Are You Really Selling Right Now?

Every boat owner is busy in a flood. Boats- good, bad, big, small, safe and less-soall
busy during the flood. They just pull up to the place where people need to get to safety
and pick up passengers.
The economy is coming back in a number of sectors including construction, energy and
manufacturing. ot !flooding" back, no. But the economic downturn shook out weak
players in a lot of markets and sectors. Even a small improvement in demand can create
relative growth for the survivors in the marketplace. #ossibly you are feeling this in the
areas of re$uests for $uotes, more access for sales meetings and conversations with your
customers about the future. These activities may be characteri%ed as selling. & think you
need to look closer.
Quoting, order taking, price-negotiating, specification matching ' &f the customer is
asking you for this type of effort, it is not selling on your part. &t is more than likely a
result of all of the selling you did in the past. ow you are harvesting. & applaud you for
the selling you have done, but these activities that & have described are not selling as
much as opportunity processing. (o it fast and well, because you need to be out there
selling. The relative positive economic indicators will wane, and when they do, the
people who sold well during the upside will benefit during the downside.
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+ra%y as it may sound with the increased amount of business going on, this is an
important time to re-dedicate your efforts to prospecting. *ight now, you could fill your
day with just handling the demand- answering calls, emails and te,ts. -ou will be busy,
but you won.t be gaining ground on your competition. Their phones are ringing as well.
-ou have to hunt while you harvest, otherwise your performance will be little better than
the economic trend. -ou will rise and fall less because of what you control under that
scenario and more because of things outside your control. That.s no way to take market
share.
Sales Stats that Should Scare You
& am not a doom-and-gloom person. & am optimistic, but & like to know the data and
trends in advance so that & can plan. & believe that a change in the marketplace creates
opportunity even if it initially looks bad. /ere is what & mean)
012 of commercial sales by 3456 will occur without the aid of a sales rep
7ver 182 of the buying decision is already made by a buyer today before he or she
meets with a sales representative
The number of people involved in a significant buying decision in a company
purchasing products or services has doubled in the last 8 years and is e,pected to
continue to increase
The implications are
5. #ower has shifted from the knowledgeable sales person to the knowledgeable buyer in
commercial sales, making many sales positions less valuable to their customers and their
own companies.
3. &f you are a transaction sales rep, picking up orders and checking in with customers,
you are at high risk of not being relevant in the future.
9. The market is shifting into either channels of purchase that are direct and digital, or
comple, solution solving, re$uiring more people and process steps to achieve a
purchasing decision.
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/ire sales reps to sell larger deals with comple,ity and move as much of the rest of
the transactional business to digital methods of purchase and service.
*e-set to a higher dollar amount and comple,ity of what you think is !transactional"
because your customers have or will. +ustomers do not want to talk to sales
people unless the issue being solved is comple, or e,pensive, otherwise they just
want to buy, not be sold.
Build sales teams to match up with buying teams. This does not mean more sales
people working an account, but more subject matter e,perts on a team led by a
sales person.
&t.s good news for those companies who have a plan. &f you are not confident of your plan
or capacity to e,ecute it, call us and we may be able to help.
!e "ind to Your #uture Self
&.m training for the +hicago :arathon right now. & ran a marathon a do%en years ago, and
& can tell you that doing this at 14 is very different in every way. ;ure, &.m wiser, but my
knees don.t seem to care about my wisdom, they bark at me regardless. &t.s a long race< if
my 14-year-old self could have told my 94.s self what & know now
#rofessionally, your future self can tell you a few things that your current self needs to
know to make life easier along the way. /ere are a few things you might say)
$ata%ase ' -our future self is going to need to know and keep track of a lot more people.
=e all know that job changes are happening at every level with increasing fre$uency. &f
you are not actively keeping connected to all of your connections you will lose them. This
matters because you won.t have the same job or even the same role with the same
company three years from now if statistical trends are accurate. either will your
database of people. &n times of hiring or buying, especially when there is pressure, your
contacts will choose first who they know and trust. ;tay connected.
Reputation ' =hat is your brand> /onest> ice> ;mart> &f you are known for general
characteristics, you will get lost in all of your contacts. databases. #rospects, customers,
potential employers can.t focus on you in a sea of data if you look like everyone else.
Become known as a specialist in something. ;tand out for a relevant capability and you
will rise in the marketplace.
&ommunication ' +onnecting with your database and demonstrating your reputation
re$uires regular effort. Blogs, emails, ?inked&n group contributions and commentary on
other people.s posts are all ways to stay connected. &n the moment of need, you often win
because you came to mind first.
&n the past, the world changed more slowly. @t the speed of change, you need to be
investing in your future self.s job, sales capacity and value by investing in your
connections.
'ow to (in )*er +urchasing and +rocurement
-our strategy for handling the !objective" assistance in a buying process by the
#urchasing or #rocurement areas of a prospect hinges on the answer to the following
$uestion)
Do they not know to care? or Do they not care to know?
&nteracting with these departments for companies who are trying to develop a new
customer relationship can be enormously frustrating. 7ften it feels as if you are being
blocked by a process, andAor a person who has little relevance to what you are offering.
-our typical response is to seek support from a knowledgeable end-user in the process to
lobby on your behalf. That workssometimes. =hat do you do when that gets you little
traction>
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5. #igure out the answer to the $uestion, !(o they not know to care or (o they not
care to know>" &f they do not want to make a better decision for the end-user, you
will have to leverage the end-user to make them care, be the cheapest in the
process or leave.
3. &f they !do not know to care" then it is your responsibility to give them a clearer
picture of the impact of making a bad decision. (on.t try to move them to
favoring you first- that won.t work until they figure out that this decision has a
really big impact if they get it wrong.
9. !uild the scorecard for choosing. 7nce they understand this is a big issue, then
they need a clear path for making the choice. &f they do not have the better
scorecard, they can always default to the incumbent provider or the cheapest price
and this usually will not favor you.
B. ,o %ack to your internal supporters and confirm with them alignment of the
scorecard and their support.
Cetting #urchasing and #rocurement staff to care about the impact of change and how to
measure it is critical to securing influence in the process. &f the prospect.s process is
designed that they !do not care to know" what better looks like, you are going to have a
hard time winning if you are not cheapest or the incumbent.
)wn the !uying &lock to (in !usiness
Timing is a factor in most sales, but who owns the clock is of enormous importance if
you are trying to take business from an incumbent competitor.
*emember the following when you think about the pace and momentum of a buying
process of a target prospect or customer)
#aster fa*ors the challenger who is ac$uiring the business
Slower fa*ors the incum%ent in retaining the business
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Dsing these guidelines, consider the following
&f you are the &hallenger, then you want to accelerate each phase of the process
including )
@pproval of you as a potential vendor
#resentations
#roposals
#ricing
&f you do not, the incumbent can always delay the process, encouraging the customer to
sign an e,tension to the current agreement. The risk is that the window of opportunity
will close and more pressing matters will cause your buyer to move on to other priorities.
&f you are the -ncum%ent, regardless of the condition of your relationship, delays will
diminish the interest in change and make the keeping of the status $uo more desirable.
*emember, between 092 and 002 of the buying decisions result in favor of the
incumbent. The perceived switching costs often outweigh any anticipated benefit.
=hen planning your sales approach, always consider which speed favors you, faster or
slower.
Success -s ./0 1agic 2 'ow to 1ake 1agic
& am fundamentally a process person. & believe that success in sales is 642 process and
only 542 magic. /owever, after all of this time, & have to admit that there is a collection
of chemistry, timing and coincidences that & describe in the world of sales that is beyond
e,planation. That having been said, & have tried to analy%e over time what circumstances
can create this magic.This is an incomplete list because & believe that if it is true magic,
what caused it cannot be defined.
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/ere is how & try to create some of my own magic)
,ratitude ' Cetting my head correctly aligned with prospects, customers, and team
members is easier when & start with being grateful. & write lists of why & am
grateful when & find myself out of sorts. &t clears my head and opens me up for
good opportunities.
Swagger ' & recently wrote about swagger. Swagger is a mix of positive expectation
and objective indifference. &t.s ama%ing what great things are attracted by
swagger.
+reparation ' :y confidence goes up e,ponentially with my preparation. @udiences
of my programs often comment on how well & understand their industries and
companies. That happens because & have spent hours getting ready so that the
interaction is effortless and focused completely on them.
&uriosity ' =atch the process while you are in it. By changing my point of view
from being a player in the interchange rather than being an outside observer
allows me to disconnect from being emotionally invested. Emotional investment
can cloud your ability to add value.
@m & making magic by doing these things> &.m not a woo-woo new age person, but & am
willing to try things and keep doing those that work. These work.
Your $octor -s a ,ood Sales Rep
@lmost everyone has gone to the doctor at some point.
The routine is universal)
Cive some personal information
Cive your insurance information
Cive a general set of current conditions
=ait in the lobby until you see the doctor.
The doctor, upon meeting and greeting, then asks you a series of $uestions, even if he has
a chart that answers the same $uestions he asks you. Erom that information and possibly
some tests, he makes a diagnosis and prescribes a treatment. /e leaves the choice of
whether to accept the treatment or not up to you, but he does make an informed
recommendation.
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This is the description of a *ery effecti*e method of selling. Think about how relevant
the following $uestions are for most initial sales calls)
5. =hen did you first notice the problem>
3. /ow would you describe the problem>
9. /ow long have you had the problem>
B. /ow is it interfering in your daily life>
1. /ow would you rate the intensity of the pain on a 5 ' 54 scale>
F. =hat have you done to try to treat the problem up until now>
8. /ave you seen any other professionals about this problem> =hat was their
diagnosis and recommended treatment> (id you follow it> =hat were the results>
This sales process is relatively easy to follow. @sk $uestions, perform tests if necessary,
make a diagnosis then recommend treatment.
& want to challenge you to look at the e,ample $uestions & have provided and ask one
prospect in the ne,t few weeks your relevant versions of these $uestions in this order. The
most fre$uent issue that & coach sales reps and companies on addressing in their sales
process is the accurate diagnosis of the real pro%lem. @s simple as it seems to do, many
people do not diagnose well because they do not have a system to do it. Try a doctor.s
system. &t works.
3 things e*ery leader should know a%out coaching
Today, coaching is more popular than ever.
@nd everyone agrees itGs a crucial leadership skill.
/ere are F things & believe you should know about coaching
.4 &oaching is a new, fast growing leadership field
@lthough ;ocrates launched some of the basic principles of modern coaching some 3444
years ago, it has only become well-known over the last two decades.
&n these last 34 years, coaching has had a meteoric rise in popularity. Eor e,ample, 04
percent of DH organisations are investing in one or more forms of coaching and the
&nternational +oaching Eederation is attracting record numbers each month.
54 There6s no agreed upon coaching definition
To this day, there is no single agreed upon definition for coaching. ;ome are
straightforward, others are fancy.
:y favorite coaching definition is by Tim Callwey, author of several best-selling books
on coaching in sport. &t goes like this) Coaching is unlocking a persons potential to
maximize their own performance. ts helping them to learn rather than teaching them!.
74 &oaching is all a%out awareness 8 responsi%ility
The essence of good coaching is all about you, as a coach, helping your coachee to
increase awareness and take responsibility. 7f course, the process is important since it
brings structure to the conversation, but it should not be the cornerstone of your coaching.
+reating awareness and responsibility are.
Erame your coaching in the conte,t of awareness and responsibility and it will improve
drastically.
94 &oaching should %e a leadership style, not a tool
#erformance coaching is not so much about passing on individual performance
objectives, but rather a techni$ue to take away the barriers that prevent individuals from
actually taking on and delivering against these objectives.
+oaching is also a way of managing rather than a tool to use in a variety of situations
such as planning, delegation or problem solving. &t.s a different way of viewing people '
a far more optimistic way than most of us are accustomed to ' and results in a different
way of treating them.
+oaching is all about unlocking future potential performance rather than evaluating and
judging current performance. &t.s based on the belief that individuals want to and can do a
good job. &f, deep down, you don.t believe this, coaching is probably not for you.
:4 !e careful not to mi; performance coaching with counselling4
+oaching is work-related, proactive and focused on conscious or just below the surface
things. +ounselling is a whole different ball game. &t.s non-work-related, rather reactive
and concerned with the core beliefs of an individual. -ou can do more harm than good by
mi,ing them up.
&n his article The Iery *eal (angers of E,ecutive +oaching J/arvard Business *eviewK,
;teve Berglas pinpoints the risks ' and unfortunately ' the practice of unschooled
coaches who enter into more psychotherapy issues with their coachee than they can
competently handle.
34 ,R)( is the most popular coaching method
There are many coaching methods. The good ones will help you as a coach to facilitate
learning rather than to direct it.
C*7= ' originally conceived by Craham @le,ander and further perfected by ;ir Lohn
=hitmore - is probably the best-known and appreciated coaching techni$ue in the world
today.
Dnlike other techni$ues, it is much more than a toolbo, linked to an acronym. &t helps
you to structure your interaction with your coachee. @nd & believe that.s e,actly the
reason for its success.
&n the end, everybody can become a coach. &t.s a skill that re$uires only time and effort to
develop.
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Thank you for reading my post. & regularly write about leadership, strategy and strategy
e,ecution. &f you like to read future articles here, please click Eollow at the top of this
page andAor send me a ?inked&n invite.
< things e*ery leader should know a%out strategy
;trategy. is a cool word. Business people like to use it. &t leaves a good impression with
your audience if you talk about strategy. &t.s even e,pected from a certain seniority level
in an organisation. But strategy is probably also the most over and misused word in
business language. :ost people who use it don.t really know what strategy is all about.
@nd & often have the impression that the more someone uses the word Mstrategy. in a
conversation, the less they know about the subject.
/ere.s a list a 8 things & believe every leader should know about strategy. Hnow these
inside out and you will do better than 04 percent of the managers that you will come
across.
.4 &ompete to %e uni=ue, not to %e the %est
;trategy is not about being the best, but about being uni$ue. +ompeting to be the best in
business is one of the major misconceptions about strategy. @nd if you only remember
one tip from this list, it should be this one. :any leaders compare competition in business
with the world of sports. There can only be one winner. But competing in business is
more comple,. There can be several winners. &t does not have to be a %ero sum game '
you win, & lose or vice versa. =ithin a single industry, you can have several companies
beating the industry average, each with a distinctive, different strategy. They are no direct
threat to each other. There can be several winners. ;o the worst possible approach to
strategy is to seek out the biggest player in the industry and try to copy everything they
do.
54 Strategy > compete for profit
Business is not about having the largest market share or about growing fast. &t.s about
making money. M& want to grow my business. is not a strategy. M& want to grow my
business. is the same as saying, M& want to be rich.. Those things JunfortunatelyK don.t
happen by themselves. Crowing is not a strategy, it.s a conse$uence. =hen someone
includes growth in their strategy, there should be an orange light starting to blink. That
does not mean that you cannot use the word Mgrowth.. & use it a lot in the analysis phase '
for e,ample, when you talk about growth areas of the business or when you look for
growth platforms ' areas where you can reach potential that will give you additional
profit.
74 "now your industry
@ company is not an island ' it.s part of a larger ecosystem, an industry. Each industry
has its own characteristics, its own structure. This structure and the relative position your
company has within the industry determines profitability. +ertain industries have a higher
return than others. -our thinking about the industry and industry competition will
determine your thinking about your strategy ' how you are going to compete within the
industry. The better you know and understand the industry, the better you will be able to
determine elements that will make you stand out, be uni$ue and reap a higher average
return than the industry average.
94 Strategy > &hoice
&n my eyes, this is the most simple strategy definition. -ou need a clear choice of =/7
you are going to serve and a clear choice of /7= you are going to serve those clients.
&t.s about connecting the outside world ' the demand side ' with your company ' the
supply side. 7r in fancy terms) you need a value proposition for a specific customer
segment and to develop uni$ue activities in the value chain to serve them. The key word
is Mchoice.. -ou cannot be everything to everybody. -ou want to target a limited segment
of potential buyers with the same needs. e,t, you are going to tailor your activities in
such a way that they meet these needs. 7r in fancy terms) you want to tailor your value
chain ' your company.s activities ' to your value proposition. ;trategic innovation is the
process to make those choices ' defining a new who and how for the organisation.
:4 ?earn to say N)
&f you have clearly defined what you go for ' a clear value proposition for a specific
client segment JwhoK and a set of distinct, uni$ue activities in your value chain to offer
the needs of this client group JwhatK, you will find out that there are lots of things that
you are not going to do. There will be customers that you are not going to serve, activities
that you are not going to perform and servicesAproducts that you will not be offering. &n
strategy, choosing what not to do is e$ually important. Dsing the words of the founding
father of modern strategy thinking, :ichael #orter) !The essence of strategy is choosing
what not to do". Each strategy should also have a section where it clearly states the noes.
34 $on6t e*er stand still
/aving a good strategy means that you have arrived. +ompetitors move, customers.
needs and behaviours change, technology evolves. 7ne crucial element to determine a
future path for your company is to predict these evolutions and trends and incorporate
this thinking into the strategy-building process. &f you don.t, you can miss out on new
value that is created in the industry or even left behind and get into trouble. Think about
the smart phone and okia and you.ll understand.
<4 Scenario thinking is an important strategy tool
Eacts and figures can only go so far. -ou need to turn data into assumptions that will fuel
your reflection process. The standard way to work with assumptions in a structured way
is by scenario thinking ' fi, some parameters and let other vary. This techni$ue helps
your reflection process by offering you possible future routes Jread) strategic optionsK for
the company. & believe that scenario thinking is a crucial skill for anyone who wants to
deal with strategy. Every leader should at least master the basics so that they don.t need a
strategy consultant for every reflection process or at least to help them challenge the
scenario models that the strategy consultant presents.
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&an You Spot the < @arly Signs of a !roken Negotiation?
The other day & was talking with an e,-colleague about his role at work and he was telling
me that he had been having some problems getting a decision from a client he thought
was going to be fairly straightforward.
=hen & probed some more about the circumstances, it was clear to me that he was
e,periencing a broken negotiation, but he hadn.t recogni%ed it as such. /e was heading
down a route that was going in the opposite direction of the success that he had been so
sure was his. Things looked bleak.
=e talked about it some more and he saw some of the clues, so we then worked out a
strategy to repair the break.
=e are all aware how important relationships are to how effective we are doing business.
;o, we need to be observant and pick up on any clues that may indicate that our progress
has been derailed. &t may be for a number of reasons, including that our relationship could
be flawed or potentially broken.
=hat are the early signs of a broken negotiation> /ere.s a short list, not necessarily fully
comprehensive, of behavior that would indicate there are problems and then let.s look at
some things we can do to turn the situation around.
.4 'esitation
=hen your customer starts hesitating over what should be fairly straightforward
decisions, itGs a warning signal that they are no longer committed to the project or your
relationship, or both.
54 Questioning Attitude
@ series of $uestions in a row covering ground that you were sure had already been
covered means there.s some rethinking going on and they are not convinced.
74 Repeated )%Aections
&f your contact repeatedly raises barriers and reasons they cannot proceed or can.t agree,
then this partnership is rocky.
94 Argumentati*e
&f the client seems to be ready to argue every point and debate the very things you
thought had already been agreed, then it.s a sign that there is a problem.
:4 +assi*e Resistance
=orse than argumentative behavior is passive resistance where the person just shows no
interest or reaction and you seem to be talking to yourself.
34 Not Returning &alls
@ huge red flag is the non-response to calls, or responding to calls by e-mail. &t
demonstrates that they want control and at arms length.
<4 No response to e-mails
#retty much the kiss of death.
ot only are there clues such as these from behavior, but also from key words used in the
conversation, assuming there still is one. =ords such as uncertain" issue" #uestioning"
uncomfortable" puzzled" hesitant" concern" lose" doubtful or unclear.
;o what do we do> =e need to to get to the bottom of the problem. That means thinking
about where it all may have gone wrong and asking some focused $uestions to reveal
where the issue is.
&n my e,perience, very few things happen for just 7E reason. There tend to be a
number of factors in play that steer the decision.
&t may be that their boss or another colleague has been $uestioning their decision and
perhaps we need to find out who that is and spread our contact base to accommodate
them.
Bsing a series of well-constructed confirmation, new information and attitude
=uestions will normally re*eal the issues and what needs to %e done to get things
%ack on track4
'a*e you had a similar situation? (hat clues were you recogniCing? 'ow did you
deal with it?
(hy 1anagers $onDt +romote )*er-Achie*ers
:any hard-working 7ver-@chievers are frustrated with their lack of career advancement.
They work long hours, complete mountains of work, but can.t seem to get promoted. The
reason> They need to be /igh-#erformers not 7ver-@chievers.
(hat6s the difference %etween a 'igh-+erformer and an )*er-
Achie*er?
'igh-+erformers are Strategists4 They know when to wait, when to attack, how to
sacrifice, and when to change direction. They can position the company to achieve
victory in multiple ways and move on non-linear paths.
)*er-Achie*ers are !rute #orce4 They have one mission, and that is to get from
point @ to point B as fast as possible within the rules provided. They focus on
completing as much as possible, in a linear fashion, until there is nothing left to
complete.
The difference between the two is hard to spot at first, because both are able to produce
short-term results. The key difference is long-term results and value.
1illennials are natural )*er-Achie*ers
The :illennial Ceneration can rarely tell the difference between an 7ver-@chiever and a
/igh-#erformer. They will often attempt to get a promotion by doing ten times more
work and will get frustrated when they aren.t promoted into a more strategic or
managerial role.
The /igh-#erformer role is harder for :illennials to grasp, since they are the instant
gratification generation. @s !digital natives" most of them grew up with a device in their
hand, and have been connected to the internet for as long as they can remember. This
leads to a mentality that faster is better, and all things need to happen $uickly ' from
accomplishing goals to getting feedback.
eed 544 things documented> They.re on top of it. @chievement for a typical
:illennial is measured by completing as many goals as possible. -t6s mostly
=uantitati*e4
eed a plan to make documentation easier, faster, cost-effective and sustainable>
:illennials will struggle because the goal is transformational which means they
may not see immediate results. Transformation over time is how performance is
measured. -t6s %oth =ualitati*e and =uantitati*e4
'ow to culti*ate 'igh-+erformers
5. Re*iew past goals4 =hen meeting with your employees make sure to identify
their goals in terms of 7ver-@chiever vs. /igh-#erformer, so they understand
what path they have been on so they can make a decision of how they want to
move forward.
3. Set strategic goals4 @n 7ver-@chiever suffers from single-mindedness. They will
need to create goals in which the planning, not e,ecution, is the outcome. These
should be high-level plans to improve a business area. They will need to think
critically about areas of the business that may be affected by the changes they are
proposing, including contingencies and pivot points for if Jor whenK the
environment supporting their plan changes. -our job as a manager is to ask
$uestions, and help them refine their plan.
9. &reate stages for e;ecution4 7nce they have a plan, have them work slowly and
steadily, and understand that progress is measured over time. They will have to
fight the urge to abandon their plans when they don.t see progress immediately.
@s a manager, you will need to help them keep metrics and timeframes so they
don.t revert back to brute force tactics to make something work.
(o you have 7ver-@chievers or performers>
/ow have you ensured their success respectively>
./ things a real leader will tell employees
& ?ike otherGs am drawn back to the post N54 Things Bosses ever Tell Employees, But
;houldN which is a testimony of it being a thought provoking piece. =ell done :r.
/aden.
But when & read that post, all & can think of is men need to be men. ot eanderthals as
many like to portray, but real men who can lead, act, and stay focused on the job that
needs to be completed, rather than focus on how others feel 3BA8. ;o & offer my 54
thoughtGs in a light, whimsical manner in hope some might reali%e, we are leaders, and
leaders make hard decision. =e are hard works that didnGt need our hands help for very
long. & accept instruction, & then try to demonstrate & can do the job, all the while taking
constructive criticism as a means to get better.
.4 E- really don6t care whether you like me4E
-ou.re an adult< if &.m a hard ass and provide you constructive criticism, & e,pect you to
evaluate the input and take corrective action to meet my e,pectations
&.m a big boy and understand criticism is hard to take, so & really don.t care if you like
me, my goal is to provide you leadership that grows your capabilities and ensures you
provide value add to the company.
54 E- donDt think - know e*erything4E
& don.t know everything, never said & did. But & am a subject matter e,pert in this field
because & had mentors that poured time and energy into me in addition to my own hard
work. & have been promoted because & demonstrated capability< so when & provide
constructive criticism, it.s goal is to make you a better resource Jassuming you learn from
the inputK.
74 E-t6s )" to %e cheerful and make the Ao% funE
=ork hard, play hard. &f you complete the task & assigned and have time left at the end of
the day & understand that. &f you chose to take it easy after that and not to take on more
responsibility &.ll make note of that as well.
/aving fun at work doesn.t mean wasting e,cessive time. &t means enjoying the work and
having a cheerful disposition.
94 E-Dll pay you4E
&.ll pay you a balance of what the job allows and what value add you provide the
company. &f money is your end goal, there will always be someone who will pay more,
but &.m fair and will e$uip and train you to be a subject matter e,pert. & will train you to
be my replacement.
&f you cannot figure out that money doesn.t grow on trees and that & have a budget to
keep, maybe & overestimated you when & hired you.
:4 EFo% hopping reflects character and am%itionsE
&n the world we live in if you are job hopping more that once a year, & will $uestion your
capabilities. &f you job hope every 9-B years and assumed more responsibility with each
move, & will consider you a viable candidate that will likely show initiative. But, & will
also think you presents a flight risk that may take general intellectual property with you
when you leave.
To climb the ladder you will likely have to change jobs, be wise when you do so.
34 EYou do what you ha*e to, until you do what you want to, until you do what you
were made for4E
(on.t be too proud to scrub a toilet or mop a floor. (o what must be done to provide for
your needs. @ll the while have a plan, and work your plan to get to a job that you enjoy.
@nd Cod willing, along the way you will understand what Cod made you for and you can
pursue that.
<4 EAutonomy is earned4E
& will train you to be my replacement. The more you demonstrate the skills & need, and
can meet or e,ceed my e,pectations, the more & will train you and the more responsibility
& will give you.
Time in a job does not e$uate to being a subject matter e,pert. ;uccessfully
demonstrating technical and tactical proficiency will make you a subject matter e,pert.
-ou want to be respected and enjoy autonomy, become a subject matter e,pert.
G4 E-tDs my Ao% to ha*e situational awareness4E
& praise in public, reprimand in private, and train you all as a team. & know everyone.s
strengths and opportunities for improvement< & have situational awareness. &f you are
concerned about someone else you should talk to them as a team member. &f you think
they are not responding to your encouragement, come talk to me.
H4 ENeed to know4E
&n life we are all on a need to know basis. &f my task is not clear, or the reason & need the
task completed is not clear, of if you are not clear on how to accomplish the task, please
come and talk to me.
But you are not in my position, and you will not have all the information & have. & will
keep you informed, and & will be transparent about why things need to get done. -ou must
accept these facts in order to avoid being miserable.
./4 E- worry -- a%out everything4E
=hen we do our job right, 514 people are employed, and 514 families have some security
in their lives. & take this job seriously, and consider all factors that impact this reality.
;o if & ride your ass it.s because you are not the center of my universe and & am concerned
about how your work impacts 514 other families.
@t the end of the day, you should think about how your work impacts those around you,
because & sure do. & take this job everywhere & go. & pray for wisdom, discernment, and
ability.
Strategic Shift &hange ,ears
Al%ert @instein said, "We cannot solve problems using the same kind of
thinking we used when we created them".
&n business, we can only reach a certain level of revenue, profitability, scale and reach
with the same kind of thinking and actions before we reach a point where we need a
revised strategy, a revised action plan to go to another level.
=ith clients, & call this a N;trategic ;hiftE.
Think of it a little bit like your car.... #icture yourself driving along in second gear, youGre
revving the engine, working it hard, but in second gear you can only reach 14 or F4km
per hour. To get to 04, you need to change gears. -ou need a new gear. -ou need a new
strategy.
/aving a strategic approach to things is deeper than just adding on a new tactic
Jpromotion or marketing campaignK as it will only force everyone to work harder in the
same gear. *evving harder in second gear wonGt make your team go faster. &n fact, it can
have the opposite effect to what you are after and it could burn them out.
o. @t some point you need to step back, get a birds eye view of things, and look at your
business with fresh eyes.
A Strategic &ull
&t might mean culling the product that takes up 142 of your time in customer service but
only yields 342 of the profits.
&t might mean developing your Team to leverage the innovative ideas they have had all
along but have been too scared to share because they value job security over pushing the
envelope with you or within the organisation.
@ simple shift could be as simple as identifying a culture built on fear and Nthis is how we
do it hereN. +ulture could be your bottleneck.
Trust is a two way street.
Building trust into your Team so they feel comfortable pursuing ideas for the
advancement of the entire business, the good of the people you serve, and the ultimate
profitability and growth of the business takes time.
&t also takes evidence.
#eople in leadership positions must prove by rewarding and letting go of old ways that
often involve reprimanding errors and mistakes and giving people the freedom to pursue
new developments with a safety net that keeps the business alive.
,oogle6s ,enius is N)T That Technical
&n (avid @. IiseGs book, NThe Coogle ;toryN, he talks about ;ergey Brin @nd ?arry
#age.s 342 Time #roject which allows employees at Coogle to pursue one fifth of their
work week on anything they like.
This brilliant strategy has allowed Google to create more products, Jsome winners, some
losersK in the last 54 years than most companies create in 544 years of business. @nd itGs
not free time and itGs not without monitoring. The stories go that Coogle holds regular
catch up sessions where people need to show how they have invested their use of time to
justify their 342 freedom of creativity allowed by the online giant. &tGs brilliant. &tGs
accountable. @nd it drives the worlds greatest online brand.
ow, you donGt have to do what Coogle has done. But what can you do> =hat shift can
you make>
&f youGre not sure, askO
But you will need to ask someone who is not afraid to speak their mind and reward the
uncomfortable feedback when you get it if you really want to change gears.
:ost people are much smarter than we give them credit for. To stop and truly listen to
your staff who are at the grindstone every day takes a little courage too. To listen to
customers feedback even more so. But the +E7 who gets on the phone in the customer
service department will learn more in one hour than he ever could reading survey results.
Trust Your ,ut
;hifting strategies doesnGt always have to be the big, bold move we read about in the
often repeated chronicles that make the famous pages due to their radicle nature.
@ strategic shift can be simple and subtle.
7ffering a money back guarantee, when you already would give a customer their money
back of they were unhappy or kicked up a stink about your product is not as radical as
most business owners protest with their inner resistance.
=hen you already do things, but donGt market it, their is perhaps an opportunity for some
real positioning. #ositioning is strategic. &n many cases, a business practice you have
been using for years cannot even be employed by other businesses $uickly without real
system changes. -ou have a strategic advantage that gives you a window of time to
position yourself in the market while the rest of the world plays catch up.
But a simple shift like this is a change of gears. &t allows you to move even faster. @nd
with this speed you move further ahead at even faster rates. @nd with each new shift will
eventually come a plateau that will leave you thinking about the ne,t gear change. &t
cycles as do all stages of business.
Natural @%% and #low
Embrace this natural ebb and flow. Dnderstand just how much your foot is on the pedal.
ever get complacent but just like the natural law of life that was best described by the
great Lim *ohn who said,
"If you rest too long the weeds will overtake the garden".
+hanging gears is a choice. +hanging gears can be more than just pushing harder, it can
be a strategic shift. @ strategic gear shift can do more than simply pushing the pedal down
harder or driving for longer. &f you can find a way to create a strategic shift that
invigorates your people, people will automatically push a little harder under the natural
e,citement of growth, innovation and positive change.
Einstein knew it. ;ometimes there just is a better way. But you wonGt arrive at top gear
results will first gear thinking.
?et me know your N;trategic ;hiftN and how it worked - would love to hear your
e,amples.
The #ollow-Bp +hone &all A*oid These #i*e 1istakes
/ave you sent your resume to /* or a key decision maker in a company> ow you need
to make that dreaded follow-up phone call.
=hat drives the fear of telephone networking is two-fold. There is that potential for
personal rejection and the trepidation of calling a company and a stranger for the first
time.
To make the BE;T first impression and ease into a positive conversation with your
contact, avoid these five mistakes)
:istake 7ne) (on.t prepare yourself.
#reparing yourself ensures you have a script you can use as a foundation in your
conversation. This foundation serves to boost your confidence. /ere.s how to do it)
5. +reate a script or modify one you obtain from an outside source.
3. #ractice with your career coach, a loved one, friend or trusted colleague. Dsing a tape
recorder is also very useful.
9. #ractice as you make the calls you need to makeO -ou will feel relieved. &t is not as
hard as you might have anticipatedO
:istake Two) #rocrastinate in making your follow-up calls.
#ractice as you goremembering that progress, not perfection, is the order of the day.
This kind of attitude will keep you and your career search moving forward. That
uncomfortable feeling of being out of your comfort %one is also a sign that you are taking
positive action toward your goals.
:istake Three) (on.t sell yourself.
-our contact at the other end of the line is going to want to know why he or she should
talk to youO /ave a value proposition statement ready to say such as) !/i, my name is
PPPP. #erhaps my name sounds familiar as & just sent you my resume. & speciali%e in
driving revenue in mid-si%e technology companies, and & am currently in the process of
initiating a career transition. & am interested in Q-R company because."
:istake Eour) Tell the gatekeeper you are calling to follow up on the resume you sent.
;tating to the gatekeeper you are following up on a resume or looking for a job will get
you at best a voice mail or human resources. & am assuming you the reader are connecting
with other networks besides /*. &f so, here.s what to say instead) !/i this is PPPP from
PPPP calling for :r. Brown please>" &f you are asked what the nature of the call is,
simply state you are working on a projectSa networking project if they push. Though the
gatekeeper will usually attempt to compel you to spill the beans, your strongest position
is to maintain control of the conversation and resist. -ou can even say it.s personal, which
it is, of course, to you.
:istake Eive) ?eave a long, rambling voice mail.
=hy give your key decision makers a reason to roll their eyes and click !delete" on your
message> @nd while we.re on the subject, don.t tell your contacts that you will call back
if you don.t hear from them. This is a perfect e,cuse for them to wait for that to happen.
/ere.s an e,ample of a compelling voice mail you can leave) !/i, :r. Brown, this is
PPPP from PPPP. &t.s =ednesday morning, and & am calling because & am following up
with you as promised per my correspondence. & will be in the office all day today< my
number is 111-111-1111. Thanks, and & really look forward to speaking with you."
&t.s not sneaky sounding like !/i, this is ;am, my number is 111-111-1111." +lick.
@nd it.s not too long. & never ever recommend leaving someone you don.t know or barely
know a long message, maybe not even people you do knowO
By avoiding these mistakes, you will move your job search forward much more $uickly
and easilyO
< ha%its of great strategists
&.ve come across many strategists in my career. ;ome were bad. :ost were average. 7nly
a few were truly incredible.
The things that great strategists do on a day-to-day basis may not show up on the average
radar. But for those who look carefully, they become visible.
/ere.s a list of what great strategists fre$uently do)
.4 They make us care
Cood strategists formulate strategy using phrases like) !=e want to outperform the
market and have a *7+E at least 3 percent higher than the industry average in the ne,t 1
years."
@nd while this phrase might perfectly capture the company.s ambition, the truth is most
people just don.t care.
Creat strategists go beyond #ower#oint presentations. They look for ways to make us
care about the company strategy. They look for ways to turn an abstract idea into a
concrete race that we all want to be part of. Lust think about Lohn E. Hennedy who made
an entire nation care about @;@.s strategy by turning aeronautics into a race every
@mercian wanted to win) !& believe that this nation should commit itself to achieving the
goal, before this decade is out, of landing a man on the moon and returning him safely to
the earth."
54 They keep us focused
Cood strategists know that strategy success depends on our ability to stick to the choice
we have made.
Creat strategists stand out because they dare to defend that choice and say 7. They
stand out because they are willing to take an unpopular stand like sacrificing short-term
results to create long-term value. They know that strategy is about choice and choosing to
stick with your thinking. @nd, by their e,ample, they inspire others to do the same.
74 They facilitate our decision process
=hen employees complain about the company strategy, they say things like !The strategy
is not clear", or !7ur organi%ation doesn.t have a strategy." But the underlying point they
want to make is !& don.t know what & can do to helpN.
Bad strategists don.t pay attention to this hidden message. &f the strategy message is clear
for them, they assume it.s clear for everyone.
Creat strategists strive to get everyone onboard the strategy ship. They will provide
strategy information in a language people understand. They provide prioriti%ation
guidelines to align day-to-day choices with the big choice.
94 They simplify our li*es
Every strategist knows that comple,ity creates opportunities in the outside world. =hy
else do you think there are a million different subscription options for your mobile>
Creat strategists also know that copying this comple,ity on the inside will make life for
everyone a living hell. They know that you don.t need a different department for each
client segment you approach in the market. They know that internal comple,ity is the
biggest performance killerSas +hris Rook and Lames @llen from Bain T +ompany point
out in their book $epeatability after e,tensive research with 5444U organi%ations.
:4 They tell us stories
#sychologist and researcher Lerome Bruner found that facts are 34 times more likely to be
remembered if they.re part of a story. ;tories are powerful because they provide conte,t
and create an emotional connection. &n other words, the right story wrapped around an
idea makes the core message stickierSeasier to remember. @ #ower#oint or E,cel
presentation doesn.t.
That.s why great strategists tell stories.
34 They dig in
;trategy E,ecution isn.t something other people should worry about while doing
something far more important.
Creat strategists know this, and that.s why they have ;trategy E,ecution high on their
agenda as well. They know that if they don.t, #ower#oint will end up catching dust on
desks until the ne,t strategy e,ercise.
<4 They educate us
Bad strategists show off their strategic thinking skills at every opportunity.
Cood strategists never brag about their conceptual strengths. :emorable strategists make
it their mission to share their knowledge, educating others on what strategy is all about,
and how to ask the right strategy $uestions.
&n short, memorable strategists inspire others to think the unthinkable. @nd thenSlike
everyone elseSthey role up their sleeves and help the organi%ation succeed.
The +ower of (ord of 1outh 1arketing
=ord of mouth marketing is an age old marketing techni$ue that has stood the test of
time to remain the most effective form of marketing. =ord of mouth marketing retains its
power in the purchase behaviour of customers because it is based on trust.
Trust is a very important factor that governs all business relationships. +ustomers
repeatedly buy products from a brand that they trust and avoid the one on which they
have negative perceptions.
They also trust the recommendations about a product that is made by their peers. &n fact,
research into customer behaviour has shown that peer-to-peer recommendations enjoy a
trust rate of 6B percent. &t then naturally follows that their purchase decisions are not
entirely their own as they are a response to recommendations made by their friends. 7n
the other hand paid advertisements only have a trust rate of B8 percent and marketers
should watch carefully where they are investing their budgets in.
:arketing has changed radically as digital marketing tools like social networking
platforms have become prevalent.
'ow can %rands use social media to influence word of mouth marketing?
The social media revolution has added fuel to the word of mouth marketing fire. ;ocial
networking platforms like Eacebook, -ookos and Twitter are very effective in this regard.
;ocial networking activities are driven by relationships between people with shared
interests or common demographics as well as psychographics. This means the trust factor
is largely present in their social interactions
+onversations between these connections include social stories and their e,periences
with brands. =hen a social network user on -ookos for instance enjoys a pleasant stay at
a hotel on vacation, he or she will upload pictures and put up status updates showcasing
the wonderful e,perience. This in turn influences his or her connections to book at the
same hotel on their own vacation.
+onsidering the number of friends one has on a social networking site, the reach of the
post goes to tens of thousands. This creates the cherished advocacy at the bottom of the
marketing funnel that will result in increased brand awareness and lead generation for the
brands.
+onversely, users can also share their negative e,periences with a brand and this can lead
to a catastrophe if the disgruntlement is not properly managed. @ classic e,ample is the
!Dnited Breaks Cuitars" video protest song that was created by (ave +arroll after Dnited
@irlines had broken his guitar but refused to compensate him. The negative feedback
caused by the -outube video resulted in the @irline.s shares dropping by over 54 percent.
/owever, negative feedback can actually be turned around and promote a product if it is
handled with skill and timeously. egative comments should not left unattended for a
long time.
Civen the power that word of mouth marketing has in generating high sales volume,
marketers should add social networking platforms like -ookos, -outube and Twitter to
their marketing mi, to create strong emotive bonds with their clients. These tools have
the potential to foster customer satisfaction, trust and commitment which builds a strong
foundation for word of mouth marketing.
:any people are accessing the internet via their mobile phones and social networking is
their number one online activity. This has widened the target market that brands can tap
into to make their businesses more profitable. =ord of mouth marketing spreads liked
veld fire in these online networks.
=ord of mouth marketing has also forced brands to pay more attention to their customers
and satisfy their needs. This has made a positive impact on the $uality of the products
leading to happier shopping e,periences.
Are your employees passi*e candidates?
*ecruiting is hard. Especially for hard to fill positions. There is an old adage that the best
candidates are already working. @lthough that may or may not be as true in this roller
coaster economy we.ve seen over the last several years, but the *E@??- good
candidates are probably employed.
The passive candidate is the hardest to land, but worth pursuing. @fter all, if you were to
downsi%e your company, wouldn.t you keep the !cream of the crop">
Two sides to this story
:y recruiter side is always seeking new ways to reach out to passive candidates. 7nce &
contact them, the more & communicate with them the better my chances of them warming
to my company. This is when my sales hat comes out. &f & can.t sell the company, &.m
dead with passive candidates.
& have been actively seeking out passive candidates for many years, and & can honestly
say that & am fairly successful when & finally make contact. But & am acutely aware that
there are other recruiting professionals like myself actively seeking :- employees.
?essons learned
/ow do you keep your best employees shielded from the other persuasive recruiters
trying to lure them away> There are several things that you can do)
5. +ommunicate and praise for work well done. @s managers we tend to spend 042
of our time on 342 of our employees. =hat about the other 042> Creat
employees tend to not need much guidance and we often just let them do their
thing ' knowing that they will produce without much supervision. But if we fail to
tell them that they are doing a great job on a consistent basis they may feel that
they are underappreciated and are flattered when recruiters actively seeks them.
3. +oach and talk about career progression. @fter all, the great employees are the
best candidates for promotion, so why not steer them in the right direction> &f they
feel that they have a future that is bright right where they are, why would they
seek employment elsewhere>
9. Eollow through on promises. There are a myriad of reasons why someone leaves a
job. /aving done hundreds of e,it interviews in my career, one major reason
employees leave is because of their boss. Bosses who don.t follow through on
promises make the top of the list. ;o before you make a promise, make sure that
you can deliver, and do it in a timely fashion.
B. (on.t hold back the superstars. Top performers can hit the fast track and move up
the food chain very $uickly. @lthough they are rare, they are out there. ;ometimes
as managers we tend to want to hold back these superstars for a variety of reasons.
:aybe we think they should spend more time in their current role to !season
them" or we are afraid to lose them knowing that their replacement will have a
hard time filling their shoes. /olding back star performers is the $uickest way to
turn a passive candidate into an active candidate, someone who is ripe for picking
with a call from a great recruiter.
1. :oney doesn.t lock in superstars. & remember having a conversation with a
manager about his best employee regarding their career progression and making
sure that they were following the rules mentioned above. To my surprise, the
manager.s response was !&.ve got this employee locked up with Colden
/andcuffs"< implying that they were so well compensated that they would never
leave. :y response was !Lust make sure that someone else doesn.t pick the lock."
There are plenty of other reasons for leaving, such as career progression, work-
life balance, looking for more challenge, etc. (on.t make the mistake that money
is the main reason employees leave.
A ne*er ending %attle
& have found that these simple steps help, but are not foolproof. The bottom line is we
should all be aware that great employees are hard to find - and recruiters are always
actively seeking them. :aking sure that your great employees are truly valued is just the
starting point.
1arketing *s Ad*ertising (hatDs the $ifference?
-ou will often find that many people confuse marketing with advertising or vice versa.
=hile both components are important they are very different. Hnowing the difference and
doing your market research can put your company on the path to substantial growth.
?etGs start off by reviewing the formal definitions of each and then &Gll go into the
e,planation of how marketing and advertising differ from one another)
Ad*ertising The paid, pu%lic, non-personal announcement of a persuasi*e message
%y an identified sponsorI the non-personal presentation or promotion %y a firm of
its products to its e;isting and potential customers4
1arketing The systematic planning, implementation and control of a mi; of
%usiness acti*ities intended to %ring together %uyers and sellers for the mutually
ad*antageous e;change or transfer of products4
@fter reading both of the definitions it is easy to understand how the difference can be
confusing to the point that people think of them as one-in-the same, so lets break it down
a bit.
@dvertising is a single component of the marketing process. &tGs the part that involves
getting the word out concerning your business, product, or the services you are offering.
&t involves the process of developing strategies such as ad placement, fre$uency, etc.
