....'bye-bye Chip'

One day after BYU was chastised by people across the country for living up to their honor code and suspending one of their best basketball players for the remainder of the year for having premarital sex with his girlfriend, Oregon football could be in some deep trouble for possible recruiting violations....or will they?

The sleeze-fest that is college football continues churning out gut-wrenching stories about the underbelly of society putting its greed and desire to win in front of morality.  It's Oregon popping its head up this time, reportedly in the midst of recruiting violations stemming from paying a man $25,000 to help steer star running back recruit Lache Seastrunk to the school a year ago.

Oregon has stated that it paid the man, Willie Lyles, for recruiting services. But the amount and Lyles contact with Seastrunk are what have caused the NCAA to investigate.

The Pac-12 has a recent history of violations and controversy. But has it been enough to make it the poster-child conference of non-poster-child behavior?

Oregon did make the NCAA aware that they were paying Lyles to help with recruiting, but the NCAA is examining if Lyles' recruiting was on the up-and-up. Right now, they are still investigating so there is no definitive answer to whether or not any rules were broken.

That said, things certainly don't look good for the Ducks right now, especially coming off the high of appearing in the first BCS National Championship Game. We have to wait and see where this whole thing goes.

One question I have is why Oregon would even bother putting the $25,000 payment on an expenditure report if the school was violating a rule? Is it a case of hiding something in plain sight or is Oregon clean?

If the Ducks are clean, then they should have evidence of what they purchased from Lyles. This doesn’t seem to be a hard concept to grasp: If they paid Lyles for videos, then those videos should be in the schools possession, right? The NCAA still could question Oregon for what it paid so much for Lyles’ services, but at that point all the school would have to say is, “Hey, we got ripped off.”

...."hey Portland meter maid!"..."kiss my ass!"

The City of Portland meter maids have no brains...they just walk up and down the street all day looking to make quota.

How low have we actually gone with the "invention" of airlines charging for pillows....and now Portland "splitting-hairs" on the ordinance regarding license plates?

I received a very large fine for not having my front plate "adhered" to the bumper while in a public parking space.....she actually "lifted" my wiper blade to place the ticket...over my plate on in the dashboard...in plain sight. For those of you who are not familiar with Portland meter maids, please allow me to introduce you to the "ill-speaking" Russian that provided my ticket. This is the second time I have had the honor to scrape her dog shit from the bottom of my boot.....thank you ma'am. You are an idiot.

See, in the state of Oregon, there are a few basic laws regarding the display of license plates that new or current residents should know. All license plate renewal fees are covered when registering a vehicle. Additional fees are added to the registration fee of any vehicle that opts to display "special group" or "personalized" plates. Oregon laws stipulate that any personalized plate can be made up of any combination of six letters or numbers with one space (or hyphen) than can be used anywhere within the display characters. The only exception is that a personalized plate cannot have three letters followed by three numbers or three numbers followed by three letters, since those are reserved for standard issue plates.

One-plate Display--If only one plate is issued, it must be attached to the rear of the vehicle. This applies to mopeds, motorcycles, trailers, campers and special-interest vehicles.

Two-plate Display--If two plates are issued, one of the plates must be attached to the front of the vehicle in a clear area (obviously seeing it on the dashboard through clear glass does not count). The front plate may not be displayed on the dashboard within the vehicle. It must be affixed to the framework on the outside of the vehicle. The second plate must be affixed to the framework at the rear of the vehicle. Both plates must be clearly visible.

Tag Display--The month tag (numbered one through 12) is your permanent "anniversary" registration tag and must be displayed in the lower left portion of the license plate. The year tag must be displayed in the lower right hand portion of the license plate. These tags must be affixed to the license plate itself: Tagging on any type of plate cover or license frame is prohibited.

Don't make the same mistake I made. Please stay away from the extremely skinny, ill-mannered, missing-tooth Russian in downtown Portland.....and make sure you have both plates on your car....the mayor cannot find another way to gain additional revenue for his bike paths.....

...“Is there any way you can go lower?”

The Sausage Vendor said he bought his sausages for a buck, and sells them for $.95. When challenged as to how he would make money, he said, “No problem, I’ll make it up in volume.”

Business owners focus on Revenue when they should be focused on Profit. If they focused on Profit, they would raise their prices more often.

