The story of Google that matters for most people is how it affects their daily lives (searching, web browsing, mobile phones, mapping/navigation, email, calendaring, YouTube, news, etc.) but I appreciate that Levy’s book focuses on the personalities and processes driving the evolution of what is arguably one of the most transformative corporate and technological entities of our time.

It can be easy to forget that behind some of the game-changing products and services produced by the company, there were real people thinking through issues of privacy, dealing with cross-cultural considerations and navigating interpersonal dynamics all while trying to make a living and find a sustainable business model.  They had/have desks, meetings, slide shows to give, families to care for, water-cooler conversations to have, and Levy does a great job capturing and re-telling those stories from the days of “two guys in a garage” all the way through the present days of life as an international corporation.  This is not always done with the most critical eye – those with concerns about Google’s operations or policies may be put off by the extent to which this book is an homage – but on the whole I think Levy is fair in calling out the moments when individual Google employees or the company as a whole screws up, and placing those in the context of Google’s good intentions.

A few themes in what Levy’s book revealed about “the Google way”:

1. “Ready, fire, aim” – Google does the bold, innovative or creative thing first, then (for better or worse) readjusts, re-calibrates, rethinks it later
2. When it comes to figuring out “what works,” studying data and using a scientific approach is more important than intuition or speculation.  Despite their many successes with this strategy, Google experienced failures when a data set wasn’t complete, e.g. when it doesn’t include the preferences, fears, doubts and hopes that are trapped in people’s heads or hearts.
3. Especially in its startup years, Google tried to only hire “A” people; engineers, researchers and thinkers who were either the best in a field of study (or headed that direction), who were driven by the excitement of discovery instead of money, and who could internalize the big picture goals of a project and then go make it a reality.  In their hiring they screened for intelligence, applicable knowledge, experience and adaptability, and as a result, they operate more like a research university than a traditional corporation.  Bureaucracy, office politics and administrative overhead seemingly emerged only with reluctant concessions to what was absolutely necessary to function at a larger scale.
4. If you want innovation in your organization, it’s important to create an environment where challenging accepted ways of doing things is not only permissible, but normal at all levels of authority and leadership.
5. It’s good to introduce questions of morality into the day-to-day operations of your organization.  At the same time, the more people you have, the harder it is to maintain integrity around living out a given set of moral values.

Google’s history is particularly of interest to me in that the company was started within a year or so of the company I co-founded, Summersault.  We were in a dorm room instead of a garage, and our goal was making great websites, not letting others search them more effectively.  There are not just a few differences between Summersault and Google today – billions and billions of dollars more in annual revenue, tens of thousands more employees, a private jet here, a self-driving car there, etc. – but I don’t think its too conceited to say that we started our company in the same spirit Google did, trying to help people make the most of the web…they just did it on a much bigger scale.

I was recruited by Google several years ago, to be a part of the team that keeps the company’s software application infrastructure up and running.  I really enjoyed my conversations with their staff about what it would mean to work there, and it was exciting to think about being a part of something so technically interesting and so global in scope.  In the end I knew that my passion and focus remained with what I’d started here in Richmond and so I declined to continue in the interview process, but In The Plex only reinforces what a great adventure that alternate path through life could have been.

It seems safe to say that most people underestimate the significance of what Google is and does.  Steven Levy’s book is a great read, and a great insight into how this one company has transformed the Internet age.

You might open a newspaper soon to see an ad like the one at right which appeared in my local paper a few days ago.  It encourages you to “Stand With Main Street” to protest “special treatment” of Amazon.com that allows them to forgo the collection of sales tax on online purchases, resulting in an unfair advantage over “every Hoosier brick and mortar retailer.”  I don’t usually see full-page ads related to Internet commerce in a market this size, so I thought I’d investigate the issues at stake.

The question of taxing e-commerce transactions is a bit complicated to be sure.  If you have a strong and concisely-worded position on it, you’re probably running for national political office, or a Libertarian, or both.

On one hand we can see the clear financial and psychological advantage that an online retailer has with customers who are weighing a purchase from a local store that charges tax against an online store that doesn’t, and maybe offers the item at a slightly lower price too. At the same time, that online retailer may be benefitting from the infrastructure that sales taxes others are collecting help pay for (setting up warehouses, trucking goods around state roads, etc.).