@dvertising includes the placement of an ad in such mediums as newspapers, direct mail,
billboards, television, radio, and of course the &nternet. @dvertising is the largest e,pense
of most marketing plans, with public relations following in a close second and market
research not falling far behind.
The best way to distinguish between advertising and marketing is to think of marketing as
a pie, inside that pie you have slices of advertising, market research, media planning,
public relations, product pricing, distribution, customer support, sales strategy, and
community involvement. @dvertising only e$uals one piece of the pie in the strategy. @ll
of these elements must not only work independently but they also must work together
towards the bigger goal. :arketing is a process that takes time and can involve hours of
research for a marketing plan to be effective. Think of marketing as everything that an
organi%ation does to facilitate an e,change between company and consumer.
G (ays for ?eaders to ,et )ut of the 'amster (heel
=ith the undercurrent of rapid change and increasing pressures in the workplace, itGs hard
not to ignore the feeling as if we are running fast in a hamster wheel. =e accelerate our
pace, work more hours, juggle more priorities, but weGre not necessarily seeing different
results.
@s a leaders today, many of us choose to keep our heads-down and run faster, demanding
more of ourselves and our teams and s$uee%ing out every last ounce of productivity.
Dnfortunately, running faster is not the answer. Employees are getting disengaged at
alarming rates, customers are churning as disruption hits almost every industry and
comple,ity creeps out of literally everywhere.
There are no old roads to new places, so in reality, we need to accept that we are
operating in a new paradigm. 7ne where the pace wonGt slow down as the e,pectations
and desires of our customers, employees and partners will continue to rapidly evolve. Lust
when you think youGve solved one problem, 1 new ones emerge.
=hat we need is to rewrite the rules on leadership and find ways to not only lead through
turbulent times, but to actually thrive and succeed. =hile none of the traits below are
easy to change and practice, boiling down the top leadership $ualities that leaders for this
new age need to e,emplify, the following key attributes are representative of leaders who
thrive in this new paradigm)
.4 !e -maginati*e and &reati*e
The dynamics between creativity and business are ever changing in response to a hostile
economic climate. (espite all pressure to work on the business and deliver for today, you
need to remain very aware of the future and harness the creativity of those around you to
paint a clear picture of the future and what must be done to be ready for it. -ou are not
only focused on today, but also rather always challenge yourself and others to see things
through different lenses.
54 !e a &ulture !uilder and &ulture Shaper
-ou see company culture as part of your business model and as a core competitive
advantage. -ou understand that shaping culture is not the job of corporate or /*
departments, it.s yoursO Civen the choice between focusing on culture and strategy, you
choose culture. To you, it is the single most important attribute of being successful for
today and tomorrow. -ou know and understand why culture matters and work hard day in
and day out to foster cultures that collaborate, connect and e,emplify purpose.
74 !e Authentic
=hile this is likely the most over-used bu%%word in business nowadays, there is a huge
premium on leaders can continuously e,emplify that they are human. #eople choose to be
led by humans not titles or credentials. Through actions, you constantly remind people
you.re human< true to your principals, you.re willing to admit mistakes and accept
responsibility. :ost importantly, you always show your own flavor of what makes you
uni$ue and connected. @uthenticity does not get adapted from the latest leadership best
seller. &t means e,ercising your own uni$ue style and perspectives.
94 !e an @ternal New%ie
Cone are the days where a leader is e,pected to have all the answers. -ou show insatiable
curiosity and are always eager to learn from everyone around you. The notion of being
the smartest person in the room is old-school. -ou know and openly acknowledge that
your success depends on the collective intelligence of your people and want to learn as
much as you can so you can bring out the best in people. -ou believe that curiosity and
naivetV are critical conditions of leadership and you regularly put yourself in beginner
mode, asking $uestions, soliciting help, and helping others develop.
:4 ,et )ut of your &omfort Jone
=e all like to spend time in our +omfort Rone. &t.s the place where we feel in control, we
know our strengths, can minimi%e our weaknesses. =e can apply our previous e,perience
to solve problems and handle most of what comes our way masterfully. -ou know that
real growth occurs only outside of your comfort %one. -ou.re not afraid to stand apart
from the crowd, to be different, and risk all for what you believe in. -ou develop their
employees much the same way ' by challenging them to take on new challenges, by
allowing people to fail and make mistakes, but becoming stronger for it. The magic only
starts at the end of your comfort %one
<4 !e Respectful 2 Treat e*ery person with warmth
Lerks always self-destruct one way or another. Being nice makes you a better leader. @
growing body of research suggests that the way to influence and to lead is to begin with
warmth. =armth is the conduit of influence) &t facilitates trust and the communication
and absorption of ideas. &f you have an addiction to being right, break it. -ou show
empathy and caring, treating every person you meet with the same enthusiasm you.d
show if you met one of your heroes.
G4 !alance and @motional Agility
/ave you ever stopped mid-way through writing a scathing email, reali%ing it might be
the wrong thing to do> &t is perfectly natural for any leader to feel an,iety about priorities,
distress over perceptions or fear rejection. -ou don.t buy into or try to suppress your
inner e,periences. &nstead you approach them in a mindful, values-driven, and productive
way, developing what ;usan (avid and +hristina +ongleton call emotional agility"
develop the ability to recognize your patterns" label your thoughts and emotions" accept
them" and act on them based on your values. %eople always appreciate and work better
with those who are balanced emotionally and wont loss it! in the middle of a meeting.
If you!re a leader of a team or organi"ation what do you think about these eight traits?
#s an individual contributor would you value these traits in your leader?
-s your sales team wasting your marketing?
-ou get it) :arketing has changed. &t isn.t about sell, sell, sell anymore. -ou know
sharing content is the way to really get the attention of a prospective customer.
This information, in the form of white papers, checklists, blog posts, videos and pictures
gently leads prospects to the conclusion that they need to talk to someone in your
organi%ation.
-ou know your job is to create a safe welcoming environment for prospects to learn more
about your brand
=hen you do all that, there is a payoff. &f you do your job correctly as a content marketer,
your website becomes a lead generation machine. =eb traffic increases and people
interested in learning more put their hand up, download a form, give you their email or
phone number and invite you to engage them in a conversation.
7ften companies embracing this strategy see an increase in leads but not an increase in
sales. =here is it falling apart> =hile marketers have embraced their role as information
providers, the sales team is still trying to sell the way they always have. They take the
leads and try to jump right into hard sell mode. This approach is e,tremely disorienting to
the prospect, who often goes running for the hills as fast as they can. &t doesn.t have to be
this way.
/ow should a salesperson handle leads generated from content marketing> !ecome a
trusted ad*isor4 &n this role, you listen more than you talk. To help make this process run
smoothly, create a list of standard $uestions to help you identify their needs and pain
points.
+onsider creating worksheets which you can send to prospects in advance of a sales call.
7ften prospects won.t know the answers to the $uestions. That.s okay< the real purpose is
to get them talking so you understand what is really important to them. This conversation
is as much about discovering if they will be a good prospect for you as it is for them to
discover if you will be a good resource for them.
-ou have to resist the urge to jump to $uickly into sales mode. Taking a more
consultative approach can be challenging because sometimes the answer to the $uestion
may not be one of your products or services. -ou need to be comfortable referring
prospects to someone else if you really can.t meet their needs.
Dse your content as follow-up material, too. @fter a sales call, send a follow-up note with
a link to more information on the topics you discussed. -ou will be able to see which
prospects are really interested by looking at who downloads the information you are
offering. =hen sales and marketing work in sync, the customer knows e,actly what to
e,pect and is more prepared to do business with you.
=ant to see how this can work for you> (ownload our guide to inbound marketing. to
find out.
$e*eloping 'igh-+erforming 1anagement Teams
?ast week & had the pleasure of delivering a presentation on $e*eloping a 'igh-
+erforming 1anagement Team&and 'rowing the (alue of )our Company in the
%rocess* at the @nnual #acific 7il +onference in ?os @ngeles. Below are highlights of
what & shared with the leaders in attendance.
Eirst, let.s begin with our working definition of a high-performing management team)
+ group of people with specific roles and complementary talents and skills,
+ligned with and committed to a common purpose...
-hich consistently show high levels of collaboration and innovation...
.hat produce superior results.!
&n stark contrast to this definition, we have found that, based upon our 7rgani%ational
/ealth and Effectiveness ;urvey results)
932 of employees are not clear about the priorities of the organi%ation they work for.
812 of employees do not feel strongly that their manager provides constructive
feedback or coaches them to improve performance.
B92 believe that the lack of clear roles, responsibilities, e,pectations and mutual
accountability was the most frustrating part of their job.
;o what does a high-performing management team look like in action> ?et.s e,plore four
key activities that we have found that high-performing management teams do really well
and with intentionality. /igh-performing management teams 5K +reate +larity, 3K
+ultivate +ulture, 9K (evelop #eople, and BK (esign ;ystems and ;tructures.
.4 &reate &larity
Eirst, /igh-performing management teams &reate &larity for everyone within the
organi%ation. These leaders establish clear direction, priorities, and goals, and then they
make sure it is communicated to every employee. Everyone from the +E7, to the middle
management team, to the front office staff and individual contributors knows where the
organi%ation is heading, the priorities, and how their job contributes to the organi%ation
achieving its objectives. Ere$uently, we find there isn.t even agreement amongst the
e,ecutive team about priorities, let alone among the individual contributors.
Effective leaders take the time to ensure that the senior leadership and managers are in
alignment with the direction and priorities. This is a common area where assumptions
are made that just are not accurate. =e often times start working with a leadership team
and soon find out that there is disagreement about priorities or direction. =ithout
strategic alignment a couple of really bad things can begin to happen. ?ack of alignment
leads to operational ineffectiveness, organi%ational confusion, and ultimately employee
disengagement.
7nce the leadership team has established a clear set of priorities it is important that this
information is communicated to and cascaded throughout the entire organi%ation. &n this
process, it is important to help employees link their job responsibilities to the priorities
and goals of the organi%ation. 7ur 7rgani%ational /ealth and Effectiveness ;urvey data
shows that 932 of employees are not clear about the priorities of the organi%ation. =hen
5 in 9 employees are not clear about the organi%ational priorities, that is a problem.
54 &ulti*ate &ulture
-ou and your leadership team are the primary (@ carriers of your culture. &f you are
not strong and intentional about transmitting the culture to your employees, viruses in the
form of to,ic behaviors will creep in and begin to undermine the health of the
organi%ation. @ simple definition and understanding of culture is simply Khow we work
and behave around hereL. /igh-performing organi%ations have leaders who are
intentional about cultivating culture. They do this by identifying core *alues and
articulating the behaviors that reflect and display them. They move beyond pla$ues and
posters on the wall and seek to model the values, teach them, and reinforce them to every
employee. They know that if left untended, the culture will naturally devolve toward a
potentially undesirable state. /igh-performing leaders don.t leave their culture to chance.
&f your leadership team can.t clearly articulate the desired culture, then how will your
employees know what is e,pected of them> This is why we often start with the leadership
team and help them clarify their ?eadership #oint of Iiew, and then have them share it
out with their team. +ultivating the culture intentionally re$uires that leaders model the
way, and lead by e,ample in areas of work ethic, integrity, and positive relationships. &t
doesn.t work to have a !(o as & say, not a & do" approach.
&t is also important to create systems that support and reinforce the desired culture. This
includes your hiring process and criteria, how people get promoted, how employees are
compensated and rewarded, and ongoing coaching and employee development.
74 $e*elop +eople
@ccording to a recent ;tanford study, one of the biggest differences found in !boss
$uality" was related to their ability to teach, coach, and transfer skills such as a strong
work ethic or good habits. &t was estimated that teaching accounts for F82 of the effect
that bosses have on their employee.s productivity. The study also found that teaching was
more important than motivating, primarily because the skills and behaviors developed as
a result of teaching endure, whereas inspirational motivation is short-lived.
There is a joke that has bounced around the internet that goes something like this)
The +E7 walks into the +E7.s office and says, -hat if we invest in our people and they
leave/! to which the +E7 responds, -hat if we dont and they stay/!
/igh-performing management teams are intentional about developing and coaching their
people. &t does not matter whether you are in the petroleum industry, high-tech, or
government, effective leaders know they are in the people business. &t is through people
that everything in your organi%ation gets done. Erom sales and marketing, to finance and
administration. &t all gets done through your people. @s retired @dmiral :ike :ullen
said, !0o matter the organization" the goal" or the mission" youve got to do it through
people.!
/igh-performing management teams pay attention to how they develop and coach their
people in three areas.
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&ompetency They help people develop the skills and competency re$uired to be
successful in their job role.
&olla%oration They encourage and develop a sense of !teamness" and hire and
develop others who are team players. They help people develop healthy conflict
management skills, establish relationships based on trust, who encourage one
another and gain commitment to the team and its objectives.
&haracter) Einally, they help their people grow in their character and personal
leadership, by providing coaching in areas such as self-awareness, attitude,
personal discipline, continued development, perseverance, and life-balance. &n our
work with clients, we focus on ten personal leadership competencies which
research has shown to be critical to personal and professional success.
&nterestingly, nearly all organi%ations hire for skill JcompetencyK, but fire for
character-related issues.
&n a recent survey of 1,444 managers who hired more than 34,444 people, it was found
that BF2 of the new hires failed within the first 50 months. $%& of the time the failures
were the result of employees having the wrong attitude for the organi%ation, while only
552 of the time was it due to an actual lack of skill.
94 $esign Systems and Structures
&n our 7rgani%ational /ealth and Effectiveness ;urvey, we ask employees to identify
what is the most frustrating part of their job)
B92 say the lack of clear roles, responsibilities, e,pectations and mutual
accountability.
9B2 say the lack of clear procedures, and other areas such as meeting management,
decision making, communications, and employee evaluation.
/igh-performing management teams design the systems and structures to achieve results.
-ou have probably heard the saying, '(very system is perfectly designed to achieve
e)actly the results it gets.* ;o, if you want different results, you need to modify the
system. @s mentioned previously, your leadership and people strategy is a critical part of
the system. /owever, the importance of addressing the organi%ational systems and
structures must not be overlooked. /igh-performing leadership teams clearly define roles
and responsibilities, establish effective processes and procedures, and provide the
organi%ational support necessary to be effective. Too many times we have seen $uality
and well-intentioned people who desire to do a good job, stuck in a system that is broken,
ultimately, resulting in poor performance and bad behavior. 7ur 7rgani%ational /ealth
and Effectiveness ;urvey data reveals that + in , employees believe there are significant
barriers that prevent them from doing their -ob well. &t is the job of leaders to remove
these barriers and create an environment in which employees can ma,imi%e their
contribution. @s one of our clients said to us,
1ne of the most frustrating aspects of working here is that a unit of energy in does
not yield a unit of productivity out. t usually takes 2 to 34 units of energy to yield
one unit of productivity. t is just not worth the effort.!
#inal Thoughts
&n summary, /igh-performing management teams are intentional about cultivating and
developing people and systems that result in a high-performing organi%ation. They know
that if left untended, their organi%ation will begin to drift toward chaos and disorder,
much like a field that, when left untended, becomes overgrown with weeds.
7ne of the challenges leaders face is getting the information re$uired to make decisions
and know where to focus their limited time and resources. Eeel free to download this free
$uick self-assessment that you can use with your management team in order to identify
possible problem areas. &t may spark a discussion on where improvements can be made.
&f you want to learn more about our detailed organi%ational assessments and related
coaching and development services, click on the following link to download our
Empowering ?eaders brochure.
The 'ard $ecision of (hen To Sell
7ne of the trickiest decision that founders and investors face is when to sell. The decision
is compounded by so many factors that it makes it hard to simplify. This year, & have been
through two sales and an &#7, and several companies that decided not to sell. &n each
case, a uni$ue set of factors led to the decision to seek an e,it or not. & have tried to
synthesi%e my role as a Board member Jor investorK in thinking about the decision and &
have several pieces of advice for founders.
5K =hat are your life goals> &n some cases, founders want to see their idea fully flushed
out in a big company. They want the resource and sales channel to help them reach the
market faster. &n some cases, the founders really are emotionally attached to being a +E7
and have proven that they can be successful running a company. 7thers have a financial
goal in mind and are happy reaching that goal. Einally, in some cases Nrisk reduction and
market timingN play a big role. @s a founder, it is critical that as an offer comes in, you
understand your life goals and make sure they align with the offer you are getting.
3K =hat price is the ne,t round at> &n some cases, the choice is between a round and a
sale. The founders have to first do the math. /ow much dilution> =hat are the terms of
the deal> /ow much of a return will the new investors re$uire> ?ate stage investors can
be as ambitious as to returns and if you take the money, it may mean that the deal you
have on the table is no longer big enough.
9K /ave you run a process> Ere$uently, smart ac$uirers will try and lock down the
company. They will try and prevent a market check. *arely in this situation will the
company get the best deal. &t is important to always keep your head up and look at the
market to understand the choices you as a founder are making.
&n the end, there are a lot more $uestions, but these 9 are always there. The decision is
never perfect and involves risk and trust on both sides.
(hat -s A 'igh +erforming !usiness Relationship?
&n my previous post @re -ou *eady To Become *elational, & talked about the need to
move beyond the semantical definition of a business relationship to a state of relational
readiness. ;pecifically, positioning your organi%ation to look outside of the narrowly
defined and largely ineffective performance-based contracting model, to an adaptive
relational framework that is focused on improving outcomes.
@ critical element of this transition begins with the recognition that both objectives and
stakeholder capabilities can and fre$uently do change from the point of initial
engagement. *ecogni%ing the inevitability of change in comple, business relationships is
the first step. e,t, you must create a framework for managing these changes within the
conte,t of both e,isting as well as new relationships.
This is the point of relational readiness towards which organi%ations must work.
&n doing so, there are three distinct areas of focus. Today we will discuss the first<
defining the high performance business relationship.
+ general understanding of the relationship5based model from the standpoint of not only
its differences from transactional or performance5based models" but the benefits that can
be derived from it in terms of improved outcomes. .his includes an understanding of the
needed organizational structure" process and behavioural changes associated with being
a participant in high performing relationship.
Error) *eference source not found
Eirst let.s get the myth out of the !relational" terminology.
*elational contract theory has been around for a long time. &t simply means that the
whole agreement is not necessarily within the four corners of the contract. @lmost all
comple, contracts contain this type of provision giving the ability to do amendments via
a prescribed change order process. &n this sense everyones model is relational.
;o on one e,treme you have models that promote spending tremendous amounts of
energy to define some sort of an end state, create work statements and metrics that
presumably would achieve that end state, then source a vendor that can deliver that state.
& often refer to those as transaction oriented performance based models. ow those deals
also contain relationships and have relationship management frameworks . /owever, the
relationship management function e,ist mostly to materiali%e the deal based on an initial
set of assumptions and parameters. &n other words, the relationship management function
is really no more than another approach to enforce compliance so as to achieve a
predetermined state.
#rocurement is easy in this type of model. Iendor selection is based on technical
capability and capacity to deliver a known end state Jproduct or serviceK and a fi,ed
definition of value Jfinancial or otherwiseK as perceived at the time of the transaction.
eedless to say, this approach usually falls short in terms of meeting stakeholder
e,pectations. =e have already seen the conse$uences of these types of arrangements,
particularly when they span decades. The greatest challenge is that no amount of time and
e,pertise e,pended by e,ecutives, lawyers, financial modellers, program managers or
procurement people can create certainty over the long life of a contract.
@ relationship-based model lies e,actly on the other side of this spectrum. &n this model,
the relationship is embodied in what we call the ;*; *elationship +harter. The +harter,
which provides the operational framework for a joint organi%ational entity, is centered
around a clearly defined mission that includes the relationshipGs purpose, values,
supporting processes, and people.
&t is through this integrated joint entity that the generation of deliverables, the
development and continuous alignment of the relationshipGs strategic plan,
productAservice delivery and performance is managed. &t is important to note that when &
refer to delivery and performance management, & am not talking about vendor
performance, but relationship performance. This is an important distinction because while
the word relationship is fre$uently bandied about, it is usually within the conte,t of a
traditional performance-based contract.
=ith the relationship-based model, the process for selecting a strategic partner or partners
is different. &t is based on what & call a strategic fit assessment and financial pricing
model. 7f course the pricing model to which & am referring is different from that with
which most are likely familiar in that it is centered on dynamic cost-objects, as opposed
to a predefined set of items that define value at a certain point in time.
*ecogni%ing and being able to adapt and leverage the inevitability of change as a
strategic advantage, is one of the key benefits of the relationship-based model. This is
because the relationship-based model proactively channels stakeholder energies towards
continuously improving the definition of the outcome and the related technical processes
that ultimately generates the deliverables. &n this regard, it is a dynamic and continuous
process for planning, implementing, measuring, learning and problem solving. &t is also
from within this type of framework, that high performing relationships ultimately grow.
Eor those who have had the opportunity to read my book, you will know that a high
performing relationship is one that e,hibits the following business process traits or
elements)
#ct of .elating ' +onnecting and linking in a naturally, complementary way. This is
where strategic fit assessment is paramount, including the alignment of strategic
direction and capabilities within the conte,t of strategic program objectives<
/utuality - ;haring the same or similar views, ethics, outputs, each to the other<
.espect - *ecogni%ing and considering each other.s needs, re$uirements,
contributions, abilities, $ualities and achievements<
Innovation ' Dse of combined strengths and synergies to gain insight and deliver
improved outcomes<
0ontinuous #lignment ' +ommitment to making the necessary adjustments to
minimi%e risk, optimi%e or improve the outcomes and ma,imi%e the reali%ation of
benefits for all stakeholders<
(mpowerment ' &ntroducing joint integrated management structures and processes to
gain needed insight to manage risk and for managing the relationship at the
strategic, tactical and operational levels.
Dnderstanding these elements, it becomes clear that high performing relationships are all
about creating high performing teams. @s the ine,haustible number of case studies and
reference materials over the years have demonstrated, no amount of contractual
structuring based upon a traditional procurement process can accomplish this objective.
;uccess with this new paradigm rests in our ability to change our familiar yet ineffective
approach to sourcing and managing relationships. This includes focusing on ways to
create a culture of organi%ational trust and collaboration, particularly within the public
sector. ;pecifically, the need to see contracts beyond a None offN deal or transaction based
upon a specified need at a single, static point in time.
This of course re$uires a cultural change within an organi%ation in which stakeholder
teams as & call them, share a common purpose that are driven by an ongoing alignment of
capabilities.
Towards this end, there is a need to redefine the organi%ationGs internal vendor
management and contract compliance protocols, as well as risk management oversight,
before a true transformation to a high performing relationship model can occur. &n short
you have to stop managing vendors and start managing relationships based upon a culture
of collaboration and trust.
-s Your Reward and Recognition Strategy @ffecti*e?
$o your employeeDs *alue your rewards and
recognition?
There is a wealth of research available which suggests that employees love to be
recognised and rewarded by their employer, but is it really as easy as handing out some
free movie tickets or a chocolate bar>
:any people & have spoken to over the years have told me that while they wouldnGt
typically say no to a free movie ticket or a free chocolate bar, they donGt value these
rewards very highly. There could be many reasons for why an employee wouldnGt want
these types of rewards, but when you look at the value proposition to the employee, these
types of rewards are Glow-cost, low-valueG rewards.
=hen you offer a reward to someone that they donGt see as valuable, you are telling that
person indirectly that you think that they are also not valuable to you or your
organisation. =hat may start with the best of intentions as a way to recognise a high-
performing employee, can result in a disappointed, or worse, disengaged employee.
'igh *alue does not mean high cost4
& believe that the solution for organisations looking to implement an effective reward and
recognition strategy lies in what & call the Glow-cost, high-valueG model. To test if your
reward fits this model, ask yourself the following $uestions)
5. (oes the reward have a relatively low financial cost>
3. &f you were to offer your employee the option of that reward or the cash value of
the reward in lieu, would the employee pick the reward>
@ perfect e,ample is to offer an employee the opportunity to sit down with the leader of
their choice, within your organisation, for a 94 minute coffee meeting. The financial cost
to the organisation is the 3 cups of coffee, but the value to the employee is in the
opportunity to network and share ideas with a leader that they may not get to even meet
otherwise. @ny employee who has the desire to build their career and profile in your
organisation would treat this opportunity as something money canGt buy.
By leveraging the /uman *esources you already possess within your organisation, you
can make your reward and recognition highly valuable to your employees, without the
e,orbitant price tagO
Na*igating the Sales +erformance @cosystem
)ur profession is e*ol*ing
The past few years have been an e,citing time to be in the sales performance
improvement profession.
@nalytics abound.
Technology tools proliferate Jand put the right stuff at the fingertips of sales reps,
right when they need itK.
:arketers are creating insightful content, predictive lead-scoring and marketing
automation are refining, and influential sales messaging is being developed.
;cientific talent selection practices are becoming more mainstream.
Training professionals are focusing more on learning systems, transfer, reinforcement,
performance support, and trying to provide platforms to influence, or at least
encourage, informal learning.
;ales process and methodology are getting more of the attention they deserve.
The importance of sales value creation Jor value co-creation with clientsK is getting
more airplay again.
@nd perhaps itGs been driven by the changes in the buying process and current buyerGs
market, making it a necessity, but there has been a cyclical but welcome return to
a focus on the customer, complete with buyer personas, buyerGs journey, buying
process mapping, and customer e,perience management.
(efinitions still vary, but ;ales Enablement has arrived.
This is all good news right>
& believe it is, and &Gm pleased to be in the middle of it all, but refrain from clapping and
cheering, for the moment.
(e6re not there yet
E; *esearch Croup, &nc., before sunsetting this year, was estimating that 34 to 99
percent of salespeople do not have the capabilities to be successful at their jobs.
F12 of top sales leaders surveyed by +;7 &nsights last year said their top objective
for the year was capturing new accounts. F82 of those same leaders said that their
team Needed &mprovementN in generating leads. ThatGs a massive and key skills
gap, that impacts strategic objectives.
&n @T(.s *eport !The ;tate of ;ales Training, 3453" half the respondents felt that
142 or less of the training they received, was relevant to their job. & havenGt seen
any indication more recently, that this trend is reversing.
:cHinsey reported a while back that 812 of training programs fail to contribute to
the success of the business and a +EB study found that 142 of frontline managers
believe shutting down the training department would have no impact on employee
performance.
=hile not specific to sales initiatives, according to Lohn Hotter, 842 of change
projects do not achieve desired outcomes ' in fact, 132 fail with no evidence of
change and in many cases, cause long-term damage to the organi%ation. ;tunning,
considering that leading change and improving our companies is supposed to be a
core competence of organi%ational leaders.
*esearch firms like Cartner &nc. and :eta Croup &nc., say that anywhere from 14-
042 of +*: implementations fail to produce the intended results.
=ith all of the growing data, knowledge, science, process, tools and technology, why are
we not doing better, as a whole>
The Sales +erformance @cosystem
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&n part, itGs still a confusing, comple, mess, thatGs why. /ave you stepped back and
looked at all the elements or levers in the ;ales #erformance Ecosystem lately> &tGs like
one of those 9-( jigsaw pu%%les where all the pieces are cut in the same shape. -ou might
figure it out on your own eventually, but it takes real effort, focus, e,pertise, and if you
donGt have a ;herpa, perhaps trial and error.
&n sharing this, & donGt mean to spawn debate about what discipline falls under what
heading. JTo be fair, &Gm always open to your feedback, itGs just not my primary intent
nowK. & also donGt claim it to be 5442 complete, so thereGs value in more more
discussionAdebate at some point, but right now it feels more like moving the deck chairs
around on the Titanic. N=hat falls whereN could easily vary by organi%ation and is largely
undefined in our space, since weGve been relatively negligent as a profession about
defining things clearly Jor agreeing on each otherGs definitionsK.
+onte,t and nuance also matter. &n some companies, sales compensation is handled at the
e,ecutive level or by senior leaders. &n others, it.s housed in ;ales 7perations. &n many,
itGs in /* or supported by /*. &n some companies, ;ales ?earning T (evelopment falls
in ;ales Enablement or a ;ales Training department that reports to ;ales. &n others,
training reports to /*ATalent :anagementA(evelopment. *ather than debate that for now,
just recogni%e it.s an issue, notice the proliferation of moving parts, and if you think &Gve
missed something entirely, please comment and call it out. ThatGs fair game.
e,t, remember that the average tenure for senior sales leaders is 50-3B months. The
pressure to !make the number" is intense. @dd that pressure and fire-drill urgency to the
comple,ity of figuring out what to do when, to address the most important root cause
issues to move the performance needle Jmeaning) the 342 of things that drive 042 of the
resultsK, and you can easily see why things donGt get done, or donGt get done well. JTo be
clear, this is not a poke at sales leaders. The pressure is intense and they have more to
deal than many reali%e, unless theyGve sat in the hot seat themselves.K
& see two elements of navigating the Sales +erformance @cosystem that can help these
leaders make a difference and start their journey toward transforming sales results.
Na*igating the @cosystem The Starting +oint
?ook at that ecosystem diagram. @re you di%%y yet> =here do you start> This is the big
$uestion. =ith the pressure, customer issues, personnel issues, and the daily whirlwind,
added to the level of comple,ity of the ecosystem, how do you conduct a root cause
analysis, prioriti%e initiatives, and determine where to start, to get the best results, before
the curtain falls and your 50-3B month runway ends>
&n part 3 of this series, &Gll e,plore this further and offer some approaches to consider.
Na*igating the @cosystem @;ecuting for -mpact
7nce you have selected the right initiatives, how do you e,ecute in a way to get the
results you need, $uickly enough> &n part 9 of this series, &Gll e,plore e,ecution, change
management and change leadership.
+ondering for +art 5
&Gll leave you for now to mull the ecosystem, and the above $uestions, and hopefully, to
share your thoughts in comments. &.d love to hear your perspective and be able to include
it in the future posts. &Gll be back soon in part 3, to delve into the starting point issue...
how to prioriti%e initiatives and determine where to start. &n the meantime, &Gve included
some additional reading below, for those interested.
#dditional reading1
Sales @na%lement
http)AAwww.business3community.comAb3b-marketingAwhy-sales-enablement-matters-
more-than-ever-4159036
http)AAwww.savogroup.comAconnectedness-the-missing-metric-for-sales-enablementA
http)AAblogs.hbr.orgAcsA3459A4BAarePyouPpayingPenoughPattentionPto.html
http)AAwww.destinationcrm.comA@rticlesA=eb-E,clusivesAIiewpointsA=hy-;ales-
Enablement-:atters-035B3.asp,
http)AAblog.alinean.comA3454A40Aforrester-and-idc-think-sales.html
=ell, that.s what & think.
(hat do Y)B think?
& look forward to your thoughts, opinions and e,periences.
@s always, thanks for reading, be safe out there, and by all means, letGs continue to
elevate our sales profession.
&n my previous post on avigating the ;ales #erformance Ecosystem ' #art 5, & wrote
about the progress weGve made, the challenge of our powerful yet confusing ecosystem,
and the difficulties in knowing where to start and how to effectively lead the change.
A M!rief?N Step !ackO
+onnections and colleagues offered some great comments on the last post Jand to me in
emailK, about the fact that the ;ales #erformance Ecosystem J;#EK does not e,ist in a
vacuum. @nd, as (ave Brock aptly pointed out, itGs never LD;T a ;ales problem, is it> 7f
course not. This is correct and & acknowledge it. &n my opinion, the entire organi%ation
must align around the customer and support the sales organi%ation and service
organi%ations in profitably finding, winning, serving and growing customer relationships.
&n the end, while & agree with this, there are two reasons why &.m focusing primarily on
the ;#E here.
7ne, &.m a sales performance writer and that.s the domain of a large portion of my
audience. &f & were writing specifically for +E7s and +77s, or 7rgani%ational
(evelopment pros, &.d be looking more closely at the 7rgani%ational #erformance
?evers, not primarily the (epartment and #osition ?evers.
Two, in my e,perience, sales leaders Jespecially new sales leadersK typically have to
fi, something in their domain, show progress, earn the right, prove the case, and
gain peer support that alignment across functions Jor those related issues (ave
points outK need to be addressed, before senior leaders will tackle the massive org
designAdevelopment issues. 7therwise, the sales leader is canned in 50-3B months
for not lifting sales and pointing fingers elsewhere.
&n short Jtoo late for that, right>K, & think the organi%ation-wide approach is better than the
sales-only approach. & think the long view is better than the short view. @nd no matter
what & think, reality often intervenes.
And Now, !ack to the S+@
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The first issue Jnot knowing where to startK can paraly%e sales and training leaders from
acting, or e$ually as concerning, set them off in the wrong direction. The other issue
Jplanning and e,ecuting effectivelyK shapes the results of the actions they do take.
The first issue will be addressed in this #art 3 post)
/ow do you conduct a root cause analysis, prioriti%e initiatives, and determine where
to start, to get the best results.
The second issue will be addressed the ne,t post, #art 9.
/ow do you lead and manage the selected change initiatives to ma,imi%e
effectiveness and returns>
This is the #areto principle at its finest. Cet these two things right, and youGve hit on the
analysis, decisions, and actions that will produce 04 percent of your results. & admit to
being a purist at times, and a mentor used to say to me)
6igure out the 74 percent of what you can do that will deliver 84 percent of your
results. f you get that stuff only 84 percent right" youll still make a far bigger
impact than most ever will.
W:ike.s :ystery :entor
The purist in me hates to admit it, but he was right. The !magic" Jaccomplished by logic
and analysisK is in figuring out that 34 percent.
('@R@ T) START
Selecting Sales +erformance @cosystem -nitiati*es
=ith that in mind, for the rest of this post, let.s dig into this issue. This is no small feat for
a book, let alone a blog post, but & will do my best. &.ll start by detailing some ideas here
but also providing links to additional reading that you will find helpful, if this is a topic of
interest.
f had only one hour to save the world" would spend fifty5five minutes defining
the problem" and only five minutes finding the solution.
W @l Einstein J:ike.s other mentorK
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1Y H-ST@+ 1@T')$ #)R TA&"?-N, T'@ S+@
5. &dentify and define -ssues Jgaps in performanceK
3. (etermine Root &auses of each issue
9. E,plore -mpacts) calculate impact of not resolving each issue
B. E,plore )utcomes) calculate possible results and outcomes from resolving each
issue Jbenchmarking data is helpful hereK
1. E,plore Solutions that would resolve issues and achieve outcomes and estimate
solution costs Jforce field analysis is helpful hereK
F. (etermine +ay%ack) consider the impactAcost of the issues Jnot resolvingK,the
cost of the solutions Jfinancial, effort, likelihood of successK, and the possible
results and outcomes that could be achieved with each
8. #rioriti%e -nitiati*es and link to the correct elements in the ;ales #erformance
Ecosystem
0. #lan and @;ecute Jsegues into #art 9 of this series on change leadership and
managementK
6. RinsePRepeat, with the ne,t prioriti%ed project Jsome projects may be run
concurrentlyK
Step . 8 5 -dentify and $efine -ssues 8 Root &ause Analysis
.4 -dentify and define -ssues Mgaps in performance
54 $etermine Root &auses of each issue
The first thing you must do is clearly define the problems. This sounds simple, but it.s
overlooked an alarming number of times. /ow you decide where to focus, from the
seemingly overwhelming number of choices in the ;ales #erformance Ecosystem, is
determined by what problemJsK you.re trying to solve. Dse root cause analysis methods
Jsee belowK to ensure you.re uncovering the cause of the problems and not just the
symptoms. To avoid writing a book, and because this is a well-documented topic, &.ll just
provide some resources for this
2roblem3definition4root cause analysis1
(efining the #roblem) http)AAlitemind.comAproblem-definitionA J/ey, it.s EinsteinOK
#roblem ;olving ' ;tart /ere)
http)AAwww.mindtools.comApagesAarticleAnewT:+P44.htm
(efine a #roblem) http)AAwww.wikihow.comA(efine-a-#roblem
*oot +ause @nalysis) http)AAwww.mindtools.comApagesAarticleAnewT:+P04.htm
Steps 7 8 9 @;plore -mpacts 8 )utcomes
74 @;plore -mpacts calculate impact of not resol*ing each issue
94 @;plore )utcomes calculate possi%le results and outcomes from resol*ing each
issue M%enchmarking data is helpful hereN
&n my work on The Eour #illars of ;ales Ialue +reation and /ow to *E@??- make
&nsight ;elling =ork for -ou Jespecially this chartK, & talk a lot about how the connection
between &mpacts and 7utcomes is more powerful than just connecting eeds and
Benefits. &t should be no surprise that & tie these to selecting ;#E initiatives.
Eor the -ssues and Root &auses youGve defined, you should start by e,ploring and
defining the -mpacts Jfinancial and otherK of not taking action to address the &ssues. @nd,
you should also determine what outcomes are possible and what it would mean to resolve
the &ssues.
&t helps if you clearly define !where you are" or !#oint @) +urrent ;tate" and !where you
want to be" or !#oint B) (esired ;tate." =ithout clearly-defined outcomes, the ecosystem
choices will always seem overwhelming and distracting.
=hen forecasting )utcomes, benchmarking can be very helpful, if you have access to
benchmark data. Hnowing metrics from companies in your competitive landscape, and
comparing your metrics to world-class metrics, can help you determine which gaps make
the most sense to tackle first, based on the possible returns from the lift.
5otes1
@berdeen publishes a lot of this data for free Jfor nowK, although it might not be
sliced finely enough for real benchmarking.
+;7 &nsights has some data that might be helpful in some cases, as well.
&n the resource links & provide, &Gve also linked multiple times to posts from ;ales
Benchmark &nde,, and they do this work.
&n some cases, you might just benchmark internally to compare top-producers to mid-
producers in your problem areas, and calculate what you might gain by lifting
some percentage of middle producers closer to the top.
6sing 7orce 7ield #nalysis as a Tool to 8elp
The top part of the Eorce Eield @nalysis can be used as described above when defining
outcomes. The rest will come into play below.
@rror Reference source not found
Heep in mind that so far, you.re not even thinking about solutions yet just where you
are and where you want to be, and what the value is of you getting there. =hen youGre
done with that, then itGs time for solutions.
Step : @;plore Solutions
:4 @;plore Solutions that would resol*e issues and achie*e outcomes and estimate
solution costs Mforce field analysis is helpful here4
ow it.s time to e,plore solutions. @s you see above, Eorce Eield @nalysis is a method
for listing, discussing, assessing, and weighting the various forces encouraging and
hindering a desired change. Hurt ?ewin developed the method in the 56B4s. &Gve often
used it just a little differently than intended, to help decide where to start to drive the
greatest change.
Eorce Eield @nalysis) http)AAwww.mindtools.comApagesAarticleAnewTE(P4F.htm
/ere.s how &Gve done it)
5. Cet the right people together. J=hile &.m not thinking too much about the ;#E at
this point, & do peek at the ecosystem here and invite leaders from the areas who
typically own the -ssues and possible Solutions. -ou need to have the right
people involved.K
3. *eview the -ssues and Root &auses. Cain additional perspective and consensus.
9. *eview #oint @ Jwhere you areK and #oint B Jwhere you want to beK for the
&ssues.
B. #rioriti%e the -ssues, based on the value of the various )utcomes youGve defined.
=hat.s the potential benefit of solving them>
1. =rite down #oint @ and B for the top -ssue.
F. ;tarting with this -ssue, list the driving forces pushing you toward #oint B and the
restraining forces holding you back. J(riving forces are the factors that push us
toward our desire state while restraining forces are the factors that push back,
holding us in place - hence the Nforce field.NK
8. =eight the forces Jit.s a somewhat-subjective e,ercise, but it.s helpfulK.
0. *epeat steps 1 through 8 for the remaining top-prioriti%ed problems.
Note @s an e,ample of the versatility of this method, here.s one way &Gve applied force
field analysis to account development planning.
e,t, let.s apply this method to developing and selecting solutions.
& think about the situation as if &.m in a car, with one foot on the gas and the other on the
brake. The car is vibrating in place ' engine racing, brakes smoking. ;o, if you want to
move forward the fastest, do you push harder on the gas pedal, or take your foot off the
brake>
.elease the 9rake 7irst : Then 2ut the 2edal to the /etal
E,actly, release the brake first. To do that, brainstorm JfirstK and select JsecondK how you
can minimi%e or eliminate the restraining forces, starting with those that you weighted
most heavily.
@fter doing that, move on to brainstorm and select how to strengthen or add driving
forces.
This method will help you identify, select, develop, and prioriti%e some solutions. The
solutions are the actions you.ll take to minimi%e or eliminate restraining forces and
strengthen or add driving forces.
ST@+ 3 $etermine +ay%ack
34 $etermine +ay%ack consider the impactPcost of the issues Mnot resol*ingN,the cost
of the solutions Mfinancial, effort, likelihood of successN, and the possi%le results and
outcomes that could %e achie*ed with each4
@s important as the solutions youGve crafted may be, the forces and their weights arenGt
the only things to consider. @s part of the solution development and selection process, for
each problem, just as youGve considered the cost of doing nothing, you need to consider
the costs of the various solutions, and the e,pected value that the solutions will provide if
they are e,ecuted well and close the gaps between #oint @ and #oint B.
@ solution that costs X3 million and returns X5 million may solve a problem or produce
the re$uired change, but unless it is truly a re$uired investment or foundation for the
future Jand will eventually produce much larger returnsK it.s not a good business decision.
&t.s also useless if you realistically Jand trulyK know you.ll never get the support or it will
be too difficult to implement in the time re$uired to show enough lift to earn the right to
continue Jemployment and other projectsK.
-ou need to take all of this information and the potential paybacks into consideration, so
you can do the ne,t step prioriti%e your initiatives.
ST@+ < +rioritiCe -nitiati*es
<4 +rioritiCe -nitiati*es and link to the correct elements in the Sales +erformance
@cosystem
&f youGve done the above work well, this becomes one of the simpler steps. ;imple doesnGt
always mean easy sometimes it.s difficult to make the right decision, or even more
challenging, to compromise, when you know the very best decision will take too long,
won.t be politically supported JyetK or doesnGt deliver enough of a short5term payback.
& wish the real world of business were as idealistic as & am, and & wish it were always
driven by the best long-term decision versus short-term results, but &Gve learned it.s not.
&.m sure &.ll take a hit for saying so, because this isnGt my preferred style or usual advice,
but sometimes especially in larger, more-political or challenged companies, it.s better to
hit a double than strikeout swinging for the home run. J=hile &.m atypically
recommending realism here, for my preferred view, see) ;ales Transformation) o Cuts,
o Clory.K &t.s a balance and you.ll have to choose what.s right for your situation.
+onte,t and nuance matter.
Tie to the Sales +erformance @cosystem
?astly, unless you are already doing a longer-term ecosystem alignment project Jthe
larger, transformational approach mentioned at the beginning of this post and in the o
Cuts, o Clory postK, this is where the ecosystem really comes into play.
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Taking the gaps, issues and prioriti%ed solutions with payback into consideration,
determine how these gaps interface with the ecosystem elements, and bring ecosystem
owners together. /opefully youGve had the right people involved from the start, from the
earlier peek at the ecosystem and their involvement in the Eorce Eield @nalysis. But if
not, get them engaged now, review what.s been done so far, and start to develop detailed
plans with them. #lug in more Eorce Eield @nalysis wherever it makes sense.
ST@+ G +lan and @;ecute
G4 +lan and @;ecute Msegues into +art 7 of this series on change leadership and
management - more on this coming soon, in the ne;t postN4
&n this stage, create your plans to implement your final solutions, also with the
appropriate ecosystems owners Jwho at this point should be driving the development of
the plans theyll ownK. E,ecute those plans with discipline. Books are written on this
topic, so &.ll stop here for now with a promise to discuss change leadership and change
management in the upcoming post in #art 9.
ST@+ H Rinse P Repeat
H4 Return to a pre*ious appropriate planning stage Musually step ., : or <N to re-plan
or continue with the ne;t prioritiCed proAect Msome proAects may %e run
concurrentlyN4
ot much else to say here. 7nce you start, don.t stop. Even if youGve done a major
transformation, which will usually propel you forward with much larger than incremental
results, continuous improvement is the name of the game.
Some Alternati*e Approaches
;ince this is important, before & close, &.ll offer two other alternative methods that can be
helpful in both the definition and solution stages. This may seem to veer slightly off track
from my 6-;tep :ethod, but both approaches can be used in conjunction with Eorce Eield
@nalysis and be considered in the 6-;tep approach. They offer additional ways to help
you know e,actly where to focus, in high-priority areas, which should yield a good return
or +ay%ack.
A?T@RNAT-Q@ 1@T')$ . The &ustomer Ac=uisition 1ethod
M)pportunity 1anagement AnalysisN
This method focuses on the customer ac$uisition process, determining what.s working
well, what.s not Jyes, problem definitionK, and the impact of fi,ing problems at the
various stages. This may vary in some businesses, but here.s one e,ample)
5. &dentify or confirm your Target :arket and &deal #rospect #rofiles or Buyer
#ersonas.
