Search Results for: travel-expenses-why-i-splurge/how-much-should-you-tip/ignore-your-budget/budget-lesson-part-1/573/how-to-complain-the-squeaky-wheel-gets-the-grease/subscribe-by-email/budget-lesson-part-5/shaving-for-real

Corporate Bankruptcy Hurts Employee’s Most

Seal of the United States bankruptcy court. Ch...
Image via Wikipedia

This is a guest post from Hunter Montgomery. He writes for Financially Consumed on every-day personal finance issues. He is married to a Navy meteorologist, proud father of 3, a mad cyclist, and recently graduated with a Master’s degree in Family Financial Planning. Read his blog at financiallyconsumed.com.

Bankruptcy has evolved from something that people and businesses were deeply ashamed of a few decades ago, to a seemingly acceptable path to restructuring; towards a more sustainable future. Bankruptcy is so common in corporate America that it is referred to by some as an acceptable and necessary business tool.

This bothers me on a number of levels, but mainly because corporate bankruptcies hurt the humble employee the most. The laws are supposedly designed to help the company stay in business, and continue to provide jobs. But at what cost to those employees?

When a company declares bankruptcy, they are essentially admitting to the world that they failed to compete. Their business model was flawed, they were poorly managed, and they simply did not organize their resources appropriately to meet their consumer needs.

Given this failure, it shocks me, that bankruptcy laws are designed to allow management to get together with their bankers. They essentially protect each other. Management is obsessed with holding on to power. The bankers are obsessed with avoiding a loss.

The bankruptcy produces a document called first-day-orders. This is a blueprint for guiding the organization towards future prosperity. But this is essentially drafted by the existing company management, and their bankers. Do you see any conflict of interest emerging here?

Bankers are given super-priority claims to the money they have loaned the company. Even before employee pension fund obligations. This is absurd. Surely if they loaned money to an enterprise that failed, they deserve to lose their money.

Management generally rewards itself with large bonuses, after declaring failure, paying off their bankers, shafting the employees, and finally re-emerging with a vastly smaller company. This is ridiculous.

The humble employee pays the highest price. Assuming there is even a job to return to after restructuring they have likely given up pay, working conditions, healthcare benefits, and pension benefits.

This is exactly what happened at United Airlines in 2002 after they filed for chapter 11 bankruptcy protections. The CEO received bonuses, and was entitled to the full retirement package. The banker’s enjoyed super-priority claims over company assets to cover their loans. Meanwhile, the employees lost wages, working conditions, healthcare benefits, and a 30% reduction in pension benefits.

An adjustment like this would force a serious re-evaluation of retirement plans. For most people, it would require additional years in the workforce before retirement could even be considered a real possibility.

Employees of General Motors, which recently went through bankruptcy proceedings, also had to give up significant healthcare benefits, and life insurance benefits. Entering bankruptcy, it was the objective to reduce retiree obligations by two-thirds. That’s a massive cut.

The warning to all of us here is that we must do everything possible not to fall victim to corporate restructuring. Save all you can, outside of your expected pension plan, because you never know when poor management, or a terrible economy, will force your employer to file bankruptcy. Always plan for the worst possible outcome.

It’s a competitive world and it’s quite possible that the traditional American system of benefits is uncompetitive, and unsustainable in the global market place. The tragedy of adjusting to a more sustainable system is that the employee suffers the most.

 

Enhanced by Zemanta

Book Review: Small Message, Big Impact

I was recently given an advanced reader copy of Small Message, Big Impact by Terri L. Sjodin.  It’s a book on crafting an effective and persuasive elevator speech.

Small Message, Big Impact
Small Message, Big Impact

An elevator speech is, according the the author, “a brief presentation introducing a product, service, philosophy or an idea. The name suggests the notion that the message should be delivered in the time span of an elevator ride, up to about 3 minutes.  Its general purpose is to intrigue and inspire a listener to want to hear more of the presenter’s complete proposition in the near future.”  It’s a 3-minute speech you give to intrigue someone enough that they will let you give a real presentation.

A lot of people–probably most–use their 3 minutes of unexpected access as an “information dump”.  They pour as much data as possible into their audience.   According to Sjodin(and I agree!), and elevator speech needs to be primarily persuasive, not informative.  You need to include enough information to back up your persuasive arguments, but too much information is at least as bad, if not worse, than too little.

An elevator speech is either a sales pitch or a waste of time.   You are selling the right to give more detailed information at a later time.   The elevator pitch is not about making the sale.  It’s about advancing the ball toward the eventual sale.

Who needs an elevator pitch?  You do.  Everybody sells. Even if you don’t have a product, a service, or a business, you have yourself.  Can you pitch your boss on why you deserve a raise or a promotion?

The author walks you through creating an elevator speech that takes advantage of Monroe’s Motivated Sequence to advance your goal, whatever that is.   She’ll teach you how to grab your audience’s attention and make them recognize a need for change.   You’ll offer a solution, help them see the super-ninja-awesome future you’re offering, and give them a clear call to action.   All in 3 to 5 minutes.   Small Message, Big Impact will also teach you  to provide a clear progression through those steps, making it easy for your target to say yes.

You’ll learn the basic outline of an elevator speech, including how to grab your target’s interest, build a persuasive case, and establish credibility when you’ve been surprised with a few moments of access.  The three pieces of any successful presentation, from an elevator speech to a full-day presentation are

  1. Case.  If you can’t make your case, nothing else matters.
  2. Creativity.  You won’t win by being the same as everyone else.  The same product, the same service, the same buzzwords won’t differentiate yourself from the competition.
  3. Delivery.  Stumbling, stammering, and talking to the wall will make the the best product and the most creative presentation sound like crap, every time.  You need to build your presentation and practice it, so you come across and smooth an knowledgeable.

One of the best ways to sound credible, which will assist your delivery like nothing else, is to use an authentic voice.  Be sincere and sound it.   Believe in the material and yourself.   Know the material–inside and out–and practice it until you can deliver it smoothly, even if that means enlisting a friend for speech practice.

Of the books I’ve reviewed, I think this is my favorite.  If you need to design an elevator speech or improve the one you’ve been using, you should read this book.   Even if you don’t care about an elevator speech, the book provides a decent education on persuasive selling that easily carries over to the written word.

How would you(or do you) use an elevator speech?

Enhanced by Zemanta