The old saying is wrong – “If you’re worrying about sales, profits will take care of themselves”.

Neither Revenue nor Sales are a good place to focus financially – we need to focus on profit (actually cash flow, but that’s another story.)

What barriers do you encounter in communicating your pricing to potential clients?

Competition, market conditions, aging industry, complex service, fear, not understanding how to price? Probably a little of most of the above. When we aren’t sold on our pricing, what does that communicate to the potential client? It communicates that all of the above (competition, market, fear, etc.) are all good reasons not to buy my product or service from me. The best way to create pricing problems is to not believe in our own pricing.

A caterer friend gave his “best, lowest” price to a potential client, skimmed of any “excess” profit, and the client’s response was “Is there any way you can go lower?” When we aren’t confident in our prices, we mentally set up shop in a place that attracts bottom-feeders like the guy above. Getting a lot of pushback on your prices? It’s possible its because your prices are too low!

Joel Spolsky is the co-founder and CEO of Fog Creek Software, said “I often meet people at parties and conferences who are starting companies, and they will invariably ask me, “Say, Joel, do you have any advice for start-ups? Since I know next to nothing about these people or their businesses, or even their industries, I usually just say, “Yes! You should raise all your prices!”

And we both have a good laugh, ha ha ha, then the founder ignores me. But my advice was most likely right. That’s because almost every start-up I have ever seen has set its prices too low.

Of the three business owner Profiles – Market Focused, Systems Focused, and Product Focused, the Market Focused entrepreneur is most likely to have good pricing, and the Product Focused craftsperson will have the worst.

The problem – the overwhelming number of businesses are started by Product Focused craftspeople. (The Systems Focused manager loves accounting-driven pricing that ignores all market conditions; they also start the fewest businesses.)

What makes for the most profitable company? One that focuses on providing VALUE, not COST! Lower prices is not value, it is simply lower prices (and may communicate less value).

FIND VALUE OUTSIDE OF PRICE! If relationships are equal, there are only two other buying questions – 1) How much does it cost? (price question), or 2) Can you do it? (value question). If you’re getting the “How much does it cost?” question too often, you’re not focused on adding value or you’re not confident in the extra value you’re delivering. Either one will lose you clients much more than your pricing itself.

What does having slightly higher prices communicate to the customer? We are confident in how our product performs.

How do we get confidence?

1. Understand the value to your clients. Ask them – why do you buy from me? What are you buying that you don’t think I even know I’m selling? It’s the best question you’ll ever ask them.

2. Stop thinking about how YOU think you perform (internal/craftsmen view), start pricing based on how you benefit them (see #1 above.)

3. Get some support – have somebody hold your feet to the fire on WHEN you will raise your prices.

Raising your prices is usually the fastest way to create new PROFIT. If you’re already covering all your costs, then every penny of higher prices falls directly to the bottom line. Want to make more money in less time? This is one of the best ways to do it.

...number 100...time to reflect

On my number 100 blog posting on this site...I wanted to share what I like...maybe you like some of these as well.

Vacationing on a hot sandy beach, Mexican beer, playing with my dog-Dillan, computer digitizing, dead-ball era baseball, new technology, gravy and biscuits, factory tours, mustangs (with over 400 horses), silver-age comics, 900 thread count, golf (only when I play well), cooking, old toys, traveling, old log cabins, old hand tools, digital photography, bird watching, mp3 music, old tube radios, science fiction, private jets, organized garages, baseball caps with worn brims, model railways, DVD movies, embroidery, swimming pools, rock music, maps.........


...iced tea, old box scores, ’sunny’ days, strategic planning, impact sprinklers, die cast cars (1/18), wall clocks, HDTV, ancient history, surf fishing, professional networking, model buildings, 3D drawing programs, digital renderings, gardening, afternoon naps, college football, xbox360, interior design, water features, teapots, people watching, pro football draft, hand-washing my Saleen, shade trees, charcoal drawings, having a full pantry, wool rugs, leather furniture, smell of wet concrete, 7 channel sound, newly-mowed lawns, believing in God, hardwood floors, bird feeders, wind chimes, smell of candles, afternoon sunlight, vine maples, rocking chairs, buying tires, bird baths, eggs Benedict, dogwood trees, Bluetooth, Broncos, Fringe, stepping on home plate, positive attitudes, patio furniture, hot fudge Sundays, yellow eyeglasses, Florida, all SEC football teams, Bose headphones, smell of a fireplace in Winter, sound of Dillan taking a drink...........