3. E,amine effectiveness of your lead generation methods.
9. +onduct a pipeline analysis Jand clean it up while you.re at itK, including all
normal aspects of pipeline management, buying process mapping Jbuying and
selling processesK, sales methodology, and the trainingAcoaching and other ;#E
elements that support your sales process and methodology. &nclude the voice of
your customer in some way< win-loss analysis is certainly one great way to do it.
B. E,amine measurement systems, related to customer ac$uisition.
1. E,amine performance management practices, related to customer ac$uisition.
Throughout this analysis process, -ssues will emerge at various point Ja lack of desired
results or opportunities for improvementK. Dse the same methods of problem definition
recommended earlier. This should naturally lead toward a discussion of various possible
solutions from the ecosystem. &n my e,perience, & have found that it often J& won.t say
!always"K makes sense to fi, the problems from left-to-right, meaning fi, them in the
order of the process flow) target marketAbuyer personas, lead gen methods, buyingAselling
process mapping, sales methodology, measurement Jawareness and analyticsK, and
performance management.
=hile & won.t detail it here, you can do the same thing with Hey @ccount :anagement,
+hannel :anagement, or any customer ac$uisition and sales process. &Gve often done this
for onboarding, by mapping the path to !first new business" Jfirst saleK and working on
reducing average ramp-up times.
A?T@RNAT-Q@ 1@T')$ 5 Strategy, Tactics, and ,aps 1ethods
This method focuses on the current sales strategy, the tactical go-to-market plans, and
then finds and addresses the gaps in results.
5. *eview the business strategy and the sales strategy that supports it.
3. *eview the go-to-market tactics in place to achieve those strategic results.
9. *eview the gaps in results, also known as !e,ecution gaps." J-es, those gaps are
problems, and yes, you need to clearly define them.K Eind the gaps, tie them to the
activities that aren.t producing the results, and document well. Then, move on to
the ecosystem.
-t &an !e $one
This sounds like a lot, but based on the industry, company, and various sales nuances, &Gve
seen at least the planning and solutions steps done over the course of a few months, a few
weeks, and even less time, if dedicated Jprobably se$uesteredK planning time is
scheduled.
This is a small price to pay to really nail the problems and develop plans to deliver the
greatest impact. &n these methods, where to focus in the ecosystem becomes clear through
the logical process of problem identification and problem solving, not by staring at the
elements in the ecosystem in a cold-sweat fueled by panic, or by thrashing around with
various initiatives that haven.t been vetted and well-thought out.
7bviously, this is my perspective on just a few possible approaches. & hope it has been
helpful and thought-provoking. There are certainly other valid approaches. &.d enjoy
hearing your reactions in the comments, and especially what has worked for you.
2 +art 7 M?eading &hangeN
&n my recent series of posts on the ;ales #erformance Ecosystem Jsee posts #art 5 and
#art 3K, & talked about the comple,ity of the ecosystem, what it includes, why sales
leaders get paraly%ed, and how to logically and most effectively select and prioriti%e
initiatives within the ecosystem, to make an impact. @s promised, &.m closing the series
with this post on change management and change leadership.
?et.s start by defining those terms.
&hange what you think a%out change
:uch has been written about the difference between management and leadership.
Dnfortunately, it.s often at the e,pense of management, with leadership being touted.
ThatGs probably because real leadership is less common, but it doesnGt e,cuse pushing one
over the other.
&n reality, both are re$uired to run an organi%ation effectively. ;ome say leadership and
management are both skill sets that can be learned< others posit that you can.t be both a
leader and a manager J& disagreeK. :any leadership e,perts have astute and varying
viewpoints. There.s similarity, of course, but everyone has a somewhat different take. To
capture the essence of the difference between management and leadership, &Gve always
liked #eter (rucker.s simple $uote)
!:anagement is doing things right< leadership is doing the right things."
- #eter (rucker
=e need to stop knocking management, and reali%e that we need both, and often, from
the same people ' our company leaders ' at all levels. The mi, re$uired varies, based on
the role and level in the organi%ation, but both are necessary.
/ow does this tie to driving change> &Gm glad you asked.
& define &hange ?eadership as)
(eveloping the over-arching vision J!/ere.s what we want to be"K and direction
J!/ere.s how we will get there"K
Eorging the connection between the vision, strategy, critical business initiatives, and
people.s roles Jthe power of !connecting dots" simply can.t be overstatedK
+hanging the conversation at all levels to motivate and inspect the change Jyou move
people with language and stories ' or for fellow @ristotle fans ' with ethos,
pathos, and logosK
:odeling and reinforcing the messages JawarenessK and the urgency consistently,
with discipline Jnot !flavor of the month" but !focus on our future"K
& think of &hange 1anagement as)
(elivering the same consistent messaging as leadership, to sustain awareness and
urgency at frontline levels, where the work with customers occurs
&mplementing processes, programs, and directives to support the change and new
desired state
Eollowing a plan to meet milestones of measurement and achievement Jproject
managementK
Engaging the entire workforce with !what to do and how to do it" Jsince they already
know !why" from the messagingK
/ere are some additional resources on the distinctions between change leadership and
change management)
#eter (rucker on ?eadership
+hange :anagement vs. +hange ?eadership - =hatGs the (ifference>
=hy +hange :anagement>
Should you always orchestrate a full-fledged change initiati*e?
This is the big $uestion, isnGt it> The short answer is o. The longer answer depends on
whether you really need to drive full-scale change and sustainment or simply foster
transfer and adoption. JBy the way, !simply" in this case does not mean !easy" '
although it may be !easier" in comparison.K
Training transfer Jor what & like to call !planned transfer"K includes plans to get the
training out of the learning environment and used on the job. Eor the Training
geeks in the house, this is Hirkpatrick.s ?evel 9, or !@pplication."
The true goal of transfer in sales transformation work, is often a deeper level of
adoptionnot just being able to recall or demonstrate the skills and use them on-
the-job, but to adopt them consistently, in the right circumstances, and develop
mastery. @doption occurs as a learner moves through the stages of learning toward
real mastery Jfrom unconscious incompetence to conscious incompetence to
conscious competence ' and perhaps but not always, to unconscious competenceK.
+hange and sustainment efforts are re$uired when you need behavior changes at
multiple levels in the organi%ation, in order to achieve strategic goals Jmake
money, save money, manage risk, achieve mission and visionK and need the
change to stick.
@s always, specifics vary by conte,t and circumstance, but here are some e,amples of
what & mean)
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Those are just a few e,amples but & hope that helps clarify. +onsider a change initiative
when)
!Behavior change" will be a key element of achieving ambitious goals over the ne,t
50 months to a few years
The key to this change is not only what.s done in the learning environment, but in the
adoption and reinforcement afterward
@ true lift in sales mastery is re$uired to change or transform sales results
-ou are asking every level of leader to change behaviors in a significant way to
support the change
?eaders must actively engage at all levels to drive and sustain the behavior changes
with staff
(hich methodologies should - use?
7kay, so youGve decided that you need to really guide a major change in your
organi%ation. ow what>
&.ve used a variety of methodologies over the years, including Hotter.s model, the #w+
+hange &ntegration Team.s methods, CE.s +@# J+hange acceleration #rocessK, and
others. :ore recently, & e,plored #rosci.s @(H@*Y methodology in 3459. & liked it $uite
a bit. &t gets less airplay than others but is well researched and proven.
@(H@*Y is)
Awareness of the need to change
$esire to participate in the change
"nowledge of how to do things differently
Ability to apply tools, processes, and knowledge
Reinforcement to sustain personal efforts to change despite setbacks.
/ere is some additional information about @(H@*Y which should enable anyone who.s
interested to learn much more about this approach)
?eading -our ;ales 7rgani%ation Through a +hange :anagement #rogram
+hange :anagement ?earning +enter - @(H@* Tutorial
@(H@*) @ :odel for +hange in Business, Covernment and our +ommunity #art 5)
@ #ractical @pproach to +hange :anagement
#art 3) @ #ractical @pproach to +hange :anagement
Lohn Hotter.s methods, published in his book ?eading +hange, are also well researched
and proven. *ead the book or see this interactive site for more detail, but Hotter.s method
is)
Step . @sta%lishing a Sense of Brgency
/elp others see the need for change and they will be convinced of the importance of
acting immediately.
Step 5 &reating the ,uiding &oalition
@ssemble a group with enough power to lead the change effort, and encourage the
group to work as a team.
Step 7 $e*eloping a &hange Qision
+reate a vision to help direct the change effort, and develop strategies for achieving
that vision.
Step 9 &ommunicating the Qision for !uy-in
:ake sure as many as possible understand and accept the vision and the strategy.
Step : @mpowering !road-%ased Action
*emove obstacles to change, change systems or structures that seriously undermine
the vision, and encourage risk-taking and nontraditional ideas, activities, and
actions.
Step 3 ,enerating Short-term (ins
#lan for achievements that can easily be made visible, follow-through with those
achievements and recogni%e and reward employees who were involved.
Step < Ne*er ?etting Bp
Dse increased credibility to change systems, structures, and policies that donGt fit the
vision, also hire, promote, and develop employees who can implement the vision,
and finally reinvigorate the process with new projects, themes, and change agents.
Step G -ncorporating &hanges into the &ulture
@rticulate the connections between the new behaviors and organi%ational success, and
develop the means to ensure leadership development and succession.
Storytelling still sells
@re you seeing some patterns with these models> Bet you are. ?et.s review some
sobering facts.
84 percent of change projects do not achieve desired outcomes
13 percent of change projects fail with no evidence of change, and in many cases,
they cause long-term damage to the organi%ation. JThanks, Lohn Hotter, for the
grim news.K
-et, what it takes to successfully drive change is 7T a secret. J@nd much to my chagrin,
no magic decoder ring is needed.K & wrote more about this awhile back in a post called
;ales TransformationSo Cuts, o Clory.
7ther research from Hotter tells us)
The number one reason change initiatives veer off course is the failing of the
leadership team to lead the change through vision, actions, and engagement.
The number two reason change initiatives fail is under-communication. Hotter says
that most organi%ations under-communicate by a factor of 54.
;eriously this is the stuff we let get in the way. +learly, there is great need for better
storytelling, communication and change leadership in our work.
:y former employer, *ichardson, is probably not as widely recogni%ed as a provider of
change services as they should be, in my opinion. Their simple yet powerful &hange
Story #ramework from 9eaders 9eading Change provides a great way to document and
communicate the vision, including)
Coals and objectives
+hallenging issues
;trategic initiatives
*oles and responsibilities
This is a simple but powerful tool that can be used early in the change process and
reinforced throughout by various levels of management. =hen & worked there, clients
told us that when leaders truly personali%ed stories, especially the roles and
responsibilities section of the Eramework, and shared how they personally plan to commit
to the change and support their staff, and why, it was actually a moving e,perience for
some employees and truly helped garner buy-in and support for the change.
+ontrast this to the weak creation of change slogans, such as :uality in everything we
make"! which cynical frontline employees can easily twist into satiric phrases like
!Zuality is everything we fake," while snickering behind management.s back.
&t.s way past time to go beyond slogans and tell authentic, personali%ed, relevant and
compelling stories.
Ack 2 it6s math
&n creating your change story, a little math can go a long way. 7kay, not really. But this
pseudo math formula can really enhance your stories. 7fficially, from the ?eaders
?eading +hange program, it.s +R+RARSSR, but as a former math geek, & can.t force
myself to have two #s that mean different things, so &.ll call it)
+MsN R +MlN R A R S S R
#JsK [ #ush) The !pain" of the status $uo has to be high and relevant to the audience
#JlK [ #ull) The solution has to be achievable and feel like !the right fit" for the pain
@ [ @ction) +lear ne,t steps to advance the change
; [ ;upport) (efine what you will do to prepare your people to take the action you
ask of them
the sum of which must be greater than J\K the.
* [ *esistance) @ natural and e,pected part of every change effort.
JSide note for sales enablers; /mm. ;ounds a lot like !selling," doesn.t it> &magine that.K
ot surprisingly, other factors to help ensure the effectiveness of your story are also well-
aligned with sound selling methodology)
Be clear and jargon-free
Be concise ' meaning short Jmaybe five minutes or lessK
Be compelling ' it should acknowledge the audience.s personal concerns and risks,
contain a clear =&&E: J=hat.s &n &t Eor :eK message, and convey a sense of
urgency
Be consistent
Be customi%able ' meaning highly relevant to the audience and tailored to their
perspective
&f you look again at Hotter.s 0-step model, this ties in nicely with the first B steps, but
especially ;teps 5 and B, which are all really about effectively communicating and
gaining buy-in.
'oney, let6s adopt
?astly, an idea that sometimes seems foreign to many when we first mention it Jbut
resonates well afterward and gets resultsK is the concept of !adoption $uestions."
@doption $uestions are)
7pen-ended $uestions that ask for specific evidence that a behavior, signaling
ownership of the change, is occurring.
@ way to verify that change is taking place in the organi%ation and objectively
determine the pace and depth of that change
@ way to assess how the change is flowing through the organi%ation Jsay, after
trainingK
EffectiveSbecause they surface leading indicators of change.
=hen we talk with clients, the adoption $uestions are considered the !new thing" that
seems so simple, but we know leaders are not doing it.
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<sed by permission from $ichardson
/ere are some related definitions you need to use adoption $uestions)
9agging indicator; a metric that measures the outcome or result of a change.
9eading indicator; a metric that predicts or forecasts the probability of a specific
outcome or result.
Fust do it
&f we fail in communicating and reinforcing change by a factor of ten, it.s obvious that we
need to up the voltage on message delivery.
=hile this is only a slice of the @(H@*Y methodology and *ichardson.s approach, it
does address the top two reasons for failure, as does Hotter.s method. @ddressing these
major failure points is a great start. @s you.re researching models and programs, Eranklin
+ovey.s !B (isciplines of E,ecution" JB(QK is another bookAprogram that addresses
these issues and offers training to support the approach.
=hichever approach you use, when you deem a change initiative necessary for your sales
training or enablement initiatives, now you can develop compelling change stories and
conduct leading-indicator verification checks using @doption Zuestions.
This needs to occur at all levels in the sales organi%ation and be supported by
developmental coaching and feedback, as needed. J-ou didnGt think you were going to get
to skip coaching, now, did you>K
#ut this stuff together and you are well on your way toward stamping out those top-two
reasons for failure. & reali%e this post doesnGt go into great detail on the other aspects, but
they are well-documented and &Gve provided links to multiple resources throughout. @dd
good project management and the other basic elements of change control JmanagementK,
and you.ll be well on your way to successful change.
!ack to the Sales +erformance @cosystem
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To tie this all back to the Sales +erformance @cosystem, here.s the bottom-line even
if you approach the ecosystem properly and select and prioriti%e initiatives effectively, if
you don.t e,ecute with discipline and lead change effectively, you will never achieve the
ma,imum possible impact, or in some cases, make any impact at all.
&n addition to the things &Gve specifically addressed here, another significant obstacle, in
my e,perience, is a lack of focus and endurance. @ll of this is addressed in HotterGs
model, #w+Gs book Better +hange Jout of print but ine,pensively available on @ma%onK,
and in B(Q as well as other methods.
Civen that, &.ll close this post with some other change resources to e,plore, as well as
some related reading. @s always, & hope you found something here helpful and either
way, & invite your comments. &.d especially enjoy hearing your success stories or
challenges with change leadership, change messaging, and change management.
&hange models to e;plore
;ustaining +hange :anagement - @ (eeper (ive into @(H@*
?ewin.s +hange :anagement :odel
+hange :odels
Hotter.s 0-;tep #rocess for ?eading +hange
3459 Edition of Best #ractices in +hange :anagement ' X306 *eport by #rosci
#rice-=aterhouse +hange &ntegration Team
CE.s +hange @cceleration #rocess
The :cHinsey 8; Eramework
Related reading
:ike Hunkle on (riving ;ales Training *esults
The /abit +hange +heatsheet) 36 =ays to ;uccessfully &ngrain a Behavior
?eading -our ;ales 7rgani%ation Through a +hange :anagement #rogram
Effective +ommunication ;kills That :ake ?eaders ;tand 7ut from the +rowd =hat
is +hange ?eadership>
?eading +hange - /ow to Cet -our ?eaders ;inging from the ;ame ;ong ;heet
=ell, that.s what & think.
(hat do Y)B think?
& look forward to your thoughts, opinions and e,periences.
@s always, thanks for reading, be safe out there, and by all means, letGs continue to
elevate our sales profession.
./ things a real leader will tell employees
& ?ike otherGs am drawn back to the post N54 Things Bosses ever Tell Employees, But
;houldN which is a testimony of it being a thought provoking piece. =ell done :r.
/aden.
But when & read that post, all & can think of is men need to be men. ot eanderthals as
many like to portray, but real men who can lead, act, and stay focused on the job that
needs to be completed, rather than focus on how others feel 3BA8. ;o & offer my 54
thoughtGs in a light, whimsical manner in hope some might reali%e, we are leaders, and
leaders make hard decision. =e are hard works that didnGt need our hands help for very
long. & accept instruction, & then try to demonstrate & can do the job, all the while taking
constructive criticism as a means to get better.
.4 E- really don6t care whether you like me4E
-ou.re an adult< if &.m a hard ass and provide you constructive criticism, & e,pect you to
evaluate the input and take corrective action to meet my e,pectations
&.m a big boy and understand criticism is hard to take, so & really don.t care if you like
me, my goal is to provide you leadership that grows your capabilities and ensures you
provide value add to the company.
54 E- donDt think - know e*erything4E
& don.t know everything, never said & did. But & am a subject matter e,pert in this field
because & had mentors that poured time and energy into me in addition to my own hard
work. & have been promoted because & demonstrated capability< so when & provide
constructive criticism, it.s goal is to make you a better resource Jassuming you learn from
the inputK.
74 E-t6s )" to %e cheerful and make the Ao% funE
=ork hard, play hard. &f you complete the task & assigned and have time left at the end of
the day & understand that. &f you chose to take it easy after that and not to take on more
responsibility &.ll make note of that as well.
/aving fun at work doesn.t mean wasting e,cessive time. &t means enjoying the work and
having a cheerful disposition.
94 E-Dll pay you4E
&.ll pay you a balance of what the job allows and what value add you provide the
company. &f money is your end goal, there will always be someone who will pay more,
but &.m fair and will e$uip and train you to be a subject matter e,pert. & will train you to
be my replacement.
&f you cannot figure out that money doesn.t grow on trees and that & have a budget to
keep, maybe & overestimated you when & hired you.
:4 EFo% hopping reflects character and am%itionsE
&n the world we live in if you are job hopping more that once a year, & will $uestion your
capabilities. &f you job hope every 9-B years and assumed more responsibility with each
move, & will consider you a viable candidate that will likely show initiative. But, & will
also think you presents a flight risk that may take general intellectual property with you
when you leave.
To climb the ladder you will likely have to change jobs, be wise when you do so.
34 EYou do what you ha*e to, until you do what you want to, until you do what you
were made for4E
(on.t be too proud to scrub a toilet or mop a floor. (o what must be done to provide for
your needs. @ll the while have a plan, and work your plan to get to a job that you enjoy.
@nd Cod willing, along the way you will understand what Cod made you for and you can
pursue that.
<4 EAutonomy is earned4E
& will train you to be my replacement. The more you demonstrate the skills & need, and
can meet or e,ceed my e,pectations, the more & will train you and the more responsibility
& will give you.
Time in a job does not e$uate to being a subject matter e,pert. ;uccessfully
demonstrating technical and tactical proficiency will make you a subject matter e,pert.
-ou want to be respected and enjoy autonomy, become a subject matter e,pert.
G4 E-tDs my Ao% to ha*e situational awareness4E
& praise in public, reprimand in private, and train you all as a team. & know everyone.s
strengths and opportunities for improvement< & have situational awareness. &f you are
concerned about someone else you should talk to them as a team member. &f you think
they are not responding to your encouragement, come talk to me.
H4 ENeed to know4E
&n life we are all on a need to know basis. &f my task is not clear, or the reason & need the
task completed is not clear, of if you are not clear on how to accomplish the task, please
come and talk to me.
But you are not in my position, and you will not have all the information & have. & will
keep you informed, and & will be transparent about why things need to get done. -ou must
accept these facts in order to avoid being miserable.
./4 E- worry -- a%out everything4E
=hen we do our job right, 514 people are employed, and 514 families have some security
in their lives. & take this job seriously, and consider all factors that impact this reality.
;o if & ride your ass it.s because you are not the center of my universe and & am concerned
about how your work impacts 514 other families.
@t the end of the day, you should think about how your work impacts those around you,
because & sure do. & take this job everywhere & go. & pray for wisdom, discernment, and
ability.
?eadership *s4 1anagement
=hat is the difference between management and leadership> &t is a $uestion that has been
asked more than once and also answered in different ways. The biggest difference
between managers and leaders is the way they motivate the people who work or follow
them, and this sets the tone for most other aspects of what they do.:any people, by the
way, are both. They have management jobs, but they reali%e that you cannot buy hearts,
especially to follow them down a difficult path, and so act as leaders too.:anagers have
subordinatesBy definition, managers have subordinates - unless their title is honorary and
given as a mark of seniority, in which case the title is a misnomer and their power over
others is other than formal authority.
Authoritarian, transactional style
:anagers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. :anagement style
istransactional, in that the manager tells the subordinate what to do, and the subordinate
does this not because they are a blind robot, but because they have been promised a
reward Jat minimum their salaryK for doing so.
(ork focus
:anagers are paid to get things done Jthey are subordinates tooK, often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.
Seek comfort
@n interesting research finding about managers is that they tend to come from stable
home backgrounds and led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where possible. &n terms of
people, they generally like to run a Ghappy shipG.
?eaders ha*e followers
?eaders do not have subordinates - at least not when they are leading. :any
organi%ational leaders do have subordinates, but only because they are also managers. But
when they want to lead, they have to give up formal authoritarian control, because to lead
is to have followers, and following is always a voluntary activity.
&harismatic, transformational style
Telling people what to do does not inspire them to follow you. -ou have to appeal to
them, showing how following them will lead to their heartsG desire. They must want to
follow you enough to stop what they are doing and perhaps walk into danger and
situations that they would not normally consider risking.?eaders with a stronger charisma
find it easier to attract people to their cause. @s a part of their persuasion they typically
promise transformational benefits, such that their followers will not just receive e,trinsic
rewards but will somehow become better people.
+eople focus
@lthough many leaders have a charismatic style to some e,tent, this does not re$uire a
loud personality. They are always good with people, and $uiet styles that give credit to
others Jand takes blame on themselvesK are very effective at creating the loyalty that great
leaders engender.@lthough leaders are good with people, this does not mean they are
friendly with them. &n order to keep the mysti$ue of leadership, they often retain a degree
of separation and aloofness.This does not mean that leaders do not pay attention to tasks -
in fact they are often very achievement-focused. =hat they do reali%e, however, is the
importance of enthusing others to work towards their vision.
Seek risk
&n the same study that showed managers as risk-averse, leaders appeared as risk-seeking,
although they are not blind thrill-seekers. =hen pursuing their vision, they consider it
natural to encounter problems and hurdles that must be overcome along the way. They are
thus comfortable with risk and will see routes that others avoid as potential opportunities
for advantage and will happily break rules in order to get things done.
@ surprising number of these leaders had some form of handicap in their lives which they
had to overcome. ;ome had traumatic childhoods, some had problems such as dysle,ia,
others were shorter than average. This perhaps taught them the independence of mind that
is needed to go out on a limb and not worry about what others are thinking about you.
The -nner $ri*e (hy Ad*ancing ?eaders Ne*er Settle
-ou have met these leaders already. The curious ones. The restless ones. The leaders that
never seem to settle down and enjoy what they have accomplished for long before they
are back on the discovery track for their ne,t big thing. The never-settling leaders seem to
possess a continuous drive, which fuels them for their pursuit. +ursuing their !-, ('Y
is not only a desire, it is a necessity4
These leaders communicate their professional calling and challenge you, leaving you
with important thoughts and ideas.
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/ow do they make the less advancing professionals feel> (o they get inspired and
intrigued, or do they get provoked by the curiosity, ambition and willingness to move
beyond the comfort %one> @re other professionals in fact projecting their own
shortcomings and fears when trying to talk the never-settling leaders out of their
unrealistic pursuit of their B&C =/->
=hen & meet people who are stuck professionally wanting to e,plore their options, we
often discover a number of limiting beliefs that are causing them to !settle."
7ne common belief is that it is too late to pursue what we have not yet accomplished
professionally)
invested years and tons of money in my education. would be stupid to throw it
away.!
am too old to redirect my career.!
cannot jeopardize the lifestyle have created for myself and my family.!
ever-settling leaders confidently share that they are going to pursue their own mission,
and step into the bigger shoes of their future selves.
@nother common belief is that we have to fit the e,pectations of others)
-hy would you do that instead of retiring with a nice pension/!
-hy would you do that as you could just live off of your significant others income/
-hy would you do that when you already have a good job/!
ever-settling leaders act confidently and are grounded in their conviction to pursue what
they need and want to accomplish for themselves.
?et me introduce you to some of the advancing leaders in my network who moved
beyond these limiting beliefs)
+er #rykman is a passionate pioneer and author within the area of individual reputation
management, influencing trends and developing tools to unleash the true potential of
professionals. @fter decades of continuous development, he is transparent about his
e,pectations for himself, despite the fact that most other leaders his age have considered
retirement for some time)
want to challenge you to take your professional reputation to a new dimension and
stand out as uni#ue. =y ambition for you as an entrepreneur or consultant is to help you
promote the things that are crucial today to attract new" exciting and profitable
customers. 6or you as a leader want to bring out your uni#ue #ualities" the things that
already work for you > to be inspirational when attracting customers" investors and new
talents. want to bring everyone to the next level by making them understand the
exceptional power of their professional reputation.-hat really keeps me going is the
possibility to be on the edge with interesting people and exciting ideas to find ways for
everyone to utilize their full potential.! > %er 6rykman
Sarah Schwa% is a passionate content creation coach, helping entrepreneurs to build
content using creativity and self-e,pression to transform their business and life)
!=y husband makes good money and we have a family. feel pressure to be the typical
?doctors wife? or stay5at5home mom"? or maybe just to get a ?normal job.? @ut cant do it.
t would be easier if could" but cant. Starting a business has been an ambition of mine
as far back as can remember" and feel most like myself when am working in
alignment with my passion. also love my family" and it is important to me to keep both
things in my life and try to balance them. dont know if such balance is possible" but
have to try.! > Sarah Schwab
+icture of the #uture, Not a +romise of the #uture
&n a meeting with a prospect, often as sales people we are pressured to answer the
$uestion, !=hat will this do for me>" This $uestion is often followed up with a drill
down for specifics.
&t.s a tough balance to achieve. &f you answer the $uestion with too many specifics it is
possible you will have missed something and given an inaccurate answer that will be
taken as a commitment. &f you avoid answering the $uestion you will be seen as evasive
or not knowledgeable.
& encourage you to pivot the conversation. -ou can provide a picture of the future based
upon what you know at the moment of the $uestion, without painting yourself into a
corner of a commitment you may not be able to fulfill.
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$efine the &ircumstances) -ou want to ask $uestions from the prospect that clearly
put on the table what the circumstances are. These could be the operating
technology platform, the location of production sites, the volume being ordered
and so on. Because a comple, problem has variables to it, you cannot paint a
picture of the future without some of those variables answered.
Set +arameters) ow that you have some of the prospect.s circumstances, you need
to set some of your own before you answer. Establish the details for what you
know has to be true for you to project performance.
Answer) #rovide the answer, as best you can, of what the picture of future
performance might look like provided that all of the circumstances and parameters
stay the same. @lso indicate that precision is only possible with more data.
Set Bp Your Assessment @sk for the access to the information and the people to
gather the data through an assessment.
-our prospect wants to understand if you are knowledgeable and a relevant solution. /e
or she is testing both of these by pushing for an answer. @n answer structured the way &
have described will keep you interesting and safe in the sales process.
Signals *ersus !uying Signs
Early in my career, & received sales training on recogni%ing buying signs. Zuestions,
challenges, even hostile accusations were, under the definition of my training, considered
buying signs. These actions represented an e,pressed interest or engagement in
considering the offer.
East forward to today. #rospect companies engage in e,pensive market scans for new
vendors at the end of a contract or on a regular scheduled basis, even though 1 out of F of
the final awards go back to the incumbent provider. This means that you have to be
looking past what & was taught to be buying signs if you want to determine if there is
genuine interest. ?et.s call these ;ignals. /ere are some of the types of signals that & trust)
5. Speed ' &f the speed of the responses to my re$uests is on-time or ahead of the
re$uest time.
3. Timeliness ' =hen prospects show up on time and stay through an entire
meeting, webinar or conference call it indicates strong interest.
9. +eople ' =hen the prospect is adding people to the process at the same or higher
level, the prospect is investing the political capital that means interest.
B. -nformation ' #rospects that provide transparency and details early out of a
desire that you have a complete picture of their needs are choosing to give you
more than your competitors. Cood signal.
1. Questions ' N/owN $uestions in particular are great signals.
-ou are not looking for a fair fight or e$ual interest. -ou are looking for the signals that
show you true interest in your solution, not just their compliance to their own process
re$uirements.
Selling 2 A ?icense to 'unt
:any of the companies with whom we consult are in a two-step sales process. They first
have to sell a governing body such as a C#7, franchiser, corporate procurement
department, or other central body to approve them as a !preferred or approved" vendor.
CreatO They have the contract, but no money. The money happens with the purchase
orders from the distributed body of buyers inside of the large company.s network. ow
the selling starts over again. =hen you land the big company, you have just gotten a
license to hunt, not a real paying customer. -et, many companies work hard to land the
license, then let osmotic pressure or marketing efforts bring in the money. That.s a slow
road to revenue. /ere are a few things to do instead)
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Support Agreement ' ;eek to get definition of the roll-out support you can e,pect
from the parent organi%ation. Hnow what you want in advance ' whether that is
an announcement, a jointly released video, a feature in their newsletter, a prime
location at their ne,t national meeting, or an opportunity to speak. The job is
yours to get their support in a way that is favorable.
!litCkrieg Team ' The landing of a large master agreement is an event. &t should be
treated as a win that you can springboard. &nstead of just rolling out to your field
reps the announcement, establish a team to go after the highest value locations in
the network and land business $uickly. These locations will start the dominos of
the buying organi%ation.s network tipping in your favor.
Run the H/ $ay Sprint ' The first 64 days are critical. That.s about how long you
have to keep your organi%ation energi%ed to go after the opportunity in a uni$ue
way different from their standard work. &t.s also how long you can e,pect, at the
ma,imum, the support of the buying organi%ation.s central team. Everyone moves
on. *un a sprint plan to get the ball running.
Too many people win the hunt and then slow-walk the revenue. #ush as hard for the
revenue as you do for the agreement.
,etting 1ore )ut of Su%Aect 1atter @;perts in the +resentation
(o & take Lohn from &.T., or not> @ variation on this $uestion will be asked thousands of
times today by sales leaders as they consider who should be in the upcoming call or
meeting with a prospect. The sales leader knows he or she needs the e,pertise, insight and
details the person bringsbutthey are a little worried about what the ;:E might say.
o doubt, there is reason. ;ome past e,perience e,ternally or internally tells the leader
that Lohn might do or say the wrong thing.
-ou have to take your ;:Es, so perish the thought of working around them.
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/ere.s what to do to get the most out of their participation)
$o not ha*e them sell ' ;:Es are good at solving problems and understanding
details. Tell them that is the role, not selling, and they will be more willing to
come and rela,ed in the session.
Structure ' #rovide a structure for each ;:E that is specific to the meeting. & use the
model of 9 points, 9 $uestions, 9 props. o more than 9 for each of these
categories is how & prepare an ;:E. Easy to remember and easy to rehearse.
+reparation ' ;:Es can wing it in their environment of day-to-day work, but
probably not in yours of selling. ;o don.t ask them to wing it. *ehearsal is for
them< don.t use yourself as the standard. Take the time to get them ready to do
well.
$irection ' & encourage that you have the ;:E focus on one person with whom to
connect from the prospect.s or customer.s side in the meeting. This is not the
e,clusion of everyone else, but it provides a point of concentration when
presenting. That person is most often selected because they are subject relevant
peers.
+omple, sales mean ;:Es in the collaborative discussion. #rep them to win and you can
rela, a little.
?ose earlyI you6ll %e glad you did4
=e say 7 to a lot of business and our goal is to say no early. & like clean pipelines - but
don.t get me wrong, & don.t like empty pipelines. @ clean pipeline means that the
prospects in the pipeline are appropriate and $ualified for us. The usual $ualification
characteristics almost everyone gets right< things like credit-worthiness, geographically
serviceable, product or service alignmentthose are a part of everyone.s up front list.
The customers that hurt your business or your margin over time, usually meet those
baseline $ualifications. To avoid this, we created an e,panded list of $ualifications for our
prospects)
(rong pro%lem ' &f the prospect has a problem that is in our field of operation, but
not our specialty, then they have the wrong problem. =e focus on large account
sales. &f they only need better territorial sales skills management, we pass.
(rong perspecti*e on solutions ' &f the buyer can.t be moved from his or her point
of view on how to fi, a problem in the area in which we have e,pertise, we leave.
!ad culture chemistry ' o jerk rule. =e just avoid jerks, regardless of how juicy
the opportunity. Lerks rarely get better as customers if they are bad as prospects.
Your gut tells you so ' =hen was the last time you fought your instincts on
something and won> :e either.
+ompanies who drive to the $uota only, regardless of the $uality of customer, are
sacrificing the future for the moment. That.s a dangerous way to play the game. Better to
lose prospects early on, rather than end up with customers you don.t really want.
Swagger is a mi; of positi*e e;pectation and o%Aecti*e indifference4
& really like swagger when & see it. :oms parenting their kids, plumbers e,plaining a
problem, surgeons presenting options, and of course, sales people in front of prospects
and customers. ;wagger is not posturing. & see a lot of the Lustin BieberA:iley +yrus
version of swagger as posturing - attitude with costume over real substance. *eal swagger
looks and feels different and that.s why the best can pull it off, whether a parent, a
surgeon or a sales person.
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+ositi*e e;pectation ' &t.s the belief that the situation will end in your favor. That.s why
people with swagger don.t have to yell, interrupt or pounce when they meet resistance.
=hen you know you are going to win in the end, you can be patient in the process. &t
shows up in slowing the pace of the discussion down when you are faced with objections
or hostility.
)%Aecti*e indifference ' ;urgeons present hard choices to patients. &.ve spoken to
several and asked them how they maintain their composure. They say that it comes down
to presenting options and conse$uences as honestly and completely as they can. They
care deeply about their patients and they have sincere preferences that they believe the
patient should choose. &n the end, however, the choice is the patient.s and to keep their
position of trust, they see their job as one of adviser, not sales person.
;wagger is powerful. &t gets stronger with practice.
1y !est &ustomer Fust Re-)rganiCed, Now (hat?
&t happens all the timeyour best customer goes through a significant change in its
structure and you lose supporters. The mechanism can be ac$uisition, merger, headcount
cuts, shuffle-the-deck of leadershipthere are others, it doesn.t really matter, the
outcome is the same. -ou are in trouble.
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5K $on6t +anic ' &t.s natural to hear fire alarms, especially if this is a very big customer.
The fact is that this happens a lot and you have seen it before.
3K React #ast ' -ou must get on the calendar and in front of your customer.s people, new
or old. -ou can.t sit and wait, even if they tell you to. -ou must manufacture a reason to
see them and connect.
9K @sta%lish &ontact ' =hen changes happen fast, it is not unusual for there to be a little
confusion as to whom you should be connecting. Eor this reason, you need to go wide
with your efforts and contact as many people as you can to gather reconnaissance and
establish a picture of the customer.s new world order.
BK Start )*er ' @ssume that you will need to re-sell your solution. This does not mean
that you ignore all that has been accomplished. &nstead, you outline the history of why
you were selected, the highlights of your value and the nature of the current working
relationship.
1K @;pect &hange ' *e-organi%ation initiatives do not happen to keep things the same,
they occur to shake things up. -our relationship will change as a byproduct of this effort.
Cet ready for it.
FK ,uide Rather Than Resist ' &f your first response to a challenge is to hide behind
your history or your contract when dealing with new personnel, you are already losing.
-ou need to see if you can guide the change in the relationship, not just stop or slow it
down.
'ow ,ood is Your -dea?
-ou know what.s easy to come by> &deas. -ou know what.s hard to come by> &deas.
&.m sure everybody has doc sitting in the cloud or on their desktop where they jot down
the best ideas that come to mind. J&f you don.t, start immediately.K
7ne day, you.ll end up opening that doc to decide which one of your ideas deserves to be
turned into a product. /ow do you choose> They all seemed so good when you had those
epiphanies.
@t +hurn ?abs, a mobile incubator, we had an idea sheet shared amongst everybody.
Everybody was encouraged to contribute. =e ended up with over 544 ideas and every
one of them seem good. The problem is we had only have a finite number of people to
e,ecute these ideas. /ow do you separate the !good" ideas from the NbadN ones> /ere.s
my list of criteria when evaluating an idea.
Sol*e a real pro%lem ' Even better if it.s a problem that you personally have. =hen
you.re chasing a solution to a problem you.ll never need to know what to do ne,t.
Take ad*antage of emerging trendsPtechnology ' &s your idea only possible now
because of an emergent trendAtechnology> @sk yourself is this idea only possible
now because everybody has a smartphone in their pocket> *ide the waves.
Risk Reward ' /ow $uickly can you create an :I#> +ra%y ideas are worth testing
if you can build and launch a product fast. Think of -o.
?ess crowded spaces ' /ow many other startups are in the general space your idea
occupies> &deally, the answer should be close to %ero. ?ess noise, greater chance
of lift off.
$istri%ution ' There are literally a thousands of startups. /ow do you rise above the
noise> &f you.re idea is inherently viral, it will be much easier to gain traction.
-ou.ll spend much less effort and time to ac$uire every new user.
Zualifying ideas well help you sort out your own noise and you.ll spend less time on
ideas that looked great at first blush.
@lso, share your ideas with e*ery%ody, don.t be secretive. The mere act of talking
through an idea with another person will help you solidify it. -ou.ll be forced to
formulate your ideas into coherent sentences. -ou.ll be surprised how a great idea on
paper sounds utterly ridiculous when you say it out loud.
7n the other side, if you.re lucky enough to be a sounding board for someone with an
idea, do 7T start off by putting up road blocks. !& don.t think that will work because
." or !but what about " are absolutely the worst things you can say. &nstead, pause
and think about how you can make the idea better. Ean the flames of creativity instead of
e,tinguishing them. @t the very least you.ll be e,ercising your idea muscle.
(here do inno*ati*e ideas come from?
This is the conclusion & got to by working on strategies and processes to boost innovation
for almost 54 years.
There are many false myths about innovative ideas.
Before analysing where do innovative ideas come from, there are two background
concepts that it is important to clarify.
Eirst of all, innovative ideas do not need to be concrete. But innovation has to, and for a
product to be considered innovative other people have to be willing to pay for it.
&nnovation is what solves a social need.@n innovative idea has to combine e,isting
elements in a new way, or to create something new to solve e,isting needs.
;econd, innovative ideas are not a reserved to few people. The reality is that everybody
can develop innovative ideas. =e just have to know where to go to look for them.
=here do innovative ideas come from> & have identified three main elements that lead a
person to them.
5. The importance of the Ecosystem
Every person lives in a specific contest defined by other people, organi%ations, political
system, values and behaviours. This ecosystem defines the way we, as individuals, think
and behave. There are ecosystems that naturally encourage innovation, because they
eliminate the barriers that obstacle new ideas to flourish, such as the fear of failure or the
judgement.
;ilicon Ialley is a perfect e,ample of an ecosystem that support and boost innovative
ideas.
This is the reason why so many innovative startups flourish in ;ilicon Ialley, and some of
the most innovative Dniversities of the world are based other there.
@ good ecosystem gives to a person all what is needed to innovate) contacts, resources,
information and support.
3. +ollect information and connect the dots
&f it is true that all we need to get innovative idea lies in the ecosystem, it is also
important to remember that we are responsible to collect the relevant information around
us.
+ollecting information and map them is needed to be able to connect the dots, and link
them in innovative ways to make something completely newO
Error) *eference source not found
9. @sk $uestions and listen without prejudices
(uring my training as coach, one of the most difficult skills & had to learn is listening.
#eople just love storiesO =e read books, watch movies and login on Eacebook every day
because we simply love listening to other people stories. =e look for more detail, and
develop an opinion on what happens around us.
/owever, to be able to develop innovative ideas that are really useful to the society, we
need to be able to listen carefully and understand what are other people needs and
e,pectations.
Error) *eference source not found
#eople know very well what they need, but they do not always know what can satisfy
their needs. /enry Eords said, !&f & had asked people what they wanted, they would have
said faster horses". #eople knew that they wanted to move faster, and Eord had to ask
$uestions and listen carefully to people.s needs, and then connect the dots present in the
ecosystem to offer them a innovative solution.
The technology to build a car was becoming available, and Eord had to combine it in an
innovative way to make something new.
This is where good ideas come from. ot within a single person, but from outside,
listening to all the people living around you.
'ow to See (hatDs Not There MyetN
@ while back, & participated in an e,ecutive meeting of a large company. They spent the
morning listening to presentations about their recent innovations. 7ne of the
presentations was about the institution of regular meetings in which suppliers and
customers could talk with one another.
&mproving supplier'customer communication is a laudable achievement. But let.s be
frank, holding regular meetings is hardly breakthrough innovation.
& see this kind of thing a lotScompanies patting themselves on the back for breakthrough
innovation that is really incremental improvement.
Error) *eference source not
found&ncremental change
comes from *eproductive
Thinking, which is a great
approach if you want to
refine what you already know
or do. &tGs a bit like looking in
the mirror and fi,ing your
makeup. Things are better,
but not all that different.
*eproductive Thinking is at
the heart of what the Lapanese call kaizen, or !good change".
Came-changing innovation, however, comes from #roductive Thinking, which is a way
to generate new, disruptive, and often disturbing ideas.
#roductive Thinking is at the heart of tenkaizen, or !good revolution".
Both types of thinking are useful, but if you want to create something truly new,
*eproductive Thinking is the wrong tool. -ou need #roductive Thinking...
=hen you were a kid, you probably had a thaumatrope. @lthough that may sound like a
childhood disease, itGs not. @ thaumatrope is actually a toy that was populari%ed in
Iictorian England. &t consists of a small disk with a picture on either side, mounted on
string that lets you spin it.
Error) *eference source not found &f you get
the disk spinning fast enough, the two pictures merge. @ common thaumatrope shows a
bird on one side and an empty birdcage on the other. =hen you twirl the disk, you see the
bird in the cage.
Even though there.s no actual picture of the bird in the cage, you see it as clear as can be.
)ou see a picture of something that isnt there.
#roductive Thinking is like spinning a thaumatrope. &t.s a way of combining old ideas
and insights to make something new.
;triving for reproductive change is great. By all means, go for it. But donGt pretend itGs the
same as game-changing innovation. -ou can.t fool yourself into being innovative. -ou
need to learn how to think productively.
This post is based on the ideas in my two books) .hink @etter and 0ever @e Closing.
& hope you found it useful.
@ntrepreneur Qs4 Q& 2 ?uck #a*ors The +repared 1ind
&.ve thought about how low the entrepreneurial level is in the :iddle East. & work with a
firm that bears the name venture capital. /owever, its hard to find a good set of ready-to-
jump individuals, who with just their tenacity and innovation will start something of their
own. :aybe itGs the oil> :aybe itGs the rich lifestyle being enjoyed> :aybe itGs just
pure la%iness> :aybe itGs lack of knowledge of how the I+ process works>
=hilst & can.t do anything about the first three, there is one thing & can change for better '
and that.s educate entrepreneurs about reaching out to a Ienture +apitalist.
?et me be realistic here & am a bit anti-I+ in the sense, & donGt think you should
approach a I+ so you can get money to fund the purchase of your roadsterO &n fact here
are some tips to keep in mind !@#)R@ you approach a I+)
5. Bootstrap at first.
3. Cenerate some revenue.
9. /ave a plan in place Jincluding three year projectionsK ' no need to be 5442
accurate, but at least be realistic. -es, a business plan - it might not really work
out, but have one.
B. /ave a clear idea of how much money you re$uire.
1. /ave a pitch-book ready ' keep it to less than 8 pages J3 minutes per page usually
for a presentationK
F. &f you need only a few thousand dollars, go to family, friends, angel investors Jin
that orderK beforehand.
8. (on.t waste time on an (@, I+s are not in the business of stealing ideas Jwhich
are btw a dime a do%enK and starting something of their own.
0. &f you get a no, don.t get discouraged, it just means that the I+ you talked to isnGt
interested or into your kind of company.
6. &f you get a yes, get a good legal guy who has mTa e,perience.
54. @lways follow up.