On the other hand, we know that laws around state sales taxation were created prior to the age of the Internet and that the models of online business and affiliate sales have completely changed the way the world does business, and current attempts to rewrite them in order to create short-term bandaids on ailing state economies are probably not in the best interest of business innovation, especially when they favor large retailers (online and off) and send small businesses and people who make a living as Amazon.com or eBay affiliates into a quagmire of tax collection bureaucracy.

(In my company’s work building online stores for our clients, we’ve experienced this firsthand; helping a small business calculate the city, county and state tax rates that affect what they’re selling customers and then keeping that information current can take up a lot of their time.  Services like taxcloud.net are helping make it easier.)

Some states are moving toward “origin-based sourcing” for taxation, where the tax rate is based on the county/state where the vendor selling the goods is located.  This keeps the taxation process simple (the retailer has to know their local rate and doesn’t have to worry about where the buyer lives or what the rates are there) and encourages governments to keep their tax rates competitive for businesses that might locate there.

Indiana is still a “destination” state, where the tax rate is based on where the goods are being sent.  Indiana Congressman Mike Pence, not generally known for advocating taxation, is supporting the move to make Amazon.com and others pay sales tax so that the government isn’t “picking winners and losers.”  But as others point out, the playing field of retail taxation is already off-kilter in favor of big businesses, which get tax credits, exclusions and special pricing that make it very hard for mom-and-pop shops to compete with them.

Back and forth, back and forth.

I don’t have a strong feeling about what direction we should go (hence disqualifying me from running for office), other than that all of this highlights how complex and outdated the modern system of taxation is, for online commerce and pretty much everything else.  When small businesses or people selling used exercise equipment from their basements have to hire tax law professionals just to sell online and be fully compliant, we’re doing something wrong.  I’m not sure the “Stand With Main Street” ad advances the conversation any, but it hopefully encourages more awareness about what’s at stake.

Culture

Ghost in the Wires by Kevin Mitnick
Finally, Mitnick gets to tell his side of the story when it comes to his adventures in computer cracking and social engineering.  Though his writing style isn’t particularly compelling and his personal meditations on the interpersonal aspects of his adventures are a bit awkward, the details of how he pulled off some pretty technologically impressive (albeit illegal and sometimes destructive) hacks – and how law enforcement responded – make for compelling reading on their own.  As someone who spent a fair number of hours in my childhood trying to deconstruct how the phone system and the emerging world of BBSes and Internet nodes worked, Mitnick’s book is a great visit to the past and a reminder that humans continue to be the weakest link in all computer security.

What We Leave Behind by Derrick Jensen and Aric McBay
Partly a book about how our society views waste of all kinds from all sources, from our individual person to our households to our cities, and what we do with waste based on those views.  Partly a book about the ethical, intellectual and spiritual challenges that come with seeing a truth about how the world works, and then deciding what to do with/about that truth.  As with other Jensen books I’ve read, the experience of following his train of thought is at once uncomfortable and enlightening, and always takes me to new places in my own consideration of “the meaning of life,” even when I disagree with some of the thinking that got me there.

The End of Growth by Richard Heinberg (partial)
Chock full of data and economic analysis that refutes conventional wisdom about the state of the world economy.  Heinberg basically says (as he has in other books and settings) that in the face of rising energy and food prices, debt levels, and disastrous choices about our relationship with the surrounding environment, growth as we’ve known it can’t continue (not “it shouldn’t” but “it’s not physically possible”).  Especially as I work on economic issues here in my own town, his discussions around the point that there are no new jobs, just jobs moved around from one place to another, were particularly poignant.  But Heinberg as always does a good job of painting a picture of a version of humanity that can see “progress” without depending on “growth.”

Novels

Daemon by Daniel Suarez
One of the best high-tech thriller novels I’ve read.  A mix of Neal Stephenson, Stephen King and Tom Clancy.  A cautionary tale about the power we give to the organizations and corporations (and individuals) who manage our electronic identities, and some imaginative examples of possible abuse.  And like the best tech thrillers, the technology references are realistic and accurate, paying respect to the hackers and hobbyists who can spot a fabricated plot device or an oversimplified explanation of how hacking an unsecured Wifi signal works a mile away.  Don’t let your housemates read it if they’re skeptical of your home automation efforts (you’ll see why), but I couldn’t put it down.