....fresh-baked chocolate-chip cookies, payday!, falling back in the Fall, potato soup, going to breakfast early on Saturday mornings, smell of mock orange blooms, falling asleep in front of the TV, JoJo’s eyes, laughing so hard your face hurts, a hot shower, hot towels out of the dryer, bubble bath, running through sprinklers, laughing at an inside joke, going to a really good concert, watching the sunrise, road trips, surfing the Internet, my garage, having a brain that keeps memories, the hope for eternal life in heaven, the color ORANGE, pecan pie, sweet tea.......

..air conditioning, crickets, peanut butter, elephants, hot cinnamon buns, chilly mornings, slippers, vanilla scented candles, sipping hot chocolate, homemade soup simmering on the stove, BLU-RAY!!, extra blankets on the beds, morning coffee, I love my courage, recently rediscovering a passion for life, Detroit Lions.....

..watching JoJo get excited about planting a garden in the Spring, breaking-out the Christmas music for her to listen to each year, the cold side of the pillow, animals, stars on a clear night, bear hugs, action movies, cuddling on a snowy day, free stuff I might actually use someday, freshly washed blankets and sheets after a long, hard day, boxes that hold my secrets and past, inside jokes, soup on a snowy or cold day, a good back scratch, long, hot showers, a clean, immaculate car, paying off a credit card - and cutting it up, trivia, ocean breeze, buying a CD and loving every single track, roses, holding hands.....

....going through old pictures, road trips, loving someone so much that just hearing their voice makes me smile, watching TV, mouth-puckering sour lemonade, finding an ink pen that writes just perfectly, green lights all the way home from work after a horrible day, high-speed Internet , flip flops, traveling, getting perfect seats at the movie theater, going to the bookstore and spending hours there, flipping through magazines and catalogs, accents - British, Irish, and French, music, the sound of waves crashing on the shore, sleeping in, sitting on the couch all day in my pajamas watching movies, finishing a huge project, oatmeal, finishing my taxes in January…………

...visiting with my dad, helping a customer, keeping an open mind, staying positive, clean leather seats, no punch list, James Taylor, Elton John, taking pictures of old barns, wine-tasting tours, Sweetpeaz.....

...hitting a sales quota, smiling, voting for the correct candidate, getting the mail with Dillan, 1080p, Florida vs. Alabama, painting the garage, giant stones, pulling against the Ducks, rumble of a V8, a sense of humor, knowing I make a difference in someone’s life, laughing so hard you snort, crossing the finish line, cooking with JoJo, Haggard songs, falling asleep on the couch...

...BBQ on the deck when it's chilly outside, money with holes in the center, tractors, Barnes & Noble, Kindle, Black Keys, being witty, getting positive feedback, expressing myself, building a reputation, being successful, doing good quality work, being in the zone, being inspired, waking people up, being free, hearing people’s stories, turning my life into a lesson, being responsible, doing what’s right, feeling fulfilled, connecting with people I’ve never met...

...making a positive difference, changing people for the better, changing myself for the better, feeling connected, turning off my ego, turning my back on fear, expressing courage, enjoying the flow of fingers on the keyboard, hearing the clanking of the keys, typing fast with two fingers, brainstorming, finding the third alternative, doing something unique, writing something new, creating information out of thought, manifesting pure thought in physical form, putting nonlinear concepts into a linear structure, storytelling, coming up with good analogies, simplifying complicated ideas, being understood, being loved, being loving, allowing people to know me...

...sharing energy, being wrong (sometimes), accepting all outcomes, being detached from outcomes, letting people know I care about them, giving hope to people who’ve lost hope, encouraging people who are discouraged, learning from mistakes, being human, teaching people it’s OK to make mistakes, teaching people not to be so afraid, releasing my own fears, bringing light to darkness, seeing someone smile, deepening my connection, growing, changing, changing my mind, knowing I’m on the right path...

...sharing discoveries, making people laugh, making people cry, being discouraged and still being able to encourage someone else, listening to music while writing, smelling vanilla, losing track of time, being in a state of joy, being relaxed, writing on paper, the natural friendship that lies within a marriage, the unconditional love of a grandmother, the pure innocent and never wavering love of a pet, the solid trust that comes with true friendship, a warm bed on a cool day, especially when you know you don't have to leave it!, the heat of a summer sun on bare skin, an ice cold swimming pool on a hot day, a super hot bath, as hot as I can stand it.....