/ope you find this useful
1eet The -n*entor )f @nchanted
)%Aects, Now AnalyCing Your +hotos To
'elp !rands ,row
(itto was launched by real-world =illy =onka (avid *ose to parse public pics. =ill
Hraft, Budweiser, and other companies like what he sees>
By Eli%abeth ;egran
3 +omments
Email
!=e can find the very edge of a orth Eace logo or a tiny little @rsenal logo that a girl
applied to her nail polish. =e can find a partial, dark, out of focus +oke logo."
(avid *ose is the inventor of enchanted objects. #erhaps better described as a magician
than a technologist--a more savory =illy =onka, if you will--he.s developed a range of
talking objects) pill bottles that tell you when you.ve skipped your medication, umbrellas
that say whether it will rain today, and orbs that glow when something e,citing is
happening with your stock portfolio. ow he.s got another trick up his sleeve. *ose has
begun casting spells on your photographs, deciphering patterns in them you never knew
were there. J(id you know you only eat /]agen-(a%s ice cream after midnight> (id you
know you only drink :ountain (ew when you.re wearing your orth Eace
windbreaker>K
=hat we.re really good at is finding the organic stuff that is already being shared. =e.re
not asking anyone to change their behavior.
&.m chatting with *ose in a room encased by glass windows at the +ambridge &nnovation
+enter, a shared office space that houses hundreds of startups that have mushroomed in
the greater Boston area. Tech-speak abounds in this building--!let.s pivot," !we.re
disruptive," !why not wireframe the idea>"--but *ose speaks an altogether different
dialect, casually dropping words like NenchantmentN and NmagicN into our conversation.
&.m beginning to wonder if & may have walked right through the looking glass.
Error) *eference source not found(avid *ose#hoto courtesy of (avid *ose
*ose.s book, Anchanted 1bjects; Besign" Cuman Besire" and the nternet of .hings, was
published two weeks ago and many people are talking about his central premise) *ose
argues that our laptops and smartphones, crammed full of apps, are distracting us from
the world around us. Technology is now so driven by utility that there is no room left for
wonder. &nstead, *ose asks) ;houldn.t technology be everywhere, animating the things
we use every day> &sn.t that what we.ve always imagined in our fantasies about magical
worlds>
*ose believes that the &nternet of things will be fully reali%ed in the near future and he.s
preparing for it right now by developing technology that analy%es photographs. ;oon,
*ose tells me, cameras will be everywhere, taking photos of everything. =e.re already
seeing this materiali%ing. (rop+am allows people to stream videos of their homes and the
arrative camera records everything you do in a day. The photos recorded by these
devices are not attractive or artistic, but the metadata within them is stunning. !=hat if
we all have recordings of our entire lives>" *ose asks. !=hat would that mean to
memories> @nd relationships>"
(uring a trip to ;weden, *ose recorded the visit in 94 second intervals. ;oon, cameras
will be everywhere, taking photos of everything.
&t.s a provocative $uestion and *ose thinks he has an answer.
/e recently started a company called (itto that analy%es photos in aggregate, identifying
patterns within them. The richest source of publicly available photography comes from
social media, which generates 5.0 billion images a day. (ittoGs software is trained to scan
for 3,144 details in each photo, ranging from brand logos to fabric patterns to Lustin
Bieber.
=hile the technology itself is versatile and designed to adapt to evolving uses of
photographic tech, such as wearable cameras and home serveillance, for now (itto is
particularly useful to brands. (itto works with companies to see how they are being
represented in the vast firehose of pictures that flood the &nternet every day. J-ou can
have a glimpse of this firehose right here.K
=hile @ma%on.s new Eirefly phone allows users to snap a picture of a product to find out
how much it would cost on @ma%on, *ose tells me that the beauty of (itto is that it
re$uires no additional steps on the part of consumers. !=hat we.re really good at, which
is different from what @ma%on is doing, is just finding the organic stuff that is already
being shared. =e.re not asking anyone to change their behavior."
(itto has been able to help brands like Iera Bradley, Hraft, and Budweiser identify
connections that they would never have found on their own. Eor instance, it found that
people put their +hobani yogurt in their car cupholders to eat it on the way to work. &t
found that beer drinking generally peaks at 55 p.m. but ice cream eating peaks at 5 a.m. &t
found that people are putting Erench.s mustard on their broccoli. JEd note) yuck>K
!Through this digital ethnography, we.re able to see how people are using brands.
products in the wild," *ose tells me. (itto produces competitive intelligence reports that
show how many times a brand is seen over their competitor, narrowing this data by
geography, gender, ethnicity and age. !+ompanies already know their market share but
they don.t know how much pride or enthusiasm consumers have in their products," he
says. These reports accurately map onto sales figures, *ose says. (itto can preempt a
brand.s $uarterly earning report simply be seeing how widespread that brand can be seen
in photos. The reports range from the fairly elemental to the highly detailed and cost
companies between X3,444 and tens of thousands of dollars for the service.
=hile many brands are finding (itto.s platform helpful, Lames :cZuivey, a consumer
products analyst at Eorrester *esearch, says that (itto will have an uphill battle
convincing companies this technology can help their bottom line. !Brands will need to
know whether they can use this information to move the needle enough to justify paying
for it," says :cZuivey. !;ure, it.s cool to get a report about the feeling that people are
getting about your brand, but after one or two years of gathering this data, they will want
to know how this helps them move product or get more subscribers. &t is up to (itto to
push companies to be innovative with this data so that it does move the needle."
;o far, it seems like the companies paying for the service think the return on their (itto
investment is trending in the right direction.
N@ll this is useful information when developing new brand positioning,N one companyGs
representative, who re$uested anonymity, says. N&t tells you how your brand is seen by
others and how it differs from other brands without being self-referencing and using
leading $uestions."
@nother person who has worked with *oseGs startup and asked not to be named, agrees)
N(itto provides data that no one else can.N
*ose says heGs emboldened by the enthusiastic response from the companies he is
working with and he is actively finding new ways to make (itto even more valuable to
them. But *ose.s real dreams for this technology are bigger than this. /e believes that
this technology has the power to teach us about how we live and help us improve our
lives. &t could show us how fre$uently we are moving our bodies and how much we are
smiling or frowning. !Think about the public health signals it could give us," he says.
!=e could find patterns in smoking, our consumption of unhealthy foods and so many
other things."
7ne inevitable $uestion that arises from this technology is privacy. @fter all, as
:cZuivey points out, visual recognition technology was originally developed for military
and law enforcement purposes to spot child pornography and other unsavory images on
the &nternet. &t has since moved mainstream, helping companies like Eacebook and
Coogle tag people in photographs. But it is still worth considering whether or not
consumers find it intrusive to have their photos so thoroughly analy%ed.
Error) *eference source not found
!-ou could make the case that the consumer made a choice to post a selfie of himself on
social media with a bottle of +aptain :organ," says :cZuivey. !But the reality is that
many people are unaware that when you post something in a public environment, you are
subject to a different set of privacy laws."
*ose thinks about these $uestions a lot but, ultimately, he believes that consumers are
now more comfortable than ever having their data in the public domain. !@fter all,
Coogle has been able to read our email for a decade now and the only really useful thing
they are able to do is give us more tailored ads," he says.
;uddenly, *ose shifts into future-ga%ing mode) & can tell that he.s back to imagining a
world where enchanted objects surround us, recording every facet of our lives. !There are
a lot of principles surrounding privacy," he says. !7ne is transparency, allowing you to
interrogate what a company knows about you, but another good principle is absolution,
that is, just being able to hit reset."
#roducts like est, Eitbit, or (rop+am are already able to use our data to create a
narrative about who we are, but *ose argues that we should really be able to erase our
history and start again. !#roducts should make it easier for us to say, MEorget everything
that you thought you knew about me, because & am going to live differently from now
on.."
+eople Foin !ecause )f ,reat Qision, +eople ?ea*e !ecause )f +oor ?eadership
&t.s that simple. @nd that complicated.
Dnfortunately, most entrepreneurs think that possessing a great vision or idea is enough.
The reality, as most of them find out, bites.
&n my conversations with an investor who was burnt several times in the past by investing
in businesses that didn.t take off the ground, & kept hearing him say)
!/aving the idea is only a start, the hard part is e,ecuting on it to make it a
success."
+ccording to the <.S. Small @usiness +dministration over 24D of small businesses fail in
the first five years. =hy> =hat goes wrong>
The truth is) there are plenty of brilliant ideas out there, but there are very few leaders
who can build a successful business. /aving an idea only takes you the first several steps
towards the long journey of turning that idea into reality, the rest of it is miles and miles
of skills re$uired to run day-to-day operations, to hire and ' most importantly ' retain the
right talent, ability to network and find the right partners, ability to procure additional
funding, the list goes on and on.
-ou cannot e,ecute on your vision alone. o one canO ;uccess is a team sport. -ou need
people behind you who are ja%%ed about your idea, who have a variety of skills that you,
the founder, don.t possess, who are not there only to collect the paycheck, but to weather
the storm with you. Because believe me, there will be storms, plenty of them.
&f you think that money is enough to get you there, think again. -ou need a sharp and
dedicated team to e,ecute on your brilliance. @nd to lead that team effectively long-term
re$uires a lot of things) humility, ability to make hard decisions, listen, prioriti%e, build
trust, inspire &t re$uires compassion.
@ lot of founders though have huge egos. They e,pect people to e,ecute on their direction
without $uestioning that direction. They are never wrong and it.s always someone else.s
fault. They create bottlenecks. They can also be insecure, threatened by strong people,
and sometimes downright paranoid. &nstead of empowering, they isolate. @nd that is
always their downfall. Iery small number of people like that succeed, and if they do, it.s
because they not only have the vision, they also possess mad business skills. 9ut if all
you have is your vision you better hire people who are smart risk3takers and are
willing to stick their neck out for the success of your vision. #nd you better suppress
your ego and get out of their way. Because if all you have is vision and no leadership or
business skills whatsoever, you need those people more than they need you.
The same concept applies to investing) people don.t just invest in businesses because of a
great idea, first and foremost they invest in the leadership of the company. &f you are not
able to show the ability to inspire, to lead, to e,ecute, you won.t get the necessary capital
you need to move forward.
&t.s that simple. @nd that complicated.
-n*ention, -mitation, and -nno*ation
@ugust 49, 345B
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in;hare93F
Error) *eference source not found The
word !innovation" has been in fashion in recent years, and it seems that many firms and
individuals have a strong desire to be perceived as innovative ' but in the scuffle, the
meaning of the term has become blurred with a few of its sister concepts) invention, and
imitation. &f the concept of innovation is to retain its value, it must retain its
distinctiveness, and these four concepts must be untangled.
7f the three, in*ention is the easiest to define, and probably the most difficult to
accomplish) itGs typically the sole demesne of the very first person or company to do
something, ever. The NtypicallyN is there to $ualify instances in which two people come to
the same solution through independent acts of creation, in which each unaware of the
efforts of the other - unless there e,ists some proof that the second was aware of the first,
his act of invention is no less genuine.
The term imitation is also fairly simple to define, and the most simple to accomplish) a
person or company notices what someone else is doing, and decides to mimic their
actions in hopes of achieving the same results. &mitation is looked down upon, and
perhaps rightly so, as itGs often the result of an individual of inferior intelligence or insight
who is merely copying a pattern of behavior he doesnGt understand and putting blind faith
in his ability to achieve similar results.
-nno*ation is a combination of the two. The innovator does not necessarily invent
something entirely new to act in an innovative manner, and it is by nature an innovation
begins with the same observation of the imitator - the difference being that the innovator
makes adaptations the act of imitation. That is, he understands what he is seeking to
achieve, can perceive the way in which another person is trying to accomplish the goal,
and recogni%e ways in which a specific behavior is likely to result in success of failure.
@nd in that way, the innovator can adopt some parts of the process that seem beneficial,
and substitute a more effective method for those parts of the process that seem flawed.
That is) the chief differences between the innovator and the imitator is in understanding
the connection between cause and effect and identifying a more suitable course of action.
The innovator adapts the behavior of others to suit his needs, which re$uires creative
intelligence, whereas the imitator merely copies without understanding.
&tGs probably worth noting, as well, that there is a cultural prejudice against imitation
thatGs not entirely justified. =estern culture, particularly the @merican culture, places
great emphasis on individualism, which leads us to grant esteem to the inventor for his
brilliance and creativity and deride the individual who merely imitates as being stupid
and la%y, a species of thief who lives second-hand on the intelligence of others.
/owever, there is not one penny of profit in prestige ... and $uite a lot of it in competing
with others by doing things that seem to be generally the same in most respects, but with
a few critical adjustments that achieve a better result.
There are innumerable folktales in modern culture of a brilliant inventor who never made
a dime on his own intelligence, while others who NtookN his idea made for themselves
vast fortunes. #erhaps the point of such stories is to reinforce cultural contempt for
imitators - though the moral they teach is that it doesnGt pay to be smart Janother lesson
that seems to be taken to heart in the anti-intellectual morass of contemporary @merican
cultureK.
But what these stories often neglect to mention is that those who make a fortune on the
invention of others are often not mindless imitators, but innovators, who recogni%ed the
value of an invention as well as the way in which the inventor was getting it wrong) N&f &
follow his e,ample, but for the JfewK things he is doing wrong, & could be very successful
indeed.N @nd that is the very essence of innovation.
To -nno*ate, 1ind Your ?anguage
@ugust 43, 345B
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in;hare688
Error) *eference source not found
=e regularly hear that making connections is a key to innovative thinking. But the
language you use will leave you open to connecting with others - or not.
&t.s no coincidence that breakthrough ideas come out in the pub. &t.s less about the
alcohol and more about the rela,ed collaboration that takes place using everyday
language.
&n organisations today, there seems to be an increasing reliance on acronyms and
practitioner terms. obody $uestions this norm yet people sit through meeting after
meeting without really saying anything at all.
@s you move up the ladder thereGs an e,pectation that the language used be more generic
and club-like. @t each rung humanity and emotion are coated with a thin layer of veneer
until e,ecutive speak becomes so plastic that itGs meaningless. Thankfully, there are role
models like *ichard Branson and #epsiGs &ndra ooyi to illustrate how straight-talk can
lead to success.
@n innovative society will no longer reward sanitised speak. @spiring leaders should find
role models that have retained their authenticity and communicate in ways that reflect it.
&nnovation stems from ideas. @nd ideas come from real discussion. The richest ones
surface when people with different views cross-pollinate their thinking - not when like
minded people validate each other. The more people speak in insider language to impress
their inner circle, the more likely they are to alienate those outside of it.
-ou often hear practitioners defend their glossary by declaring M=e need to develop a
common language.. But, common to who> Dsing the common language of plain english
Jor local native tongueK is the best way to connect with those both inside and outside of
your circle. Dsing inclusive language will bring greater collaborative possibilities.
;o, drop the bu%%words and lingo. -ou may just find yourself in a discussion that inspires
your ne,t great idea...
Si; Dmust ha*esD for the new age e;ecuti*e
The world of work is rapidly changing around us, ideas and technologies that were once
considered fads and Mnice to haves. ' are now edging their way to the fore front of how
businesses grow - and for a large number of organisations, defining the very culture and
values of the working environment.
Traditional business acumen and sound judgement will always play a large part in a
person.s ability to lead a work force. /owever with a new suite of demands from
customers, colleagues and competitors coming into play, what skills does the new age
e,ecutive really need in order to lead a company into the heart of the 35 century>
.4 Qisionary4
The ability to form, articulate and lead a vision has always been essential< however there
is a sudden rise in talented employees choosing a company to work for based on the
purpose and goals of the business. /aving a clear and meaningful vision to buy into, will
attract top talent to your organisation.
54 +resenter
The concept of thought leadership is a relatively new thing, but the idea of other
businesses and customers wanting to work with you based on iconic people within your
organisation has always been real, we just have better platforms for sharing it now.
/aving someone in your business deliver a TE(, talk or give a keynote at a significant
industry event is gold dust from a brand profile point of view. ;o having the knowledge
and personality to really champion your company when the time comes is vital.
74 &ommunicator
Transparency, trust and honesty< all words that are being used more and more fre$uently
in modern day business. The reason for this is simple, people who have conte,t to their
work, do a better job. They can make better decisions about the direction of their work
and they will be more motivated, as they can attach the task to the result. @ leader who
can create open discussion around work tasks, listen to feedback from employees and
provide useful information in return ' will provide their staff with greater conte,t and
meaning, and will get better results for it.
94 Technologist
&f you don.t think you need some level of technical knowledge or appreciation these days,
you.re on the way out. & got tired of &T managers proudly telling me Mthey weren.t
technical. a long time ago. /aving an understanding of the technology your business is
built on, whether it be the apps and software you sell to your customers, or the websites
and social networks you use to ac$uire 642 of your new business you must know how
to engage in those conversations.
&n addition to that you must also be able to apply some competent level of design and
creativity. DserAcustomer e,perience now spreads across all platforms< on-line, off-line
and face-to-face. Hnowing the importance of creating a delightful and consistence
e,perience across all three is a very important feature of your business.
:4 +eer
obody wants to work for a slave driver, nor do they want to look up at their managers as
if they are kings and $ueens, and not to be interrupted.
+oming back to the idea of honesty among colleagues and customers, your staff want to
know who you are, and better yet they want to know that you know who they areO Eeeling
connected to your business and removing that fear of hierarchy is the secret ingredient to
healthier, happier working cultures. =ork will only ever be as good as the relationships of
the people doing it.
34 &hampion
-our company must have tangible values that steer the behaviour of its staff. Hnowing
what makes a happy customer or an engaged employee, then championing the behaviours
that got you there is the winning ticket.
&mportantly, in order for your values and behaviours to be genuine and effective, the
leaders of a business must buy in to them and live by them. @s soon a culture of double
standards begins to emerge, good staff start leaving. ;o don.t just promote the values of
the business but shine a light on the people and the outcomes that do well by them, and
empower everyone to call each other out when they are ignored even if it is the +E7O
A ,reat -dea is not Always @=ual to
!usiness Success
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!Every act of creation is, first of all, an act of destruction."S#ablo #icasso
=e are always coming up with new product ideas. @nd most of the time, we feel that our
idea is great and we are onto something. @fter a $uick analysis Jusually technicalK we
learn that we should be able to deliver the idea as we have a great team. =e have a gut
feeling that everyone out there would love our idea, as we do, and this is going to be a
success and usually we start work on the project. /owever, a gut feeling is more of a
result of intuition than a result of rationality and, with just the gut feeling, chances are
that you will end up with a great product that no one wants to buy.
& feel that all ideas should be scrutini%ed and an idea should only be pursued if it fulfills
the following conditions at the minimum)
- &t is solving a real pain point
- &t is going to replace something with something new JdisruptiveK
- &t is the right time for it
+onsider, for a moment, that we come up with an idea to build a search engine that is as
good as Coogle because we have the capability to do so. 7ur team would be really
e,cited and engineering would want to start work on it as soon as possible. ;ome of us
will think that building a search engine, that is as good as Coogle, would be a success and
marketing and sales would want to run ads as soon as possible on our future search
engine. &t all sounds good but what is the pain point that we are solving>
-ou would agree that Coogle search works really well and there is no pain point to be
solved here. =e are only replacing it with something similar but not new. @nd it is
probably not the right time to create a search engine that is similar to Coogle.
&t looks like our original idea might not be a business success. /owever, if we look
further we might be able to identify some pain point that users might be e,periencing
with Coogle. & can identify one and that is that Coogle is great at finding relevant results
when we are looking for information on a certain topic but it is not that great when & am
searching for a service provider. Eor instance, when & search for !*esume =riting
;ervices" on Coogle the results are not that great. & see service providers who look
similar and it is difficult to select one. @lso, chances are that that the results & am seeing
are the result of clever search engine marketing and the position of an individual result
does not indicate how good that service is. &t only indicates its popularity and e,istence.
=e have found a pain point. /ow can we solve this> & remember that a long time ago we
used to ask our friends and family for references whenever we were looking for a service
or were thinking of buying something. & think it really worked and if we can do the same
when searching for a service online we will have a shot at solving this pain point.
&t seems that we will need a social network if we wanted to automate the process of
calling friends and family and asking for recommendations. E,citing, but let.s not create
one because it is not a pain point. :ost of us belong to a network on Eacebook and are
$uite happy with it. ;o we will use Eacebook. =e can create a search service that asks our
network to rank the results. This ?ike*ank or Eriend*ank can be used to bring highly
recommended services or products to the top of the results. &t seems that we are solving a
pain point, replacing something with something new, and the time is right for this as most
of us already belong to a network on Eacebook. @s you will see that just applying a little
reasoning to an idea enables us to understand why we are doing it.
=e might end up not doing this network ranked search after more research and analysis
but this initial scrutiny helps us to add ideas, that could lead to business success, to our
idea-log.
An @;ercise in @mpowerment
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@ few days ago my wife and & stopped at a diner during a day trip. 7ne of the best things
about a diner for me is the fact that breakfast is available all day. :y eyes spotted the
breakfast special almost immediately. Eor a very fair price, the diner offered three eggs,
choice of meat, choice of toast, and choice of potato. & was sold.
=hen the waitress took my order & said, !&.d like the special. Eor my meat, &.ll have
scrapple. &.ll take it with rye toast and hash browns. @s for the eggssurprise me."
The waitress was clearly taken aback< she was used to people specifying how their eggs
should be cooked. & assured her that & loved eggs, and that no matter how they were
prepared & would not be disappointed. ;he wrote down my order and walked away.
@lone with me at the table, my wife asked me, !why do you do that every time you order
eggs> -ou.re very picky about all of the other parts of the meal. =hy do you let others
decide on the eggs>"
!&t was just as & told the waitress", & replied. !& really can.t be disappointed in how the
eggs are prepared. @lso, the waitress is in a job where she has very little authority to
make decisions concerning the food. @ll she normally hears are complaints about things
she can.t control. & just gave her a gift) control over how my eggs are prepared with the
promise that & won.t be disappointed in her choice".
@s & was e,plaining all this to my wife & reali%ed for the first time that my habit of
ordering !surprise" eggs truly was an e,ercise in employee empowerment.
5. The waitress was working for me for the brief time & was in the diner.
3. & had to make a lot of decisions and didn.t have the time or need to make them all.
9. & gave complete authority to the employee to make an autonomous decision
within defined parameters Jthe eggs had to be !prepared"K.
B. The employee was assured that & looked forward to seeing the outcome of her
choice, and that & would support that choice.
;ome employees don.t know what to do when given authority over a project or decision,
regardless of the si%e of the task. ;he could always play the odds and recall that the
majority of the egg orders that she.s taken in her life were for scrambled eggs. ;he could
go with personal preference and choose to serve me eggs over easy. 7r she could sei%e
the freedom and power to complete the task in a way that others might not even consider.
:y waitress chose the third option< she brought me three, gorgeous, poached eggs.
=hen she placed my food in front of me, & looked up at her, smiled, and told her that the
eggs looked great. & then proceeded to enjoy my eggs which were, indeed, a surprise.
=hen the waitress brought the check, she asked how & liked my surprise. & told her, in all
honesty, !it.s a great day to be me. Thanks for your part in it." (iners at other tables
looked up and smiled.
The lesson from the diner is this) empower your employees. ?et them know that they
have your trust to do a great job. =hen they take that power and run with it, be sure to
thank them for their effort and to publicly praise them for their initiative. @lso, if it is
within your power, try to make the reward for their effort tangible. @s & was truly
surprised and thoroughly enjoyed the poached eggs, & doubled my usual tip< it went from
34 to B4 percent.
The $ifferences !etween A !oss and
?eader
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Every leader is a boss. But
every boss is not the leader. This defines the difference between a boss and a leader. The
biggest difference between a boss and a leader is one. The boss is respected and obeyed
because of hisAher seniority. @ leader is respected and looked up to as a e,ample not only
because of seniority but mainly because of the $ualities of character and ability. #lease
view these wallpapers in this reference.
Those who aspire to become leaders must lead by e,ample. The team must always have a
firm belief that the leader will be there during every crisis. ot to place the blame, but to
help in fi, the problem. &f the team members find that the leader does not follow what
heAshe preaches, they will have no respect for him or her. They may follow their
instructions, but the respect will be missing. ?eaders gain this respect by their actions.
They look and act sincerely. There is no mismatch between their words and actions. They
look integral in approach and character.
To be a leader, every boss must display characteristics such as knowledge, planning,
anticipation, foresight, action, result oriented approach, perspective, respect every team
member, earn their respect, act as a friend and act as a mentor. This is $uite a list, but if
you want to become a good leader you need these $ualities. This is true not only for
national leaders but for persons in every leadership position in any organi%ation. 7nce a
person earns the respect of his Aher team members heAshe ceases to be only a boss and
transforms into a leader.
7-$ ?eadership -n A &hanging (orld
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Error) *eference source not found -ou donGt
need those cheap plastic glasses to see or e,perience 9-( leadership. -ou will however
want to think hard about your worldview with an entirely new lens. &f you want to be a
successful and effective leader you do not have the lu,ury of viewing your work or its
challenges through a single perspective or for that matter just red and blue lenses. The
new normal is anything but.
The heavyweight champion bo,er :ichael Cerard Tyson once noted that every bo,er has
a plan Nuntil they get punched in the nose.N &n the world of military engagement, the
notion is that no plan survives first contact with the enemy. Both ideas suggest that
leaders need at least a Nplan BN. &n a 9-( leadership world youGll want to be thinking
about a N#lan +N and likely a N#lan (N and N#lan EN.
&f youGre thinking all this additional planning is e,hausting youGd be e,actly right. &f you
think it unnecessary and futile, youGd be e,actly wrong. &n todayGs environment the
landscape is shifting faster and faster. The pace is truly unrelenting. Heeping up with
these shifts is increasingly difficult. The sheer volume of information flowing your way
as a leader makes it difficult to discern new patterns and trends--unless you are looking
regularly to the hori%on. &n fact, you will need to be thinking about the ne,t two or three
sunrises and sunsets along the way.
&n my work with business leaders & increasingly hear about shorter and shorter planning
cycles--si, month sales plans, the 5B day strategy, the weekly bridge strategy--ac$uiring
and linking new technologies to current business processes and projects--before someone
else grabs the lead. There are no lost opportunities because someone always finds them.
=hen it comes to 9-( leadership that someone best be you. -our career and your
organi%ation demand it and in fact they are depending on it.
ThatGs where the value of 9-( leadership also comes to the forefront. ?ike 9-( printing
and all its novelty, the notion of 9-( leadership may produce some e$ually funny little
prototypes. @nd thatGs e,actly the point. Thinking about the wildly unlikely produces
surprising breakthrough thinking.
=hat if one of the products your organi%ation produces was outlawed by county
government, a state legislature or +ongress> =hatGs your ne,t move>
=hat if you work for a firm that e,periences a massive data security breach releasing
hundreds of thousands of records containing credit card and personal information. =hatGs
your plan of action>
=hat if your industry came under attack for its use of a renewable resource your
opponents claimed was hammering the environment> =hat would you say or do in
response>
-ou canGt always know where the threats and risks will arise. -ou can however build a 9-
( leadership style that creates opportunities to e,plore and plan for the unthinkable.
E,perience teaches us the time to think about and prepare for a crisis or an une,pected
shift in our industry or organi%ation is not when the studio lights at :;B+ or +
shine in your face for the first time. /ere are five steps to increase your value as a 9-(
leader)
&all -t Qision -f You 1ust - =ith 9-( leadership, you must craft your own hypothesis
about your organi%ation and your industry. This is what others call leadership vision. +all
it what you will, having a strong, well-developed and considered point of view is easily
worth a 544 &Z points. Eormer D.;. ;ecretary of ;tate Ceneral +olin #owell said it best,
N#eople want to share your confidence-- however thin--not your turmoil, however real.N
Bse a ,ossamer Thread To (ea*e Strength - 9-( leadership seeks out disparate
threads of information to weave a stronger fabric of intelligence. =hile todayGs
information flow is akin to Nsipping from a fire hoseN, the vast information economy also
provides ready access to key data you need to establish a clear sense of direction and to
harness your ne,t success. (onGt overlook the power of simple $uestions. @sking others
N/ow do you feel about the direction we are going in> will produce far deeper
conversations and better decision-making than you might imagine. ThereGs a reason most
of us have two ears. Dse them.
The #uture -s Already 'ere4 $eal (ith -t4 - -ou cannot succeed with 9-( leadership in
todayGs universe by adhering to rigid ideals or celebrating the past. othing deters
followers faster than stories about the Ngood old daysN that lack relevance to the here and
now. ;avvy 9-( leaders acknowledge tradition and honor their organi%ationGs success
without holding up the past as prologue. Take it from @ma%on founder Leff Be%os, !-ou
have to figure out how can you make the new thingthe death knell for any enterprise is
to glorify the past, no matter how good it was."
The Attention @conomy -s )ut of )rder - 7ne of the most common complaints these
days is the increasing difficulty to capture anyoneGs attention about almost anything. @s
content has grown increasingly abundant and immediately available, attention has
become the most valuable asset in the distribution and consumption of information.
Einding new ways to breakthrough the clutter has become a 9-( leadership imperative.
=hatGs your strategy>
Nothing -s @*erything - &tGs human nature to think that something weGve tried and has
worked in the past will work again in the future. &tGs one of the reasons video games are
so annoying and challenging. The playing field is constantly shifting and the critters
coming your way never react in the same fashion. ;o it is for 9-( leadership today. -our
goal is to deliver valuable, effective solutions to the problems and challenges both known
and unknown. -ou simply cannot rely on one tool or one point of reference and be truly
successful. -ou can however leverage your e,perience to inspire, give others hope,
encourage e,perimentation and innovation and show your team how and why what they
do truly makes a difference. 9-( leadership demands you engage others in something
bigger than themselves. /elp them find that higher purpose to deliver real meaningful
results.
?eaders $e*elop ?eaders
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& have met a great many leaders over the course of my life. These people have come from
different fields and backgrounds. But the good leaders all had one thing in common< they
worked to develop other leaders.
=e have all seen !leaders" ' or those in leadership positions ' who lack people skills
andAor seem to want their names embla%oned in the sky. @nd there are those in leadership
positions who think they got those positions and will maintain them by belittling others.
Those folks might be in leadership positions, but they aren.t real leaders. Because real
leadership means developing other leaders.
*eal leadership is not the same as being a wealthy +E7 or having a lot of name
recognition. -es, there are the occasional true leaders who end up as major well-known
figures or run successful businesses. @nd a leader oughtn.t shy from standing up before
others. But one can be a real leader with no name recognition and even no official title.
They can be a leader in their neighborhood, community, or circle of friends. Because a
real leader is one who develops leadership $ualities in others.
@ real leader empowers others to become leaders themselves. That might mean giving
others the tools they need to lead. :ore often it re$uires seeing that others have those
talents themselves and encourages those talents to be used to their fullest. @ great leader
isn.t jealous of other people.s talents or relationships because it is important to develop
those talents and relationships.
?eaders must have vision and drive. But they must too be able to share that vision and
drive with those they are leading. @nd fle,ibility is re$uired. =hen another has a vision
or perspective that is different but has merit< a real leader will listen and adjust to
incorporate that perspective. This fle,ibility re$uires a dose of humility coupled with
creativity. But the results can be ama%ing. =e see this in the history of scientific
discoveries. :any breakthroughs in scientific discoveries have happened after the
scientist interacts with someone outside their sub-field. @nd it is that looking at a problem
from a different perspective which inspires the !eureka" moment. &f we lack the humility
to listen to another perspective< we might miss our own !eureka" moment for our
organi%ations or causes.
This humility is also tied to not needing to be the one who gets all the credit. @ real leader
is happy to give credit to others ' sharing success with those who made it happen. This
isn.t just lip service !good job"< but really honoring another.s talents and vision. @nd that
is what inspires that other person to continue to do their best. @gain, praise goes a long
way in encouraging leadership in others ' and that is e,actly what a real leader does.
=ho have you seen as a great leader> =hat makes them stand out>
1aking $ecisions is Your +rimary Fo% as
a ?eader
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@s a leader, your job is to make decisions. There are other things, too, but that is your
main job.
=arring against that, possibly, is your fear of making the wrong decision. *est assured in
knowing that there is greater long-term potential harm in not making decisions than there
is in making wrong decisions.
;o to be an effective leader, try to master the timing of your decisions rather than the
criteria for your decisions.
"ey Times to 1ake $ecisions
;o, when should you make a decision> /ere are the four most important times to make a
decision)
=hen you see an opportunity youGre small enough to pounce on. This is usually an
opportunity that the big firm has to study, meet about, appoint a committee, assess
the risks, get funding approval, and then build consensus around three times per
week for five months. There are significant advantages around scale, but being
nimble is not one of them.
=hen your people are looking for direction, which happens when they canGt draw a
dotted line between what youGre asking them to do every day and some larger
purpose around which they can rally. The purpose that you articulate and
demonstrate is the framework theyGll use to make judgment calls about the
consistency of your vision and e,ecution. ?eaders understand that these times
crop up regularly and they embrace them as ideal junctures to speak into a void.
These intersections are painful and tense, though, which is why some leaders are
terrified...of more opportunities to lead.
=hen you want to fill a *acuum that a bad leader wonGt leave empty. ?et me e,plain
this with a simple statement) evil leaders gain a foothold because they make
decisions and not because of the decisions they make. (oes that make sense>
=hen you leave a situation Nun-decisionedN youGre brushing meat tenderi%er all
over yourself and jumping into a snake pit.
=hen you need to correct a %ad decision. This should happen more often than you
think, really, because the two biggest dangers in decision making are not making
enough decisions and then not correcting the bad ones. ;o if you are leading, by
definition you are making lots of decisions, and youGre just bound to make some
bad ones. /ereGs the thing, though) if you get into the habit of correcting your bad
decisions $uickly, youGll get more comfortable making more decisions in the first
place because youGve learned that itGs not such a big deal to make the wrong one.
&f you can concentrate on making decisions around those intersections, youGll have nailed
this. @nd in the process youGll find that the best way to get better at making decisions is to
make a lot of them.
(ays to ,et !etter at 1aking $ecisions
But making lots of decisions is just one way to get better at making better ones. /ere are
some others)
$efine the destination %efore you get there. -ouGll find that you are better at this if
you decide--at the outset--what success will look like, rather than struggling to
find a balanced perspective right in the middle of the churn. ;o donGt make a
decision too far in advance, but decide on how you will make that decision when
the time comes. N&f we have landed two significant accounts in this narrow
vertical by the end of the year, thatGll be a signal that weGre on the right track.N
Bnderstand your tendency and counter it, just a little. &n personality theory, we tell
people that your primary weakness comes from overusing your primary strength.
;o if people value your steady, predictable, regular behavior, youGll fail to reach
your potential by being too steady, predictable, and regular. (onGt change who you
are and certainly donGt counter it entirely, but do be self-aware. #erfect balance is
boring and inhuman--think of your goal more as intentional imbalance.
!e careful a%out surprises. -ou donGt want to think of good leadership as looking at
mountains of confusing data and pulling out that surprise insight that changes the
world. o, most of the time it looks more like this) NThat was smart. & figured he
was going to do that. o big surprises, there, and & think that makes sense.N -ou
are not a leader because you have better insight--you are a leader because you
make decisions. ThereGs a corrollary point here, too) ask around among the people
close to the frontlines and theyGll usually have the answerO
@m%race accounta%ility. &f youGre searching for a feedback loop to help you make
better decisions, you cannot be in denial about the conse$uences of the decisions
that you have made. Blaming others will short circuit that feedback loop and
youGll deprive yourself of the opportunity for self improvement. This is even more
critical if you welcome the by-product of good leadership) earned respect.
& hope these thoughts help you be a better leader. The math says that most people want a
good leader to follow, and being a good leader offers all sorts of job security.
7 Rules ?eaders Should Not -mplement
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=ost of us have jobs that are too small for our spirits. > ;tuds Terkel
The late Erma Bombeck once put out a list of widely read !*ules" that was $uite popular
at the time. ;ome of them you might recall. /ere are a few of my favorites) never have
more children than you have car windows< sei%e the moment, remember all those women
on the Titanic who waved off the dessert cart< never go to a class reunion pregnant, they
will think that.s all you have been doing since you graduated.
=hile that list is rather light-hearted and humorous some rules can be stifling as it relates
to the operation of your organi%ation. ?et.s be clear at the onset< policies and procedures
are necessary and this is not about chunking your manuals out the window. ;ystems
operate best when they follow a prescribed course of procedure.
&n his book, !&t.s ot @bout the +offee," /oward Behar Jpast #resident, ;tarbucks
&nternationalK pens a fascinating chapter about independent thinking. Behar writes, !=e
want people to take charge instead of blindly following a rigid set of rules from a book
unfortunately, in many cases the rule book goes too far- it tries to tell people how to be
instead of e,plaining what we.re trying to do. *ules don.t empower, they dispower
people. =e need recipes, not rules."
7perating policies and procedures need to be known and adhered to and should be
subservient to the person performing them and not the other way around. -et when rules
go too far it can have unintended conse$uences that can do more harm than good. Erom
the chapter & surmised three rules that leaders don.t need to implement if they want their
people and organi%ations to be successful.
Rules that restrict creati*e thinking
Dnleashing the best and brightest people in your organi%ation begins when you free them
from burdensome rules and regulations that hold them back. !&deally, management should
never tell someone how to do something or what to feel. &f people.s every last action is
dictated to them, they are robbed of their dignity, and the company is robbed of its soul,"
writes Behar.
=hen you give your people the liberty to think, feel, grow and e,periment they will
surprise you with their ingenuity. =hen you have more recipes being developed than
rules being followed then the possibilities for success are multiplied. -our organi%ation
can be incubator for growth and unlimited potential or it can be place where ideas go to
die. =hich do you want>
Rules that control %eha*ior
&deally, your rule book should operate more like a play book. &t should contain plays you
can call and be filled with options for any scenario that puts you in a position you to
score. Behar.s analysis is a timely challenge for managers and e,ecutives. /e writes,
!&nstead of writing manuals that lock people into dehumani%ing behavior, we should
focus on outcomes we want and the reasons behind themcreating tool books instead of
rule books grows people.s spirits." +onsider the difference< if your leadership style is to
simply be the !keeper of the rulebook" then it will be difficult for your people to grow
and reach their full potential and your leadership will be diminished.
=hen you place your focus on where you are going and why Jyour vision and purposeK
and the growth and development of the people who will take you there, then the rule book
must become your play book. =hen you grow your people.s spirits you won.t have time
to worry much about their behavior.
Rules that hinder personal growth
!There.s no better feeling than being encouraged to fully use your abilities," writes Behar.
!-ou will find your work far more satisfying, and you.ll encourage that same satisfaction
in others. Everybody wins. The more we know ourselves and our goals, the fewer rules
are needed." This point is simple yet profound. -our people need more encouragement
not more rules.
Eostering a culture of personal growth and development comes when a leader makes it a
priority by removing unnecessary rules, by empowering his people, and caring enough to
get out of their way. =hen leaders place more value in rules than relationships then
victories are harder to come by and are fewer in number.
The challenge for you as a leader as it relates to rules is to find the right balance between
what.s needed and what.s not, if they help your organi%ation or if they hurt it, and
ultimately, do your people need the rule to succeed> -our task as a leader is to know the
difference.
=hat do you say>
1aking and Taking $ecisions An
)rganisational +erspecti*e
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The swiftly-changing nature of workplaces environment demands a better understanding
of how decisions are made and taken. /ere, & would look at the process of making and
taking organisation-wide decision in a hierarchical organisational structure. These
structures are distinguished for having more defined boundaries between layers of
structure and, even, between those individuals making-up these layers.
@s the team leaders are the closest to the wider workforce at the workplace floor, they are
e,pected to have a better understanding of that specific work environment. &ts strengths,
weaknesses, needs and potentials. Therefore, itGs these team leaders where the decision
:@H&C process starts. (ecisions get build upon their continuous and direct e,posure
and interaction with workplace environment. Their utilisation of their soft skills and trade
knowledge to build a balanced understanding upon which decisions can, effectively, be
made. &ncreasing the effective engagement of the the workforce through the share of
knowledge, e,perience, thoughts and goals allows every individual to play the
responsible-follower role and contribute to the :@H&C of the decision. Eurthermore,
decisions at this hierarchical level are more focused on the direct, short-mid range impact
because itGs build upon certain inputs at this organisational layer. Therefore, from an
organisational perspective, these decisions need to be consulted by a higher layer in the
organisation structure< and here comes the decision-T@H&C part.
The decision takers are individuals or teams having a more holistic awareness of the
conse$uences of putting the decision, made above, into action. &n other words, a link
needs to be established withe, both, the policy and strategy to see suitability of T@H&C
the decision. (ecision takers are focusing on a longer range impact and considering more
influences during future implementation.
=e should not forget the fact that decisions can be made and taken at the same layer of
the organisational structure at a daily bases. /owever, these are not an organisation-wide
decisions. 7rganisation-wide decisions should encourage inputs from the floor to have an
impact, at the end, on the policy and strategy. &t should also influence higher structural
layers to seriously consider these inputs.
The )nly &onstant -s &hange
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Error) *eference source not found /umans
seem to hold a $uiet fear of change. & remember as a child we had assigned seats at school
and there was some comfort in knowing who & would sit ne,t to each day. -et, when we
reach the adult world, itGs evident that one of the biggest skills in life is being able to
adapt to change. @s individuals we can practise techni$ues to better adapt to change, but
should organisations also hire change management consultants>
(hy do people fear change?
Eor some people, change is still associated with uncertainty which brings about fear.
=hen people lived in farming communities or nomadic lifestyles, change meant that
there was an actual fear to their physical safety.
ot only that, but change also means a greater chance of failure. ?et.s face it, our society
does not worship failure the same way it worships success. :any of us hold high
e,pectations of ourselves and the more we hold on to our notion of perfection, the greater
the fear of failure and inability to accept change. ;ome of us have found better ways to
adopt change than others, but it.s never too late to learn.
'ow can indi*iduals o*ercome the fear of change?
7n an individual level, people can familiarise themselves with change whilst keeping a
few elements of life constant. Try new things and new e,periences and tell yourself that it
is ok to be wrong. &f you want to try a whole new career, by all means try it, but realise
that things don.t always go as planned, so you may be left in limbo for a while. 7nly your
effort and your dedication will allow you to break through. 7h, and be patient, because
all good things take time.
'ow should companies adapt to change?
&n the global marketplace companies that resist change are likely to fall through the
cracks and get swallowed by their competitors. =hilst those that are proactive and seek
out innovation are likely to succeed. &f your organisation is undergoing a significant
change, whether it be mergers and ac$uisitions, systems changes or offshoring and you
can sense unease in your employees, it can be worthwhile engaging the skills of a change
management consultant. These consultants won.t sprinkle any magic dust, but they can
guide you during the turbulent times. They can take out some of the administrative
hassles and provide coaching and resources for your organisation to adapt more smoothly
to the upcoming changes as well as providing a middle ground for more open
communication and feedback from your team.
&t.s up to each organisation to determine their change management needs and decide
whether having an e,ternal party would provide a benefit. *egardless of how you want to
manage change< one thing is for sure, the only constant in life is change.
Are You a ?eader or a Slacker?
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Error) *eference source not found (o you claim to be
a ?eader in your business or your field of e,pertise>
& have noticed that many people claim to be ?eaders, but & consider them ;lackers
instead. @ ;lacker is someone that basically likes to give instruction or direction, but
takes no action on advancing themselves or their business.
(oes this describe you or someone else on your team> /ere are some clues that might
help you out. This list has also been e,panded to include input from our readers.
?eader) #raises hisAher team and offers encouragement
Slacker Zuick to find fault and slow to give praise.
?eader /olds himselfAherself to a higher standard that hisAher team
Slacker /as a high level of e,pectation for hisAher team but doesnGt hold
himselfAherself to that same standard
?eader ?eads by e,ample and is a role model for hisAher team
Slacker Blends in with crowd and never steps up to take a leadership role
?eader /as deep rooted belief in hisAher business and leads new teammates
through the growth process Jlearning the business and facing obstaclesK
Slacker +onvinces a person to join hisAher team then pawns them off on someone
else or simply pushes them to the side J*eferred to as !sign and drop"K
?eader Cets others involved in finding solutions to a problem
Slacker ?ooks to assign blame for the problem without seeking a solution
?eader &s successful because of his A her team and makes sure others know it
Slacker Tries to drive personal success at the e,pense of his A her team and others
?eader *ewards trying something new. @ccepts people making mistakes in uncharted
territory and ensures the learning derived results in moving forward
Slacker :icromanages every aspect of their teamGs daily tasks and checks bo,es
?eader Builds strong, T*D;T B@;E(, working relationships with bosses, peers and
associates.
Slacker Eocuses only on relationships that helps promote their career andAor manipulates
others.
=hich of these characteristics, best describes you and your teammates> Be honest with
yourself.
Lust remember, that a leader must lead and nourish others through the growth process. &f
heAshe loses integrity and fails to take action, then this same failure mindset will ripple
down to hisAher teammates. @ team will duplicate their leader and their leader.s actions.
