered to be a maverick, championed my cause.
But, instead of seizing an opportunity to make a major change, his last-minute proposal to allow our current provider to develop and implement a new plan was accepted. I was flabbergasted. So was our corporate fleet representative.
However, before I describe that boisterous final meeting, featuring a near-physical confrontation between the top two

7

oo owre von ERrepresentatives of both organizations, I need to provide some background.
I had developed a great working relationship with my provider's local manager. He totally agreed that the current system wasn't working and needed revamping. He admitted, however, that he didn't have the power to influence his people.
He said he couldn't openly support me, but he wouldn't stand in my way, either.
Eventually, push came to shove and his immediate supervisor scheduled a meeting to, hopefully, suppress my efforts.
I had become a thorn in their side and they thought that they could intimidate me.
After all, who hell did I think I was?
They would find out the hard way. Never underestimate anybody.
My local contact invited me to join him for lunch at a local steak house. I agreed.
Upon arrival, I was greeted by him and three of their regional representatives. I was alone.
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They immediately handed me their business cards, displaying a variety of lofty titles that meant nothing to me.
I was more confused than impressed. Which one of these guys was the decision-maker?
That information didn't appear on a business card and they were all dressed alike.
In fact, they were wearing the logo-embroidered oxford shirts that we supplied them. I represented a national uniform-rental company. They were one of our national accounts.
They asked me to outline my concerns, as if they didn't already know.
The entire meeting was a waste of time. All they said was that one of them, whom I assumed was the low man on the pole, would investigate and get back to me with some ideas to improve the system.
At least they paid for lunch.
I gave him a week and called the number on his business card. I had to leave a message. I called again three days later, and had to leave another message. It was typical corporate bullshit.
A few days later, I got a call from my local contact. He told me that the guy I had called had accepted another position and that someone else would contact me. That was five years ago. I'm still waiting.
I'd had about enough. I took my cause to our regional fleet manager, who was based hundreds of miles away in another state. Until then, I'd had virtually no contact with him. Before it was all said and done, he'd considered me for a corporate position in his office.
Well, he contacted his contact with the client, which really pissed them off.
And, as I soon found out, my corporate contact wasn't the type of guy you want to piss off, either. 
He was a good old boy.
Another meeting was arranged to be held at our regional office between our big guns and theirs. And, since I was the instigator, I was offered a front row seat to the event. My general manager, as well as my counterparts from our central and southern facilities, would also be in attendance. They were just as frustrated with the system as I was, but they were chicken shits. They just sat there and remained silent. More typical corporate bullshit.
The conversation began as you might expect between the high-ranking members of two national organizations. 
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However, after a period of "feeling each other out," the discussion began to go around in circles. Nothing was being accomplished and our corporate representative was was beginning to get a bit hot under the collar.
 It didn't appear that they were open to adjusting their way of doing things.
Then, it happened, and I'll never forget it.
"The whole damn thing is broken and you guys don't seem to want fix it,"  shouted my corporate rep, as he stood up and tossed his laptop across the conference table toward their top gun. It bounced harmlessly in front of him, but it caused him to  jump back in his chair. The look on his face was priceless. 
He stood up, leaned forward across the table, putting him face-to-face with our guy.
"What the hell was that?" he shouted back. "That was totally uncalled for. What's going on here?"
We all stood up as my general manager separated the two and asked them to sit back down.
They regained their composure and resumed the discussion.
Their top guy was granted a request to speak.
"I flew up here from Dallas (Texas) and I don't normally get involved in these matters," he said. "Now, I've heard what your issues are, so, before we go any further, I'd like to ask if you think we can resolve this matter? If not, I think we should just agree to part ways."
You could have heard a pin drop. We all looked at each other in stunned silence.
Then, instead of our top gun, my general manager responded.
"I'm certain we can resolve this issue," he said. "There's got to be a way around this that will satisfy both parties."
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I couldn't believe it. Here was our chance to dump these arrogant bastards and move in an entirely different direction.
Earlier, our corporate guy and I had discussed contracting privately owned providers, one for each of our three facilities.
Business opportunities such as those don't come around too often
We believed the local providers would bend over backwards to acquire and sustain the business of a national corporation, such as ours. It had been done that way before we contracted the national service. There was a precedent and we'd received excellent service. 
We'd switched to reduce costs, centralize billing, and solidify our relationship with the current provider, who wasn't living up to their end of the deal.  But, as a large, national account, we didn't want to lose them.
As a result, dumping them wasn't in the cards.
They came up with some feasible alternatives, which we incorporated. Actually, they worked out rather well.
But, it wouldn't be business as usual. 
In the next installment of this ongoing series, I'll describe how the system was changed, resulting in better service without an increase in costs. My union drivers were also pleased. It was a win-win for everyone involved.

Please follow the link below to read the buzz that sets the above scene.

https://www.bebee.com/producer/@randy-keho/employing-safety-to-affect-change-don-t-give-up-without-a-fight

To read the entire eight-buzz series, please follow the link below, which will lead you to the Business Hub Hive co-administrated by Phil Friedman and myself.  It's a collection of original content submitted by various business professionals on beBee.

https://www.bebee.com/group/business-hub

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Comments

Paul Walters

7 years ago #2

Randy Keho Hire the tall one who packs heat!!!

Mohammed Abdul Jawad

7 years ago #1

In corporate politics, when things go blurring and people behave weirdly, then the safest measure is to keep yourself aloof and, if at all, you are abused, stuck then be smart and bold enough to play your righteous role, without flaw and hesitation.

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