...walking into an air-conditioned building on a scorching hot day and feeling the cold air rushing into your face, crawling into a freshly made bed, feeling my wife snuggled up on one side and my dog snuggled up on the other when I wake up in the middle of the night, setting a goal and reaching it-no matter how unimportant it may be to the rest of the world, I love researching a great variety of topics-the rewards are those moments in which I find that bit of information I was seeking, one of my greatest joys is when I know I have helped someone else find a small amount of peace in their life, finally pulling the car into your driveway after a long road trip, coming home to a dog that has missed you, The companionship of friends and family, knowing you are exactly where you are supposed to be, discovering that peace comes from INSIDE, becoming part of the solution, an honest day’s pay for an honest day’s work, hard earned paradigm shift finally sinking in, embracing the difference between "want" and "need." ...the ability to dream. …

…discussing things with JoJo, soft chocolate chip cookies, library books, art supply stores, lightning bugs, lemons, mashed potatoes, crayons, glass jars, yard sales, plane tickets, farm stands, dictionaries, bubble gum, old gymnasiums, elevator buttons, photograph, old suitcases, chocolate cake, black pens, art museums, road trips, crazy quilts, sunlight, clawfoot tubs, swimming pools, college-ruled notebook paper, crushed ice, old school adidas, attic bedrooms, flashlights, paint chips, clover honey, bare feet, ocean waves, cornbread, moonlight, super heroes, aluminum foil, fortune cookies…

…doodling with black ink pens, shopping for a new magazines, stone and wood in a home, large fire places, vaulted ceilings, JoJo’s smile, researching travel, first bite of an apple, perfect jeans and flip flops, finding a real bargain, a new haircut, Hawaii, staying up late playing xbox, the length of my marriage, grocery store exploring, a good buzz and stopping there, shotguns, gladiator sandals, a great laugh, carpeted floors, softened water, warm weather, a “why not” lifestyle, sleeping in, people who state their mind, without being aggressive…

...government-imposed loss of sleep

Ben Franklin—of "early to bed and early to rise" fame—was apparently the first person to suggest the concept of daylight savings....gee thanks.

While serving as U.S. ambassador to France in Paris, Franklin wrote of being awakened at 6 a.m. and realizing, to his surprise, that the sun would rise far earlier than he usually did. Imagine the resources that might be saved if he and others rose before noon and burned less midnight oil, Franklin, tongue half in cheek, wrote to a newspaper.

It wasn't until World War I that daylight savings were realized on a grand scale. Germany was the first state to adopt the time changes, to reduce artificial lighting and thereby save coal for the war effort. Friends and foes soon followed suit.

In the U.S. a federal law standardized the yearly start and end of daylight saving time in 1918—for the states that chose to observe it.

During World War II the U.S. made daylight saving time mandatory for the whole country, as a way to save wartime resources. Between February 9, 1942, and September 30, 1945, the government took it a step further. During this period daylight saving time was observed year-round, essentially making it the new standard time, if only for a few years.

Since the end of World War II, though, daylight saving time has always been optional for U.S. states. But its beginning and end have shifted—and occasionally disappeared.

But does daylight saving time really save any energy? Daylight Savings Time…It should really be called Daylight Shifting Time.

Like everything except Jiffy Pop, Daylight Savings Time was invented by Benjamin Franklin. It's become particularly popular in modern industrialized societies because in nicer summer months it shifts one hour of “sleepy-oh-geez-I-have-to-go-to-work-now time” from the morning to the “hey-let's-BBQ-tonight evenings.”

Daylight time is not so popular among farmers who must get up in the dark or among their dairy cows, which for a rough month or so of biological adjustment must hold that full udder what seems like a very long extra time. However, cows can't vote yet and there aren't many farmers left. So, they lose.

So, enjoy the government-imposed loss of an hour of sleep tonight because somehow sometime you'll get it back probably. (Gee, if government can regulate our clocks, wristwatches and cell phone time displays, what's next? Light bulbs?)

....money doesn't make you smarter (obviously)

It is really sad....that coming off the most-watched Super Bowl of all time, reality is about to hit football fans hard.