?et me ask you one last time@re you a ?eader or a ;lacker>
(hat Types of ?eaders $oes (orld Needs
The 1ost Today
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&n the world we live in today, there are more personal and professional comple,ities than
ever before. 7rgani%ations, especially the Eortune 144, need a strong leadership presence
in order to succeed in transforming, innovating and implementing their vision and value
across the globe. The impact on humanity by actions of leaders today is indeed more
visible than ever before.
Error) *eference source not found

@s & was seeking the answer for years on What Types of <eaders the World 5eeds the
/ost Today" & consistently arrive at the following conclusions)
0harismatic <eaders : have a lot of charm and engaging personality with a strong ability
to motivate and inspire others by encouraging their followers to commit and devote their
time and support in new innovative projects or large goals.
<egacy <eaders : represent a body of work at each stage of their career or path as they
establish the foundational building blocks. 7ver time they accumulate the re$uired
wisdom and knowledge by fostering growth, innovation, and transformational change
within and outside of the organi%ation.
;ervant <eaders : or, self-sacrificing leaders, have deep and profound compassion for
people and causes despite possible danger or difficulty.
Transformational <eaders : possess tremendous inspirational and motivational traits that
make them very easy to follow, listen to, respect and learn from.
=isionary <eaders : create tremendous value for every individual involved by
empowering and allowing them to own the vision of the organi%ation not only in their
minds, but also in their hearts. @s a result, by bringing the best people in and enabling
them to perform beyond their imagined limitations, visionary leaders generate
tremendous organi%ational success.
@ perfect e,ample of a profound transformational, charismatic, visionary, servant and
legacy leader is +rchbishop Besmond .utuO
9ut Who Is #rchbishop Desmond Tutu? /e is a passionate promoter of peace, a leading
reconciliatory voice across the globe, and a obel #eace ?aureate, just to name a few of
his e,ceptional lifetime accomplishments.
To learn more about rich life of @rchbishop (esmond Tutu, please watch the e,clusive,
powerful film !+hildren of The ?ight" created by (awn Engle and #eaceLam Eoundation.
!=ith e,tensive archival footage, family photos and never seen interviews, !+hildren of
the ?ight" is a personal look into the legacy of one of the greatest peacemakers of our
time" W (awn Engle
Today, (esmond Tutu continues to remain the world.s most influential and powerful
leader with profound kindness and compassion for humanity.
&n closing, as you go off with your day today, may these words stay with you and turn
into action and inspiration to be that e,ceptional leader) Bo your little bit of good where
you areE ts those little bits of good put together that overwhelm the world.! F Besmond
.utu
#hoto credit) Coogle &mages #eaceLam Eoundation) (awn Engle
$isrupter or $isrupted, You $o 'a*e A
&hoice
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Thanks to advances is
processing power, storage, and bandwidth, our devices are getting e,ponentially smarter
each year. Eor e,ample, a data processing task that would have taken two days to
complete in 3454 now takes just 54 minutes. That.s powerfulO
@s a result, our smart phones and tablets are getting smarter fast. @nd because we can use
our smart phones and tablets to tap into super computers in the cloud, we now have
super-computing capabilities in the palm of our hand, no matter where we are in the
world.
=hile rapid changes like this usually brings major disruption to the way business has
been done, let.s remember one key thing) (isruptive technology is only disruptive if you
didn.t know about it ahead of time.
&f you use a strategy &.ve been writing about for years, namely separating what & call /ard
Trends Jthe trends that will happenK from the ;oft Trends Jthe trends that might happenK,
and you use that knowledge to make the disruptive technologies visible before they
disrupt, you can then ask yourself an important $uestion) !(o & want to be the disrupter or
the disrupted>"
Erankly, & would rather be the disrupter, using predictable disruption to my advantage.
But since many organi%ations have a large infrastructure, they.re unwilling or slow to
change and take on that role. They have technologies that have, in some cases, been in
use for decadesSwhat we call !legacy technology"Sbut it.s not the legacy technology
that.s the real problem. &t.s the organi%ation.s !legacy thinking" that gets in the way of
positive and productive change.
&n reality, you need to get past legacy thinking by identifying the hard trends that will
impact you and your customers in the near future so you can more clearly see a path to
greater profitability in the years ahead.
&n the past, we tended to work hard at protecting and defending what we have. That
approach further entrenched us in our current business model. The more we protect and
defend what we have, the more we.re engrained with our current model. @ better
approach is to reconsider our business model based on the predictable changes that are
heading our way.
&t.s clear that over the ne,t five years we.re not just going to change< we.re going to
transform how we sell, market, communicate, collaborate, innovate, train, and educate.
@nd much of that transformation is driven by mobility.
;o it.s time to take a look at your business model and determine if you are transforming
Jnot merely changingK it based on the hard trendsSthe certaintiesSyou can see going
forward. @nd if you are, are you doing it fast enough> *emember, the future is all about
speed and relevancy. ;o now that you have the speed and power in your hands, it.s time
to use itand fast.
)ptimism is Realism, #or 'uman
+rogress
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7H, & plead guilty) & am an optimist. =hen & look at new innovations and the increasingly
rapid pace of technological development, & am not worried about the future, & am thrilled.
@lready because of technology, many fewer people die from disease or hunger. #roblems,
mistakes, and natural disasters have become easier to deal with. +omfort and leisure time
have continued to increase. @nd life spans have continued to grow.
:oreover, in the last few decades these benefits have become much more widely
dispersed throughout the human population, beyond European and @merican societies.
+onsider)
:ore than twice as much food is produced per acre of farmland used, as was
produced just 14 years ago J56F4OK.
Even after correcting for inflation, the average person today is three times richer than
14 years ago.
The majority of billionaires 14 years ago inherited their wealth, while today more
than 3A9 are self-made.
Lust 34 years ago, a well-off D; citi%en would have owned a watch, alarm clock,
camera, +( player, stereo, video camera, game console, and cell phone, but today
all these devices and more come for free on most smartphones.
The average baby born today can e,pect to live two months longer than the average
baby born on this day last year. &f you.re 34 years old today, in fact, the likelihood
your grandmother is still alive is greater than the likelihood that your mother
would have been alive, had you lived 544 years agoO
;ome people see only disaster looming on the hori%on of new technology. Technologies
are just tools, of course, and every newly invented tool, from a hand a,e to a #redator
drone, can be used for good or evil.
:oreover, we are all psychologically predisposed to pay more attention to bad news than
to good. &f evolution has taught us one thing well, it is that survival depends on showing a
respectful amount of caution. ;o because of human nature, danger registers in our
thoughts more vividly than safety. +osts more than benefits. #roblems more than
opportunities.
But the actual fact is that history has not been kind to pessimists. There have been a large
number of them over the years, because it isn.t hard to earn fame and fortune by peddling
a compellingly pessimistic view. @nd none of these pessimists has ever been right, or
even close to right. ot a single one of themO either Thomas *obert :althus nor #aul
Erlich, each of whom predicted world starvation. ot Harl :ar,, who predicted world
revolution. ot Ceorge 7rwell, who predicted Big Brother. J@l Core, read your history.K
&f you disagree with me, then please feel free to add your comment to this post and name
a single novelist, philosopher or futurist whose dystopian predictions about the future
have actually come true, or even come close to coming true.
Ear from !de-humani%ing" us, new technologies free us to be more human ' more
empathetic, more caring, more joyful, and more connected with those around us.
&nnovations are consciously designed to solve problems and satisfy human desires ' and
on balance, the things we humans desire are good for humans. o one purposely designs
a tool to create problems. Even if the amount of good that technology does is only
slightly more than its bad effects, once it is compounded over years and decades and
millennia, it will still amount to a landslide victory for optimists like me.
But don.t confuse optimism about technology with utopianism. Eor human society there
will never be such a thing as utopia, in the sense of a !perfect" society that can get no
better. o matter how many problems we solve, we will always be identifying and
solving more. =e will always be improving things further, identifying and solving even
more problems, having even more new ideas, and creating even more new wealth.
or am & suggesting that technology never creates problems. @ll change creates
problems. @nd it isn.t hard to name a few serious issues our civili%ation is grappling with
today, from climate change to violent e,tremism, the @&(; epidemic, gender and racial
bias, economic ine$uality, and water crises.
But new technological innovations somehow always seem to solve the problems caused
by previous innovations long before they lead to societal disaster, because that.s the
nature of technology, by design) it solves problems.
;o, on balance, being optimistic about the long-term future isnGt a biased point of view at
all. &tGs simply the most realistic perspective.
(here ?eaders ?ose #aith
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Eaith, the allegiance to duty or a person, is sometimes hard to keep. ?eaders are humans
and humans have frailties of the mind, the spirit and the body. ;ometimes it is much
easier to lose faith than to keep it.
Error) *eference source not found #ossibly
the first and last place for the where of faith is within each leader. Elie =iesel who wrote
ight survived the horrors of a Cerman concentration camp in ==&&. Even though his
faith in Cod was challenged, his faith in himself, his own personal duty to survive never
lessened.
Then Iictor Erankl another ==&& concentration camp survivor wrote these words in his
book, @ :anGs ;earch for :eaning)
Cow is it possible to say Gyes to life in spite of it all/ +nd this in turn presupposes the
human
capacity to creatively turn lifes negative aspects into something positive or
constructive.!
Eor Erankl and many others, faith became that beacon, that anchor that allowed these
leaders to survive during the harshest of times. Eor when we do not have faith in our own
abilities and our own allegiance to others, we fail as leaders.
&n the mid 5614Gs there was a movie entitled The E,ecutive ;uite in which the protagonist
portrayed by =illiam /olden delivers a memorable solilo$uy on leadership and it rivals
many of the now famous Ted Talks. 7ne of the truest and insightful lines is)
"The >uick and easy the sure thing is -ust a loss of faith in the future."
=hen leaders do not have clarity of thought about where they are going, their own values
and their own talents, they have a tendency to seek the $uick fi, as a solution to solve all
their uncertainty, their lack of clarity. The +hief Einancial 7ffice played by Erederick
:arch represented those leaders who lack true clarity and seek the $uick and easy, the
sure thing. These leaders are not risk takers, but rather risk adverse and their own strong
egos Jallegiance to oneself firstK coupled with unethical behaviors drive their decision
making process.
-es it is difficult to have faith when oneGs professional or personal life is not going well,
when others put your ideas down. The difficulty only increases if a person lacks clarity
regarding his or her own self-esteem, role awareness and sense of direction.
Eaith is a part of leadership even if you do not believe in some higher being. 7nly you
have the capacity to strengthen your faith and that process begins within you.
?etter to a &@) The Surprising Qiew in
the 1irror
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(ear +E7)
+ongratulations. -ou.ve worked hard, built a business and can now enjoy the fruits of an
impressive level of personal wealth.
&n recent times, you.ve shifted your focus beyond the day to day grind of your core
business. ow you want to engage in a deeper level of corporate philanthropy. ;pread
your wealth around, say thank you to the world for your good fortune, step back and
figure out how you can really make a difference in the big picture of your local or global
community.
;ure, you.ve always been generous when it comes to sponsoring charity fundraisers,
snapping up items at the silent auction, throwing your company logo around town. That
sort of thing. =hen nonprofits Jor your alma materK ask for money, you usually say yes.
But now you.re ready to step up your game and really burnish your legacy.
;o you.re taking things to the ne,t level. ;tarting with joining the board of your favorite
nonprofit. BravoO Board service is a gift that keeps giving, allowing you to lend your
e,pertise, skills, and network of contacts to charities that are hungry for myriad areas of
leadership. &t.s a critical asset to nonprofits and an invaluable source of personal and
professional growth for you. ot to mention an elegant way to raise your company.s
profile in the community.
-ou.re fired up, boarded up, and now have a real stake in a charity that you.re helping to
steer. -ou understand the issues, have a vision for the future and are driven by a sense of
urgency to bring new ideas to this cause. e,t stop) changing the world.
EantasticO But can we pause for a moment>
& sincerely applaud your decision to commit a greater part of yourself to a favorite
charity. @nd by e,tension, committing your company, as well. But in your %eal to rush
forward, you.re only glimpsing the reflection from one side of the mirror. Turn it around
and what do you see>
-our employees.
7ften just as passionate and dedicated as you are, eager to lend deeper purpose to their
jobs and more meaning to their lives. /ungry for the opportunity to give back at work,
alongside their fellow colleagues and you. -es, you. :any of them want to know you and
other company leaders better, and what better way than through improving the world
together> They.d relish the chance to get involved in philanthropic work at work,
participating in giving campaigns, pitching in at volunteering events, competing with
each other at crowdfunding events for the grand pri%e.
;o why aren.t you fully leveraging this energy> &n the calculus of your assets, why are
you focusing so heavily on personal wealth, when in fact your wealth in employee power
dwarfs anything you have in the bank account> =hy are you focusing so much on how
your company can stand behind what matters most to you rather than how your company
can propel the charitable passions of your employees> /ave you thought about how you
can ignite their interest and support and thereby magnify your efforts by an order of
magnitude> =hy aren.t you thinking about matching gifts, dollars for doers, and other
incentives for employee involvement>
The latest !Civing in umbers" study by the +ommittee Encouraging +orporate
#hilanthropy offers interesting food for thought. Eor e,ample)
Employees are increasingly taking center stage in the programs companies use to
invest in their communities. Thirty-si, percent of +E7s say that encouragement
from employees would matter more than any other stakeholder group in a
decision to e,pand the company.s investment in the community.
162 of companies surveyed offer paid-release-time volunteer programs in 3459, up
from 152 in 3454.
Employees are responding to paid-release-time volunteer programs. The median
number of hours volunteered on company time grew 982 from 3454 to 3459
0F2 of companies match employee gifts
FB2 of companies make non-cash gifts, including product, pro bono and other in-
kind contributions
-our army of employees possesses ama%ing potential that is going largely untapped. ;o
please, let me just give you a little nudge to avoid the crime of wasted impact. (on.t keep
the skills and passions of your employees within the walls of your company< deploy them
into the community for the greater good of all.
& admire your magnanimous streak, in whatever form it may take. ow just take it a step
further and consider the power of numbers. =ith that, & hope you.ll be encouraged to look
at both sides of the mirror, taking into account not just what you can accomplish in
improving the world, but what those looking back at you can accomplish as well.
?eadership &an 1end the Rip in the
&orporate Soul
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Error) *eference source not found NThe
purpose of a company is . . .N what> To make money> To provide a return to
shareholders>
*egarding the purpose of a business, & had the good fortune of meeting the business
philosopher +harles /andy a couple years ago.
/e told me the story Jthat he has often toldK of gently provoking his :B@ students to
think beyond results, growth, and profit. /e challenged them to ask themselves, =hat are
we, the +ompany, building> @re we making this world a better place for our employees
Jand their familiesK, our customers, our investors, and our communities and neighbors>
&n his own words)
H.he companies that survive longest are the one?s that work out what they uni#uely can
give to the world" not just growth or money" but their excellence" their respect for others"
or their ability to make people happy. Some call those things a soul.H
@ soul. @ corporate soul.
/andy gives us some heavy food for thought. &f he is right, and there is a corporate soul,
then what happened> /ow did we lose our way so completely> /ow did we lose our
soul>
@nd what can be done> :y thoughts turn to leadership, an important key to mending this
rift in the corporate soul.
=hat is the essence of leadership> The word essence means the basic, real, and invariable
nature of a thing< the inward nature< the substance, spirit, lifeblood, heart, principle, soul,
the core.
Essentially, leadership has seven aspects)
#urpose - @ leader is here for a reason, a mission, and pursues it with intention and
determination.
+ommitment - @ leader can be counted on to make and keep commitments.
#resence - @ leader will show up and stand up for whatGs important.
?istening - @ leader wants to know what others are thinking and feeling and pays close
heed.
Engagement - @ leader connects with others, communicates with others, challenges
others, is considerate of others, and coaches others.
Iision - @ leader is going somewhere good.
;tewardship - @ leader accepts responsibility and understands the saying NTake care of
yourself< take care of each other< take care of this place.N
@nd leadership re$uires the =hole #erson)
- The heart for loving others.
- The stomach for courage to face adversity.
- The head for critical thinking.
- The eye for looking ahead.
- The tongue for telling truth.
- The ears for listening to others.
- The hands for applauding the work of others.
- The arms for embracing others.
- The back for lifting others up.
- The knees for bending in service to others.
- The feet for the journey.
- The soul for going down deep in search of meaning.
- The spirit for soaring to the heights of higher purpose.
=here in an organi%ation would you find such leaders> Everywhere. &n any function. @t
any level.
@s the late =arren Bennis said, leaders have the ability to turn vision into reality. Erom
that we can distill some of the key elements)
Qision) ?eaders can see something that others arenGt seeing yet. They see a solution. 7r a
new product. 7r a customer need. 7r new possibilities on a new hori%on. They convey
what they are seeing to others so that they can see it too. ?eaders ask) /ow can we break
through to a new level> =hat are we capable of> =hat are we called to become>
Turning) ?eaders can Nturn,N a word that has ancient roots) Nto cross over, pass through,
overcome.N They help others to cross over Jthe turningK from the Nas isN to the Nto be.N
?eaders ask, /ow can we get started and get moving> =hat will we need for the trip>
/ow will we support one another>
Reality) ?eaders can reali%e Jmake realK. They enlist others in making the new reality
materiali%e. ?eaders ask) /ow do we make this work> /ow do we hold the gains> /ow
do we keep improving>
This article is dedicated to the memory of =arren Bennis who died the other day at age
06.
&n ;teve (enningGs words)
H-arren epitomized the view of a leader as someone who not only made people feel that
theyre at the very heart of things" not at the periphery"! but actually put forward" and
implemented" a vision of leadership in which that was a reality" not just a feeling.
Cis principled concept of leadership was as far as it is possible to be from the shallow"
money5seeking" instrumentalist view of management and leadership that is current in big
business today.H
/e influenced our understanding of the role and impact of true engaging leadership...and
taught us how we can regain the corporate soul.
Terrence ;eamon has over thirty years of business e,perience in leadership development,
management training, team building, and organi%ational change, in both internal as well
as e,ternal consulting roles. Terry has a :aster.s degree in Education from *utgers
Craduate ;chool of Education, as well as a BachelorGs degree in /uman +ommunication
from *utgers. /is main interest areas these days are change and transition, job search
coaching, stress and wellness, employee engagement, and leadership development. -ou
can find him on twitter at tseamon and on facebook at Eacilitation ;olutions.
Eor more guidance on ?eadership, read TerryGs book ?ead the =ay
-s Your &ompany !alancing The !ig
Three?
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essence of working together for mutual benefit JteamworkK sometimes conflicts with the
cultural norms of our individualistic philosophies. &n contrast to the sociocentric
philosophies of some Eastern countries, most of us were raised in a culture emphasi%ing
individual !rights" and !privileges." 7ur rewards for outperforming a peer were as varied
as they were lavish. &t stands to reason that for many of us, it may seem somewhat
!unnatural" to work towards an environment where mutual gain and investing in the well-
being JsuccessK of others would be priority. ;houldn.t we just look out for number one>
Teamwork, however, in its true state of operation catapults success for both the company
@( the individual to far greater heights and reality than any individual pursuit could
ever accomplish. &f in doubt, follow the philosophies and staff training of the Eortune 544
companies.
7nce we understand that teamwork drives performance and yields success e,ponentially
greater than other individual processes, there is an understanding of balance that must be
embraced. &t is far too common to view the landscape of teamwork through a biased lens.
That is, we often see more clearly the responsibilities and !should-be-doings" of our co-
workers than those of our own. Employees can, without a second.s thought, outline the
shortcomings of their employers. ;imilarly, managers can articulate the changes needed
in their staff with the relative ease of an @B+ recitation. The challenge arises when we
have to criti$ue our own breaches in teamwork principles. To assist in this cumbersome
necessity to balance the teamwork assessment of both managers and employees, & have
briefly outlined the dual e,pectation responsibility of us all in achieving a healthy
workplace where the powerful principles of teamwork flow with ease as they naturally
generate success momentum.
5. :anagers and owners :D;T clearly and regularly relate to their employees 7T
7?- the company.s purpose J why they exist and what makes them uni#ue from
all other competing companiesK and visionJ where they would like to beK, but each
employee.s specific role in accomplishing this mission and vision Jspecific
expectationsK O Employees :D;T devote their complete attention and resolve to
ensure they 7T 7?- meet the e,pectations of their employers, but e,ceed
themO
3. :anagers and owners :D;T measure and reward e,ceptional performance. Creat
leaders never treat all employees the same because they understand that some
employees outperform, demonstrate loyalty, e,emplify company values and e,cel
beyond others. Those who best demonstrate the ideals of their position must be
rewarded accordingly otherwise e,ceptional performance regresses to the average.
To measure performance, criteria guidelines for superstar performance are always
clearly established and monitored. Employees :D;T be ever mindful that
without a focus on the outstanding success of the company, their presence may
not be needed. This reality must be embraced as a healthy challenge rather than an
intimidation. &t becomes a choice of each employee to strive for superstar
performance according to the criteria of management with full reali%ation that
they will be rewarded accordingly. They must EIE* e,pect increases in
compensation without an increase in contributions or performance.
9. 7utstanding managers and owners :D;T provide continuous feedback. & have
yet to hear of an employee who doesn.t like to know their boss is paying attention
to them J unless heAshe is goofing offK Eeedback provides clarity towards an
accomplishment of performance e,pectations and assists in building trusting
relationships. Employees :D;T not only embrace both positive and corrective
feedback, but be willing to offer feedback to their management as well. +lear
communication, including encouragement, recognition and open insight, best
situates the entire staff for a healthy working environment and productive
relationships.
@lthough volumes could be written on the specifics of each component and do%ens of
further reciprocations could be mentioned, focusing on these three essentials will balance
the teamwork e$uation ensuring ma,imum mutual success for both ownership and staffO
&f we are going to fully reap the bountiful yields from teamwork, we must understand the
balance of responsibility that it demands. @n investment in mutually beneficial
relationships will kick the butt of protective, me-minded assets any dayO
@mployee @ngagement Not Aust 'R6s
Ao%T
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&t is considered /* department.s responsibility to build up, retain and train the talent<
work and design programs to hire the best talent< and engage employees on issues via
health and wellness campaigns, skill development workshops, social volunteer programs.
/owever, employee engagement should not be solely owned by /* department. &t should
be practiced by every function in an organi%ation.
(hy @mployee @ngagement is important?
Eocusing on peoplesG strengths has a positive effect on morale, productivity and the
bottom line. E,perts at Callup tell us that unhappy workers cost billions in lost
productivity every year, whereas engaged employees are more profitable, more customer-
focused, safer and more likely more loyal towards the organi%ation. &n fact, organi%ations
with a happy workforce have 34 per cent higher profits.^
Employee Engagement should be a strategic priority. /ere are few ways to put EE into
practice in your departmentAorgani%ation)
'ealth 8 (ellness Eor a healthier workforce, organi%ing sports tournaments is a
great way to encourage healthy competition. ;uch activities not only bring out the
hidden talent but also help strengthen bonds and positive relationships with co
workers. ;et up indoor games in certain areas for a shift to get into a rela,ing
work mode.@ctions that promote work life balance such as paternity leaves, strict
adherence to office leaving timings and discouraging late sittings could be a great
initiative coming from the supervisor or department head. Dnderstanding their
needs and investing in employee.s learning and development also contributes to
their well being. *emember !@ healthy employee is a happy employee."
1entor +rogram Eor every on boarding employee, assign a mentor. ewcomers are
always more in$uisitive and need someone for guidance. @ssigning tasks will
bring not only bring responsibility but also help build trustworthy relationships,
which will thereby teach new skills, increase employee satisfaction and retention.
&nvolving your team for mentor a childAstudent counseling programs is great
initiative to develop them and marks the organi%ation as being socially
responsible.
&ele%rating people4 &ele%rating achie*ements +elebrating employee.s birthdays,
promotions and welcoming new entrants boosts team.s morale and makes them
feel valued. Themed days, employee awards and celebrating achievements of
individuals at times coupled with some food and fun will build up a highly
connected T engaged workforce. Team picnics, @way days should be made part
of the yearly agenda as it often is the best way to celebrate your people.
!rown !ag ?unch /aving people from different departments connecting together is
a great way to interact with people who hardly or maybe don.t get time to interact
with each other. &t is a great informal knowledge sharing platform, where
suggestions can be generated on an organi%ational issue or new business ideas
during the lunch period.
Embracing enthusiasm and joy directly affects the productivity and efficiency at
workplace. @dding some fun to work with your simple efforts will make your team look
forward to coming to work every day. +hampion the cause of creating an enjoyable
workplace through small actions like creating special interest groups, awarding humorous
titles or designing competitions.
These are just a few ideas, but a lot more can be done to keep the team more intact. &
believe Employee Engagement should be the part of every workplaceGs (@. Engaged
employees bring their best to work every day. ;uch employees are more willing to work
an e,tra mile, work with %eal and passion to achieve goals.
& would love to hear about your e,periencesApractices. ;hare them in comments.
The -mpact of Rapid Scaling on &ompany
&ulture
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"We really pride ourselves on our company culture here."
???
The Role and Qalue of &ompany &ulture
+ompany culture and cultural fit are often on the forefront of any discussion about a new
hire, especially when vetting otherwise similar candidates, and when candidates are
looking at potential places of employment. @nd thereGs good reason) the company culture
permeates everything an organization communicates and creates.
-et, beyond an annually-updated mission statement, and vague summaries that describe
the organi%ation to friends, family, media, and potential employees Jex; -e?re family
friendly... we don?t encourage crunch time... we?re avid gamers...K a companyGs culture is
often elusive or hard to define.
7ne reason is because culture is rarely treated as a Hey #erformance &ndicator JH#&K or
tracked metric.
The concept of Iey Cultural ndicators, and how these H+&Gs can be used in conjunction
with H#&s is outlined here. 7bviously, tracking H+&s has yet to become common
practice. -et, it provides obvious benchmarks for culture-centric companies.
'ow $o You 1easure &ulture and &ultural &hanges?
7ne approach is to view a companyGs staff as a pool that projects an observable
atmosphere. ;uccess is measured by the company.s ability to accomplish its mission, and
the level of conflict that emerges Jor doesnGtK while doing so.
This approach is based on subjective interpretations and the leadershipGs intuition, and
re$uires constant reassessment.
=hen times are good, it.s easy to assume company culture must be trucking along in
similar JawesomeK fashion.
/owever, when times are rough, companies often assume their culture is still the same as
when things were going smoothly - and project that assumption outward to new
candidates, publishers, investors, and so on.
The thought is, once the weather clears, things will fall back into place - culturally
speaking.
/owever, &tGs my belief that once a companyGs culture changes, it can never truly go back.
Each significant event, or change to the companyGs key staff marks a uni$ue occurrence
on a linear timeline.
-ou can only go forward, not loop back.
To $uote Thomas =olfe) N-ou canGt go home again.N
&auses of &ompany &ulture Shift
+onsider what happens when a company finds itself rapidly e,panding. &6or example" its
not uncommon for a game development company or studio to grow J to 2 times its
original size during the course of a project. =any startups grow exponentially from a
small core staff as well*.
=hen companies scale rapidly, but do not have a specific and detailed internal plan, or an
e,isting infrastructure conducive to managing /* growth, invariably the companyGs
culture changes. & call this Hcultural dilution.H
@ major cause of dilution is the need to hire swiftly during rapid growth, especially for
hard-to-fill positions, or roles that are in heavy market demand.
7ften, HBoes this person fit our company?s cultureH becomes a far less important
$uestion, than HBoes this person fill one of the 74 empty chairs we should have filled last
week/H
&n some situations, long-held hiring standards must shift for the company to stay
functional. #erhaps a #h( re$uirement is no longer deemed critical< maybe a mandatory
1-54 years of e,perience can be swapped for 9-1.
/owever, what must be kept in mind, is that the company previously believed that their
hiring re$uirements maintained their corporate culture and established necessary
standards for skills and e,perience.
@ shift in those hiring practices means a shift in that culture, for better or worse.
@nother factor for cultural shift during times of sudden growth, is the increased
dependence on word-of-mouth recruitment and employee referrals. They arenGt inherently
negative, but they do bring into play complications from established relationships, the
potential formation of cli$ues, and the reinforcement of previous behaviors, processes,
and standards. These sub-groups also act as self-reinforcing feedback loops for any
individual issues with cultural fit.
=hen this occurs, the e,isting company culture will persist as a framework, but often
begins to more openly assume traits found in these inherited relationships and habits.
HCow it?s done here"H $uickly takes a back seat to, Hhow we used to do it at the last
place.H
@ third factor, often overlooked, is generational stratification. ew employees and new
thought processes can be threatening, personally and professionally, for e,isting staff.
Eocusing on seniority is an easy default posture for employees facing a mass influ, of
new individuals with similar skillsets or e,perience. #art of healthy corporate culture is to
have a plan to deal with the feelings and frustration arising from the merge of newer and
more established staff.
Dnderstanding the roles played by rapid hiring, world of mouth recruitment, and
generational stratification in corporate culture can enable the company to understand and
plan for the inevitable, but controllable, shift that occurs over time.
+lanning &orporate &ulture $uring ,rowth
=hen a company faces rapid e,pansion on a meaningful scale, corporate culture needs to
be evaluated as a significant vector of change Jand potentially) riskK.
:entioning that H-e?re growing" and that?s a good thingH in a few company meetings is
not enough. or is creating new staffing plans, reworking org charts, or updating the
mission statement with additional bu%%words. Especially, if this work is done by only a
subset of the leadership, and in isolation.
&deally, before any dramatic scaling begins, e,ecutive leadership, department heads,
production and management staff, and other key stakeholders should create real,
actionable, measurable plans to e,pand the company - much as they would any product
line. @nd like a real market plan, this should take time and real effort.
-ou need intent to build a well-oiled machine.
#ossible evaluations include a companyGs e,isting project management structure, the
software and tracking systems being used, and the flow of information A decision making.
@nother discussion is about the companyGs aforementioned Hey +ultural &ndicators - both
what they are now, and whatGs desired in the future.
@nd finally, a company must have a real, very honest, discussion about their leadershipGs
ability to manage a larger organi%ation and what needs to changes for larger-scale
success.
The same leadership that was brilliant in a startup or small studio setting needs be
prepared to pass the reins to more appropriate leaders, or be aware and able to tackle
emerging issues once the company has morphed into a new entity.
Because, as outlined above, in most cases it will be just that) + new entity, with a new
culture.
Eor better or worse.
#our 1arketing &hanges that Take
&ourage
@ugust 4B, 345B
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=hether you are concerned about wasting limited resources on ineffective or unfocused
marketing or simply tired of working harder rather than smarter to grow your firm,
change is part of the solution. +hange away from the comfortable and familiar is hard.
That.s why marketing in today.s environment takes courage according Hathleen /essert,
+E7 of Bu%% :anager.
+ourage is the inner power that enables you to face difficulty or danger while overcoming
fear. &n the workplace, it often takes courage to face change and the unknown, especially
when conflicting advice comes at you from every side.
The courage to change is a whole lot easier when you have confidence your priorities are
the right ones for your firm. =ithout confidence, the highly analytic professionals & work
with spend much of their time second-guessing their priorities. They know they are better
off focusing, but without confidence they have the right two or three top priorities, they
$uickly revert to doing si, or seven or more activities that are familiar and comfortable.
+rofessional ser*ices at a crossroads
&n today.s environment, professional services marketing takes courage. =hat.s worked in
the past, often doesn.t work anymore. =ith new technology affecting how people and
firms interact, social media consultants Jand othersK are modern-day ;irens, tempting
leadership with promises that often lead them onto the rocks of ineffectiveness and
wasted time, money and resources.
+ourage to take decisive action doesn.t always lead to success. &t may lead to folly. But
without courage, you.ll never step beyond the present trajectory that is no longer arcing
up. =hile not a complete list, here are four marketing changes that re$uire courage.
5. -t takes courage to say no to what %rought success in the past. &t takes even
more courage to unemotionally figure out what to keep and what to change. &t.s
not courageous to double down on what no longer works. That.s fear. -ou are
better off walking than catching a ride with fear.
3. -t takes courage to accept that clients define your %rand. -ou can spend a lot
of time and money telling them what your brand stands for, but you must
understand that you are only influencing them. &n the best case, you influence
them in the ways that you intend. -ou must recogni%e that everything your
company does defines your brand, not just your branding activities. -our brand is
much more than words or messaging. &tGs who you are, how you act, the people
you hire, where you focus. &t takes courage to acknowledge'and act on'brand in
everything you do.
9. =e.ve all been taught to avoid asking $uestions to which you don.t want to hear
the answer. &n a courtroom, this is always true. But, in business, it takes courage
to ask these =uestions, and to act on what is said rather than what you want
to hear. Zuestions like) =hat do my clients really want> =hat do they think of
me> &n what situations would they not refer me> These are courageous $uestions.
B. -t takes courage to recogniCe when things aren6t going according to plan, and
to act. (uring the recent recession, countless business leaders didn.t recogni%e
that fundamental changes in the market are here to stay. They blame a drop in
sales on a tough economy rather than to a sales and marketing process gone stale.
They see falling prices as a sign of increased competition rather than a failure to
differentiate their own offerings. They think that making the list of finalists is like
missing in horseshoes) once is bad luck, twice is coincidence, three times means
something is wrong.
The (iCard was right
&f what you.re doing no longer brings the results you need, the path to the ne,t level of
business success must include change. @s the lion learned from the =i%ard of 7%,
courage and confidence are closely related. =hen you are confident in what you need to
do, the courage to accept change isn.t as daunting as it.s harder to get fro%en into
indecision or over-analysis.
./ Things that 'elp You !eat !oredom at (ork
&n 3455, the Callup firm conducted a survey that showed 852 of @merican workers were
not engaged with their jobs. /ighly educated and middle-aged employees are among the
least likely to be engaged.
7ther studies have also consistently shown that employee engagement is powerfully
linked to a range of success factors such as)
Employee performance and efficiency
#roductivity and safety
@ttendance and retention
+ustomer service and satisfaction
+ustomer loyalty and retention
#rofitability
&f you.re regularly bored at work, you are disengaged. #eriod. That can lead to low
performance and that.s not such a great thing for your career. Lust like any good
relationship, you have to look for ways to keep that !spark" alive. (on.t let it sneak up on
you. -ou own your career. Be actively engaged so that you are in the driver.s seat.
Bear in mind that all jobs have the ability to become a bit musty after a while. There.s so
much to do and to learn when you start a new job that the time just sails through right to
the end of the day. But when you become comfortable in your everyday tasks, your brain
is on rote mode.
=hen that happens, your first inclination may be to look for a new job but that may be
jumping the gun.
+@ tips to help you get your grove back
&ritically assess your Ao%4 @re there better and more satisfying ways of working> This
includes your work station or office. +an you spruce it up a bit> +an you add a bit of flair
or color to make you want to be there> =hat about alternative work schedules> ?ook for
any way to break the monotony.
Qolunteer4 =hat can you help your co-workers with that may make your job more
interesting> This is a great way to learn new skills by cross-training.
!ecome a master networker4 etworking is crucial. etworking with industry peers
keeps you on top of trends and increases your visibility in your profession. -ou.ll more
likely pick up some best practices that you can employ in your current role as well.
Seek new challenges. &f you are not challenged, you will be bored. Eind new projects.;et
new goals. +reate a new career path.
-mpro*e your skills. &f you are bored, you have probably mastered your job.7ngoing
professional development is paramount to having a successful career.
Take some time off4 -ou.ve earned that time off< don.t forget to take it. @ vacation, even
if a short one, does wonders to refresh your brain and your body. ?earn to reconnect with
yourself and those around you.
Start the day with something that gi*es you energy. Cet your heart pumping first thing
in the morning. Co for a run, a hearty walk, or hit the gym. =hen you e,ercise, your
body releases chemicals called endorphins. These endorphins interact with the receptors
in your brain and they trigger a positive feeling in the body. &t gives you an energi%ing
outlook.
$rink some water4 -es, water. (ehydration can make us tired and sluggish. =ater can
refresh you.
"eep a Klull-listL. There.s going to be downtime at one time or another. Heep a list of
little tasks that are not urgent but need to be done. -ou know, like clearing out your email
bo,.
@;amine the cause4 &t has to be said. &f you do all of the above and you are still bored,
you have to e,amine the root cause. &f you are continually bored and not engaged day
after day, you.ll have to decide when it.s time to move on.
*esearch has indicated that boredom can lead to a form of burnout when you are more
under-challenged than over-worked. ?ook for new ways to find purpose and meaning in
your career.
-our career and your life will thank you.
The -mportance of Soft Skills 8
Teamwork
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;oft skills are e,tremely important for individuals and organi%ations to be successful in
the workplace, and it seems as if a day does not go by where & do not hear people
discussing this topic. ?etGs take a brief look at soft skills, and why they are important.
$efinition and -mportance of Soft Skills
The 7,ford (ictionary defines soft skills as a set of personal attributes that help someone
to successfully interact with other people. ;ome common attributes of soft skills are)
@ good work ethic
Being team oriented Ji.e. the ability to function in a teamK
(ependability
#roblem solving ability
:entoring or coaching proficiency
;howing the ability to take initiatives
#resentation and communication skills
The ability to adapt to change Ji.e. fle,ibilityK
#rofessionalism
etworking
@nyone who has to work in a team environment, virtually everyone these days, needs to
have a basic inventory of soft skills, and managers and leaders need to have a full
inventory of soft skills. @ lack of soft skills can cost a lot of money, in the form of lost
business or productivity, when people cannot synergi%e well with their organi%ation or
team members.
The lack of soft skills available in the modern workforce also e,tends to college
graduates. The online version of Time :aga%ine had a good article last year on the
impact the soft skill gap is having on the workplace, and that F42 of employers surveyed
cited a lack of interpersonal and communication skills as a problem. @ 3454 article by the
=ashington #ost cited the business cost of employee conflict at over X944 billion per year
as the typical employee wasted 3.0 hours a week dealing with problems with coworkers.
:ost of the problems noted go right back to the soft skill list & mentioned previously.
(ho Trains Soft Skills?
There is a continuous debate over who is responsible for developing soft skills, and the
typical list tends to include)
;chools JH-53K
#arents
+olleges
Covernment
Businesses
& do not believe that any one of those groups can really do it all by themselves, and that it
will take a coordinated partnership between them all to really address the soft skills gap.
The Soft Skills ,ap !ottom ?ine
& will use a few images to demonstrate the overall impact of this issue instead of writing a
wall of te,t to describe how soft skills, effective teamwork, and a productive bottom line
for the public and private sector all come together.
#oor Teamwork T +onflict
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+reative Teamwork T ;ynergy
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found
Teamwork to beat the
+ompetition
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source not found
Each organi%ation
should have a
discussion about
what soft skills are
important to its success, understand that soft skill development and teamwork go hand in
hand together, and then work with the key stakeholders in the community to develop a
better workforce.
The 1asterDs $egree a slam dunk?
@ugust 43, 345B
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in;hare1BF
Things to &onsider !efore Mpaying forN a 1asterDs $egree
&based on <S education K jobs market*
&tGs not difficult to get a masterGs degree these days, especially if you donGt care =/E*E
you attend and how much you pay. @t one time, the graduate credential set people apart
as scholars and intellectuals, but with the proliferation of cheap $uality and meaningless
majors for those seeking simply the G:G after their name, there are plenty of avenues to
pursue. The $uestion then shifts from NC+0 you get a masterGs degree>N to NSC1<9B
you get a masterGs degree>N
@s a university educator, it was not unusual for me to hear from prospective students who
had a bachelorGs degree from one of the plethora of what & refer to as N$uickie, online
schoolsN and who had not advanced out of their retail or fast-food job. & also heard from
students who had both a bachelorGs @( a masterGs degree from a N$uickie, online
schoolN and were ;T&?? stuck at an entry-level, only now with significantly more student
loan debt.
Too often the individuals with the $uestionable Ngraduate degreeN had a poor command of
the spoken language, even worse skills in written communication and limited critical
thinking skills. &t was clear to me in 1 minutes why that masterGs degree hadnGt made any
rain for them. =hile & had compassion for them Jand anger toward the scam-schools who
took their money and passed them along regardless of their abilityK, & couldnGt offer them
much hope other than starting over and getting a bachelorGs degree Jor even an associateGs
degreeK that re$uired them to learn basic skills.
This repeated e,perience has inspired me to create a guide for making the graduate
school decision. & hope youGll forgive the tech-leaning format of an N&f-thenN statement.
> -#
-our B@AB; has allowed you to enter a professional role Jone that is a step D# from what
you were working in before you graduatedK
JAN$K your peers with more e,perience in that or similar roles have moved up with the
help of good work contributions and a graduate degree,
JT'@NK Eind a :asterGs (egree program that is complementary to your body of
knowledge T skill set, from a *E;#E+TE( institution of higher learning. &f possible,
find one that $ualifies for tuition reimbursement or that you can pay-as-you-go, avoiding
the need to borrow Jstudent loansK.
> -#
-our B@AB; has allowed 7T/E*; Jthose you graduated withK to enter a professional
role, but you remain in that pre-college job due to preference ,
JAN$K you are willing and @B?E to move into a more higher-level position Jone that is
commensurate with someone working toward a :asterGs (egreeK,
JT'@NK Eind a :asterGs (egree program that is complementary to your body of
knowledge T skill set, from a *E;#E+TE( institution of higher learning. &f possible,
find one that $ualifies for tuition reimbursement or that you can pay-as-you-go, avoiding
the need to borrow Jstudent loansK.
> -#
-our B@AB; has 7T enabled you to enter a professional role Jone that is a step D# from
where you were working before you graduatedK,
JAN$K you are not getting calls for interviews when you submit your resume, J)RK your
classmates from your school are having a similar e,perience,
JT'@NK (7 7T ;&C D# E7* C*@(D@TE ;+/77?O =alk away from any
NadviceN Jthat often comes from the NcollegeN that sold you the sub-par B@AB; degreeK
that you need more education. =hat you need is rele*ant work e;perience, and you may
have to start over at the bottom Jentry-levelK and work your way up to where other
B@AB; degree-holders are coming in. This seems /@*;/, but if you eventually want to
advance, and have a chance at putting the B@AB; money you spent to good use, you need
to do this or you will never reali%e a return on the school investment.
;pending more money on another de-valued degree is going to do you more /@*: than
good.
> -#
-our B@AB; was not re$uired for you to get your current job, but was cited as being a
Nnice additionN when you were hired,
J!BTK you notice that everything you write for your boss or others above you in the
organi%ation gets heavily edited for grammar and spelling JbasicsK J)RK others in the
organi%ation are tapped to do work that is normally yours when an important client or
meeting is involved,
JT'@NK (7 7T ;&C D# E7* C*@(D@TE ;+/77? without E&*;T taking the
time to clean up your basic communication skills. @ poorly-written cover letter or resume
Jor poor speaking ability in an interviewK will ni, a job offer $uicker than the wrong suit.
&tGs boring, & know but< *eading and =riting are +*&T&+@? skills if you want to move up
into a better JpayingK jobO The best investment at this point will be returning to your local
community college and boosting your critical reading, writing and communication
JspeechK skills.
7nce you do this, work on moving D# out of your current position and into one with
more responsibility< then Jand only thenK you may consider a graduate degree from a
respectable institution.
> -# -our B@AB; degree has absolutely no impact or influence on your current job,
JAN$K -ou are working in retail, fast-food, customer service or perhaps a service-
intensive job in a specific sector like health care, travel T tourism, etc.,
JT'@NK @ :asterGs (egree is not going to magically transform you from Nwould you like
fries with that/N to Nhold all my calls" Sally 5 ?ll be on the golf course this afternoonN.
@ :asterGs (egree will not transform a +ertified ursing @ssistant into a /ospital I#< a
Ery Technician at the Burger Blast into the +E7, or a cashier at the grocery store into a
Bank #resident - even if it is an :B@ J:B@ degrees are also a dime a do%en - unless itGs
from an @@+;B-accredited school, thereGs no guarantee itGs worth the paper the degree is
printed onK.
-ou must have the appropriate =7*H EQ#E*&E+E to accompany that degree for it to
make a difference.
There are, of course, a few caveats to this decision matri,.
Traditional undergraduate students, in respected and proven institutions of higher
education often stay on to finish a 1asterDs $egree. =hile they will often not secure
employment at a level much higher than their undergraduate colleagues, once they prove
themselves in the work place, they will have the opportunity to move up more $uickly
than someone without the 1asterDs $egree.
&f :om T (ad Jor Dncle ;amK are paying your way in college and you can afford to stay
on after your B@AB; to complete your graduate degree, go for itO &f youGre paying the
bills, or borrowing - get a job E&*;T and seek out tuition support for that graduate
degree. &t goes without saying from me that you should find a program of study at a long-
standing and respected institution of higher education, preferably one that is non-profit
and public Jor non-profit and highly-ranked if privateK.