The Associate by John Grisham
A lawyer gets into an interesting and sometimes dangerous situation involving powerful corporations and other people he’s not quite sure he can trust, and requires creative legal maneuvering and the confronting of his personal demons to get out of it alive.  Yes, it’s the plot line of most every other Grisham novel, and yes, it was once again an entertaining read.

Water for Elephants by Sara Gruen
Such a good novel! Well-written, exciting, immersive, touching, real.  I had recently forgotten what it felt like to read a book where you start to care deeply about the characters and what happens to them, and where even when the situations or places or time period feel far away, the human dynamics and choices that are described bring insight and understanding about what it means to be alive.  Haven’t seen the movie, don’t know if I want to replace the rich imagery in my head with the Hollywood version.

The Apostle by Brad Thor (partial)
Political intrigue.  War and terrorists.  Secret operatives and daring missions.  Blah blah blah.  Maybe I didn’t give this enough of a chance and Mr. Thor seems to have found a winning formula for bestsellers, but I found it shallow, plastic-y and unreadable, even for vacation reading, and finally gave up after a few hundred pages.

Business & Politics

Campaign Boot Camp by Christine Pelosi
Politics the Wellstone Way by Wellstone Action! and edited by Bill Lofy
Two hands-on, how-to books for those who want to be engaged in the political process, especially candidates.  While in many cases I was pleased to see that I’ve often been doing “the right things” in my own first venture into running for elected office, it was helpful to have these two contributions to the conversations I’m having with my volunteers and supporters.  The Pelosi book was perhaps more basic conceptual information while the Wellstone book was more of a practical guide to getting certain campaign things done, with examples and templates to help.

First Break All the Rules by Marcus Buckingham and Curt Coffman
Extensively researched and well written reflections on what “great managers” do differently from all other kinds of managers.  I took a lot of notes on this one, and am working my way through implementing the valuable advice I found for my own company, but it would be a useful read for anyone in a position of leading a team.

The Carrot Principle by Adrian Gostick and Chester Elton
A quick read on how to reward and engage members of a team.  Not ground-breaking, but well researched and full of good ideas.  Complements some other works by the same authors that I hope to check out soon.

It’s Okay to Be The Boss by Bruce Tulgan
Tulgan calls out what I think is a real problem – leaders who don’t actually lead – but then proceeds to write what I found to be a fairly surface-level look at when and why it happens and what to do about it.  He seemed intent on appearing to be in opposition to most kinds of conventional management wisdom (or even some of the more modern refinement of said wisdom, see above), but in the end just ends up presenting the same kinds of advice in slightly different ways and, I’m sorry to say, with much less attention to the power dynamics and humanity of management-employee relationships.  Not recommended.

What have you been reading this summer?

Sometimes this reinventing and rediscovering happens because there’s been a change in staffing, sometimes it happens because people just don’t bother to write things down.  But I’m amazed at the “shortcuts” people think they’re taking to work around those cases:

• We couldn’t find our username and password to manage our website domain name, so we just registered a new one and re-printed our business cards.  Problem solved!
• We forgot that our last IT person already had a Facebook page setup, so we setup a new one and then asked everyone to like the new page.  Problem solved!
• We’re not sure where the source design files are for our marketing brochure, so we’ll just design a new one.  Problem solved!

Meanwhile you’ve lost a bunch of would-be visitors to your website who still have your old business cards, halved your population of Facebook followers, and wasted someone’s week on solving a problem that was already solved.

Sometimes it is faster to take a shortcut – I’m guilty of using the “forgot my password” feature on web applications WAY too often because I haven’t bothered to do a good job of tracking the password used when I don’t use the service but a few times a year.  And there can be value in having a given process considered with fresh eyes and new perspective, even if it is because the old way wasn’t well documented.