Owners and players must agree to a new collective-bargaining agreement by March 4, or the owners will lock out the players, essentially suspending pro football indefinitely. Behind the NFL's recent success are stark concerns. Here are five of the most important 'sticking points' to be overcome to avoid the league's first labor-related work stoppage since 1987.

#1. Player pay-cut

National Football League revenues come to about $9 billion a year. The league says about 60 percent of that goes to player salaries, and owners say that is too much. They want to shave 18 percent off the pool of money that is used to calculate the overall league salary cap.

The owners argue that, while the league is immensely successful as a whole, many owners have gone deep into debt to finance new stadiums in the past decade – anticipating revenues that never materialized because of the recent recession. Before agreeing to a pay cut, NFL Players Association (NFLPA) executive director DeMaurice Smith is demanding line-by-line audits of teams to prove expenses are, in fact, rising faster than revenue. The NFL has so far refused, saying that it has never offered the figures to the union before.

#2. An 18-game schedule

One potential solution to the revenue-sharing problem is to expand the season from 16 to 18 regular-season games, replacing two preseason exhibitions with the real thing. This would make the overall revenue pot larger, meaning owners could cut players' share of the revenue, yet players would not see a significant dip in pay.

But players chafe at the idea of having to play more without getting a raise. They argue that starters see far more playing time in regular season games, and that the intensity level is also much higher, increasing the risk of injury. Some owners have also privately shared worries about the risks to their primary investment, players.

#3. Rookie wage scale

Another potential way to tackle the revenue-sharing problem is to introduce a rookie wage scale. Having untested players who don't even shave yet making tens of millions of dollars isn't in the best interest of the league.

Under Mr. Smith, the NFLPA has stepped back its opposition on the rookie wage scale, opening the door to pay restraints similar to what the National Basketball Association has, where each pick in the draft order has a preset salary affixed to it.  For this concession, Smith wants rookie contracts to be a maximum of three years – allowing players quicker access to potentially bigger contracts through free agency. The league wants rookie contracts to be a minimum of five years.

#4. Benefits for retired players

With the average NFL player staying in the league only 3-1/2 years according to the NFLPA, and recent news coverage documenting their struggles to recover from injuries, the union will demand a retroactive benefits increase for retired players. During previous contract negotiations, the union favored money in hand versus future benefits.

#5. Personalities and intangibles

The futures of hundreds of unrestricted free agents could be thrown into doubt and hundreds of millions of dollars in salaries could be lost – not to mention public goodwill if the Super Bowl is the last game played in 2011.

NFL Commissioner Roger Goodell has said he'll cut his salary from $10 million to $1 if there's a lockout. But many players don't believe the owners are negotiating in good faith. In 2008, the owners decided to opt out of the current collective-bargaining agreement, leading players to think the owners were girding for a lockout.

Representing 1,900 players, Smith is entering his first collective-bargaining negotiation and is keen to make his mark. He is rallying players to his cause and trying to convince the public that million-dollar athletes need a fairer shake. The big question is whether Smith will blink before a lockout.

How much is enough fellas? Seriously?....Be careful Union. You might be getting-in over your heads.

...are you spaced out?

Businesses are constantly evolving whether it is through expansion, downsizing or reorganization.

With world markets in a state of flux, many commercial and office spaces don't have the same function as they had, maybe 18-24 months ago....my, my how the times have changed. Space (or lack of) is much more important than ever.

Different staff levels, pressures on manufacturing processes and amended working practices often result in an office space feeling disjointed and worn around the edges.

We all want a working environment…a “space”…. which looks and feels great, but sometimes the money isn't available to spruce things up. However, there might be a deeper problem that needs considering. As they look to pull out of recession, businesses could find themselves, not only with atheistically dated offices, but without offices capable of expansion or the flexibility to change. It’s no longer just enough to be doing business, they have to be able to function efficiently and without the basic structure in place, they will find it a struggle to keep up with growing demand.

Look around. What isn't working?

Companies have understandably shunned investment in their commercial offices over the last few years, looking to invest their available budgets in core manufacturing equipment, or making do with temporary solutions. These years however have seen huge advances in communication technology and a dramatic reduction in the cost of data storage. This can allow a business to shed bulky filing cabinets and shelves bulging with out-of-date business directories streamlining their archival and information retrieval measures.

