AI-generated image of people walking down the street wearing clothing with ME on it generated by ChatGPT

One of my neighbors back in Chicago shared his last name with that of a popular apparel brand. On occasion I would see him and his family wearing that brand of clothing, and I always thought that was wicked cool. I never lamented there is not a clothing line with my last name, nor did I go to the extent of visiting one of the myriad of customizable clothing Web sites out there and order something with “MADDALONI” blazoned on it. Buying existing clothes with your name, that’s ok. Ordering your own clothes with your name, that’s a little much, even for me.

My surname is far from mainstream, but it is not entirely uncommon. The etymology of the name is not surprisingly Italy, and there are communities that bare my surname. Where I personally have never met other Maddalonis who are not a relative, I have connected with some online. I got a LinkedIn connection once from a college student who, as a youth, when he would Google himself my name would always come up, so he thought he’d connect with me. Yes, there are others named Mike Maddaloni out there, including him and the retired Secret Service agent whose book I read and shared my takeaways from years ago.

The name Maddaloni applied to people, surely. But attached to products?

Finding Myself

A holdover from the days of when I was actively managing my personal brand is Google Alerts for my last name. This free service from the Big Tech giant will send you a daily email of any mention of any string, phrase, name, etc. that appears new in the annals of Google’s databases and models. I’ve kept it running, for every once in a while, some Web site appears with a mention of me in it. These days those are rare, and most often the links include an Italian DJ/producer and a Long Island, New York based jewelry store. They have also informed me of long-lost relatives who have died.

The other week I got a Google Alert with a link to my last name on something I wasn’t expecting: a ductless island range hood in stainless steel.

The link in the Google Alert was to the above-shown listing on Home Depot Canada’s Web site. Upon further searching I found other links for this device for sale including on what appears to be the manufacturer’s Web site where other products are named after what also appear to be names that sound Italian.

I was tempted to contact the maker of this appliance, however after a past experience of a similar inquiry I decided not to.

If you think a range hood is random, how about a bikini bottom?

As the father of daughters, the last thing I ever want to be thinking about is bikinis. But there it was, a bikini bottom with the same name as said daughters.

The link was to the Web site of Silvia Tcherassi, a Columbian fashion designer. Captivated by this, I reached out to the email addresses listed on the Web site of her US-based headquarters to ask why my last name was tied to such an itsy bitsy teenie weenie product, however I never got a response. Where the item is no longer available on her Web site, you can see the (un)fortunately sold-out swimwear on Saks Fifth Avenue’s Off 5th Web site.

Deconstructing Your Name as a Brand Name

Many desire to see their name in lights, and others do not. Even when you do, seeing it in or on something can evoke emotions from amusing to embarrassing. Although I may not be buying my eponymous range hood, not am I not sadden by the unavailability of these bikini bottoms, it’s intriguing to know they are out there. Google Alerts and similar Web searches can alert you to what to look for, or what to simply avoid. Do you have Google Alerts for yourself, or have you searched on your name lately? I welcome you to share your thoughts – with or without your name – in the comments of this post.

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This is from The Hot Iron, a journal on business and technology by Mike Maddaloni.

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AI-generated image of a Scrum Master with Team Member by DALL-E

Personally, I have never been one who goes by first impressions – sure, they are important, but the experience of the initial contact with someone shouldn’t determine the terms of a relationship. However, if by, say, day 100 you still have issues with someone, then there may be a larger issue, but I digress. That’s also not to say you shouldn’t start strong either.

This concept of first impressions came to mind when listening to an episode of a popular Agile and Scrum podcast the Software Process and Measurement podcast, or Sp&mcast. The host, Tom Cagley, someone I have learned a lot from by taking training led by him, posed a question to his guest from a listener who asked about what they would do on their first day as a newly-certified Scrum Master. My excitement to hear the guest’s thoughts quickly faded as their answer didn’t help channel the listener’s recent “drinking from the firehose” introduction to Scrum, and if anything made it worse.

Realizing the guest missed the mark on the question, I asked myself, “Self, what would you do on day one as a Scrum Master?” I pondered this for a long while, taking into consideration my own training and certifications as both a Scrum Master and Scrum Product Owner plus hours of reading, listening and discussions on the discipline. I then wrote up these thoughts and send them to the Tom. Upon recently rediscovering that email, I share my 4-step agenda for that day here. Where I have tweaked some of the content, my initial approach and intent persists.