But when you find yourself repeating this exercise over and over again, spending time and energy (and money?) reinventing or rediscovering some core parts of your operations, you have to wonder if there’s room for improvement:

1. Encourage the building and documenting of shared knowledge using tools like wikis, intranets, internal blogs, and shared document repositories, and train staff on how to use them (“All of our key account information related to our corporate website is in that folder on the shared network drive.”)
2. Facilitate easily checking in with coworkers before launching something new (“Hey, I’m gonna create our new Facebook page, anyone see a reason not to?”)
3. Audit the time your staff spends getting up to speed on core business practices or resources.  (“The last three marketing department hires each spent 10 hours researching and documenting area printing services we could use – maybe there’s something wrong here.”)

What parts of your organizational operations are being unnecessarily reinvented or rediscovered on a regular basis?

How do you make sure your staff members build on what you and your coworkers already know?

In a non-profit organization board meeting, it might be the Executive Committee or the board chair.

In a small business, it might be the business’s owners or managers.

In a city council meeting, it might be the President of the council or the group’s political majority.

In a community of faith, it might be church elders.

Sometimes we forget the power that the agenda setters can have.  We focus on the outcomes of the conversations that we do have, but we forget or overlook that some conversations aren’t conducted in the first place.

Sometimes this is out of practical necessity – a given group of people can only cover so much ground in a given gathering – but sometimes it’s because the agenda setters don’t feel a given conversation should be had.

In the best case, this choice to exclude certain conversations from the agenda happens because the agenda setters are using their collective wisdom and experience to make the best use of the organization’s time and resources.  Sometimes, though, it happens because the agenda setters are afraid of what might come out in the conversation.  A conflict they can’t mediate.  A decision they don’t agree with.  A bringing to light of things that they would be more comfortable keeping out of sight.

Different approaches to agenda setting work well for different kinds of organizations, but it’s always important to remember the power that the agenda setters are imparted.  As an organization evaluates its effectiveness, it might also ask these questions of its agenda setting process:

1. Is it clear who sets the agenda for the conversations we have as an organization?
2. Is it clear what process is followed for suggesting items for organizational conversations?
3. How well do we equitably handle differences of opinion in what the agenda contains?  How do we identify when something is being left out because of pragmatic considerations versus ideological disagreement?
4. Are those who set the agenda representative of the interests and needs of all who are affected by the organization’s decisions?
5. What important conversations does our agenda-setting process seem to systemically exclude from our time together in discussion?

Are there other queries that are useful to consider in creating a structure for agenda-setting?

In the organizations, businesses and relationships that you’re a part of, what kind of power does the agenda setter hold, and how well is that power used?

The Center City Development Corporation has asked that $300,000 of the $5 million in funds available through Richmond’s Certified Technology Park account be used to support renewed operations of the organization and its Uptown Innovation Center facility.  The Palladium-Item covered the request today in a news article and related editorial, the latter of which painted the request as just another ask for taxpayer funded handouts to support private business efforts and essentially encourages a “no” vote by the Redevelopment Commission, the entity that approves the funding request.

It’s important to note here that the $5 million in the CTP account has been sitting around for close to eight years, and that the City is coming up on its third renewal of its CTP designation without any significant use of those funds.  Those I’ve talked to about it have expressed some concern that if the State of Indiana, which administers the CTP program, sees this under-usage of those funds, there could be an understandable attempt to move them back under state control.  So an argument can be made for spending at least some of the funds sooner rather than later to demonstrate that we’re a town with a plan.

I should also note that I’ve been a part of some conversations about how to use these funds, and I have even put my own proposals on the table for what might make a good partial use of them (that’s a blog post for another time).  I started and have managed a high-tech business in Richmond since 1997, and we’ve created a number of technology jobs here, so I definitely have something to say about what might further encourage tech businesses to locate/grow in this city.  I’ve shared some of those thoughts in this space, e.g. Growing a Geek Culture in Richmond.

Is allocating $300K to Center City the best and highest use of the funds?

Maybe, maybe not.  I haven’t seen the details of the request.  I know that Beth Fields and Jason Whitney, co-Executive Directors of the organization, and board chair Rhett Baumgartner are three people who are deeply, personally invested in the health and well-being of this community, and that they wouldn’t attach their names to this request if they didn’t believe it to be a viable, impactful way to use the money.