Companies are using their new found office space for the increasing trend of having 'breakout' areas, or meeting spaces. Most recognize the value of having face-to-face meetings, giving department heads the opportunity to brief employees on changing fortunes, or getting team leaders to motivate staff. This reduces the reliance on lazy internal email practices, and encourages a more effective approach to business that promotes ideas and interaction from the bottom up.

There will always be the need to store equipment, files and stationery in an office environment but rather than bulky cabinets, many companies are looking to storage walls as the solution. Not only creating clean lines within an office space, they can also offer greater storage with the option to go from floor to ceiling. The crisp finish will inspire even the worst paper hoarders to make an effort and keep the office tidy.

Workstation Efficiency -- Extra space can give companies the ideal opportunity to look at the layout of workstations. Cramming staff into a small space is often counterproductive, so if new space has been made available through the reorganization of storage areas, then there is the scope to take a fresh look the office space plan.

A study of staff and visitor traffic flows will show a company where areas of high volume and acoustic problems might be an issue. Companies can plan space, taking advantage of natural light sources and power sources enabling them to keep infrastructure work to a minimum. Workstations can then be situated in the best possible positions and with adequate space between them optimizing the working environment.

Conference Rooms and AV Equipment -- Good presentation skills are important when attracting new business and conference rooms or meeting areas are a key element in that process. Media walls, which conceal plasma and LCD screens, are a must for any business taking presentation seriously. It was great to have a plasma screen 18 months ago and that was enough to make them look state-of-art compared to companies that use projectors, but it now looks dated and awkward if just mounted on an old desk in the corner of the boardroom.

Conference rooms also have to work harder and will often have a dual purpose, such as extra office space for seconded staff, or transforming the space completely to offer lectures or seminars. They now have to be linked into the main network to avoid all that fumbling around with flash cards trying to load up the 'company laptop'.

Merging Locations and Changing Spaces -- Many businesses have entered what can diplomatically be called a period of 'consolidation'. One way to reduce overheads during this time has been the practice of merging locations. Finding new premises to house both parts of the business, or moving one part of the business into the commercial building of an existing part can achieve this.

Finding a new building can often be the more expensive option, so many are looking to keep one building and making that work for their new staff levels. A good office space planning company will find innovative ways of merging the two parts of the business by examining the complete space and planning where each element would be best placed. Extra structural expansion might also be needed and they will advise on solutions such as partitioning, mezzanine floors and extensions.

What's the Next Step? -- The commercial space planning process will start with a study of existing practices and an examination of the future needs of the business. Plans and 3D visuals are then produced in order to finalize the design and are presented with a breakdown of costs and timescales. Most commercial space planners will also take on any landlord liaison and deal directly with the local planning office. All that is left for the company to do is plan for the expansion and the increased productivity the well planned office will provide.

Space...more important than you think!

....space, the final frontier

Space: The final frontier. These are the voyages of the Starship, Enterprise...Its 5 year mission--To explore strange new worlds.

To seek out new life and new civilizations. To boldly go where no man has gone before. (Which should read: To go boldly...but who cares).....

Let's talk about space for a moment:  At the onset of a search for office space a real estate broker will invariably want to know right away how much space will be needed by the prospective tenant.

Space....ahhh...space....that word again.

If you have been through this estimating the right amount of space required for a new facility can be tricky. Leasing too much space and cash flow can be hobbled by an excessive rent payment and under-utilized space, too little space and staffing growth will be limited...space...how much?

This may result in the need to relocate, prior to your lease expiration—potentially a very expensive exercise. Adding the architect and office furniture expert to your leasing team early in the process to develop reliable space requirements (before you begin looking at potential lease spaces) can make all the difference in leasing the right size and type facility for your company. Why?

If you are the owner or leader of the company, an experienced architect and office furniture expert will arm you up front with all the crucial information, so you can confidently make the correct strategic real estate decisions for your firm. This will save you precious time and effort. What? How can an early furniture decision help me pick my new space? Well, what if your current furniture won't fit in the new space....what if breaking the workstations down, hauling them across town...and re-installing them are as much as new or used cubes? What if? And what about the company down-time? Can you afford that?

Having this information in hand when you begin looking for space will allow you to pre-screen potential lease spaces and quickly zero in on only those spaces that really meet your long term business plans. The overriding goal is to make sure that when the dust settles your new space not only meets your functional requirements, but reflects positively on you and your company throughout the duration of the lease term.