Let The Day Begin

The first thing I would do is sit down with my new reporting manager and be honest, saying, “Manager, I just finished this Scrum Master training, have all of this knowledge and now I have to learn how to use it.” I would give an analogy of taking a woodworking course: learned a lot, got a lot of tools and now I have to really learn how to use them on my own. I may not be able to build elegant, high-end cabinets from the start, but I plan to soon build something to hang on the wall to store things.

Up second is to become aware of any and all artifacts as part of the project (if there are any, but I will assume there are some). I said “become aware” as I would not read through in painstaking detail every user story right away, but I would want to know 1) if there are any and 2) where they are. Becoming aware of what exists will help with future steps.

Next it’s time to schedule the ceremonies – sprint planning, kick-off, daily Scrums, review, retrospective – if they already aren’t in place. If they are already in place, I would “take them over” by ensuring meeting invites were coming from me and I was scheduling them.

Finally in the first daily Scrum, I would let everyone know I will be scheduling individual meetings with everyone, and I mean EVERYONE, to make an introduction and start to get to know them. Whether in-person or virtual, I would like to get ahead of getting to know them. If in person, I will buy them a (insert favorite beverage here) or lunch. These meetings would be with everyone – the Product Owner, Dev Team, and people who are outside of the Scrum team but are related, including stakeholders, leadership, users, customers, janitors, et. al.! I have always found getting to know someone, especially in person, in advance of any issues is always best.

It's Good to Dream

As I revisit this, I realize I may never actually put this plan into action. Where it has been almost 5 years since I started on my “Agile journey” it has been mostly a trip in virtual reality. The catalyst for this was the directive at my job to become an Agile organization, so I went all-in. Perhaps it’s luck, fate or some other term I don’t need to dwell on now, but I have never truly put my own course of study into action in the role of a Scrum Master. And at this point with my evolving job, I may not have that opportunity. Though one should never say never, what I have learned is still valuable to me and I don’t have any reservations on my career journey.

Deconstructing Becoming a Scrum Master

Every journey begins – and continues – with one step. Starting out on the right foot, stable and strong, all the while managing each step as best as possible, helps you and your team succeed. This is especially important for Scrum Masters, especially as they have come under higher industry scrutiny as of late. Where I myself may not execute this plan, I put it out there for others to consider, and I welcome feedback as to how it worked for them.

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This is from The Hot Iron, a journal on business and technology by Mike Maddaloni.

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So I have more five dollar bills in my wallet these days.

Why? The genesis for this was not having smaller bills on me and as a result costing me more than I hoped when tipping on a recent trip to Chicago. I was staying at a nicer hotel and at almost every turn there was someone to tip. As most ATMs today just give $20 dollar bills, that was all I had. Needless to say it made me look like a really generous guy.

Inflation Hits Gratuity

With the prices of everything going up over the last several years, restaurants have not been immune from this. It is evident in not only the menu prices being higher, but the suggestions for what to tip the wait staff are right up there too. You know those “tipping tables” you see at the bottom of your bill, the ones that list percentages and the dollar amounts to make it “easier” for you to tip? In the past they would likely offer 15% and 20%, and maybe sometimes 25%. These days I am seeing them starting at 18% and sometimes going as high as 30%! That, and more restaurants are automatically adding a tip on parties larger than 4 plus that tipping table too. Clearly restaurant staff are being hit by inflation like the rest of this, and with the overall check being higher, many diners are likely not tipping as they used to.

Thus I started carrying fives on me. Doing so was made easier by my new bank’s ATMs offering $5 bills along with $20 and even $1 bills – it also offers $100 bills as well and, though a popular thing to carry on you in Wisconsin I pass on those, but I digress. It allows me to tip appropriately, as well as not look too cheap by handing someone simply a one-dollar bill.

Making It Real

Carrying more cash on me has been something I have actually been doing for a while. From every expense you make being tracked to ginormous bank statements listing those very transactions to having had a few attempts of hacking of my bank accounts in recent years, by using cash more reduces all of this. Not to mention some merchants are passing along to their customers their credit card fees. Several local gas stations are offering cash prices up to 5 cents off a gallon. With filling up 2 cars every week, this adds up quickly, and I’ll take the reduced cost of anything anywhere I can. Even though the stands at the farmers market take cards and accept payments from mobile apps like Venmo, they are always appreciative to take old-fashioned fiat currency.

Deconstructing Carrying Fives

When it comes to inflation we often feel powerless to merely succumbing to it. By carrying five dollar bills on me it is attempt to counter this wave. Seeing cash actually leaving your wallet makes you think about what you are doing with that money, more than a piece of plastic or QR code ever will. By placing a bill in a tip jar or someone’s hand makes the acknowledgement of gratuity more real. One $5 is easier than fishing a couple of ones from your wallet and makes a little more generous statement without going over the top.