The money can’t be used for just anything, as the CTP program requires that it go to support “the attraction and growth of high-technology business in Indiana and promote technology transfer opportunities.”   Questions in the paper about the necessity of proposed fund usage will surely be answered by the detailed organizational budget already submitted to the Redevelopment Commission.

As already noted, in the absence of other formal requests to allocate the funds to a given project, this is a relatively small slice of that pie that could be used to move something forward with long-term implications.  We say as a community that we want new and exciting opportunities to be taken on that spark growth and encourage further investment in the community.  We have to embrace the fact that these efforts require non-trivial investment and risk to get going, and the CTP designation was created for just that purpose – investing in new and exciting things that will lead to job creation and community building.

As a small business owner eagerly trying to find qualified technology workers to add to our staff, and as someone who has invested heavily in the success of the downtown business district, it’s encouraging to think of a renewed, well-funded Center City organization focused on exactly those things.  There’s a pool of money that’s been made available for just this purpose and that might go away if unused, and now someone is saying they’re willing to put it to good use.

As a community, we (as represented by the Redevelopment Commission) should ask good questions of the proposal and probe the details, but we should be very careful about saying “no” to people who are investing in moving the community forward.

Updated at 2:53 PM to include link to Pal-Item editorial, now available online.

Game Change
by John Heilemann and Mark Halperin

Published in 2010, Game Change recounts the stories of the 2008 Presidential election with a behind-the-scenes perspective unlike anything I’ve seen elsewhere. The book reads like a novel (think Joe Klein’s Primary Colors or even a John Grisham work) and is simply fascinating to take in.  Chapter after chapter paint a nuanced picture of what Barack Obama, Hilary Clinton, John McCain and other candidates were experiencing from the time they decided to run until the election itself – it’s a narrative that the media simply couldn’t have assembled along the way.  Knowing of the extensive research and interviewing that the authors did to assemble it together made it all the more impressive.

Though largely retrospective in nature, much of it remains relevant today as we try to understand how John Edwards` campaign could have made it as far as it did (and how surprisingly successful they were at denying to themselves the truth about his character and actions along the way), just how unprepared Sarah Palin was or is to be in any kind of position of national leadership, and how hard politicians have to work to overcome or work around the personal turmoil that being a candidate can bring.

I admit that as a current candidate for local office, some of this reading was personal escapism – no matter what challenges I might face in my campaign, at least I don’t have to fly, drive and walk back and forth across the country for months and years.  But I think the book would be a page-turner for anyone who enjoys following national politics, or wants a more complete understanding of what goes into running for President.

Rework
by Jason Fried and David Heinemeier Hansson

Rework is a series of short and easily digestible chapters with common sense advice on how to succeed in business.  That particular topic – business advice – has surely been beaten to death by other publications over the years, so I was a little wary of Yet Another Business Book when a friend gave me a copy to check out.

It turned out to be the best single collection of business advice I’ve ever read.

It’s important to say again that it’s pretty common sense stuff, but that comes with the corollary observation that the traditional mainstream answers to the question of “how business should be done” are generally NOT helpful or good common sense, and that makes this book a bit of a revolutionary writing.

With advice like “don’t have meetings just to have meetings” and “get a good night’s sleep” and “fire the workaholics” and “don’t label everything ASAP – of course everyone wants things done as soon as they can be done,” it’s hard to resist the urge to smack one’s forehead over and over again while reading, if one has ever worked in a traditional corporate culture.  But make no mistake – this is not a cheesy, impractical and oversimplified “chicken soup for the business soul.”  Authors Fried and Hansson write from experiences of success and failure that are real and complex and always evolving.  They’ve been there and done that, and they have lots of good stories from others who have done the same.  Their approach is one that acknowledges the realities of business while balancing the humanity and emotional layers of what it means for a group of people to collaborate on something together – a rarity in business books, I think.

If I can think of any resource that, were it available 15 years ago when I was working with my business partner and then first employees to start our own business, and during all the management decisions I’ve made since, would have saved me lots of time, hand-wringing and self-doubt, Rework is it.  For that reason alone, I think anyone starting or running a small business today should read this book, especially those that traffic in information or technology (some pieces of the book don’t translate so well to more traditional brick and mortar business models).  There’s no substitute for direct experience and I don’t regret my own, but this book will be a head start and/or affirming encouragement to those who want to run a business well.