If, on the other hand, you are the person responsible for finding facilities for a larger organization, you know that relocating your corporate offices or opening a new branch office can be a very challenging experience, one that will demand the most from you and your team.

What’s most important is that the transition be as painless as possible for all involved, users and management alike. Your 'team' should help you get moved in on time while avoiding any bumps along the way. This is best accomplished by having a clear program of the space and functional requirements early on, and this is best collected by a professional architect and furniture provider. This program information will assure you there are no surprises for upper management and provide them with a clear picture of the size of the office being considered, as well as the projected head count for this particular site.

Bottom line! Start Early!

Don’t get caught rushing. A mistake in this early preplanning stage will most likely mean you’ll soon be going through the process all over again.

A little up front analysis and planning, through the help of a professional architect and office furniture professional (with experience in office planning); can go a long way in laying the necessary groundwork for a smooth transition to your new office. Assuming your planner has performed the proper analyses and documented accurately your needs for the new office, you can be assured that ultimately your new company home will be a good fit for your organization. And just as importantly the subsequent phases of design and construction will go more quickly and without surprises.

More about space next time....(end of part one)

....help me with my office! (part 3-final)

Part 3 and final of: 'Help me with my office!'

Remember....Once you’ve identified your biggest issues, decide which ones you want to attack. I recommend that companies evaluating an office redesign project identify four or five priorities to tackle, such as increased collaboration, improved productivity, or more efficient use of space.

Goal: Weigh the merits of a redesign or “restack” versus relocating to bigger digs.

Once you’ve identified where your workplace lacks logic, it’s time to assess what can be done. Depending on the scope of your problems, your imagination, and your budget, the next thing you’ll have to decide is if it’s better to reinvent existing space or move. This is tough to do without an office professional.

Typically companies try to stay where they are as long as they can. It’s very expensive to move. When companies are bursting at the seams, the solution is often a “restack”: reorganizing cubicles into smaller spaces — such as a six-by-six instead of eight-by-eight — in order to fit more people onto a floor. I am sure all workers are excited about this corporate decision (yawn...)

Of course there are downsides to extensive redesigns. They’re often so invasive, noisy, lengthy, and messy that a company may need temporary space during the design’s execution, which is why some companies decide that moving to a preconfigured space is easier than living through a reconfiguration. Today companies that know they’re in growth mode often are able to secure short leases — meaning that leaving a crowded space is easier than in the past.

Technically Speaking--How much office do you need?

Here are some space guidelines:
• Executive office space: 241 square feet (down from 291 square feet in 1987)

• Senior professional: 98 square feet

• Call center employee: 50 square feet

• President/CEO/Chairman: 250 to 400 square feet

• Vice President: 150 to 250 square feet

• Executive: 100 to 150 square feet

• Employee: 80 to 125 square feet

• Conference room: 25 to 30 square feet per person

• Lunch room: 15 square feet per person for dining, and a food-preparation space roughly one-third of the dining area

• Reception area: 150 to 350 square feet

Goal: Improve upon your design over time by continuing to ask for feedback and make adjustments.

After an office remodel, it’s easy for companies to sit back and rejoice that they’re “done.” But larger challenges may need to be hammered out over time. If employees don’t take to a new design after several months, you can’t force it.

The best approach is to acknowledge such issues and explain how you plan to handle them. Remind employees that this does not mean the design was a failure: That’s the attitude that begets the need for a big, expensive overhaul in five or ten years. Continual adjustment is a saner, cheaper, and more flexible way to keep spaces up to date.

Some adjustment difficulties, of course, are psychological rather than physical. This is especially true if the company’s office redesign or relocation came on the heels of a merger or acquisition — a time when the combination of changes in cultural and physical space can unsettle employees. Human resources may need to get involved in order to massage egos accustomed to bigger or more luxurious spaces.

Checklist

A clean, well-lighted place--in a recent report titled “Innovative Workplace Strategies,” the U.S. government’s General Services Administration (GSA) offered a list of “Hallmarks of the Productive Workplace.” If you’re overseeing a redesign post-mortem, or if you plan to take a periodic look at how the workplace continues to function in the coming quarters, here is a list of elements the GSA recommends examining:
• Spatial equity: Do workers have enough space to accomplish tasks?