#rofessionals who have earned serious work credentials and e,perience in meaningful
positions through the military or other environments will often choose to go the route of
the N$uickie online degree factoryN. They donGt need the 1asterDs $egree to open any
doors< they simply want to spruce up their resume with the G:G or the GB@AB;G because
thatGs the world we live in. They are doing what & call, Nchecking the bo,N.
(o not be fooled by their success with those NdegreesN. Their success with the N$uickie
online degreeN is built (5TI.(<A on their previous e,perience in the military or another
organi%ation. =ithout a similar foundation to stand on, your e,perience with that same
NdegreeN will fall very short of theirs.
@s & have mentioned in previous posts and countless blogs) borrow student loan money
with great caution. Education can transform your life for the better if you choose wisely
in terms of your schoolAcollege and your jobs.
@s an educator, & have had the opportunity to speak to many community and student
groups about education and workforce issues. &Gll close this post with my standard theme)
N&n 5614 if you had a degree, you could walk into the ;teel :ill across town, show them
your NsheepskinN and get a job in management. 7ur steel mills and factories are mostly
gone< lots of people have degrees - many of them of $uestionable value - and today the
B@AB; degree is the new high school diploma. &tGs not 5614 anymore.N
Education is a wonderful goal to pursue. :ake sure your pursuits are appropriate to your
progress to date so you don.t invest in a 5614 ideal for a 35st-century workforce.
@m%race the power of simplicity
@ugust 49, 345B
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in;hare519
Error) *eference source not found -ou.ve
got a great product and you want to tell everyone about all of its great features and
benefits.
This is a problem.
&t.s a problem &.ve e,perienced in dealings with firm presidents to marketing writers.
The fact is that your customers just don.t care. Dnless something is simply so new and so
in tune with the challenges they face, 66 times out of 544, they don.t have the time to
spend on your four-page treatise about why your product is so awesome. J&n fact, studies
have shown that people don.t read many emails they forward or watch more than several
seconds of web video.K
+onsider the following)
This need for focus will help you create the %est positioning and
messaging possi%le
:aking decisions about what.s most important can be tough< & recommend close
collaboration with your field ;ales force. ;econdary features can be promoted in other
content Jsee belowK.
#ocusing on a single feature or %enefit can help you create a more
ro%ust content en*ironment
;tart by creating content around the primary benefit of your product and branch out from
there by developing other content for secondary features. /aving a variety of content
focused on different pieces provides fle,ibility in delivery. J& like to say that if you have
54 wholesalers, they.ll have 34 different ways or benefits they like to promote< give them
the options they need to make your content work with their sales style.K
1ore content means your wholesalers ha*e more e;cuses to drop in on
their ad*isors
@lthough most marketers are loathe to admit it, when it comes to wholesaling, a lot of
content is simply an e,cuse to drop in and share something new with an advisor. /aving
lots of content focused on different individual benefits supports this model.
&f your :arketing team is set up to around a model that.s built for efficiency and speed to
market, this shouldn.t be a problem. &n fact, it should help drive both of those things.
Embrace simplicity in your messaging and content. Dltimately, it promotes freedom Jand
contentedness to the e,tent that.s ever possibleK among your ;ales team and should be
more effective in connecting with advisors and their clientele.
(hy your %usiness needs a content
manifesto
@ugust 49, 345B
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in;hareF8
@ll the talk of storytelling. @ll the key hammering of content marketing. :arketing is
reaching fever pitch. =e.re all becoming publishers and to celebrate there.s a big digital
publishing party going on right now. The invite will drop into your inbo, soon enough.
-ou.ll be welcomed to read a blog, asked to attend a webinar, escorted in the direction of
the nearest infographic. The party is in full swing and you can guarantee there will be a
few sore heads in the morning.
Error) *eference source not found
#irst of all read the instructions
=hen & buy an electrical gadget & rarely Jby rarely & mean neverK read the instructions.
:icrowaves, irons, lawnmowers, the list goes on. =hen you think you know how to
operate something, you don.t have the time to read the apparently obvious. *eally, an
instruction manual for an iron>
Then, you feel like a prat when you melt the plastic tray, burn your favourite shirt or
shred the back garden. The instruction manual was thrown out with the packaging. -ou
continue to learn as you make mistakes.
1istakes are good
:ost serial entrepreneurs will tell you that they wouldn.t be the success they had become
if it wasn.t for the mistakes they made. ;o, & guess burning a few holes in your shirt isn.t
such a bad thing>
Oand mistakes are %ad
=hen you assume too much your mistakes are more dramatic. :ore avoidable. The
biggest mistakes you make aren.t the inevitable deviations that occur when you.re
heading in a particular direction without instruction. They.re the fatal mistakes you make
when you set off in the wrong direction from the outset.
?et6s talk content marketing strategy
=ell, let.s remove the word Mstrategy. and just focus on content marketing for the time
being. &t.s all a bit Mfree. isn.t it> The plaftform> -es, =ord#ress is free. The content> o
worries, the internal memo landed on the desk inviting everybody to write the content
will be free too.
;o what happens> ?o and behold, you.re now the proud owners of a company blog.
(riven by the idea of populating Coogle with the musings of your sales team and pulling
in new customers left, right and centre.
=here.s the content marketing instruction manual>
There is no manual is there> This is pretty simple stuff. =ord documents, but now you
click Mpublish. rather than Msave.. @n abundance of opportunity ignored because
businesses don.t have instructions to follow.
(ho writes the instructions?
This is the task that lies fairly and s$uarely on the lap of the marketing department. -ou
don.t need an instruction manual if you don.t know what the machinery is meant to
achieve for you in the first place.
The instructions for your content marketing plan don.t reference the buttons to click or
actions to take. They involve answering one key $uestion ' =hat use is your content
marketing to your audience>
-ntroduce a content manifesto
@ manifesto offers the reader a Mpublic declaration of policy and aims.. /ow good does
that sound> @ open letter to your online audience telling them about what you stand for
and your ambitions.
&t doesn.t matter if you.re a startup, one man band, or a multinational business. -ou
re$uire a manifesto. ;tay on message. (iscuss your policy. E,ceed your aims.
=hen you create a manifesto you.re not simply typing, for typing.s sake, you.re sharing
the reason why your content e,ists in the first place. This is for internal use as much as it
is for your new reader.
#eople take notice when you refer to a document as a manifesto. They listen. Lust like we
did when ?ocke, ;earls, =einberger and ?evine unleashed Mthe end of business as usual.
through The +luetrain :anifesto on marketers and business leaders 51 years ago.
This was written 51 years ago<
=hat if the real attraction of the &nternet is not its cutting-edge bells and whistles,
its ja%%y interface or any of the advanced technology that underlies its pipes and
wires> =hat if, instead, the attraction is an atavistic throwback to the prehistoric
human fascination with telling tales>
Eive thousand years ago, the marketplace was the hub of civili%ation, a place to
which traders returned from remote lands with e,otic spices, silks, monkeys,
parrots, jewels S and fabulous stories.
;ounds very familiar doesn.t it>
+all it what you will, a content manifesto needs to e,ist within your business. Tell your
audience why you.re sharing the information that you do. Tell them why they should be
fascinated by your tales.
?earning Through Art !etter Thinking,
!igger -deas and Art
@ugust 49, 345B
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in;hare98
&t is widely noted that Einstein came up with some of his best scientific ideas during his
violin breaks, which he believed connected different parts of his brain in new ways. &t.s
the thinking process which Einstein coined as !combinatory play". This is the notion that
creativity is combinational) humans amass a collection of cross-disciplinary building
blocksSknowledge, memories, etc, and then combine and recombine into something
new. Erom this mental pool of resources beckons the infrastructure of what we call our
own original ideas.
:aria #opova of Brain #ickings has written greatly on the subject of combinatory play or
Mnetworked knowledge., stating !&n order for us to truly create and contribute to the
world, we have to able to connect countless dots, to cross pollinate ideas from a wealth of
disciplines, to combine and recombine these pieces and build new castles." =hether it be
painters refreshing their perspective through mechanical engineering, mathematicians
looking to the discipline of philosophy, or technologists looking to the work of science
fiction writers, the many branches of education are far more connected than one may
have initially perceived.
But how is it that disciplines on opposite ends of the spectrum can influence each other>
/ow is it that this Mconnectedness. works> The intersection of art and various discplines is
a fair place to reference to begin to better understand the notion of combinatory play.
The Cuggenheim :useum in ew -ork has the educational program ?earning Through
@rt J?T@K which works on the premise that the skills generated from analysing and
interpreting art can be transferred to understanding of written te,ts. @ study based on the
effectiveness of ?T@ found that students who participated in the program performed
better in literacy and critical thinking skills than those students who did not participate.
The main si, categories that reflected this were) e,tended focus, hypothesising, providing
multiple interpretations, schema building, giving evidence and thorough description.
Eurthermore, the study noted that students that $ualified as !low-performing" showed a
marked improvement in the aforementioned categories, as well as demonstrating boosted
confidence towards school after the ?T@ sessions.
&n @ustralia at the &an #otter :useum of @rt, a similar academic programs session runs
for various disciplines, including music composition, special needs dentistry, commerce,
science and engineering. ;pecial needs dentistry and art aren.t two disciplines that one
would necessarily pair together, but the students from a recent academic programs
session found it rather useful.
The students were re$uired to analyse various anatomical works in the gallery. The first
analytical component was a subjective analysis, the second component an objective
analysis. The students were largely responsive and delivered interesting findings to the
groups. =hat such analyses prompted was a more psychological understanding of the
figures in paintings. Eurthermore, these paintings represent ideas about human life
spirituality, ethics and reasons. The ideas that comes from these interpretations and
analyses is then an addition to their current scientific knowledge, thus combinational. The
students have the tools to look past their patients as merely patients and humanise their
approach.
7ne student commented, !&t is interesting to see what we have a perceived idea of and to
identify different perspectivesif you see more people with special needs, you can
differentiate between each patient, meaning that you see each patient as a human being,
coming from different physical and mental backgrounds and situations."
&n a study by Burton et al, they suggest that e,periences, including those in the arts, can
advance general education, particularly through the development of higher order thinking
skills. They state, !human minds actively create connections and associations across a
broad front of stimuli Sor across intelligences." ;imilarly ;tafford agrees with
connectionist models in cognitive science that the mind works in combinatorial ways. ;he
proposes that abstract ideas and consciousness itself are generated in the mind through a
process of collaging, or ju,taposing of images, e,periences and ideas. /ere ;tafford uses
the term !collage" to describe how the mind works, and emphasises the connection
between art imagery and mental processes.
@rguably, there is a push towards a value of information and conformity over free
thinking and e,pression. +onse$uently, however, this means that parts of the human mind
and abilities are yet to be fully e,plored and integrated. &t was 7scar =ilde who in his
5006 essay The (ecay of ?ying proposed that it is life which imitates art, but perhaps it
could a case of life learning from art, and art learning from life. @rt and life, in this
instance, both being interchangeable.
(hat colours your emotion?
-ou can never overestimate the importance of your company.s logo. The colour and
shape it holds says more about your organi%ation than you think. The fact that people.s
emotions are inescapably triggered when they view colours says a lot more about
branding than what a lot of us reali%e.
But which colours invoke which emotions> :ore importantly, what is -7D* brand
saying to customers about your business> Eollowing trends from various popular brands,
let.s e,plore the vivid messages that are conveyed by brand colour.
Red
=hen you see +oco-+ola, ?ays and =impy brands, you immediately associate them with
trendy. &t.s all about what.s young and happening. *ed conveys a message that speaks
boldly to those who are attracted to strong, vibrant messages.
,reen
(id you just made your logo green because you liked the colour> Think again. Creen
speaks of health, nature and calmness. B# successfully gives us the impression that their
fuel is more eco-friendly than their competitors..
+ompanies who want to blast out a strong, loud message should stay away from this one.
/owever, if your brand intends on depicting an organic lifestyle or healthy living, then
it.s the perfect colour to represent you.
!lue
&f you want to convey a message of reliability and strength, you logo should incorporate
lots of blue in it. Blue is also often used for social media brands as it delivers a feeling of
the trust that.s associated with social interaction. &f you are an open communicator and
want to put this across to clients, then blue is perfect for your brand.
)range
7range is all about fun and friends. -our surf shop or party planning business would
benefit from a nice orange logo. Think of Eanta, ickelodeon and /arley (avidson.
These are all about recreation and good times.
+urple
#ink, purple and magenta convey creative vision and inventiveness. &f you want your
clients to see that your company is proficient in coming up with great ideas that can
benefit them, your logo should be crafted out of this colour.
Barbie.s logo may be pink because it.s feminine, but this brand is also well known for its
diverse selections in creativity and style.
Yellow
=arm and positive, if your logo is yellow, your clients will get a sense of honesty from
dealing with you. +lients who are careful to search out the best deal will gravitate to this
colour because they feel that you are open and clear in your communication. Tyre
companies, photography brands and couriers prefer yellow for their logos.
,rey
Black, white, grey and silver are neutral colours that send out a neutral message. &f you
want to come across as balanced, serene and composed, your line of clients may
appreciate you for it. The objectivity of these colours will say that you know what you.re
doing, and plenty of options are not necessitated by your clients.
(iversity
;@ television giant :ultichoice boasts most of the colours we.ve mentioned here. This is
because they offer diversity. @ multicoloured logoSlike Coogle or EbaySshow clients
that they have multiple options when dealing with this company.
Not getting the email results you want?
1ake sure you6re following these < email
marketing guidelines4
@ugust 49, 345B
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in;hare94
Error) *eference source not found There.s not
a person reading this whose firm isn.t doing some sort of email marketing. @nd you
should even with all of the technological changes taking place in the world of
marketing T sales, good ol. email continues to be one of the most effective and cost-
effective ways to generate leads and then nurture them over time.
But like anything else it re$uires planning and discipline to do it right. To help make
the most of your email marketing efforts, make sure you.re following these 8 critical
guidelines
.4 +ro*ide *alueO don6t sell4 There are a few emails that & receive every day. -es
every dayO @nd you know what> & look forward to receiving them. =hy> Because they
provide content that.s interesting or useful to me. -ou need to be doing the same. ;top
selling. &nform and educate, instead. /elp solve your readers. problems. Dse email to
position your firm as a thought-leader and showcase your e,pertise. T/@T is what will
lead to new business opportunities.
54 ,et them to your we%site4 & receive emails ' from a couple of research firms ' that
seem to go on forever. & have to keep scrolling and scrolling and scrolling. Eor one, that.s
just not a reader-friendly email. :ore importantly, though, if you embed a full article in
an email ' and even if it.s a good article ' you.re not pushing them to your website
which you @?=@-; want to do. Dse the email to Mtease. them about the article, then have
a button that says, MTo read the complete article, +lick /ere.. 7n your site, they can finish
the article, learn about what you do, access other resources, etc.
74 1easure what you do4 :ake sure you.re using a commercial email platform that does
two things)
5. Tracks all of the basic metrics ' emails sent T received, opens, bounces, opt-outs
and click-thrus
3. #rovides a list of =/7 did what, for tracking and follow-up.
:onitoring metrics teaches you how well your email marketing is performing, what
content topics interest readers and helps you to fine-tune the process with @AB testing
Jwhich kinds of subject lines work best, which day of the week gets the best results,
which layout is most effective, etc.K. The goal> +ontinuous improvement.
94 $on6t %e spammyT &f you haven.t done business with the people in your database,
swapped business cards with them at some point or if they didn.t download one of your
white papers then they shouldn.t be there. @lso, just because they connected with you
on ?inked&n doesn.t mean they want to be on your email list. @nd please don.t Mscrape.
online directories and drop emails in your database. Einally, if someone wants to opt-out,
make it easy for them. +heck out the +@-;#@: rules if you.re not sure what to do.
:4 !e consistent4 ?ike & mentioned earlier, some emails & receive daily some weekly
and some monthly. &t doesn.t matter what fre$uency you commit to you have to stick to
it. This means editorial calendars and a production schedule. By the way, your inability to
stick to something easy ' like a regular email schedule ' might leave an impression with
your clients that your project management skills aren.t very good not what you want
them thinking.
34 -ntegrate the look and feel4 =hen a recipient receives one of your emails, there
should be no doubt that it comes from your firm. The look and feel of the email should be
very consistent with your website, blog and other marketing communications. This is not
the time to try something new in fact, it.s a great opportunity to reinforce your brand in
the marketplace.
<4 Take care of your data%ase4 Eor email marketing success, taking care of your
database means two things...
5K Cet rid of bad email addresses. The bounce-back list you receive after each email blast
is a good resource for this. Eor each Mhard bounce. Ja permanent errorK, remove that email
address. @lso, pay attention to your ?inked&n email notices about people changing jobs.
Dse that information to keep your email database up-to-date.
3K ;egment your list. & am ama%ed at the databases & see where everyone is just lumped in
together clients, prospects, vendors and even competitors. Take the time to segment
them into the appropriate groups. -ou might even want to consider dividing the clients
and prospects further ' into the industries they.re in. -ou do all of this for two reasons '
to make sure that only the people you want to receive your email receive it Ji.e. no
competitorsK and to be able to target mailings Je.g. only to clients or only to those in the
automotive industryK if you choose to.
Bottom line) Email marketing is going to be with us for the foreseeable future so make
it part of your arsenal and make sure to do it right by following the email marketing
guidelines above. -our results will be worth the effort.
E*EE (7=?7@() To download a free spreadsheet for tracking and reporting your
email activities, +lick /ere Jno email address re$uiredK.
Smart 1arketers (ill Approach @mployee Ad*ocacy with &aution
=ith any emerging marketing trend or concept there are risks involved. Lust as :ike
Bailey points out in this recent post, marketers today are well aware of the potential
ha%ards when it comes to trying out new things. ow, don.t get me wrong&.m not
saying employee advocacy is too risky and you should avoid it. &n fact, &.m about to tell
you the e,act opposite.
The truth is, if you don.t take some chances and e,periment you will be left behind in a
cloud of virtual marketing dust. @fter all, often times the most engaging marketing
campaigns are fresh ideas that utili%e new technologies and concepts as a vehicle to show
consumers something special and uni$ue. :eaning, you don.t want to get stuck in a rut.
=hile & won.t tell you to avoid employee advocacy because of the risks, & will advise
marketers to proceed with caution. =hat & mean by that is, don.t be foolish. These are
your employees, they mean everything to your company and your culture. (o not, under
any circumstance, take this responsibility lightly. Eor an employee advocacy program to
succeed it needs to be thoroughly defined, and e,ecuted with precision from start to
finish. The last thing you want to do is spin up a program that is underdeveloped and
have it fall flat on its face. &t takes the proper time, resources, and strategic partners to
pull it off. @ll of these are attainable, but sometimes aren.t baked in for an employee
focused program like they may be for other more traditional digital marketing campaigns
like paid or social.
The concept of employee advocacy is still very new to most marketers. But, there are
thought leaders and resources Jlike ;ocial :edia TodayK that can fill in the gap for those
needing to learn the basics. 7nce familiar, a logical ne,t step is to find a strategic partner
that can assist with building out your program by defining goals and guidelines that align
with your company.s culture. &t.s critical to find a resource Jthis could be a consultant,
agency, or vendorK that has a vast understanding and real world e,perience planning,
launching and managing employee specific initiatives. Technology can solve for a lot, but
without a truly knowledgeable partner with hands on e,perience you will likely find
yourself searching for answers at some point in the set up process.
-hich employees do start with/ Cow do introduce the program to them/ -hat
types of content should distribute to them/ Bo need to train employees on the
basics/
These are all $uestions &.ve recently heard marketers asking, and they are all completely
valid. -ou should be addressing all of these and more to ensure you have e,plored all of
your options and have the current processes in place prior to launch.
;o, don.t be tentative and let other marketers pass you by, but be smart and use caution
when integrating your employees into the marketing mi,. They are your voice and can
greatly impact the way others see your company.
Niche Sales and 1arketing for +ayments
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;elling products to other businesses has always been a difficult task, but time and time
again, a focus on niches has served companies well. 7ne of my first jobs was as a web
developer at a startup that was selling low cost internet access in the 5664s. =e were one
of many in a field that included the big guns like etRero. The company was dribbling
along until we decided to go after a segment that was relatively unwanted by our
competitors) senior citi%ens on fi,ed incomes. By choosing this challenging niche use
case of connecting seniors on a budget, we found a segment that we could de*elop. The
only thing & had to do was increase the font siCe on our websitesO
;imilarly in my three years at Ripmark, we have been able to stay focused despite the
fintech mosh pit around us. =e choose to focus on a challenging Jand lucrativeK set of
vertical apps and a specific payment type. Ripmark is focused solely on making payments
to and from business checking accounts. ThatDs it4 &f a prospect needs any other kind of
payment, we send them to our partners like Iantiv or +ardinal +ommerce or, turn them
away JpolitelyK.
This has enabled Ripmark to gain advantage in some key operating areas across the entire
business)
$isco*ery &tGs easier to get found when you have a specific solution. @s we have been
more visible, our efforts have shifted to increasing our inbound volume with the
right sales and marketing strategies. & have a goal that nobody on the Ripmark
payroll should ever talk to anyone that isnGt already a customer or in the process of
buying. =e arenGt there yet, but itGs going that way.
1astery &nstead of being a jack of some trades, going at a specific niche helps
develop e,tra insight, improving your companyGs credibility and product roadmap.
&t also helps your sales callsAemails, and your #*. &n a few short years, Ripmark
has relationships with major business publication that come to us for subject
matter e,perise on checks or financial process automation. +lient companies also
feel confident that the product will improve in a direction that will usually apply
to their business needs.
&redential Qalue @t my last company, we sold to banks, and my board was keenly
tuned into the challenge of getting those first few credentiali%ing LsicM
installations to use as references. =hen your company is focused on selling for a
niche use case, those references have even more value, even across verticals) @
utility companies that uses Ripmark can offer a very credible benchmark to a
property management company that is considering us for rent collection. Their
businesses are relatable and have similar pain points around billing. This also
drives referrals and other organic growth opportunities.
The truly great thing about B3B niches is that invariably there are adAacent niches that
your company can address with a manageable amount of investment and higher levels of
predictability. @s RipmarkGs technology and team matures and improves, we are
constantly discussing these strategies and will judiciously address these opportunities to
grow even faster.
1arketing Automation, a &autionary
)pinion
@ugust 49, 345B
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in;hare9B
Error) *eference source not found The hype
cycle around marketing automation is considerable these days< & confess my own
company builds such systems Jwhich & helped defineK. &n reading the e,tensive hyperbole
& feel compelled to offer a !time out" which is likely to upset some.
These systems could offer a step forward< however, & caution the marketer to think twice,
consult with your &T team and make sure you can demonstrate a positive return within
three-years ' at risk of looking foolish and possibly losing your job. @t best, & see them,
must like !big data," a journey. Therefore setting appropriate e,ecutive e,pectation is
strongly advocated.
-ou likely have two options, a ;aa; +loud solution or in-house. :ost of the in-house
solutions are offered by big name enterprise software firms an,ious and happy to take
your check Jme includedK. =ill the systems work, yes, sort of. The trouble is how future-
proof are they> ot very in my thinking, thus my call for a time out.
The future of the data center, &T and networking is to orchestrate and automate every
business process with &T and element of the resource grid. They all meet at the
configuration management database J+:(BK. Eive-years or so, this will become the
norm and ;:E data centers are likely to disappear. Everything can be spun up as a simple
virtual machine JI:K and then we see the power of software defined networking rise.
The problem for you my marketing friend, is your customer relationships, managed by
the wonderful marketing automation platform your invested in, is highly unlikely to work
with all this. &t simply is not designed to do so. 7h, but your system integrator is likely to
figure out a !fi,."
7*you can take a step back Jtime outK. Creat topic to invite your &T guys to lunch
over< ask $uestionsO +hallenge, find out how these platforms Jwhich are not ine,pensiveK
will likely integrate with new technologies J&oT, mobile sensory data, EI, ;(, Eog
+omputingK and who can do it> /ow adaptable are they. ?ike !big data" you are not very
likely things right straight out of the bo,.
The hype around marketing automation, combined with the myriad of !e,perts" out there
give me pause< & hope it does you as well.
'ow to %e a marketing success? +a*e the path4 Talk the walk4 And don6t stop now4
Bold. @nd true. Because successful marketing is not just a journey, so much as a never-
ending story towards a visionSand not a certain destination. @ story into the world of
branding where you must walk the walk, talk the talk and maybe even take a leap of faith.
TA?" T'@ TA?"4
Cive your brand a voice. @nd tell a story. =hy> =hen a brand has a clear voice, it has a
clear identity. Eor e,ample, Lonah ;achs, author of =inning the ;tory =ars Jdeemed by
East +ompany maga%ine as one of their fifty most influential social innovatorsK boldly
claims !those who tellSand liveSthe best stories will rule the future". ;achs emphasises
the importance of identifying your values, designing what your core story elements are,
and then living your story, your !truth".
TA?" T'@ (A?"4
To be a modern marketing success, it is not enough to communicate a core brand identity
with a clear brand voiceSyour brand voice must be authentic, reactive, responsive and
recognise that in this era, the marketer and audience are in a partnership of sorts because
marketing is interactive, engaged and evolving. Rappos, the online shoeAfashion store
serves as a thriving e,ample of a company who stories their journey. &n fact, they do not
even let their trainees interact with customers at all until they have completed the 0 week
training programmeSor embraced the Rappos philosophy of =7=) doing something
thatGs !above and beyond whatGs e,pected". Before this policy, how did they let go of the
bad fits> They used to offer trainees money to take a walk and $uit their job.
TA"@ A ?@A+ )# #A-T' 444
&conic brands know how to go with the flow, get back up again if they fall, and know how
to catch a wave. 7ld ;pice did not let itself drown. &t may have been washed up for a
while in a sea of clamouring competition on the perfumeAaftershave market. But it
resurrected itself, took a leap of faith Jor in this case caught the waveK. /ow> =ith a
daring digital strategy.
)R FBST SBR# T'@ (AQ@4
&n resurrection, 7ld ;pice created a massive viral impact with a daring digital strategy in
what became the most popular commercial message on -ou Tube in 3454 with a video
clip entitled The :an -our :an +ould ;mell ?ike< a humorous spoof video featuring a
handsome male model stepping out of the shower Jsmelling of 7ld ;pice as he e,plainsK,
and asks lady viewers to take a good look at him, then at their man, then back at him
again before delivering the final line of what became an instant interactive social
media hit that hitchhiked on twitter feeds, and inspiring hundreds of spoofs Jthat also
went viralK.
T'@ "@Y ST@+ T) 1AR"@T-N, SB&&@SS?
&s there actually one key to successful marketing> & would be lying if & said & knew for
sure. But there is one thing that & am certain of. @nd that is> -ou can never know. ;o> (o
it. But never be done with it. Because marketing is not just something you do once, it is
something you do, then do again, and again, and again. &t is something you can never be
done with. &t.s iterative. &t.s live. &t.s digital (arwinism.
But where do you start> Take a leap of faith. @dopt a new working strategy. :ove beyond
marketing as we know it and give life to your brand journey. 7ne story. 7ne voice. @nd
one branded step at a time.
1icromanagers #lushing &ompanies $own the Toilet, )ne $etail at a Time
#eople don.t leave bad companies. They leave bad bosses. They don.t leave flawed
organi%ational structures and abandon lousy products and technology. They leave flawed
leadership.
o matter how brilliant a company.s products andAor services may be, if management is
dysfunctional, that company will have serious problems. &t may not be immediate, but it.s
nearly a guarantee that it will happen. This concept may sound like a no-brainer, but it
continues to happen across all companies and industries, both big and small.
There is so much emphasis on &Z in organi%ations, and not enough on leadership. ow
we have a bunch of technological geniuses who are socially and emotionally inept.
The problem> @ complete lack of emotional intelligence, insecurity, and sheer
incompetence on the most basic level.
?eaders set the tone of an organi%ation. The outer environment is a reflection of the inner
environment of those who establish the $uality of the company. =hen the leaderJsK are
chaotic and manage without a solid foundation or strategy, the whole operation turns into
fire drills, with everyone running around like beheaded chickens.
The only thing this creates is a sustained profile of hysterics and frustration.
The $angers of 1icromanagement
:icromanaging is a method of management in which an individual closely observes or
controls the work of an employee. &n comparison to simply giving general direction, the
micromanager monitors and evaluates every stage in a process, from beginning to end.
This behavior negatively affects efficiency, creativity, trust, communication, problem-
solving, and the company.s ability to reach its goals.
The typical micromanager spends their time directing employees rather than empowering
them. They are often very insecure. They spend more time with the details of business
operations instead of planning the company.s short-term and long-term growth strategies.
The fact of the matter is, time (7E; e$ual money. =hen the designated leader of an
organi%ation is wasting time Jand therefore moneyK on overseeing projects instead of
focusing on specific growth opportunities, it.s time to reevaluate a few things.
There is a huge difference between leadership and simply using one!s title
position and given authority to e)ercise political and4or bureaucratic power.
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The effects of micromanagement can be disastrous for a company.s culture. Employees
will soon reali%e that you are not listening to them. They will undoubtedly shut down,
stop making suggestions or going to you with $uestions. Dltimately, employees will
become disenchanted and will eventually $uit to work for another company.
:uch of the time, these $uasi-leaders believe that they are the only ones who understand
the business model and are the sole reason for the company.s revenue. They will often
surround themselves with passive people who don.t $uestion their authority, and fail to
challenge or critici%e their actions. These managers also tend to be e,tremely closed-
minded to new approaches or ideas to solve problems.
&t is for all these reasons that these types of managers will never hold a high level position
at a large company. 7f course, e,ceptions are noted, we often hear of e,ecutives who
behave this way, but for the most part, they just do not possess the characteristics re$uired
to deal with projects and people in a productive and meaningful way.
2eople don!t leave bad companies. They leave bad bosses.
:icromanagers want things done in a particular way. =e all do - the right way! '
translation ' my way!. /owever, when these managers communicate re$uirements,
they.re simply telling them to e,ecute. &n this case, they.re not asking anyone to think for
themselves. @nd employees who actually engage in their work, won.t be satisfied for
very long.
:anagers certainly do not always have the best and brightest answers. ?etting employees
become part of the decision process is so important for increased productivity and helping
everyone feel valued.
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found
Bnderlying +ro%lems
The underlying psychological
issue of micromanagers is that
most action Jperhaps reaction is a more appropriate descriptionK is based on fear, not
reason or evidence. This causes major problems. Eirst and foremost, their fear drives their
need to control the details in processes, and their need for constant recognition. &t.s not
uncommon that most people who work with micromanagers have adapted their own
behavior to try and prevent confrontation. /owever, enabling these issues only makes the
problem worse.
There is also a failure to prioriti%e, making managerial and operational rhythms suffer.
!#ost-mortem" meetings become the norm, rather than after-action reviews. Blame is
thrown in every direction e,cept the manager.s and turnover gets worse.
(hat 1akes a ,reat !oss?
5. 0ommunication1 @ great boss is a communicator who has the ability to relate
deeply to others, someone who is able to empathi%e and recogni%e the talents in
their employees and peers. They have strong emotional intelligence and self-
awareness, and speak and act with integrity.
3. Delegation1 Creat leaders know when and how to delegate and, for the most part,
remain removed from the project, trusting their employees to be professional and
produce results. They know that being involved in the granular details of these
projects is a waste of their time, and inhibits their employees from feeling free to
do great work. They know that they should trust their employees and don.t
micromanage to the point of distraction.
9. 7airness1 There is a difference between treating employees e$ually and treating
them fairly. ?et.s face it) ot all employees are e$ual. Everyone is different. ;ome
employees create different value within the organi%ation. @ great boss treats
everyone fairly, but not e$ually.
B. 8umility1 Creat bosses understand that the business is not about them. ?eaders
have to be able to talk and listen to their employees on all levels of the company.
@t the same time, they must have the respect of their employees, the kind of
respect that.s earned by being honest, having integrity, and being humble.
1. .esponsibility1 ?eaders take responsibility for their actions. &f you make a
mistake, own it. (on.t blame others for your lack of self-awareness, or make
e,cuses for failed projects and blown deadlines.
(hat $o @mployees (ant?
Employees don.t just come to work for a paycheck. -es, ;7:E do. /owever, research
suggests that most people are not simply e,trinsically motivated. They are intrinsically
motivated and would rather be respected and praised for their work instead of just paid
more.
=hat do we as employees Jand managersK want> To be left alone to do our work in peace.
Every independent and intelligent person who has the training, knowledge and desire to
work at an organi%ation has something important to contribute. @llowing them to become
a part of the process can have a hugely positive impact. ot only will they have a sense of
purpose, but also a sense of belonging and community within the organi%ation, working
toward a shared goal. To put it simply ' they will be engaged.
obody wants to have their autonomy and creativity robbed from them. :anagers at all
levels within an organi%ation must stay aware of the dangers of micromanagers and have
ways of dealing with those issues. 7therwise, there.s a rough road ahead, for everyone.
---
/ore #rticles1
5. Ten N*ulesN Eor Badass =omen
3. 7ffended> Eive *easons to Cet 7ver &t
9. +reative #rocess Hillers) =hat (esign Thinking +an Teach us @bout Building an
&deal Environment for #roductivity
B. =hy -ou ;hould Zuit -our Lob
1. (ear *ecruiters, *emove /ead from @^se
F. (itch B3B and B3+) The Zuest to /umani%e +ontent
.5 ?ittle (ays 1anagers #oster Negati*ity
Today6s work en*ironment, in the struggling economic recovery, is fraught with
pressures and workloads that are uni$ue to the times and affect all of us. &t is in this
environment that each of us must choose how weGll prioriti%e and manage each day, week,
month and year.
Stepping back, we all know that as :anagers we set the tone for the work environment,
shaping the culture by what we do and how we do it. But, in the heat of the workday, we
sometimes underestimate or lose sight of our impact, and allow ourselves to react in ways
that can undermine the positive impact we want to make on our organi%ations. &t can be
easy for us as human beings to fall into a narrowed, case-by-case perspective as we move
through our workdays, in which we decide it.s ok for us to show our feelings, rather than
managing our responses for the greater good. Eurther, as leaders during such challenging
economic times, we often delay vacations, which e,acerbates our fatigue and inevitably
impacts our ability to apply big picture thinking.
But, as leaders, we need to be ever-vigilant about building and sustaining attitudes that
promote a positive and energi%ed spirit among the people around us. =e are always
leading, and we are always sending messages that impact how people feel. @nd, it.s
feelings that drive performance. ?et us remind ourselves and one another of the impact
we have as we make even the smallest of choices and form our own work habits day by
day.
Eollowing are some e,amples of behaviors that can dilute or dry up positive energy in
people to adversely impact organi%ation performance, short or long term.
5. :ulti-task when someone is talking to you individually or at a group meeting.
3. &nterrupt or re-schedule employee one-on-ones for phone calls, people walking in, or
conflicting meetings you allow to take precedent.
9. *oll your eyes, use sarcasm, make negative comments or display anger, frustration or
disrespect for an employee, peer, customer or senior manager.
B. (on.t stand up for one of your people.
1. @llow a member of your team to be bullied by one of your peers who is powerful
politically.
F. (eliver performance reviews at the last minute or after the company deadline.
8. &nclude negative feedback on a performance review without having given the
employee opportunity to correct it during the performance period.
0. #ractice !e,ception management") focus primarily on employee missteps rather than
on recogni%ing Jand leveragingK employee strengths.
6. =ithhold assignments that offer positive visibility from a newer employee while
providing such opportunities to long term, favorite employees.
54. :icro-manage your people.
55. ;hare information on a need-to-know basis.
53. Eorget to provide an employee with information or support re$uired for his success.
&hances are, most of us ha*e e;hi%ited some of these %eha*iors oursel*es4 (hich
ha*e you o%ser*ed in yourself or others? (hat additional %eha*iors would you add
to this list? (hat are your ideas to help managers to foster a positi*e, high
performance en*ironment?
?eadership 8 1anagement 2 Stop
'erding &ats and put a Tiger in the Tank
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K'erding cats," a phrase that is often used in human resources, is an idiom that refers to
an attempt to control or organi%e a class of entities which are normally uncontrollable ' a
task that is e,tremely difficult or impossible to accomplish.
Error) *eference source not found The
origin of !herding cats" seems to be unknown, but this phrase, in all likelihood, took hold
in the business world after =arren Bennis published !:anaging #eople is ?ike /erding
+ats" in 5668. &n his book, Bennis states, !+ats, of course, wonGt be herded. & agree. +ats
won.t be herded and neither will employees. But, that simple fact brings us back to a
rather popular topic in the corporate world ' employee engagement.
&f we break down the !herding cats" idiom a bit further by e,amining the behavior of
!Eelis +atus," perhaps there.s some useful information that can be gleaned about
employee engagement.
=hile cats can be loving, playful and attentive, their behavior can, at times, be sneaky,
shy and aloof. &nherently, cats distrust humans, and they often avoid contact unless a
person is deemed to be trustworthy, genuine and caring. @s =arren Bennis said, !+ats, of
course, wonGt be herded." +learly, though, thereGs a correlation between the humanAcat
relationship and the leaderAemployee relationship. @lthough, when you get right down to
the core, engagement is a willful act ' periodO Bottom line, you can.t force a cat to
engage, and you can.t force an employee to engage either.
:ost consultants and trainers focus on the leadership aspect when it comes to
engagement. To me, great leadership and skilled management is a must. But, what about
the employee.s responsibility, though> *emember, engagement is a willful act. Even if
great leadership, skilled management, and a positive work environment are in place, that
is not, under any circumstances, an iron clad, engagement, guarantee.
7nce company and management have done their respective parts, the onus is on the
employee to either engage or disengage. ;ome employee.s simply won.t engage '
regardless what is done to foster it. &n some cases, you just have to get rid of the bad
apples. 7n the other hand, with the right management, workplace environment, and
proper training, the vast majority of employees will engage. The $uestion is< what kind of
training are we talking about>
&n direct and simple terms ' personal development training is re$uired. &n my opinion,
one of the top causes of employee disengagement is work-life imbalance. @s much as any
leader or manager would like to believe that an employee.s home-life does not impact
their work-life, it, absolutely, une$uivocally, does. This engagement gremlin Jwork-life
imbalanceK often goes undetected or is, incorrectly, disguised as the company.s
responsibility rather than the employee.s. But, it is real and it does e,ist nonetheless. &f an
employee.s personal life is spinning wildly out of control because of increasing burdens,
overwhelming demands, or problematic relationships, he or she is not going to be
engaged ' periodO
Eor an employee to 5442 engaged, he or she must be centered and firing on all emotional
cylinders. ;o, the solution is to Nput a tiger in the tank" - a phrase which originated as an
advertising slogan for Esso Casoline in the si,ties. @ tiger epitomi%es kingship, strength
and energy. ;o, fill up your tank with Esso, and you.ll have the king empowering you
down the highway fast and free.
&f you teach your employees how to eliminate stress, create balance, e,pand creativity,
increase productivity, and achieve success, you will, in essence, be showing them how to
put a tiger in their tank. &f an employee is balanced, stress-free, centered, strong, and he
or she is firing on all emotional cylinders, they will engage with the power and speed of a
tiger.
=ould you like to increase employee engagement, dramatically> =ould you like to get
your people back in the game, on the ball, and knocking it out of the park every single
day of the week> +heck out my uni$ue, powerful course and effective solution for
employee engagement below.
The Employee.s guide for Eliminating ;tress, +reating Balance, E,panding +reativity,
&ncreasing #roductivity and @chieving successO
Eor skilled management training, check out my F week course N;killed :anagement
:asteryN below)
(here to #ind the Signals for -mpro*ing
Your !usiness
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Error) *eference source not found =hether
your goal is saving money" improving a product or smarter marketing today.s savvy
business owners need deep analysis of how their consumers are behaving online.
Businesses must identify target audiences, %uild social channels, listen to social
conversations and know where potential clients are investing their online efforts.
Today.s consumers live in a always5on" always5connected world and their attention spans
are fleeting. They can move from one topic to the ne,t in a matter of seconds. Erom
weather concerns to financial trends and political affairs, search $ueries give valuable
insight into what matters most to people in a specific moment. @nd given the proliferation
of mobile devices, consumers are searching in a way that provide valuable insights into
disco*ery and research. &f you can address your consumers. needs through $uick
response, you put your business at a significant advantage.
*esist the temptation to focus on only what happens on your website. +rioritiCe what
happens around your customers journey. &f you focus your attention around every action,
purchase, and sign up you can start to understand how your business functions.
Hnowing youGre succeeding is one thing, knowing why is even better. @nd most analytics
tells us what.s happening, but it.s more important to know who.s doing it, how they found
us, what their profile is, and what are their purchases.
=here to find the signals for improving your business
Track what your customers and prospects are talking about on social media. Each day list
the relevant discussions happening in the online groups you care about. ote which
industry blog posts seem to generate the most comments and what those comments are
about. @ll industry, company and e,ecutive mentions should be captured and monitored
in order to ensure a positive brand image. ;ee what sources and topics your targeted
audiences are sharing. ;ign up for ,oogle Alerts to be notified of specific topics. 7ver
time, relevant insights will begin to emerge and you.ll adapt your business operations
accordingly. @rmed with this data, you can now begin to shape your customers opinions
and influence their purchasing %eha*ior in ways never before imagined.
e,t generation =eb J9.4K is all about the data and analy%ing it to produce more efficient
and actionable results. ;o until that.s a reality we have to use what.s available, when it.s
available.
&apitaliCing on employee engagement
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ow that you know how to get your employees engaged, how will you capitali%e on it> &n
my last post & discussed the !light switch of employee engagement". &t.s clear that
responding to your employee.s concerns with a sense of urgency is paramount to creating
an environment of engagement within your organi%ation. ;o what do you do know that
you have employees who are engaged and ready to make improvements on their own>
The answer is) Engage themO @nd it.s easier than you think.
;ustaining an engaged workforce and capitali%ing on it are really one in the same. -ou.ve
already been working on addressing the concerns of your employees. -ou.ve earned their
trust by showing that they can rely on you to remove the roadblocks that they face in their
day to day working lives. -ou know what problems your employees are facing. ow
offer them challenging assignments.
&magine if your manager showed that they were truly interested in what you do every day.
&magine if they asked if there was anything they could do to help you to be successful,
and if you told them that you needed something you saw a $uick response to your
re$uest. =hat would you do for that manager> -ou.d probably respond pretty $uickly to
anything they asked you to do. & know that & would.
&n order to capitali%e on the engagement of your employees you need to challenge them.
&n the process of getting them engaged, you.re already learned what their concerns are,
and where your business has room to improve. (elegate those improvements to your
employeesO @sk them what they think is needed to improve their environment. @sk them
what they think they could do better each day. @sk them how they think an area of the
business might be improved. 7nce they give you an answer to one of these $uestions
challenge them to think about how to make the improvements that are needed. They.ll
think about it and let you know how to make improvements in your business.
@s managers and as leaders we need to understand that our people most likely know more
about our processes than we do. =e need to trust that they will steer us in the right
direction. 7nce your people trust you and really want to work for you, they will help you
to guide your business in the best direction possible. ?et them do itO Empower your
employees to make the improvements necessary to make your business a success. &f
someone has an idea for a project or an improvement, give them the tools that they will
need to be successful and let them have at itO
=ithout empowerment engagement becomes useless. &t doesn.t matter how energetic
someone is when they come to work if they can.t have the impact that they want to have.
Cive your engaged employees the tools to make their work more meaningful for
themselves, and more impactful for the company. Empowering your employees will help
you to both sustain the engagement that you.ve created, and help you to capitali%e on it.
'ow to lose a customer in : replies
=hether you.re at lunch or at a conference, on a call or meeting to pitch your services, or
at an industry cocktail event where, over small talk, you.ve discovered some partnership
potentialSthere are basic $uestions you.re bound to hear, and answers you should never
give.
Q.4 (ho are you selling to?P (ho is your audience?
A4 K)h, our product is for e*eryone4L o, no, noO ot possible. Even the i#hone is not
for everyone. Hnow whom you.re targeting and why that makes sense for your business.
Q54 (ho is your competition?
A4 K(e ha*e no competition4L Dgh. -es, you do. There may be nobody offering
EQ@+T?- what you.re offering Jread) this is why you.re differentO This is your selling
pointOK, but there are others out there doing at least some overlapping things, enough that
they have made a business out of it. @nd you are competing for the same dollars.
Q74 (hat6s the main %enefit?
A4 K(e ha*e so manyTL Eace-palm. & am sure you do, but & asked for the :@& benefit.
There should be one that.s a differentiator. /owever, if you answer intelligently, you can
cite up to 9. !=e actually have 9 main points our clients really love about our
productAserviceAthing. 7ne is blah< two is blehSwhich might be most interesting to you,
#erson & @m Trying To ;ell< three is blee." & will accept that. But do not tell me there are
many and then start rattling them off. 7r worseSdon.t tell me there are many, and then
not be able to list anyO Eocus and know your stuff.