Confessions of a Public Speaker
by Scott Berkun

I’m fascinated by the art and science of interpersonal communication, and as I continue to develop my own profile and technique as a public speaker, I’m enjoying reading the advice of others who have been doing it for a while.

Scott Berkun’s book is much more than a how-to book, though.  It’s part telling of a personal journey – Berkun took a leap of faith to become a full time writer and speaker, and you can tell he’s still riding a wave of amazement that it’s working – part lesson in cultural anthropology and biology (asking questions like “why do we get butterflies in our stomach before a public talk?” and “what audience dynamics in a room lead to the most enjoyable sessions?”), and yes, part advice about the mechanics and logistics of giving a public talk.

Perhaps it’s just that my own sense of humor seems to match up to with Berkun’s really well, or maybe it was the no-frills, common sense approach to a topic that’s either over-analyzed or hyped up and mystified by other writers, but I found Confessions to be very enjoyable and refreshing.

It also made me realize, unfortunately, just how many ineffective presentations and public talks I see on a regular basis,  even by those who are held up as great public speakers. It isn’t always that the speakers themselves are executing their talks poorly (but sometimes it is), it’s often that some of the many other factors Berkun identifies as critical in successful public speaking haven’t been given any regard.  The size, layout, and decor of the room.  The time the speaker has given them self to practice and get setup.  The way that Q&A sessions are conducted.  The way feedback is obtained and used.  These are things I’ve thought about before (and even blogged about), but I’ve never seen such a useful distillation of the issues at stake.  In each case, Berkun makes a simple, straightforward argument for why these things matter, and offers his experience in how to do them well.

I highly recommend Confessions of a Public Speaker to anyone interested in public speaking and effective communications in group settings.

Earlier today, I sat down with Ron and Tom to ask about how giving away a whole restaurant works, plans for the future of the Deli, and what Tom will do with all of his spare time (and cheesy jokes) in life after small business ownership; here are some excerpts from the conversation:

www.youtube.com/watch?v=lRnKMIDW5gk

I love this city!  Thanks to Tom, Ron, Rachel, and the entire staff of Tom’s Deli for living out a great vision for small business and community building in Richmond, Indiana.

Trying to stop getting unsolicited postal mail from Comcast

I’m not a Comcast customer, haven’t been for a long time, and never at my current address. I get postcards, letters and brochures from them on a regular basis – sometimes several times a week.  It’s annoying and wasteful.  I searched the Comcast website and the Internet at large for a while for a web-based form to get on a “do not send me mail” list, and couldn’t find one.  I called their 800 number and hung up after too many minutes on hold.  I finally sent in a generic inquiry through their online form, providing the addresses I wanted removed.

Done, right?  Nope.

The first response asked me to come onto their website and fill out another form with my contact information so that I could join an online chat with them about getting off their mailing list.  I wrote back and said “no, I’m not filling out another form, you have what you need.”  The next response said (paraphrasing) “we really need you to join our online chat so that we can get your Comcast account number.”  I wrote back and said, “I’m not a Comcast customer, you have what you need to take me off your list.”  I channeled Jack Bauer: do it now.

The next response, quoting:  “I understand that you want to be included in the Do Not Mail List. We appreciate that you have given us this opportunity to communicate with you and address your concerns as quickly as possible.  I have forwarded your concern to the appropriate management team for your request to be processed Chris.  Rest assured that the request will be honored as quickly as possible, but definitely within 30 days.”

So, if you want to be removed from Comcast’s postal mailing list, all it takes is a phone call, an online form submission, and four clarifying e-mail messages so that your request can then be forwarded to a management team for processing within a month.  Lovely FAIL.

A bagel shop on 5th Street in Richmond

Before I was all the way in the door the woman at the service counter shouted at me across the room, “hi, can I help you?”  In the eternity that seemed to pass between that moment and when I was close enough to answer without yelling back, I tried to suppress the feeling that this would be a FAIL.

But as the server continued to have conversations with co-workers while taking my order, hope started to slip away.

When I asked to have my order just wrapped in paper and not in Styrofoam and she said “okay” but didn’t pass that along to the person preparing my order, I knew my smile was not long for this world.