• Healthfulness: Does the workplace offer clean air and water, sufficient artificial and natural light, and freedom from distracting noises and smells?

• Flexibility: Can the workplace be rapidly adjusted to respond to industry-related challenges?

• Comfort: Can workers adjust light, temperature, furnishings, and acoustic levels to their preferences

• Connectivity: Can on- and off-site workers share the same networks and data and communicate easily? Is there connectivity for workers who change work modes often — such as working from home and rotating among offices in “hotel” cubicles?

• Reliability: Are technology systems and physical plant systems (heat, cooling, and water) reliable and consistent? Are upgrades necessary as an expanding office pulls on resources?

• Sense of place: Does the workplace decor (office furnishings) and atmosphere mirror the company’s brand or mission? Does the workplace create a culture appropriate to the work done there?

Gone are the days when offices were typically cubicle, surrounded by white walls and lit by white fluorescent lights. Architects and designers constantly reexamine the changing workplace to solve problems and accommodate needs. Some of their innovations have played better than others.

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....help me with my office! (part 2)

Continued from part one-'Help me with my office!'

Bad office layouts are made, not born. An office configuration that suited the way business was done even five years ago might be irrelevant now.

The best way to find out if your office is dysfunctional is to conduct a formal study. Create an “activity portrait,” a drawing of traffic patterns around the office, by shadowing employees for several days in a row.

Goal: Find out what they need up front, and keep them in the loop to avoid backlash.

Involving employees in an office redesign is a double-edged sword. On the one hand, it’s vital to know how they operate in order to create a space that’s more conducive to their work. On the other, asking them what they want can lead to unrealistic demands. As you gather input, be clear that you will try to address all concerns but that no one design can be perfect for everyone....at least mention it.

Once the new design has been chosen, let employees know what to expect, especially if the change will be significant. Make sure employees understand why the company is making each specific change. For example, if you’re moving people out of offices and into cubes, remind staff that the office now offers other perks: a souped-up dining area or benefits like concierge services, showers in bathrooms for lunchtime workouts, or a better cafeteria.

Two types of redesigns create “cultural revolt”: a move from closed-door offices to open office space, and a move in which two companies are merging and creating a new culture. With an office-to-cubes situation, companies need to up the ratio of conference rooms from one conference seat per three people to one conference seat for every two people. With a merger, managers should remind employees of their role’s significance, reassure them that their importance continues, and then offer a rational business context for why they may have to move desks or cede space.

Big Idea...

If the physical environment is bad — it’s cold, smells, or makes workers distracted — then employees won’t work well. No amount of organizational shoe-shining will change that… It’s Maslow’s pyramid — Psychology 101….the hierarchy of human needs as outlined by Abraham Maslow in 1943. According to Maslow, humans seek to satisfy a hierarchy of five types of needs, starting with the most basic physiological needs and ascending through a sense of safety, love and belonging, esteem, and self-actualization. If workers feel unhealthy they won’t be able to tap their higher selves in the office.

Goal: Make a list of the top priorities you want your redesign to address.

Once you’ve identified your biggest issues, decide which ones you want to attack. I recommend that companies evaluating an office redesign project identify four or five priorities to tackle, such as increased collaboration, improved productivity, or more efficient use of space.

At Group Health, a Washington-based insurer with 10,000 employees in more than 50 buildings, an in-house study quickly illustrated what the company’s design goals should be. The firm enlisted its employees to track their habits and found that at any given time, 40 percent of all cubicles or offices were sitting unoccupied. Many workers were in conference rooms or down the street at Starbucks, where they could more easily meet in teams. Others were toggling between multiple buildings and facilities. William Biggs, executive director of administrative services, asked his assistant to track his whereabouts. It turns out he spent less than 5 percent of his time at company headquarters.

This is the truth for a number of company leaders. Our work has moved from individual to team-based. We need to loosely pull groups together and then dismantle them, but that is difficult in a poorly-designed space. Based on the study, Group Health defined three design goals: First, the office needed more conference space. Secondly, cubicle sizes could shrink somewhat since workers were increasingly spending time outside of them. Finally, mobile workers like Biggs needed “touch-down” space where they could check their e-mail and make phone calls when visiting different divisions of the company.

Essential ingredients in the today's office....

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-end of part two