Q94 (hat6s your cost?
A-a4 K?et me tell you more a%out the %enefits first4L J& infer) they are really
e,pensiveOK
A-%4 K- will ha*e to talk to my manager4L J& infer) person & am speaking to is too junior
to make decisions that will impact meSget me someone else statOK
A-c4 K?et6s talk a%out that at the end4L J& infer) this person has a rigid, memori%ed
pitch and therefore isn.t knowledgeable enough about the subject matterK
A-d4 K)ur price is fle;i%lePnegotia%le4L 7* K(hat would you pay for this?L J& infer) &
cannot trust this personand the business is in betaK
&nstead, always have a pricing structure, know your margins and how much wiggle room
that gives you and what others offering similar things Jand yes, there are othersOK are
doing.
Q:4 (hy do you want to do %usiness with me?
A4 K- don6t know4L @ndne,t.
&deally, you should have an idea as to why &Amy company specifically would benefit from
what you.re offering. & might give you a pass if you answer along the lines of"7ur
other digital content clients who play in the tech space have really benefitted from Q-R
Jand let me tell you howK so & thought you should know about it also.N
(ant a &ompetiti*e Ad*antage? #ocus on
&ustomer @;perience
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Error) *eference source not found
Ever have a week where so
many ridiculous things happen to you that you.ve just gotta laugh> ?ast week that was
my week. =e were in Elorida, on an island in the Culf. 7n :onday, & was teaching my
daughter to drive a golf cart and we crashed it, making me the butt of one million jokes
from my ridiculous husband. ?ater that day, we were at the beach swimming and & dove
into a wave. Dnfortunately, & forgot & was wearing my *ayBan sunglasses at the time. 7f
course they were instantly gone forever. & was afraid to touch anything else for the rest of
the day because we all know bad things happen in threes. =hat does all this have to do
with great customer e,perience leading to more profitability> &.ll tell you.
The !est &ustomer Ser*ice 2 @*er
&.ve been a Rappos customer for a long time. & like them, & trust them and & love the fact
that & can order something and if & don.t like it & don.t have to jump through a ga%illion
hoops in order to return it. This is especially helpful if you have a slight shoe addiction.
7n :onday, & lost my favorite sunglasses. &.m at the beach. & need sunglasses. & could.ve
hunted all over the island for someplace that sold them, but that would.ve cut into my
happy hour. #riorities, people.
&nstead, & logged onto Rappos at Bpm the day of my unfortunate wave diving incident,
and ordered a replacement pair. @s soon as & hit !buy" & reali%ed & hadn.t selected
e,pedited delivery Jwhich was an e,tra X51-31K and thought that was a stupid move on
my part. & can.t swim without wearing contacts, and if &.m wearing contacts, & really need
sunglasses. ;urely that.s worth an e,tra X31 right -- &.m at the flipping beach, for pete.s
sake. & immediately called Rappos. customer service number to modify my purchase. The
nice rep & got took just a minute to look up my account and said, !=ell, ;helly, even
though you didn.t order e,pedited delivery, you.re a I&# customer. =e upgraded you as
soon as we got the order, free of charge." Eree. E,pedited. (elivery. =ithout asking for it.
=ithout paying for it.
& asked when it would ship and he said that it would ship on Tuesday Jsince the order was
received late in the dayK and that it would arrive on =ednesday. #erfect.
The ne,t morning ' one day later -- we got up and went out for a bike ride and breakfast.
=hen we got back to the house at a little before oon, there was a Rappos bo, on the
front step. Dmmmmm, that.s not only e,pedited delivery, it.s how did they make this
happen so fast ridiculously awesome delivery. &f & weren.t already a Rappos. customer
for pretty much forever, this would.ve solidified it.
,reat $eal *s4 !etter &ustomer @;perience
+ustomers today are pretty predictable. =e want what we want when we want it. & know
there are plenty of shoppers out there who are all about the deal and & think that.s terrific.
#ersonally, &.m less about finding a great deal and more about finding a great e,perience.
&f & can have some semblance of both, that.s awesome, but &.ll spend more for a better
product and for a better customer e,perience every day of the week. & don.t think &.m
alone on this ' what about you>
"ey to Success A*oid !ecoming a &ommodity
#roviding great customer service as a foundation of your business ' no matter what you
do ' is really important. &n our &nternet of Things world, where anything and everything
is available at the click of a button, it.s all to easy for what businesses do and sell to
become a commodity. &f there.s no point of differentiation between what you do and sell
and what someone else does and sells, how or why should a customer buy from you>
#roviding spectacular customer service is a major point of differentiation and might be all
you can do to avoid becoming a commodity.
&n my Rappo.s e,ample above, they already had my business. =hat they got as a result of
their outstanding customer service resulted in me being even more of a committed
customer and vocal brand advocate Jwho incidentally happens to have a pretty visible
online footprintK than & was before. Before, & was just happy to be a customer. ow & want
to tell everybody about =/- &.m a happy customer and make sure they know how
awesome Rappo.s is. /ow valuable is that for business> /ow valuable would that be for
your business>
/ere.s another e,ample. :y neighborhood toy store sells a lot of toys. They sell some of
the same things that Target does, but their prices are a few dollars higher here and there.
But what & get at the neighborhood toy store is kids who work at the store day in and day
out making recommendations based on their e,periences as to what kids like and want
and the real time feedback they get from customers. @dd to that the fact that they giftwrap
my purchases free of charge and why would & shop anywhere else> &f that.s not worth a
couple bucks e,tra, & don.t know what is.
-t +ays to )ffer Superior &ustomer @;perience
Today, whether you.re selling online or off, focusing on customer e,perience should be
as important a part of your integrated marketing strategies as anything you.re doing with
regard to search engine optimi%ation, social, content, lead gen and the like. &f you do all
these other things without focusing on deliver a great customer e,perience, chances are
good it won.t matter. +ustomer e,perience e,tends to your website, your mobile
presence, what you.re doing in social media, what kind of content you.re creating and
how it.s serving or benefitting your customers, what happens before the sale, during the
sale and after the sale and what happens online as well as what happens offline. +ustomer
e,perience is the whole enchilada and marketers today need to understand that the whole
enchilada is what matters ' not little pieces of it. They all have to work together. &f you.re
not focusing on this in every part of your business operation, there.s no time like the
present to start.
+ompanies who outperform get this. This is a snippet from an infographic from the folks
at Iision+entral, based on data from Eorrester.s +ustomer &nde,)
+ay 1ore for a !etter &ustomer @;perience?
& mentioned above that &.m more interested in better products and a better e,perience
overall than & am in a great deal. & don.t have the time or energy needed to ferret out super
awesome bargains and &.m not convinced that great bargains really are all that great. &.d
much rather buy from companies & trust and where & get a great e,perience than the
alternative.
/ere.s another snippet from Iision+entral.s infographic on this topic Jculled from what &
consider very reliable sourcesK, which shows &.m not alone on this front.
@s you can see, focusing on customer e,perience makes a difference. That.s what makes
a company like Rappos successful. That.s what makes my neighborhood toy store
successful. @nd that.s what will ultimately help ensure that you and your company won.t
become a commodity. The Iision+ritical team has developed an ebook on this topic. &.ve
not yet had a chance to read it, but &.m going to. &f you.re interested, &.ll link it below.
(hat A &rappy &up )f &offee Taught
1e A%out !usiness
@ugust 49, 345B
168
1F ?ikers
58 +omments
in;hare599
:y morning routine consists of organising a school day for my children, dressing myself
in something that doesnGt have)
5. ;not,
3. +rayon,
9. 7r anything suspiciously sticky on it
Then, if &Gm lucky, arranging my hair into a neat, semi-professional Gdo, and rushing out
the door to my favourite coffee drive through on the way to the office.
:y morning coffee is a pause and a break in my hectic routine. Even sitting in the drive
through $ueue can be a respite from the demands of the world for a moment. -esterday
however, it all went wrong...
N=hat do you want>ON
The young man serving me coffee crackled over the speaker bo, in tones that woke me
out of my still semi-rela,ed state. & was taken aback, & knew & wanted a latte, double shot,
with caramel..
NLust a doubleshot caramel latte pleaseN
& stammered my reply
NThatGll be XB.14, drive through to the ne,t windowN
/e shouted back.
#erhaps he was having a bad morning. & scraped up the change from my coin purse and
slid forward to the ne,t window. & am usually greeted by a smile, the warm smell of
freshly ground coffee and the upbeat energy of a team who are there to serve.
ot this particular morning.
#erhaps he was having a bad day... #erhaps he had heard one too many lame NThanks a
?atteN jokes, whatever had happenened this young man was the opposite upbeat,
energetic, and happy.
& handed him my coins, smiled and thanked him.
/e turned to the other young man working at the coffee machines
NBilly Jnot his nameK (id & tell you about the chick & stood up last nightN
& sat in my car wondering if this was actually happening. =as he really publically
shouting about how he mistreated a young woman> @t work... in front of his customers> &
mean, & was literally less than a metre from him. & could hear everything he was shouting,
and could see the reaction of his team members around him.
& began to notice everything else...
/is dirty shirt,
/is unclean nails
/ow he clearly hadnGt brushed his hair
/ow he didnGt say please or thank you
/ow he clearly didnGt care about where he was...
@nd & became increasingly glad that he wasnGt making my coffee and had only taken my
money.
;o what did this teach me about business>
The e;perience counts Aust as much as the product4
Even if my coffee had been the most ama%ing tasting coffee ever, it was still ruined by the
customer e,perience. +onversely, had the coffee been awful and the e,perience been
ama%ing, & probably would have enjoyed the coffee despite it.
The little things count for a lot4
Cet the basics right, and ensure that your front end staff are actually nice, pleasant,
customer service people. ^^^holes let the whole team down.
&ourtesy and manners are not a dirty word4
&t doesnGt matter if youGre hidden behind server racks and not dealing with the public, or at
the front of the line dealing with people every day - simple common courtesies are a
minimum customer service e,pectation.
+ractical 'R Soup 'umane @mployment
Terminations
Luly 94, 345B
FF4
51 ?ikers
B +omments
in;hare95
Error) *eference source not found
7n Luly 58, 345B, the 0ew )orker maga%ine published an article entitled !:icrosoft Lust
?aid 7ff Thousands of Employees =ith a /ilariously Bad :emo." The article dissected
and critici%ed an email sent by :icrosoft.s ;tephen Elop to :icrosoft employees in
which he announced plans for the layoff of 53,144 factory direct and professional
employees over the ne,t year. The actual email announcement can be found here.
:uch of the 0ew )orkerMs criticism of the email is justified. Eor e,ample, Elop.s repeated
use of corporate-speak in the email announcement S words and phrases such as
!financial envelope" and !right-si%e" S by themselves can harm a company.s reputation
with its employees and others because they seem disingenuous and consciously intended
to hide the real meaning of the communication. +ompanies would be wise to avoid this
kind of language.
+ontrary to the implication of the 0ew )orker headline, however, the email
announcement does not appear to have been intended as the vehicle being used by
:icrosoft to notify individual employees that they had been chosen to be part of the
reduction-in-force. *ather, the announcement seems directed at laying the groundwork
for the company.s new direction and warning employees that they may lose their jobs as a
result of the changes. &t sounds at least like individual termination decisions and
announcements are yet to come.
This got me thinking about humane ways to implement employment terminations. @s a
result, following are a few suggestions for keeping the inherently difficult job of
terminating an employee S whether the termination be a one-employee event or a larger
reduction-in-force S in a way that makes the employee, despite natural disappointment,
feel as good as possible about the company that just let him or her go. Each human
resources professional likely has additional items that could be added to this list.
5. +onduct termination meetings in a private setting individually with each person to
be terminated, and avoid announcing individual termination decisions in a group
setting. Termination decisions and meetings are difficult, and employees will feel
like you gave them personal attention if the company takes the time to meet
personally with each affected individual. &n addition, the risk of group dynamics
counsels against making termination announcements in a group setting.
3. =hen possible, conduct terminations in person. Eace-to-face terminations are
preferable to telephone terminations or terminations in writing, though
occasionally circumstances make in-person terminations e,tremely difficult or
impossible.
9. =hen holding individual meetings with affected employees, the company should
have two representatives present in each meeting. This advice applies to any
significant employee meeting to avoid accusations which the company cannot
refute absent a second witness to the meeting.
B. ;cript the termination meetings ahead of time. ;upervisors, managers and human
resources professionals who !wing it" in a termination meeting risk, at least,
creating a bad final impression with the departing employee and, at worst, saying
something during the termination meeting that leads to or e,acerbates litigation
from the terminated employee.
1. Before the termination, determine whether an employee to be terminated has any
contractual rights or obligations. +ontractual rights may include severance pay,
payments under stock option, restricted stock or other e$uity-based agreements
and plans and the like. +ontractual obligations may include non-competition
obligations and agreements to cooperate with the company after termination.
F. Termination meetings should not be lengthy endeavors. Cenerally, they should
start by informing the employee that he or she is being terminated, provide a brief
e,planation of the reason, and then spend the majority of the time talking about
post-termination issues. #ost-termination issues typically will include such things
as a company.s offer of a severance package, +7B*@ rights, return of company
property and the plan for allowing an employee to depart his or her work area and
obtain personal belongings. &f an employee wants to engage in a lengthy
discussion about the termination or its reasons, an appropriate response is to say,
!The termination decision has already been made. ?et.s talk about what happens
now." Then talk about the post-termination issues noted above.
8. Though in most states the law and the at-will nature of most employment
relationships does not re$uire that an employer give an e,planation of the reason
for a termination, it is wise to do so. Employees who are not given some reason
for their termination are more likely to seek an e,planation through litigation.
*emember, though, that the e,planation the company gives at the termination
should be truthful and must be the e,planation it gives from that moment forward,
or the company risks being accused of lying about the reason based on its
changing e,planations.
0. +heck the law of the state in which the employee works to determine its
re$uirements for payment of final wages Jwhich may need to include payment of
accrued, unused vacation or paid time offK and follow the law. To a terminated
employee, timely receipt of his or her final paycheck is an important financial
event, and failure to meet the legal deadline can create a disgruntled former
employee who is more inclined to sue the company.
=hile every termination is different, the goal should be to end the employment
relationship, as needed for the company.s business reasons, while at the same time
leaving the departing employee with an understanding that the company.s decision was
made deliberately, reasonably and humanely. ot every employee will walk away from a
termination meeting feeling this way, but to the e,tent a company can strive for this result
in a termination meeting, it will forward its chances of avoiding litigation from the
departing employee and, perhaps, actually leaving a good impression about the company
when all is said and done.
1aking and Taking $ecisions An
)rganisational +erspecti*e
@ugust 49, 345B
9,313
33F ?ikers
59 +omments
in;hareB33
The swiftly-changing nature of workplaces environment demands a better understanding
of how decisions are made and taken. /ere, & would look at the process of making and
taking organisation-wide decision in a hierarchical organisational structure. These
structures are distinguished for having more defined boundaries between layers of
structure and, even, between those individuals making-up these layers.
@s the team leaders are the closest to the wider workforce at the workplace floor, they are
e,pected to have a better understanding of that specific work environment. &ts strengths,
weaknesses, needs and potentials. Therefore, itGs these team leaders where the decision
:@H&C process starts. (ecisions get build upon their continuous and direct e,posure
and interaction with workplace environment. Their utilisation of their soft skills and trade
knowledge to build a balanced understanding upon which decisions can, effectively, be
made. &ncreasing the effective engagement of the the workforce through the share of
knowledge, e,perience, thoughts and goals allows every individual to play the
responsible-follower role and contribute to the :@H&C of the decision. Eurthermore,
decisions at this hierarchical level are more focused on the direct, short-mid range impact
because itGs build upon certain inputs at this organisational layer. Therefore, from an
organisational perspective, these decisions need to be consulted by a higher layer in the
organisation structure< and here comes the decision-T@H&C part.
The decision takers are individuals or teams having a more holistic awareness of the
conse$uences of putting the decision, made above, into action. &n other words, a link
needs to be established withe, both, the policy and strategy to see suitability of T@H&C
the decision. (ecision takers are focusing on a longer range impact and considering more
influences during future implementation.
=e should not forget the fact that decisions can be made and taken at the same layer of
the organisational structure at a daily bases. /owever, these are not an organisation-wide
decisions. 7rganisation-wide decisions should encourage inputs from the floor to have an
impact, at the end, on the policy and strategy. &t should also influence higher structural
layers to seriously consider these inputs.
Are You Turning )ff Top Talent?
Luly 94, 345B
3,49F
8B ?ikers
99 +omments
in;hareB18
&f you.ve done any hiring within the last ten years, you.re no stranger to the bleak talent
pool hiring managers are dealing with today. The talent shortage is real and the more
technical the position, the harder it is to find a top performer who operates on all
cylinders ' who demonstrates both the re$uired hard skills to get the job done and the soft
skills that deem them a good cultural fit. ;o if we can all agree on the fact that we.re
facing a serious problem, then why have so many companies failed to rethink their
outdated identification approach>
Error) *eference source not found & still see
an overwhelming majority of organi%ations e,uding the arrogant mindset that says, !we
have all the power" and views its employees as lowly subjects. &n many cases, the
interviewer isn.t even a good representation of the company ' so how is he or she
e,pected to find a candidate who fits the bill> The reality is the most talented candidates
have options, and they.re interviewing companies just as closely as organi%ations are
interviewing them. Bottom line is candidates shouldn.t be the only ones e,pected to
market themselves. The interview is a great opportunity for employers to showcase their
positive work environment to job seekers.
:any forward-thinking companies reali%e that the reason most employees don.t work out
isn.t because of a skills problem< it.s because they don.t make good cultural fit. @s a
result, they.re turning to behavioral-based interviews, which, done right, can be
incredibly powerful tools for finding not the very best person, but the right person. The
problem is, not only do the interviewers lack proper training, but job seekers, still stuck in
the twentieth century, are unfamiliar with behavioral-based $uestions, and are unable to
present themselves in a natural, organic way. This lack of understanding between both
parties causes ill-prepared hiring managers to bypass or turn off candidates who have a
lot of potential.
Employers trash candidates all the time, but there.s not a week that goes by that a talented
job seeker doesn.t complain about the poor interview skills of a hiring manager as well.
/ow.s that for a table turner> They resent the lackluster and disinterested approach on the
part of the interviewer, which gives them enough fuel to pass on the company all
together. &t.s always blatantly clear to me that most interviewers use a list of 54 assigned
$uestions for each candidate and rarely look up from their checklist to really get to know
the person they call in. The discomfort many employers feel while interviewing
combined with a lack of preparation, put simply, is a recipe for a hiring disaster. Then you
add the cherry on top ' too often, the department heads aren.t on the same page and are
relaying different messages to candidates, resulting in more company confusion.
;o before you bash candidates for their poor interview skills, look in the mirror and
ensure that your hiring team is properly e$uipped to recogni%e a strong person. There.s a
certain finesse involved in looking beyond the interview structure and seeing a potential
in someone.
: ?egal $ocuments Your !usiness
Structure +ro%a%ly Needs
Luly 94, 345B
5,688
F6 ?ikers
55 +omments
in;hare34F
Error) *eference source not found &f you.re
thinking about incorporating a business, or have recently done so, you might assume that
all the work is up front with the actual filing. That.s not the case. There are still several
documents you.re re$uired by law to create and update. @nd even if you.re not a
corporation, there are still legal documents you might need for your business. ?et.s take a
look.
.4 !ylaws
Eor corporations of any si%e, bylaws tell how that company will govern itself. +onsider
them your company.s rules. They may include)
The number of directors that will sit on the board
*ange and power of the directors
(ate, time and location for annual meetings of the board
/ow the directors are elected or removed
/ow corporate officers are appointed
7fficers duties and powers
(ate time and location of annual shareholders meetings
Ioting rules for both directors and shareholders
&n most states, you are re$uired to submit your bylaws when you first apply as a
corporation.
54 1inutes of 1eetings
@nother formal document re$uired for corporations are minutes. Because corporations
are re$uired to have a Board of (irectors, they.re also re$uired to have at least one Board
meeting a year. The minutes are the record of that meeting. &f you have additional Board
meetings, you.re also re$uired to record minutes. They should include)
Type of meeting and logistics ' time and place
+alled by notice or waived
@ttendance and person keeping the minutes and who chaired
@ll actions taken, such as purchases, elections etc.
;ignature of recorder and date
74 Apostille
&f you do business internationally, you may need an apostille. &t.s an additional
authentication or certification needed for international trade. -ou apply for it when you
apply for your corporation status.
94 )perating Agreement
&f you.ve filed as an ??+, you.ll need an operating agreement, which states the rights and
obligations of the members, as well as the distribution of income of your ??+. =hile you
might not be re$uired to submit an operating agreement to form your ??+, you do need it
kept at your office to remain compliance with corporate formalities. @ll members must
sign the operating agreement in order for the operating agreement to be effective and
valid.
:4 Non-$isclosure Agreement
This document isn.t a re$uirement of either corporations or ??+s but if you have certain
trade secrets you don.t want leaked, you might consider drawing up a non-disclosure
agreement for anyone who interacts with your company and gets access to those secrets
to sign. Essentially, this legal document re$uires anyone who signs an (@ to retain
confidentiality with regards to your company secrets. &f they do not comply, you can take
legal action.
There are other legal documents you may need as well. :any of these you can file
yourself, or, if you want to remove the hassle, have our team help you. @nd don.t forget,
we.ve also got great legal advice available to you starting at just X35.10. 7ur professional
team of lawyers can review your legal documents to ensure they.re compliant with state
and national re$uirements.
$o You 'a*e The Three Things You Need
To Quit And Start Your )wn !usiness?
@ugust 49, 345B
B,431
589 ?ikers
95 +omments
in;hare900
@hhh the dream) -ou sit back in your desk, drink some more coffee, and imagine what it
would be like if you called the shots while doing something you love.
:aybe youGd have some minionsO @nd a really nice office set up.
:aybe youGd have a virtual office, and only work from your pajamas.
:aybe youGd work at night from the poolhouse, and have a team of people to clean up
during the day.
The possibilities are endless, and it gives you a sense of pleasure that this could all be
yours.
@nd yet...do you have the three things you need to go for it>
.4 You need a willingness to try new things, put yourself
out there, and fail repeatedly4
& canGt say this one often enough, but starting a business is an incredibly personal thing.
&tGs something youGve created that has your touch all over it.
@nd people are going to judge it, you, the idea, the name, your lack of formal
pantsAwhatever. &t happens. @nd putting yourself out there in a really vulnerable way is
e,hausting.
?et me repeat that +utting yourself out there in a really *ulnera%le way is
e;hausting4
&tGs not particularly fun, itGs not easy, and it comes with a special kind of mental
e,haustion that only your fellow entrepreneurs will really understand.
@nd no matter how smart and successful you already are, some of the things you try will
never work out. They simply aK arenGt good ideas bK are good ideas but with no market or
cK are good ideas, have a market, but you just arenGt reaching the right market somehow.
+ase in point - (oes anyone remember this)
Error) *eference source not found
#robably not anymore, because +oke took a bath over New +okeON and eventually
reintroduced +oke +lassic to the love of everyone everywhere.
ot a success, right> +oke messed with a product that didnGt need messing with Jnot a
good ideaK, and caused a lot of angst in the process.
There is also whatGs happening below...
Error) *eference source not found
This is a program & tried a couple of years ago, and it ended up being a total failure.
=rong concept, wrong market...and wrong amount of interest on my part. & tried to create
something so & could work with a fun partner, not because & felt it was perfect for me or
my community. ;o, before & got too far in the weeds & pulled it. &t had a webpage, it was
out on Eacebook, and...& pulled it anyway. Then & took a good hard look at what kind of
programs & wanted to build, and what was a distraction, and cut out all of the distractions.
The point from all of this is that ew +oke or +lassic, some ideas work and some ideas
(7 7T work. &tGs a part of doing business - trying new things out and pushing the
envelope. @nd, itGs not always pretty.
But, once you decide that failures are just epic lessons dressed funny, you keep going and
planning ahead. =hich leads me to point _3)
54 You need to ha*e some sort of ideaPplan that makes
sense to more than Aust you4
&tGs easy to go off half-cocked with a great idea and no real plan when you are e,cited, or
in a lot of pain at work.
But, that kind of lack of planning leads to a ?7T of distress.
;o, to know if you really have the chops to leave your company and start your own, you
need to have enough commitment to map out a Business #lan Jand a personal fall-back
planK.
&f you have an idea but the Nnuts and boltsN just canGt seem to get done then...well,
perhaps you shouldnGt $uit the job just yet.
The business plan can be the most boring part of a start-up for some who likes to believe
that they are the creative and passionate visonary type J^cough^ meK. But, itGs also
necessary.
-ou need to know)
.4 (ho your clients are and what specific pain you are sol*ing for them4 &n other
words, why should they hire you or buy something from you> /ow do -7D help them>
JEor e,ample) :y clients are folks who are stuck and frustrated at work, they want to get
out and find a passion because they are mentally e,hausted by what they are doing every
day, and they come to me for coaching to help them figure it out, so that they can wake
up happy when they think about workK.
54 (hy and how you are doing it4 :oney is not a great answer here. =hen you are in
business for yourself, there is a money component, but money is not enough of a driver to
help you overcome the obstacles that come with being an entrepreneur. =hat drives your
spirit in this business> Eor me, & believe we can change ourselves by being happier at
work, and by doing so - change the world4 "nowing -Dm helping people find career
happiness is what dri*es me4
74 'ow and why clients are going to find you and your productsPser*ices? @ lot of
people use hope and optimism, and assume that people =&?? find them. & was the worst
offender at this when & first started out. Trust me, itGs not a good plan. ;o) how will folks
know about the good you are doing> Erom blogs, from speaking, from ads, from
referrals> /ow>
94 'ow you are going to keep financially afloat while clients and customers find you?
:any people cut costs when they start a business, downsi%e, and eliminate lu,uries.
7thers try and land lucrative contracts before they commit to going full-time. Either way,
having a money plan so that you have one less thing to worry about Jbecause you will
have a lot to worry aboutOK, makes a huge difference. Erom working part time, to starting
a F monthAno salary savings plan, to identifying clients or customers - knowing all of this
will make your life so much easier when you take the leap.
:4 (ho will sanity check your plan? ot everyone will get your vision for greatness,
and that is ok, but you need to be able to e,plain how you will develop and grow your
business to someone else in a way they can understand....because sometimes even the
greatest ideas need a sanity check and a proof of concept. #lus, itGll make you do the hard
thinking and illustrate your commitment to your idea. ever a bad thing, right>
74 You need to ha*e grit4
This may be the most important of the three. ;eth Codin writes about this concept in his
book The (ip, but every business eventually hits a low point, or Nthe dipN where the
initial e,citement has worn off but the long-term growth hasnGt kicked in yet and things
get...hard.
You sit there thinking that you donDt know if youDll make it through, %ut you donDt
know if you should gi*e up4
This is a tough place to be. @nd not everyone can stomach the kind of big uncertain
decisions that need to be made, or the risks that you have to take in order to really move
forward, followed by the lull that occurs as you move forward without yet knowing if it
will all work out.
@ way to know if you have the grit occurs when you hit the first hurdle to implementing
your business idea. (o you immediately back-off, or do you charge ahead and figure out
a solution>
/ow you respond will tell you if this idea means enough to you that youGll stick it out,
even through the dip.
;o there you have it - if you feel like you have a good plan and idea, the willingness Jand
passionOK to pursue it even when it may cause you bumps and bruises, and the ability to
take failure and make it a success - you are onto something.
,o forth and %e awesomeT
Special fun announcement
&f you are feeling stuck and trapped in your work, and you know there is something better
out there for you Jbut you canGt seem to figure it out on your ownK, then &Gd love to invite
you to join me in ;onoma, +@ for an ama%ing once-a-year retreat focused on finding
your passion, making a plan, and putting it into action.
+oor &ustomer @;perience a Sign of !ad
?eadership
@ugust 43, 345B
5,489
558 ?ikers
56 +omments
in;hare3B3
Error) *eference source not found /ave you
ever tried to resolve an issue that ended in a nasty customer e,perience> &f you.re like
most people, you e,pect companies to stand behind whatever it is they.re selling you, so
it really sucks when they don.t. -ou probably swore never to do business with them
again. &f it.s any consolation, the company itself likely has serious internal issues which
led to how you were treated.
&f you could peek inside, you.d probably find that you are e,periencing just one symptom
of a multifaceted problem that leads all the way to top-level brass. +ompanies with
dysfunctional e,ecutive teams often suffer from lack of vision, and e,perience petty
power struggles that cause internal strife. Bonus-hungry e,ecutives chasing sales or cost-
cutting targets often ignore the big picture for their own personal gain.
#erhaps the most damaging of these are preferential or hierarchical issues that filter on
down the line. Eor e,ample, if the leadership is controlled by sales and marketing, their
projects will likely be funded over any product support initiatives. 7r, if the marketing
team doesn.t feel they are allowed to talk to support, neither side will ever fully
understand both customer e,pectations and pain points.
7ne way to resolve at least some of these self-inflicted issues is through collaboration '
especially between sales and customer service. =hile it might seem like mi,ing matter
with antimatter, each side has valuable perspectives from which the other can benefit.
@ successful dialog can potentially unlock opportunities for each side to support ' or
perhaps even financially sponsor 'initiatives that positively respond to immediate
customer issues. Each side has critical information the other side needs to be more
effective. @ close look at the marketing and support analytics can reveal precisely the
e,pectations and pain points of the customer e,perience.
&t.s up to e,ecutive leadership to empower this dialog to take place ' it certainly won.t
happen on its own. 7nce that.s done, ama%ing things can happen. ;uddenly, both sides
understand that working as a team can holistically improve the customer e,perience.
+ustomers start hearing a unified company voice that guides them through their entire
product cycle. The customer lifetime value is enhanced, loyalty increases, and retention
improves. =ith a little internal cooperation everyone wins and the business thrives.
Erom a customer perspective, it.s mind-boggling to think that some of the largest
companies today still struggle to provide an acceptable level of customer service.
;uccessful companies know that their long-term survival is directly linked to a great
customer e,perience. Dltimately, it.s up to the company leadership to create an agile
internal structure able to address and commit to improving the customer e,perience.
?ululemon 'a*e They ?ost Their
&ustomer-&enter?
Luly 95, 345B
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?ululemon announced a drop in profits last month that has pundits weighing in across the
board about the future of the high-end yoga wear company. =ith profits at X56 million
this year when compared to XB8 million just a year ago, it is clear that something is
wrong and has me wondering if ?ululemon has lost its +ustomer-center.
A !rief 'istory of the +ast Year for ?ululemon
?ululemon is known for stylish, X544 yoga pants and e,cellent in-store e,perience.
Dnfortunately, due to headlines over the past 53 months, it is also known for pants that
are transparent when you bend over, or that pill or shred over time, but still cost X544.
They recalled the too-sheer yoga pants, but they couldn.t recall their +E7. The company
suffered terrible backlash from their customers when =ilson claimed that the reason the
pants pilled or shredded over a short amount of time was because some women.s bodies
weren.t appropriate for their pants. Their thighs touched, which caused them to rub
together and resulted in damage to the pants. @fter that #* gem had been released to the
press, his days leading the company he founded were numbered.
=ilson apologi%ed and stepped down from his position. Because he is the +E7, however,
it reflects on the brand and in this case the brand promise. &t damaged the customer
e,perienceshredding and pilling it if you will.
;o...=hat /appened to the X30 :illion They ?ost>
(espite his resignation, =ilson still keeps a close eye on the leadership as a major
stockholder in the company. *ight after the announcement about the profits last Lune, he
lashed out at current board members on businessinsider.com that they were running the
company into the ground. /is complaint is that they are more focused on short-term
results instead of on the $uality of the product, the culture at ?ululemon, and building a
brand.
Too many companies take the short-term profit at the e,pense of the long-term gains.
:oves that are inwardly focused on the organi%ation instead of outwardly focused on the
customer usually result in cuts in order to increase profits. These cuts nearly always result
in changes to the customer e,perience, and not the kind that enhance it. =hat =ilson is
seeing is that currently ?ululemon leadership is doing e,actly that to the yoga wear
brand, and it shows in the loss of profits.
=ilson, who has had so much criticism for all the things he did wrong as +E7, has this
one right.
&ompetition @mphasiCes the Need to !etter Your &ustomer @;perience
But something else is happening at the same time that ?ululemon has been struggling
with image issues) +ompetition. Cap introduced its @thleta ?ine. ew Balance has made
moves to capture some of this lucrative market. @nd that.s just a couple -oga wear
competitors. ;o clearly, competition for yoga wear dollars accounts for some of the
eroding of profits for ?ululemon.
+ompetition makes it more important than ever to differentiate your +ustomer
e,perience. *epeatedly, it has been proven that people are loyal to a company that treats
them well even if they aren.t the least e,pensive option.
?ululemon is a product that commanded a great price because it had great $uality and an
e,cellent in-store e,perience. The brand was popular because of these two things. The
fact that you could buy pants that were similar at any number of stores for a fraction of
the price didn.t matter to the ?ululemon customer.
& would also argue that since ?ululemon gets a premium for their pants, that customers
naturally have a higher e,pectation for them than a pair that was less than half that price.
=hat & mean is that if your X36.66 pair from Target shows wear in a couple of months,
you aren.t as perturbed. But if you spend X544, you e,pect better $uality and you
certainly e,pect them to cover yourwell, you get the picture.
&f you are frustrated with the $uality of your X544 yoga pants, embarrassed that you
might have shown a little more than you intended in the studio the other day, and insulted
because you heard that your thighs were the problem with the pants, why wouldn.t you
take your money to the cool new yoga wear store just three stores down at the mall>
=ilson is right. ?ululemon has lost their focus on the e,perience and is coming out of
their pose as the top dog in the yoga wear market. &t.s time for them to take a deep Djjayi
Breath and rid themselves of their customer e,perience to,ins. By getting back to
providing the customer e,perience that they were known for and the $uality of pants their
customers paid for, they may once again find their centerand some of the profits they
were missing this $uarter.
$onDt %e #ooled +ast !eha*ior $oesn6t +redict #uture +erformance
@eing highly motivated and skilled to excel in some situations doesnt mean the person
will be highly motivated to excel in all situations.
& recently met with two candidates on a search &Gm leading for a senior financial
management position. 7ne is a dynamic financial e,ecutive who wants to leave her job
because she can.t work with her new boss. The other told me he wasn.t able to rebuild his
team as promised and therefore wanted to leave his job right away.
@t a conference last week an outstanding director of recruiting told me that within 64
days after taking a big job at a highly regarded company she reali%ed she had made a
huge career mistake. ;he was a cultural misfit. ;he left the day her one year had passed.
?ast month, & was talking to one of ;ilicon Ialley.s top *uby software developers at
breakfast. /e had just started a new job at a smaller company and smaller pay level. -et
his enthusiasm was bursting through his breakfast burrito. /e had left his well-known
company to go where he could make a real impact.
@nd the list goes on.
@s the job market heats up there will be a tendency to dust off the behavioral interview in
an attempt to better predict the performance of each new hire. /owever, it.s like fools
gold. #ast behavior doesn.t predict future performance. @ good person with all of the
correct behaviors will underperform in the wrong situation. =e all know people like this.
Each of us has likely been in the e,act same situation. =e all perform better in some
situations than others. The work we.re doing is a key part of it. =e all like to work on
projects we.re better at than others. =ho we work for has an even more direct impact on
our performance and motivation. 7f course, then add in the team, the culture and the
daily grind to determine job satisfaction, performance and motivation.
(espite the commonsense of all this, companies still build elaborate competency models
and use behavioral interviewing on the flawed premise that past behavior predicts future
performance. &t doesn.t.
+ast performance doing similar work in a similar situation does predict future
performance4
That.s why skills-infested job descriptions and generic competency models are flawed.
/aving these abilities doesn.t predict performance. That.s why it also makes no sense to
open up a re$uisition for a new job by first defining the skills and attributes of the person
taking the job. This is backwards thinking. /owever, it does make perfect sense to open
up the same re$uisition by defining the performance e,pectations of the job and the
actual environment Jculture, manager, resources, pace, etc.K involved.
@fter doing this e,ercise for almost one thousand different positions over the past 94
years, it.s very clear that every job has F-0 tasks or objectives that define performance.
Eor e,ample, !Build a team of account e,ecutives in 64 days to $uickly break into a new
and very competitive market," is a lot better than saying, !The person must have F-0
years of sales management e,perience, be results-driven and possess strong
communication skills."
To determine if the person is competent and motivated to do this work, have the
candidate describe in detail an accomplishment that.s most comparable for each of the
objectives. Then map these accomplishments on a graph showing impact and growth over
time. /ire those people who have a track record of growth and e,cel at doing similar
work in a similar environment. @fterwards, don.t be surprised that the person has all of
the skills, e,perience and competencies needed to meet all of the performance objectives
of the job.
!eing highly moti*ated and skilled to e;cel in some situations doesn6t mean the
person will %e highly moti*ated to e;cel in all situations4
/ere.s an article describing how to prepare these types of performance-based job
descriptions and one on how to conduct the one-$uestion performance-based interview.
JThis book describes the whole process including the forms needed.K
& remember taking an engineering design course as a first year undergrad. The professor
started the course on day one with a picture of a bridge that didn.t meet in the middle. /e
began the first lecture with, !&n this course, you.ll learn how to prevent this from ever
happening to you." =hen assessing candidates, maybe being right 14-F42 of the time is
good enough. But it.s certainly not for designing bridges.
#ast behavior is not the same as past performance and, worse, it doesn.t come close to
predicting future performance. #erhaps anyone who thinks it does should take a course on
how to design bridges.
You can do something, a team can do
anything
@ugust 49, 345B
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in;hare39F
7ne of the entrepreneur challenges posed at the 67thers dinner on 5F Luly concerned
bringing someone into the founding ;tartup team. ot sure & had many ideas on the night
to now about how best to do this but it did get me thinking about teams. The theory
supports this view as well. #rofessor Lason Creenberg from -D ;tern concludes that
F12 of ;tartup failures are due to team issues rather than product or market failure. &
have already written a couple of times about the importance of teams when making a
;tartup investment decision and & think this is true for the vast majority of investors. ;o
what makes a good ;tartup team>
?eadership
Teams need leadership. This doesn.t mean someone has to be !in charge" but for any task
there needs to be direction and ambition. ?eadership also means followership. =hoever is
providing the direction, the others need to follow for that moment or that idea. ote one
other basic fact. &n a one person team there can be no leaders by definition.
Skills
@ range and balance of skills is also vital. Three people who enjoy coding together but
donGt do marketing or strategy is not a great team. @ minimum of technical skills to create
the product plus sales and marketing is needed. Cood operational or project management
skills are a real bonus. +reativity and strategic thinking are are also necessary but ay
come from a combination of founders rather than one key individual.
H.he ideal founding team is two individuals" with a history of working together" of similar
age and financial standing" with mutual respect. 1ne is good at building products and the
other at selling them.H 5 0avel $avikant" 6ounder +ngel9ist
&nclusion
=hatever the number it will be a very small group so chemistry between the individuals
is essential. -ou can checklist the skills re$uired but how they combine is an art not a
science. @ past history of working together Jand not trying to kill each otherOK is the only
reliable indicator but may not be possible. 7ne other thing & look out for is inclusiveness.
&f everyone.s ideas are not valued highly then the group probably isn.t working. &t is also
cra%y. &f you only have three people, leaving someone out is a pretty spectacular waste of
resources.
+assion
?ogically you might think that a passion for the business would also be a good sign of an
effective team. +ertainly passion is re$uired and heart on the sleeve passion is often the
most welcome sense from any ;tartup pitch. /owever, just because everyone is
passionate does not mean that they can harness those passions together so be careful not
to rely on just this.
&ommitment
7f e$ual importance with passion is commitment. @ny great ;tartup is a long tough haul.
@ failing ;tartup is even harder. The core founding team needs to be on board for the
duration. 7ne tough aspect of this can be the way e$uity is shared in the business. There
is no right answer to the value of each individual and it is very much a choice for the
team. @s an investor though & will look to be confident that all of the founders are
motivated by their share.
1ind the gap
This is a pretty tough list and it could be much longer. 7ne article & found in researching
this piece offered 545 tips for building a ;tartup teamO Bear in mind that in every team
there will be gaps. &n fact & actively look for gaps. @ team with no gaps is either trying to
kid me or is just kidding themselves. (eceiving yourself about weaknesses is one of the
worst mistakes you can make.
Action
There is one last thing that overrides all the others and is the one gap that can.t be
covered. @ction. &t is easy to create a group of friends. @ successful business team is
much more than friends and so much harder to build. The ;tartup team needs to do
things, not necessarily fast, not always right, sometimes not even well but there is no
progress without action.
ts hard to beat a person who never gives up.! 5 @abe $uth
(hat Your @mployees Are Not Telling
You As They (alk )ut The $oor
Luly 95, 345B
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in;hare5,03F
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+onducting e,it interviews has been a regular practice for companies. /owever,
employers need to ask themselves whether they are gaining any real value from doing
this and are they going to make the necessary changes in the future to minimi%e turnover
based upon this feedback>
:ost employees who leave a company and elect to participate in an e,it interview are not
always completely transparent about the reasons for leaving. They often feel that itGs best
to say nothing, because nothing will change. /ere are some of the things that we most
commonly hear from candidates that your departing employees may or may not be telling
you)
5. ?eadership is ineffective and & donGt trust them
3. :y :anager is threatened by me and will not help me get the visibility & need to
advance
9. :y :anager takes credit for the work & do
B. :y :anager is not open to my ideas or suggestions, they are $uickly dismissed
1. There is no development path for me hereA & am not building my knowledge and
skills
F. & don.t feel valued or appreciated
8. The growth path & desire is not available here-this may include those who do not
want to go the management route and prefer to remain individualAhigh potential
contributors
0. +ompensation is never addressed, it.s not competitive
6. & am doing three jobs due to downsi%ing with no discussion about an increase in
compensation
54. & am working e,treme overtime with an e,pectation that & am on call 3BA8
55. The company does not invest in itGs employees
53. &Gm not a maintainer, &Gm a creator, the role is not challenging nor does it help me
to build my e,pertise
=e would like to hear from you, please share with us what candidates and departing
employees are telling you.
t may not be possible for the company to address the issue" but having a sense of some of
the more common reasons for turnover will help a company to better plan short and long
term talent management strategies.
Being realistic about what your organi%ation can offer a high potential employee who
needs to eventually leave in order to pursue the ne,t step in their career does not have to
be viewed as negative.
< &haracteristics of Successful
@ntrepreneurs That You &an Apply to
Your &reati*e &areer
@ugust 43, 345B
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in;hare914
&s it really cra%y to think that all fiction writers are entrepreneurs> @ll writing, especially
fiction, is a way to introduce new ideas, or re-introduce classics, with a new spin, to get
readers to dare to see and think differently.
=riting is powerful stuff. Think of all that imagery that you can place in your readers.
heads. ?earning to write in such a way that engages readers, gets them thinking,
responding, and even taking action, that.s power.
?ogic should dictate, then, writers are powerful people. =e have the power at our
fingertips to focus people.s attention and make change in the world through an age old
tradition, storytelling.
(o writers get the respect we deserve> &.m not sure. &.m not far enough in my writing
journey to have met enough seasoned writers who can give me an indication of the
respect society gives them.
& can tell you, that when & woke up one day, and outed myself as a writer, those closest to
me simply said !=hy> =riters make no money".
7H, so &.m not $uitting my day job yet. & will always have marketing. ;o maybe, &.m not
$uite a writer, but more a !wri-keter". That is, & believe that best writing begs to be read.
&t calls the reader to itself, takes hold of the mind of the reader, and is then passed onto
other would-be readers through word-of-mouth.
The narration of my writers. journey, and the whole premise for the round-table of writers
& call eed/elp=riteow, gained a whole new strength in my mind last week.
By chance, & was invited to the launch of ;tart-up @ustralia, a non-profit organi%ation of
entrepreneurs helping entrepreneurs. The whole vibe was upbeat, enthusiastic and semi-
inspired. & say !semi", because & was skeptical. & mean, entrepreneurs helping
entrepreneurs, it does have that tone of sharks feeding on sharks, am & right>
The term ecosystem was thrown about a bit. & looked around and there were many
traditional financeAcorporate types about, you know, the lions, top of the food chain in the
business ecosystem men. /alf of the blue tie guys were as half convinced as me, some
wondering how much the government was paying to get the rental on the floor JE-& ' the
government is not paying a dime. &t.s an C7K. /owever, all that skepticism aside Jand
besides, ;tart-up @ustralia becomes what we want it to become. &f & don.t feed it, then
how can it achieve its full potential>K & could see the opportunity in being involved.
=hen & got more into it, that is once & signed up as a member on their website, to view
the first instructional video on becoming a successful entrepreneur, & could see the
parallels to becoming a successful writer.