When I got a spritz of cleaning solution from her as she wiped the counter-top right next to me (still chatting away), my smile returned, this time with little twists of approaching insanity at its ends.

And when the server who packaged my order in Styrofoam anyway glared at me as I politely said, “oh, actually, I’d asked for paper instead of Styrofoam,” huffed and puffed as she fixed it, and propelled it across the counter at me as she turned away, a sense of FAIL calm arrived.

There’s a peace that comes with the clarity of  “oh yeah, I don’t have to come back here again.”

Ordering from Gimmees.com

At Summersault, we recently ordered some custom-made Yo-Yos from Gimmees.com for our open house event back in March.  The order was delayed and there were some communication issues that amplified the inconvenience of that delay.  But after I commented on the issue on Twitter, the owner of the company called me directly and made it right, and we got the order in time for our event.   WIN for Twitter and Gimmees.com.

Customer service lessons:

1. Don’t make simple things complicated. If you’re a company that sends out gazillions of postal mailings every day, have a really clear process for letting people get off that mailing list.
2. Hire staff who can empathize with your customers` experiences. If they can’t, train them better, or get them away from your customers as fast as possible.
3. When something goes wrong, act quickly and boldly to make it right. It’s true, “a happy customer tells one friend, an unhappy customer tells everybody.”

Any recent FAIL or WIN customer service experiences in your life that you’d like to share?

I recently took the IRS’s advice and inquired into enrolling in “EFTPS” – Electronic Federal Tax Payment System.  (It’s too bad they didn’t call it something really cool like “Maximum Velocity Pay” or “Blue Tiger,” but I guess EFTPS is at least accurate.)  The idea behind EFTPS is that it will save you time and simplify payment and filing of federal taxes.  So far, here’s what the process has involved:

1. Receiving copious amounts of printed materials sent via postal mail encouraging us to sign up for EFTPS.  There was no obvious option for opting out of these mailings.
2. Visitng the EFTPS website and “enrolling,” which meant typing in a bunch of information that the government already has on file and could have looked up using our Federal Tax ID number, which we also provided.
3. Receiving an “Enrollment Trace Number” that we had to write down as a second unique identifier in the process.
4. Waiting 10-15 days to receive a letter in the mail informing us that we’ve successfully enrolled in EFTPS, and noting that we’ll receive a PIN in a separate mailing, for security purposes.
5. Receiving a PIN letter on the same day as the welcome letter, in identical mailing envelopes, so as to make it especially easy for someone trying to intercept the PIN.  And just noting: that’s 10-15 days for them to automatically generate and mail out a 4 digit number.
6. The PIN letter says that we must now call a toll-free number to obtain an Internet password, which will require the Enrollment Trace Number and the PIN to generate.
7. I call the number and enter our Federal Tax ID, our enrollment trace number, and our PIN.  The system generates a temporary INITIAL password that we can use to log on to EFTPS for the first time.
8. As a part of the first login, I enter our Federal Tax ID, our PIN and our temporary password.  To generate a new password, I again enter our Federal Tax ID and our PIN, and then enter a new password.
9. Finally, we have access to EFTPS.

Sigh.  I hope I never have to see inside the brain of the person who thought up this process.  “If we just make it complicated enough with enough different numbers, no one will EVER be able to crack it!”  Of course, the end result is a sense that the government wasted taxpayer dollars creating and implementing an overly complex system.  Shocker, I know.

Why not a simpler version?  If being able to safely receive postal mail at the address on file for your business is the linchpin of communicating sensitive information securely (which is NOT a given), we could have done it this way:

1. Visit EFTPS website, enter Federal Tax ID.
2. Receive postal mailing with a sufficiently unguessable PIN
3. Visit EFTPS website, enter Federal Tax ID and PIN, pick a password, enrollment is complete.

That’s at least one fewer postal mailings (and the paper and postage required), at least one less phone call (and all of the phone menu infrastructure required to support that call), and at least a few minutes saved on the part of EVERY SINGLE FEDERAL TAX PAYING BUSINESS IN THE U.S.

I think I’ll suggest it to the IRS.  Via e-mail, subject line: “Proposal for Blue Tiger.”

And then I’ll probably go back to walking checks down to the bank.