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This is from The Hot Iron, a journal on business and technology by Mike Maddaloni.

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AI-generated image of a mass of people returning merchandise at a store by DALL-E

Over the Christmas holiday last year, I started reading news stories regarding the increasing volume of returns to both online and brick-and-mortar retailers. In them they discussed the business and logistics of returns to how returns are mounting despite efforts by retailers to curtail them.

On the surface, it sounds like this is a relatively new phenomenon. Most people reading this post have likely returned something to Amazon or some other retailer recently or even this week. The volume of returns has been growing over the years, combining among other reasons the move to buying more items online that – though you can see pictures of it – you are not actually touching the item until you receive it, to simply more competition in the retail space, where you may find a lower price the next day.

However returning merchandise is nothing new. Where I am not a retail industry expert by any stretch, I’d like to share my unique point of view on retail returns as I had some education on this from my Aunt who years ago who worked for a local department store. She was a long-time employee of Steiger’s, a family-owned chain of stores in western Massachusetts and northern Connecticut. They had about a dozen stores in total before they closed down in the early 90s and sold off their stores to Filene’s, eventually to be engulfed by Macy’s.

What’s Old Is...

My aunt’s job at Steiger’s was processing returned merchandise at the company headquarters. Returns would come into her office from all of the stores. Some items were truly damaged or had some defect. Others were still new and just not wanted, and some were likely worn once and then returned as no longer needed. In some cases items were returned to the manufacturer, but often the maker did not want them back and would simply refund the store. Those items were kept and she facilitated a quarterly sale for employees where they could buy the items for pennies on the dollar of their original retail price. Needless to say, we had a lot of items around our house and clothes in our closet from those sales.

When I was old enough to understand about money and how much things cost, my Aunt explained to me about the business of returns and how that fit into the overall cost and pricing of merchandise. She told me, for example, if an item on the rack at the store had a sticker price of $100, the actual cost to Steiger’s for the item may have been as low as $10, of course depending on the brand. That allowed profit to be made with discounts that you see stores offering for 10% to 30% off right-away on new merchandise. It also allowed for profit to be made when the sticker price is reduced over time; even at 50% off a profit can be made. The items on a deep-discount rack were also helping the bottom-line of the store.

After my Aunt came over to our house with things she got from the employee sale – not going to lie, she would set aside things for her sister and niece and nephew – even then there was some profit made by the store. When manufacturers and wholesalers gave credit back to the store it was to offset the fact that they didn’t want the items back or it cost more to ship and process them than their actual value. Rather than throw them away, the 4 times a year sale became an employee perk.

... Not Necessarily New

Now fast-forward to present day. The 800 lb. gorilla in the room, Amazon, has been facing a growing number of returns as, well, people have been buying more from them. They have built an evolving infrastructure to manage them, from returns to Amazon lockers, Kohl’s department stores and UPS Stores to crediting your account now or doing a cash refund days later, to asking more and more questions as to why you are returning an item. Other online retailers are using third-party services for similar drop-off returns, as I have gone to random stores to bring back something from a random online site my kids bought from facilitated by some random service.

As mentioned in the above-linked articles, online and retail stores are also taking steps to try to curtail returns, from shrinking return windows, offering only credit for returns and using third-party services to track frequent returners. But long before Amazon was on the scene, I knew people who would often buy multiple items, say clothing, then try on at home and return the ones they didn’t want. This, of course, being something that required a physical trip to a store, not to mention a lot of time.

Today you can buy something from your mobile device in the time you are stopped at a red light (no, I have never done that, of course not!). The convenience and impulsive nature of doing so drives increased sales, and with that naturally comes the possibility for increased returns. Just this week I returned a lamp I got from my daughter that barely illuminated a small spot on her desk, something we couldn’t have known from the pictures or random reviews on the Web site. Other returns in my household have been for items that just didn’t fit right – how else would you be able to try it on without buying it first?

As I write this, it is a point in time. I am sure I, and everyone else in the world, will continue buying more and returning more. Also as I write this, I am awaiting my return home to a pair of sneakers I bought online... this is the second pair from them, as the one I bought last week were not the right side – I bought the size based on other models from the brand that always fit – and I hope these fit. If not, I am going to return them, likely paying shipping back as the exchange had no added shipping cost (for me) and shop a local store where I can actually try them on.

Do you think about retail returns as much as I have here? That or any other thoughts are welcome in the comments of this post.

Deconstructing Retail Returns

There will always be retail returns. No matter the reason, people want what they want and if they don’t want it they will return it. Efforts to curtail returns could have consequences, and likely will be eased in or built into alternative ways of doing business with a retailer. In a world where every store in the world is literally in the palm of your hand, a long standing part of commerce shouldn’t not be expected.

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This is from The Hot Iron, a journal on business and technology by Mike Maddaloni.

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All too often we get swept up in the minutiae of the work day and the next thing we know we are at home, plunked on the couch and say to ourselves, "Self, what the hell happened today?" When we then try to answer the question, we will find what we did was tactical and likely necessary, but was it the best solution or the best we can come up with, not to mention even remotely strategic?

One day being overcome with this feeling I was not being/acting strategic led me on a quest – where I may not be able to affect things surrounding me, I can try my damnedest to affect those in my three-foot world. So I did what anyone these days does when in a conundrum – I did a simple Internet search on the word “strategic.” Near the top of the results page was a link to the new book Strategic: The Skill to Set Direction, Create Advantage, and Achieve Executive Excellence by Rich Horwath. A Chicago-area consultant, he runs the Strategic Thinking Institute and is a speaker and consultant on strategy. From that description alone I felt like I struck gold, so I ordered a copy of the book right away.

When Strategic arrived I put aside the two other books I was simultaneously reading and dug into this, which I felt was a smart and – dare I say – strategic decision on my part. So it comes as no surprise I had a slew of takeaways from the book, and I will summarize some of the top ones here.

What strategic is and isn’t – The book opens with his definition of what strategic is: possessing insight that leads to advantage. Later he goes into details on what it is not: the ABC’s, aspiration, best practices and cautious. As the book flows, the topics discussed are built on these.

Strategy Quotient Assessment – Throughout the book there’s a plethora of models and tools to help you in analysis and decision-making that will lead to insight. One of them is the Strategic Quotient Assessment which is an online survey of 50 statements offered by the Strategic Thinking Institute to determine your strategic quotient, or SQ. As of this writing I have not yet taken it myself, but this assessment that comes with a cost is something I plan to do.

Note to Self: Read The Art of War – Several times in recent weeks I have seen references to this book that is over 2 millennia old and attributed to Chinese military strategist Sun Tzu. One of those was in this book. What’s interesting about these references is that in all cases they were related to business, not war. Needless to say it’s on my summer reading list.

Kill failing projects quickly – A quote in an article from Harvard Business Review on why execution of business strategy unravels in the book stated, and I am paraphrasing, if you decide to kill a failing project, do it right away and quickly.

When I read this I thought of the quote the great triad of Canadian philosophers, “if you choose not to decide you still have made a choice.” This phrase, now over 2 score old, reinforces something I have experienced over my career when leaders cannot decide to stop doing something soon enough, even when armed with the evidence needed to do so.

Don’t skip manager/staff meetings – To say we are overbooked with meetings is an understatement, and when looking to squeeze room into a packed calendar, often standing meetings with staff are canceled. Horwath stresses this should not be the case for a number of reasons that I, as someone who has been on the receiving end of this too often over the decades, completely concurs with. Remember, such one-on-one meetings should not be solely for the benefit of the staff person.

Strategic is a great read and packed with a number of decision-making models, advice and real-world experience from Horwath’s own consulting and coaching career and many well-known companies. Throughout it there are references to articles which are listed in the endnotes, which in itself is a great reading list that can provide you with a wealth of information in itself – I got a lot from the one I mentioned above and several others I read. The only critique I have of Strategic is that it uses business examples from well-known organizations like Amazon, but no names of small or mid-sized businesses, which may be relatable to the average reader. That being said, the points he used to reinforced with said company names were certainly not lost.

To say I recommend Strategic to anyone is a no-brainer. Whether you feel you are already strategic or tactical, a leader or staff worker, this book is for you. Where I typically give away books, this is one I am holding onto. It will be a reference and inspirational guide for myself to reread in part or whole to remind myself of what I need to be doing to not feel like I originally did when I sought out the book. This is also not Horwath’s only book as he has written several other books on strategy, including a strategy graphic novel. After going back in time and reading The Art of War, I may come back to present-day Earth and read some of these others.

Have you read Strategic? Have I inspired you to read it? I welcome your thoughts in the comments of this post.

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This is from The Hot Iron, a journal on business and technology by Mike Maddaloni.

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