;iimon *eynolds introduces /ow Creat Entrepreneurs Think and has prompted those
who watch the video to keep a workbook with their notes. &.m a blogger. & will blog about
it. & hope you, out there, can find ways to apply it to your personal journeys towards
becoming bestselling authors.
;o, how do great writers Jand entrepreneursK think>
5K +ontrarian ' Cot friends and family saying writers make no money> ;how them
otherwise. -ou can. (are to think differently and dare to e,press your views. =ho cares
if people laugh> /enry Eord thought differently. @s did ;teve Lobs. @s did *ichard
Branson. The world is a better place for it.
3K ?ong-term vision ' -our first book won.t make you rich. -our second one won.t
either, probably. Be in it for the long haul. #lan for trilogies or series.
9K 7ptimism ' @s writers we must sometimes dip into the wells of despair, but don.t stay
there too long unless you want to drown. Eind your guiding ritual, for me my daily latte,
that brings you right back into the positive mindset. ;iimon says that to develop
optimism, you must focus on it, look for good and uplift those around you. :ention
someone in your book Jin a positive lightK and then tell him or her about it. =atch their
eyes light up. &t.s magic.
BK &mprovement 7rientation ' -our first draft is crap. Cet over it. (on.t be afraid to
rewrite. -ou must. =rite, rewrite, rewrite, rewrite
1K /ardworking ' 7n average it takes a writer 5B years to get recognition, or make
bestseller. +ould success be e,pedited if you got up earlier, went to bed later and wrote
more> #erhaps. But don.t forget that it.s the process of writing that makes you a writer. &f
you don.t write for a day, don.t write for weeks, months, and so on, are you still a writer>
@ writer must write. That.s our affliction and it.s what makes us what we are.
FK *esilient ' -ou will face rejection. #eople will hate your writing. +ritics will do what
they do best. #ublishers will knock you back. (evelop a mind like water so when the
stone is cast, yes, ripples go out, but then the surface should go back to calm.
8K (on.t make money your primary aim ' &n other words, don.t chase the market.
=i%ards were in, vampires had their go, %ombies might rule for a while, but don.t write
what you think the market wants. =rite what you want and not for the purpose of cashing
in early. & call entrepreneurs who are only in it to flip and cash-out, entrepreun-whores,
don.t let your writing put on a red dress and walk the streets for money. &t.s not the way.
:oney likes those who don.t chase it. ;tand your ground, be cool, don.t let desperation
take the keyboard.
+ractice
&t.s your turn now. Take a look at these 8 characteristics of great writers carefully. ;core
yourself from 5-54 on each of these characteristics. Take one area you scored lowest in
and come up with 9 solutions to improve this characteristic.
Einding it hard to be optimistic> /ow about 5K uplift those around you by writing about
them positively, 3K take time to meet with friends and make their day, 9K write pro-bono
for a C7 and get the benefit of feeling good.
+omment below on what steps you will be taking so that others might be inspired by you.
Are You 'iring the Right Skills !ut the
(rong Qalues?
@ugust 43, 345B
5,431
54F ?ikers
3F +omments
in;hare36B
@rror Reference source not found

@dding a new member to your staff is a complicated business. &t can revitali%e your team
and drive it to success or demorali%e it beyond repair.
Employees with the wrong values not only hurt your daily business they can also e,posed
you and your company to legal issues and place other team members at risk.
& recently consulted with a company and recommended that B employees be dismissed
because they had the right skills but lacked the right values. The value they lacked most
was emotional maturity. The management felt the need to retrain the individuals, to re-set
the e,pectations, and give them a chance to be inducted back into the companyGs culture.
@ few months later F employees were dismissed because they got caught drinking on the
premises. The original B employees and two more they managed to lure into the illegal
act.
@n employee with the wrong values cannot only negate his productivity but the
productivity of those around him as well. eglecting to review and interview values with
candidates can lead you to overlook basic, yet vital values, such as professionalism,
positivity, enthusiasm.
*eviewing the applicant.s values during the interview process is critical in making the
right decision. &t is far easier to teach a cashier how to use the #7; system and interact
with customers than it is to teach them temperance, or how to be enthusiastic, and
professional. &t is much easier to teach a salesperson customer service skills and selling
skills than it is to teach him to be competitive, optimistic, or how to be goal oriented.
Teaching a low energy person how to be energetic is a losing preposition. @ttempting to
convert a negative minded individual into an optimist is a /erculean task, yet it is the
prospect we set ourselves to when we ignore or neglect to consider a candidateGs values.
Too many times interviews are about finding out whether candidates have e,perience in
practical skills and little or no time is spent in discovering if they possess the values that
align with the company.s culture and the job at hand.
f a candidate has N years of selling experience but is introverted" has low energy" and is
not competitive" this may not be the person for your" high energy" supper5friendly5supper5
busy floor.
f your company is all about fun and excitement and your candidate is extremely
professional and reserved" youre really not a match and vise versa.
?ooking for Nthe right personN should not be limited to e,perience or education. Ialues
should be high on the list of re$uirement as well. o matter what the skill or education
necessary, values predict the rate of success or failure of a candidate we bring within our
organi%ation.
(hich *alues should - *alue?
@s you can see by now values are deeply ingrained, difficult to change, and can make or
break a candidate. (etermine the values that are at the core of your company.s culture as
well as the values that are endemic to the specific job needed to be filled. Those would be
the values which are necessary for a candidate to be successful at your company or store.
Eor e,ample as a rule< Cashiers need to be friendly and accurate. Salespeople need to be
goal oriented and customer oriented. =anagers need to be responsible and be leaders.
:atching values to the companyGs culture and the re$uirements of the job will increase
the likelihood that you will choose a candidate who will fit within the companyGs
established standards and who will integrate faster into a team with similar values. Team
members with similar values tend to be more productive and co-operational with one
another.
'ow do - do it?
*emember that candidates often put their best foot forward when they are being
interviewed. &t is easier to determine values if you hold several J3 or 9K consecutive
interviews through the course of several days, with potential candidates. (uring the
second or third interview with the same person, candidates will feel more comfortable in
revealing their true values.
/aving a list of coveted values, and a prepared list of pointed $uestions, at the time of the
interview would tremendously help you discover which values the candidate possesses.
/aving a list of negative values or values which diminish the opportunity for success will
also help you in your decision. egative values are simply the opposite of the items listed
below.
Below is a list of most desired values for the core positions in a retail environment. Heep
in mind that searching for the right values to match your company.s and the values
re$uired to be successful at a given job is much easier than trying to hire for skill only
Je,perienceK, and then train the candidate for the values the job and the company re$uire.
/ire values and train for skills.
Error)
*eference source not found
This list is by all means not all encompassing and there may be some values which are
more desirable than others in each given list.
Eor e,ample & prefer ;alespeople to be primarily goal oriented, +ompetitive, and
Enthusiastic. 7thers may prefer to hire simply +ourteous, Empathetic, and +heerful
salespeople.
Each will produce a different result and engage the customer in a different interaction.
=hile one will primarily be focus on making the sale the other.s main concern may be to
simply engage the customer.
*egardless the skill you identify as necessary for a candidate.s success in your store or
company, it is your responsibility and duty to identify, review, and interview to your
candidate.s values before you make a hiring decision.
Eailing to do so may lead you to hire a candidate who has the skills to do the job, but not
the values to do the job well enough to meet or e,ceed the standards set by you, your
store, or your brand.
7ften managers hire candidates who lack these basic values re$uired by the job or
company and later grow frustrated when the new employee fails to demonstrate the
re$uired values.
;eeking the perfect candidate who has the right level of skills and values should be your
ultimate goal. But you should take pause when passing on a candidate who has the right
values, but lacks the skills. -ou can always train for skills. @nd you should consider very
carefully when tempted to hire a candidate who seem to have the right skills but lacks the
values you and your company re$uires to be successful.
?ead %y @;ample 'ow to A*oid !eing
the &omcast &all from 'UUU4
@ugust 45, 345B
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B8 ?ikers
F +omments
in;hare0B
By now, you.re probably one of the millions of people who have heard +omcast.s current
call from /^^^. @nd while the spotlight is on +omcast, :ichelle de/aaff correctly points
out in her blog that an incident like this !could be happening in your company right now."
=e.d take this a step further. ot only could it be happening, $uite likely, it &; happening.
+heck out the facts) @ recent study by Zmatic found that !032 of retailers believe they
provide a high level of customer e,perience, but 832 of consumers disagree." &n other
words, companies are clueless.
;hould we buy what +omcast Error) *eference source not found
is saying) that this was an outlier>
ah. @ctually, we know they have problems because countess +omcast customers have
written to us complaining about their service. JBecause of this, &.ve offered our program
to +omcast but an e,ecutive told me that they are doing well. They have no need to
improve their customer service with us. o hard feelings, but really +omcast, you have a
problemOK
;o how do you prevent bad customer service> :oreover, how do you improve customer
service so that you build value through your customer interactions> The simple answer is)
training. Dnfortunately, most training only sort-of works. :ost customer service training
emphasi%es soft skills, time management, and addresses major business objectives. &n the
case of +omcast, clearly the objective was customer retentionSno, make that) customer
*ETET&7O
But this approach to customer service training fails to show customer service associates
exactly how to translate company objectives into compelling customer service moments.
&t.s ok if the objective is customer retention, but associates need to know how to engage
Sotherwise, as in this case, engagement could become enragement.
As for training that impro*es customer ser*iceV5 words concrete e;amples. These
concrete e,amples need to be thoroughly role-played. They also need to be available as
an easy-to-use customer e,perience plan that provides guidelines for how to represent
your company in each and every customer communication.
Erontline staff is entrusted with the e,tremely important job of figuring out how to
communicate your brand. =ithout a strong foundation built on concrete e,amples, you
leave your customer service open to staff interpretation and sloppy e,ecution. ;ome of
your reps may make great choices. But the +omcast call from /^^^ demonstrates that,
without concrete e,amples, reps can definitely tarnish your brand. o one benefits. ot
the company. ot the customer. =ell, maybe my blog.
!uilding Stronger &ustomer
Relationships
@llocating your marketing efforts between ac$uiring new customers and getting
additional business from e,isting customers can be a challenging decision. Businesses
that can sell additional products or services to e,isting customers can have a built in
advantage. /ere are some ideas to help strengthen your e,isting customer relationships
and perhaps get some new customers along the way.
&ustomers want to feel that their %usiness is *alued4 =hile a simple Nthank youN can
help convey your appreciation, going an e,tra step can strengthen the relationship. @ gift,
or at least a card during the holiday season, can show that you remembered the customer
and may stimulate a Nthanks for the giftN conversation.
&ustomers want to feel that their *endors care a%out them4 &f your business sells to
other businesses, try to establish a means to offer some insights into their business. &f you
sell to others in that industry, share some ideas you have gained from others. Be careful
not to divulge secrets, but telling a customer about a success someone else has had may
give them an idea for improving their business. @t a minimum, it shows you are thinking
about them.
&ustomers want to trust their *endors4 +onsider offering a guarantee on your product.
Eew things speak louder than the confidence you show when you offer to refund a
customerGs money if the product doesnGt measure up to what is e,pected. Even if your
product is immediately consumed after purchase, there may be some way to create a
guarantee to demonstrate your confidence in the product.
1ost customers want their *endors to %e successful4 Being able to rely on the same
supplier saves customers time and effort. Be sure to let your customers know that you
will be there when they need you. -ou can do this by being visible when you land a new
customer by issuing a press release Jif appropriate in your businessK. -ou can also
demonstrate your success by telling customers about what you are doing. -ou may find
including a story of a recent success in a conversation will prompt even more business.
&ustomers want a pleasant relationship with their *endors4 Everyone wants to be
happy and few things create happiness like pleasant conversations. :ake it a point to
meet or call customers on a regular basis without making a sales pitch. &f appropriate, a
simple contact on their birthday may create more goodwill than almost anything else.
=hile you are having these types of contacts with customers, donGt forget to ask for
referrals.
!uilding A +erformant &ustomer Success )rganiCation
+ustomer ;uccess is a relatively new discipline in the ;oftware-as-a-;ervice world.
+onse$uently, there are many unanswered $uestions about how best to build and manage
great +ustomer ;uccess teams for ;aa; companies. Because the financial impact of a
great +; team is compounded monthly and can meaningfully increase the growth and
decrease the cash needs of ;aa; startups, itGs critical for +; leaders to get it right.
?ast night, & attended a dinner with many heads of +ustomer ;uccess from prominent
valley ;aa; companies. =e spoke for $uite a while about the best way to structure and
motivate +ustomer ;uccess teams to balance customer care and account growth. 7ne I#
of +ustomer ;uccess described an innovative approach to managing this balancing act.
The diagram above entitled the N#erformance +;: ;ales :otionN captures her teamGs
sales motion. Eirst, the sales team engages and signs either a pilot or full contract with a
customer. ;econd, an account manager, tiered by customer si%e, engages that customer
through the initial deployment. @s time passes and the customerGs usage of the product
grows, a third person becomes involved) the up-salesperson. @round the time of the
customerGs renewal period, the up-salesperson begins a new sales process to grow the
account, and the account manager disengages during that process.
&deally, the up-selling process is successful and then, the motion repeats. The account
manager ensures a happy and successful customer and the up-salesperson intervenes
again when product usage spikes and during renewal times. &f not, the account manager
picks up the account and the up-sales process is tried again later.
Error) *eference source not found
To enable this type of sales motion, this I# of +ustomer ;uccess structured her team
differently than most +ustomer ;uccess organi%ations &Gve seen. Traditional +ustomer
;uccess :anagement, depicted above, has the $uota-carrying salesperson transferring a
post-sales customer to a non-$uota carrying customer success manager, who is
responsible for account management ad account growth. ;ome companies do create a
small up-sell $uota for the +;:, perhaps 54-512 of their compensation. But many do
not.
The #erformance +;: model adds a third person belonging to a third team, the Dp-
;alesperson on the Dp-;ales team. The Dp ;ales #erson carries a $uota and is
compensated with a sales structure, while the +; :anager is salaried. By splitting the
responsibility of customer careAhappiness from up-selling responsibility, this I# of
+ustomer ;uccess has been able to build a team that both satisfies customers and grows
accounts effectively.
@lso, the Dp-;ales team is structured and managed in an identical way to the ;ales and
the +; team, which could be by region or by productAsolution or customer account value.
This is important because it builds strong relationships across departments, since the
same ;ales, Dp-;ales and +; members work together and provides a consistent
e,perience for customers.
@s the number of ;aa; companies increases, and their sophistication in serving customers
deepens, & e,pect to see refinement of the +ustomer ;uccess model. Today, there arenGt
many wide-spread best practices. But techni$ues like the #erformance +;: model are
big steps in that direction.
-s the &ustomer Truly the &enter of Your
Strategic +lans?
@ugust 45, 345B
F5B
08 ?ikers
1 +omments
in;hare598
The &hanging and @merging &ustomers
The retail environment for food and beverages has changed dramatically in the past
decade. +hanges in consumer values and preferences have resulted in challenges and
opportunities for retailers. The dollar store channel has grown dramatically due in large
part to the impact of the recession and the lackluster recovery. =almart is accelerating its
investment in small store formats across the Dnited ;tates. The major drug store chains
are e,panding their product offerings to their target consumers. +onvenience stores have
e,panded their food service selection which has negatively impacted the restaurant
business. Crocery stores are now placing restaurants inside their retail store footprint.
@ldi is e,panding rapidly in the Dnited ;tates with their low cost and generally private
label grocery products strategy. 7ther retailers such as @ma%on are capitali%ing on the
combination of value pricing and online shopping convenience.
Are You ?istening to Your &urrent &ustomer?
@re you as a supplier to your traditional grocery, convenience, drug, dollar, and restaurant
customers meeting their changing needs> 7r are you only focused internally on cost
cutting to improve your bottom line profit> &mproving internal efficiencies is certainly
important. But an organi%ation that starts with the customer as its top priority and
strategically develops products, packages, programs, and service to support the priorities
of the customer will be the most successful in the long-term. =hen is the last time you
held serious conversations and asked for feedback from your customers> Eocus on the
customer.s business to gain a clear understanding of their priorities and both you and
your customer will benefit.
Are You Aligned with the !usiness 1odel of the @merging &ustomer?
/ow are you responding to fast growing, emerging retailers such as @ma%on and @ldi>
#roducts such as beverages with substantial weight and volume are e,pensive to ship
directly to a consumer.s home today. /owever, @ma%on is e,panding their distribution
centers and evaluating their own delivery system. This e,pansion will certainly change
the economics and design of the entire supply chain from manufacturer to consumer. @ldi
primarily focuses on its store brands. /owever, they are beginning to offer certain
branded products in their stores. Their approach is traditionally to limit the number of
items offered in a particular category. @re the products you supply available in @ldi>
:anufacturers and distribution organi%ations need to build relationships and develop
strategies to address the methods in which these emerging retail customers go to market.
$e*elop Strategies Through the 1ind of the &ustomer
+ustomers are changing in response to many factors. /ow an organi%ation listens and
responds to their current as well as emerging customers is critical to future growth and
long-term survival. 7rgani%ations should be cautious before continuing to cut costs
internally. ;pend time listening to your current customer base and identifying ways that
not only meet their needs, but e,ceed their e,pectations. Co above and beyond what the
customer might e,pect to develop a loyalty that other organi%ations cannot, or are
unwilling to, match. ;imultaneously, organi%ations should study the evolving landscape
and develop strategies that capture the opportunities of the emerging retailer. ot only do
organi%ations need to provide e,ceptional service, but successful organi%ations will be
strategic and innovative in their products, packages, marketing and support programs
offered to customers. ?istening and being strategic in partnership with the customer will
be mutually beneficial for your customer and your organi%ation.
3 Tips on 'ow to @ffecti*ely 'andle
$issatisfied &ustomers
Luly 95, 345B
01F
13 ?ikers
B +omments
in;hare5B5
-ou probably already know that stellar customer service is essential to help your small
business reach its full potential. But regardless of your efforts, there will always be
customers dissatisfied with the level of service you provide. But don.t view them as a
nuisance or necessary evil. @djust your perspective and e,amine how a very loud and
angry customer could actually give your business just the boost it needs.
Error) *eference source not found
Below are some tips you can utili%e in your small business to effectively handle
dissatisfied customers)
.4 Act Quickly
&f you are faced with a dissatisfied customer, do not keep them waiting. This will only
make their issue harder to resolve. (rop what you.re doing as best as you can and find
out what the problem is as soon as possible. *emain calm, confident, and friendly, and
address their needs $uickly. &f you absolutely can.t address their needs at that moment,
get contact information, fi, the issue, and $uickly follow up.
54 ?isten
:ore often than not, most dissatisfied customers are not looking for a freebie or a
discount. They just want to be heard. Begin the conversation by asking what went wrong.
@llow the customer to finish speaking, truly listen to what they.re saying, and show that
you genuinely want to help resolve their issue. Being empathetic is much more likely to
produce a positive outcome than figuring out who.s right and who.s wrong.
74 $on6t Take -t +ersonally
This, of course, is much easier said than done. The first step is to understand that no
business is perfect. Heep your personal feelings out of it ' it.s not about you. @fter the
problem is fi,ed, review why it happened and figure out how to prevent a future
occurrence.
94 &ome to a Foint Solution
&f someone feels they deserve compensation, ask what they have in mind before you offer
anything. -ou may find it.s much less than what you were considering. This is because
acknowledgement is what most people are primarily looking for ' and that.s free. By
directly finding out what the person wants, you can usually save your company a lot of
money and wasted effort.
:4 ,o the @;tra 1ile
=hen a dissatisfied customer demands compensation, don.t just accept their offer. Tack
on a little more. This will definitely impress and show that you truly value that
customer.s business, which is a great way to turn a dissatisfied customer into a customer
for life. @fter all, someone who took the initiative and time to complain might also take
the initiative and time to tell their friends about businesses they love.
34 #ollow Bp
7nce the problem is solved and your customer is satisfied, follow up with them. Briefly
recount the issue and ask if the solution reached has proved satisfactory. Then, simply say
that you.re there if they have other needs or concerns. Lust don.t make your follow-up
call a sales pitch, or all the work you.ve done to create a satisfied customer could be
wasted.
#inal Thoughts
=hen it comes to handling unhappy customers, a sincere interest in wanting to help them
is key. To achieve this, you need to consider the problem fromtheir point of view. The last
thing they.ll want to hear is why or how they are wrong. *emember, it may seem like a
nuisance, but it pays to do this. *eferrals and word of mouth marketing are often far more
effective than standard advertising, and unhappy customers present the perfect
opportunity to capitali%e on this. &n fact, in my e,perience running an online re-selling
business, some of my most loyal customers are ones that & initially had problems with.
=hat tactics do you use when dealing with unhappy customers>
(hat *alue did you %ring to your
customer today?
Luly 95, 345B
8B5
F9 ?ikers
54 +omments
in;hare586
=ritten by Thomas Ealcone and (iana :erenda
=e have all heard the term !value" and how important it is when working with clients.
(o we really understand what it means> (o we truly know what value is> /ow do we
know we are providing it> /ow do we measure its effectiveness>
Ialue by definition is ... usefulness, importance, the ability to serve a purpose or cause.
But what does this mean for us and how do we incorporate that knowledge into a tool we
can use every day>
:any of us are selling a competitive product, where the difference between one product
and another, or one company from another, is often very slim. Ialue is what sets you
apart from your competition and at times rises above your product.
Ialue is your distinguishing feature.
Ialue is the tangible difference that customers can appreciate and almost touch it is
what keeps them connected with you. Ialue is in the eyes of the customer. Ialue is made
up of many things. &t must start with your attitude and how you portray yourself to your
customers and how they perceive you. &t.s the many benefits both big and small that you
bring to the table at every opportunity you have in working with your customer.
&n every industry, value is going beyond simply serving up the customer.s basic needs
and re$uirements. &t is providing a blanket of services so your customer knows and feels
that there is no reason to go elsewhere.
Ialue is delivering a professional e,perience to your customers all the time, not just when
you are trying to sell them something. &t is a deeply personal process. &t is doing what you
promise for your customer in a friendly, professional and ethical way.
+herishing and fulfilling your promise in this manner will result in customer confidence.
@nd customer confidence is imperative ' indeed the foundation ' for any meaningful and
lasting relationship. Ialue is going out of your way to surpass the customers. e,pectations
and as a result, developing a trusting and seamless relationship without boundaries.
=hen such a relationship gets established, it is very likely you will have a customer for
life. &snGt that what we all want>
7n a practical basis, how do you bring value>
5. /aving a !/ow can & help you attitude" is essential. -our attitude conveys the message
that you develop relationships with trust in a caring and helpful manner.
3. Dse your knowledge to serve the customers. deep-rooted needs. Co beyond perceived
needs by asking non-intimidating, yet probing $uestions.
9. There are no limits on servicing your customers, day or night, beyond the 6 to 1
mentality.
B. Co beyond the scope of business< personally help at every opportunity. @t the end of
the day, at the core of every professional relationship is a personal one.
1. +ontinual contact. ;tay in touch with your customers on issues and product offerings
you think they may find beneficial and financially prudent. @ relationship is an on-going
e,perience< not just a one-shot deal.
F. ever think it.s just about the product. &t.s about the client knowing you have their best
interest and concern in mind.
8. Truly listen to your customers. needs and wants, working with them to best develop a
package and offering that suits their particular situation.
0. (o Ncustomer reviewsN on a semi-annual basis, or more fre$uently if necessary, to see
if any situations in their lives have changed.
6. @lways remember, NIalue is in the eyes of the customer". =hat you offer and advise
must be affordable to them, within their means and most of all really solve a problem or
fulfill a need they have.
54. Dnderstanding that it.s all about the customer and their needs, you will secure
customers for a lifetime.
Thomas Ealcone, is a principal at =ind *iver :anagement. @s a senior sales and
marketing e,ecutive, he has been successful working with customers in developing the
vision and strategies needed to grow multi-national companies.. +onnect with him on
?inked&n.
+lient ?ifecycle ;upport co-founder (iana :erenda is the client service and process
improvement e,pert for +lient ?ifecycle. (iana also provides consulting and assistance
with special projects or training staff for *E#s, consultant databases or other client
service and marketing areas. +ontact (iana on ?inked&n.
(hy competence alone is not enough to
take you to the top
@ugust 49, 345B
8,4B1
535 ?ikers
B3 +omments
in;hareBB5
Being competent is a desirable trait< one which every organi%ation desires in its
employees. &t involves applying oneGs skills appropriately towards achieving desired
results. Cetting to the top re$uires a high degree of competence as it provides the
leverage to understand the business of the organi%ation and to effectively take the
decisions that will benefit both the organi%ation and its customers. /owever, in many
organi%ations, being competent is not enough to take you to the top< and this is why.
/ighly competent people are often very reserved hence misunderstood and therefore
misjudged. &n many circumstances, they are considered arrogant, infle,ible, and self
centred. Dnfortunately, these are traits considered unacceptable for top notch business
e,ecutives. =hile this assessment may not be entirely correct, it may lead to highly
competent people being bypassed when other employees are being considered for top
positions. To reach the top, a high level of competence is re$uired as much as the ability
to manage your boss, understanding and knowing how to play organi%ational politics, and
a high dose of integrity, self discipline and humility.
The ability to manage your bosses provides the necessary support base you re$uire to
perform. &t involves understanding your superiors, their business mannerisms, knowing
their good and bad moments, and showing that you are both trustworthy and reliable. &t is
about being truthful to your bosses, taking responsibility, and standing up to your deeds
even when it may hurt you. Cetting to the top involves being a good follower. o one
will recommend you for a raise if on account of your competence you disregard your
superiors. Even when it is obvious that you are the brain behind the success of your boss,
always let him take the credit.
:any disregard the impact of organi%ational politics. The politics may be part of the
unwritten culture of the organi%ation< privately known by all but rarely openly discussed.
Every organi%ation has its own share of this unwritten culture and tradition. :any have
even more sinister culture, one that shuts out those who do not understand how to play its
internal politics of survival. Dnderstanding the politics of your organi%ation is necessary
to get to the top. & have watched people considered as average performers rise to enviable
and powerful positions. & have also watched people considered as star performers crash
out bruised and frustrated in the contest for top spots in their organi%ations. &f you
imagined that the former group achieved their enviable status by improving their skills or
working so hard, you are missing the point. The difference between the two groups is that
the former group perfectly understands the politics of survival and is willing to play it.
The later do not. /ighly competent people are more likely to rely on their skills and
performance to take them to the top. They are less likely to engage in organi%ational
politics.
7rgani%ational politics may not necessarily be about skills, intelligence or hard work. &t
may not be about who you are, what you know or where you come from. &t is the politics
of knowing who is in charge where it matters, and where to place your loyalty. &t is the
politics of getting your works recogni%ed and appreciated by those that matter without
appearing overtly pompous or egoistic. &t is the politics of getting your boss to believe
that he is in charge< while you are there to learn from him, back him up and assist him to
succeed. This may seem very strange to many, particularly those from civili%ed societies
and highly responsible corporate organi%ations, but a number of people from different
organi%ations and countries particularly in the developing world will readily admit that
this is a reality. &f you are less endowed with the skills to play this politics or skilfully
avoid it, you will be shocked to see your less competent colleagues take up the top
positions at your e,pense.
/aving integrity and self discipline are $ualities that even your opponents can hardly
ignore. To get to the top, you need to restrain yourself now from doing the things that
may be considered unbecoming of someone who wants to occupy the top position in
future. =hile you may not know it, someone may be taking note of your seemingly
inconse$uential acts of today and may bring it up against you tomorrow.
/umility endears you to others. &t makes you more of a friend to your subordinates than a
boss. Being humble puts you in a position of strength rather than weakness because it
enables you to learn from diverse sources thereby increasing your level of competence.
To reach the top competence is important as much as knowing how to manage your boss<
understanding and knowing how to play the organi%ational politics of survival, a high
sense of integrity, and a modicum of self discipline and respect.
Should You -ncenti*iCe @mployees to
-mpro*e &ustomer Retention?
Luly 94, 345B
5,B0B
546 ?ikers
9B +omments
in;hare39B
Error) *eference source not found There
is the saying, !money talks, nobody walks." There are many different ways to interpret
this $uote, but in the business world, & have always construed it to mean if you want
associates to obtain a certain goal, provide a financial incentive.
&n the early 5604.s, & worked for @utomatic (ata #rocessing J@(#K. @(# hired a +-level
suite e,ecutive to focus on customer retention. *etention at @(# was a consistent key
metric that was measured and incorporated into every Ceneral :anager.s bonus plan,
which was $uite substantial. The E,ecutive I# developed a !bank book" incentive plan,
company-wide, and it was my responsibility to implement the program with my account
management team.
The program was a success. The account manager position was an e,cellent entry-level
position for a person with a college degree who wanted to work for one of the fastest
growing and profitable service organi%ations in the world. The average starting salary
was appro,imately X31,444 a year and the incentive program had a ma,imum payout of
X53,444. That definitely received the participants. attention.
@t the beginning of the year, each account manager received a savings booklet with a
X54,444 opening balance. Every time a new account was sold in their territory, one
percent of the annual revenues were added, averaging about X34 based on a yearly
revenue of X3,444. /owever, if an account was lost, the associate had ten percent of the
revenues or appro,imately X344 deducted from their bankbook.
The program made the account managers focus on retention. By design, they paid a great
deal of attention to their largest accounts, knowing if they were lost it would cost them
X144 to X5444 a pop. +lients were consistently called, planned periodic visits made or
surprise spur of the moment check-ins. They fre$uently brought their clients fresh donuts
or candy which everyone appreciated. &f there were an issue, the account manager would
speak to every internal department and not only resolve the specific problem, but act as a
detective to discover the underlying cause. =hen there was a particularly major
complication they would sometimes send a bou$uet of flowers at their own cost after the
matter was totally resolved as a way of saying !sorry."
The program was a winnerO There were certainly some accounts lost that were totally out
of the control of the associate, such as bankruptcies or ac$uisitions. /owever, those were
few in number.
&n most organi%ations, sales people are compensated for new revenues, but very few
companies pay incentives for retention. &t costs at least five to si, times as much to bring
in a new client as it does to keep e,isting ones, so this doesn.t make good business sense.
=illie ;utton, the notorious bank robber from the early 5644.s had a famous saying when
he was asked why he robbed banks. /e said, !that.s where the money is." 0ustomer
retention is where the money is too.
;et up a program to pay for customer retention. -ou have nothing to lose and
everything to gain. -ou may have to continually tweak it to fit your needs, but
that.s with any new program that you try.
?et me know what strategies ha*e successfully worked in your e;perience and any
ad*ice you ha*e for our readers4
'ow to $eal (ith a Stupid !oss
@ugust 4B, 345B
331
8 ?ikers
9 +omments
in;hareF0
;tupid is as stupid doesN
Eorrest Cump in 6orrest 'ump
(o you have a stupid boss>
?et me define stupid for you. @ stupid boss is one who is smart, but chooses not to use
their smarts.
7ne of the things we as @mericans value is competence. @s a nation, we are becoming
increasingly frustrated at the lack of competence in many areas) our government, the auto
industry, the financial markets, etc. 7n a more personal level, some of us are
e,periencing that with our boss.
=hen & work with administrative professionals both in a coaching and teaching role, &
always ask them if they could take over the reins if their boss dropped over dead. :y
goal is to make them competent enough to do so. =hat shocks me are the amount of them
that tell me theyGre already handling those things because their boss is incompetent.
So what do you do if your %oss is incompetent? 'ere are some suggestions
?ook for ways to do things more efficiently. -es, your boss may take credit, but the
higher ups will figure it out soon enough and youGll be recogni%ed
Eind ways for you to grow your own skills. &f thereGs a gap in leadership, hereGs your
chance to fill itO Take on some of those tasks your boss is ignoring and build your
reputation
#urpose never to become incompetentO :ake a commitment to professional
development. &Gll give you more info below.
(hat if Y)BDR@ the incompetent %oss? Quit %eing laCy and start learningT 'ere are
some suggestions
:entor with someone who is competent. =atch what they do and copy them.
;tart some professional development. Take some management courses or seminars.
+ommit yourself to reading. &f you read for an hour each day on a subject, youGll be
an e,pert in just a year. & can recommend a list of books '@R@4
Einally, if you have to deal with incompetence and it doesnGt look like it will get better,
you may have to leave to keep your sanity. & hope itGs not the case. & hope youGre not the
causeO
"eeping Ta%s on (hat You (ant
@ugust 49, 345B
3,531
B8 ?ikers
50 +omments
in;hare540
The definitions of the word NkeepN include to maintain possession of, to not let go, and to
be faithful, among others. Therefore, keeping tabs on what you want is the first and most
important step towards receiving it.
T@B; is an acronym for Thoughts, @ctions, Beliefs, and ;urroundings. =hen we keep
our thoughts, actions, beliefs, and surroundings in alignment with what we want, we are
then prepared to receive it.
&magine a notebook with four tabs, one for each word in the acronym. This notebook is
designed to help you focus on knowing what you want and preparing you to receive it. &t
is important for the sections to relate to one another to stay in alignment< specifically, by
making sure each section is committed to and focused on wanting the same thingJsK.
The first tab is the T in our acronym, which stands for Thoughts. @ famous $uote
paraphrased) whether you think you will fail or succeed, you are right. Thoughts drive
our actions, and have a huge impact on our beliefs and surroundings. &f you say you want
to get more work done yet your daytime thoughts are about what you will be doing this
weekend, then the actions for getting more work done donGt happen, you continue to
believe you need to get more work done, and your surroundings reflect the lack of change
that would occur if you did get more work done. &f you say you want to spend more time
outdoors but give your thoughts to other things, then your actions will be related to what
you did actually think about, your beliefs will remain comfy with your indoor self, and
your surroundings will most definitely remain all man-made. &n both cases, you would
not be getting what you said you want because your thoughts were not in alignment.
The ne,t tab is for the @ in our acronym, which stands for @ctions. =oody @llen said
N662 of success is showing upN< & believe he is correct. 7ur actions are the physical
e,pression of our thoughts and beliefs, and have an enormous impact on our
surroundings. &f you say you want to have more respect at work, then your actions should
align with respect i.e. respecting others and things. -our thoughts should be about being a
respectable professional, and recogni%ing respectable actions in others. -our beliefs better
be sure to catch up or youGll never feelAacceptAappreciate the respect youGre being given.
?astly, your surroundings will be impacted by the actions you take related to gaining
respect. -ou may find you have more visitors to your area, find youGre invited to better
meetings or events, or that you take action to remove obstacles along communication
paths. -ouGll never know without taking action on what you want.
B is the tab for Beliefs, and are the most challenging and powerful of the tabs. They also
have the most impact on our thoughts, actions, and surroundings. +onsider the
widespread effects and impacts of the following beliefs) racism, se,ism, being NhomeN,
definitions of love, hard work, loyalty, success, and failure. &t is our beliefs that generate
and drive the feelings we have of accomplishment and validity. Heeping tabs on your
beliefs challenges you to $uestion them for accuracy and legitimacy. &f the answer is yes
to those $uestions then align your thoughts, actions,and surroundings with those beliefs.
(o you believe you deserve what you want to have> (o you sincerely believe it is
possible to get it> (o you believe even a little bit that youGre better at your job than your
coworker> &f not, start practicingO -our thoughts inform your beliefs, so practice by
thinking of ways to obtain or achieve what you want - not fairy tales, but real thoughts
about what needs to happen in order for you to get what you want. ;peak and think using
words that describe how it will be when you have what it is you want, put yourself in the
places where what you want can happen, and take action on what you think needs to
happen ne,t.
The fourth and final tab is ;, which in our acronym stands for ;urroundings. @nother
famous $uote) Nwherever you go, there you areN. 7ur surroundings include where we
physically are, who is with us, and how the space is situated, adorned, and decorated. &t is
typically the most obvious and most neglected tab in the metaphorical notebook. -ou can
want a promotion, but if your employer is going down the tubes, your surroundings are
not in alignment with what you want. =hen you want bread you donGt go to the hardware
store, right> There are a %illion ways to adjust your surroundings to prepare yourself to
receive what you want. (o you want to learn new things> #ut yourself around other
people who want to learn new things. (o you want to find a new job> *each out to one
real person who may be able to assist. (o you want a fresh start> 7pen a window, clean
your desk Jor house, or carK, or add something inspiring to your surroundings to reflect
and e,press that want.
-eah, yeah, but really, how do you keep tabs on intangible ideas in a metaphorical
notebook> &Gm so glad you askedO #ick anything you already know you want. (o you
think about it often, and when you do, are you thinking about)
5. how to get it
3. how much is sucks not having it
9. why you donGt have it
B. what it would be like to have it
To keep tabs successfully, stick with thinking along the lines of e,amples 5 and B. ow)
take the time to identify one thought, one action, one belief, and one surrounding change
you can make to get your tabs in alignment with what you want. *inse and repeat often.
The coolest parts of keeping tabs is since itGs all personal, you are in the driverGs seat with
full control, and metaphorical notebooks are infinitely scalable. Co for itO
#acing )%stacles )n Your Road To
Success
Luly 95, 345B
5,43B
F0 ?ikers
6 +omments
in;hare355
Error) *eference source not found
;uccess isnGt as easy as @ to B. &n life so many things happen to us that steer us off our
e,pected path. =e donGt have power over everything, but we do have control of how we
perceive obstacles. The book NThe 7bstacle &s The =ayN by *yan /oliday delves into
just that< how we can use obstacles as a catalyst for change. &t really got me thinking.
/ere are 9 tips &Gve learnt.
5K *etaining a sense of power
*ather than feeling helpless about all the thing that are going wrong or could go wrong,
what we can focus on instead is what we can control. The book tells a true story of a man
wrongfully convicted and imprisoned of a crime. -et, he chose to keep his dignity and
continue studying law within the confines of the cells until he was able to walk free after
decades spent imprisoned.
The resolve he had to control his mind and retain power over the small things that he
could control made him accept and overcome the obstacle far better than if he had
succumbed to the negativity of Gwhy me>G
3K +ontrolling your emotions
=hy is it so easy to give another person advice, yet so difficult to see our own situations
with that same rational mindset> The answer is simple. Being overly emotional clouds
our judgement to the point where we canGt analyse a situation rationally. The advice is to
ask yourself whether being emotional will help you solve the predicament youGre in. :ost
of the time, it wonGt. ;o take the time to clear your head when faced with a challenge and
believe that there are rational and objective options for you to take.
9K ;taying in the moment
=hen we start looking too much into the future, the journey ahead can become daunting
and overwhelming which is why itGs better to keep focused on what you can do in the
present.
=hen you focus more on the process and what you can do right now to improve your
situation, youGre connecting back with a sense of power which sets you up for better
things than you e,pect.
e,t time you catch yourself thinking, N& wish this didnGt happenN. Turn it around and
think of what you can gain from the e,perience and youGre halfway there to changing
your life.
!e 1ore &reati*e And Tackle Tough
+ro%lems (ith This Three-?etter (ord
@ugust 43, 345B
3,684
83 ?ikers
3B +omments
in;hare3F4
Error) *eference source not found
:y eight-year-old daughter is at that stage in her young life in which she has an insatiable
hunger for understanding her little Jbut increasingly complicatedK world. ;he reads
voraciously and absorbs sponge-like what people are saying around her.
@nd she often likes to ask !=hy>"
;ure, she asks her fair share of e$ually open-ended !/ow>" and !=hat &f>" $uestions,
but there.s a clear pattern to the fre$uency at which the word !=hy>" pops up.
;he seems to have figured out that by asking !=hy>", she can drill deeper and get
beneath the surface of things. #erhaps even get that much closer to the mysterious source
that drives everything in her small but rapidly e,panding world.
@nd when & say, as & often do, !&.m sorry sweetie pie, but & don.t know>", she keeps
pressing for an answer.
These Z and @ drills with my daughter have taught me a few things. ?ike that & don.t
know nearly as much as & complacently thought & did. 7r that & had better think through
things much more carefully before saying something. 7r that & should be bold enough to
admit that & just donGt know.
@nd because & often need to translate complicated concepts into language my daughter
can understandSas she gives me that innocent but determined look that says, !& need
your answer, now"S&.ve learned how to communicate more simply and clearly than
before Jat least to herK.
&.ve come to appreciate just how much power and punch this simple, three-letter word
packs. /ere are two of the most useful applications & know of)
.4 -nspiring curiosity and imagination
:ichael =olff Sdesigner of some of the most iconic brands in the worldS says that
what separates a good designer from the rest of the pack, is the ability to approach the
world through a child.s mind and have an insatiable curiosity. &n a video profile produced
by &ntel, he urges creative professionals to)
E,ercise the !muscle of curiosity"&f you don.t push your curiosity until it
almost becomes unbearable, you don.t nourish your imagination."
/ow should you e,ercise this !muscle"> @sk !why" whenever possible.
The !curiosity muscle" enables me to ask, !=hy is this written in this way>"
!=hy is this so big>" !=hy is this so small>" !=hy is it the way it is>"
& value knowing very little about almost everything because then & come to it with
a childlike freshness, hopefully.
54 +ro%lem-sol*ing
@sking !=hy>" has also become a useful addition to my problem-solving toolbo,.
To tap into the power of !=hy>", ask it again, and again. &n response to the first !=hy>",
ask another, then another, and another, until you reach back to the root cause of the
problem.
& first heard about this serial approach to asking !=hy>" from an e,ecutive coach. & later
learned that it.s also widely known and applied in manufacturing circles as the Eive
=hys, and is attributed to Taiichi 7hno, who is credited with developing the famed
Toyota #roduction ;ystem.
&t.s a concept that can be applied much more broadly than to manufacturing. Entrepreneur
and author Eric *ies, for e,ample, details in his book, !The ?ean ;tartup", how he has
adapted the approach so it can be applied to startups. /ere.s an e,ample of how he would
use the Eive =hys to address customer complaints regarding a newly-released product)
5. @ new release disabled a feature for customers. =hy> Because a particular
server failed.
3. =hy did the server fail> Because an obscure subsystem was used in the wrong
way.
9. =hy was it used in the wrong way> The engineer who used it didn.t know how
to use it properly.
B. =hy didn.t he know> Because he was never trained.
1. =hy wasn.t he trained> Because his manager doesn.t believe in training new
engineers because he and his team are !too busy."
=hat began as a purely technical fault is revealed $uickly to be a very human
managerial issue.
?ike most people, &.ve been asking !=hy>" every day, and for a very long time. &Gve just
become more conscious about asking it, and & try to apply it more systematically to new
ideas &.m chewing on, and thorny problems &.m trying to tackle.
&t.s a deceptively simple word, but one that re$uires a bit of courage and patience. @sking
!=hy>" nudges me out of my comfort %one, challenges my preconceived notions, and
usually demands that & try different options or take unconventional paths to my solution.
In what situations do you like to ask "Why?" 8ow has it impacted your creativity or
problem3solving?
+lanning and the -mportance of E(hyE
Luly 34, 345B
9,446
394 ?ikers
39 +omments
in;hare199
Every year companies across the globe conduct strategic planning. The good ones
backwards plan so when they cross the start line of their new year they have a solid plan
in place, everyone knows !what" they are doing and !why" they are doing it, are in sync
with one another, and e,ecuting towards a common goalA vision.
Dnfortunately for many, the goal will not be achieved and along the path to failure
leadership will neglect to step in and make a timely course correction thinking if they do
so, it will somehow send a message to employees the process of strategic planning has no
credibility, or the goals set were simply too ambitious to begin with. The aforementioned
becomes more about saving face than leading and doing what.s right for the company.
The truth is while the failure to achieve a goal may be tied to the fact that it is an
overambitious one, or a goal not firmly rooted in solid facts and due diligence about
what.s going on, in, and around the organi%ation, great companies know any plan will
re$uire adjustments along the way. ;martly timed adjustments allow you to build forward
momentum and once you get sustained forward momentum, you get motivated believers
across the organi%ation rowing in the same direction and you winO ;martly timed
adjustments are a critical aspect of any plan and when there is a leadership failure to
make timely adjustments, you get the opposite effect resulting in backward momentum
and now you have a company of non believers who feel the plan is unobtainable and you
are on the fast track to failure.
-es @?? plans . . . even the best ones, re$uire timely adjustments because the
environment in which we all operate is fluid and forever changing. There were changes to
the ormandy invasion plan created by the greatest military strategist of all time, and
without them we would have lost the war, and you can bet there has never been a football
coach in history that did not start making adjustments to their plan even prior to kickoff.
=hile the focus of this writing is not specifically on creating the strategic plan or making
timely adjustments, it is important to recogni%e the importance of starting with a fact
based plan and making timely adjustments relative to what well placed milestones and
other real time H#&.s would indicate.
This article is about giving any plan, strategic or otherwise, formulated at the highest or
lowest level, the very real opportunity to be achieved and beyond. =hat & have seen time
and again is when employees know !what" to do, but they don.t know the !why" behind
what they are doing, then your plan regardless of how well conceived or e,ecuted has a
high probability of not producing the best results.
!-hat" you want someone to do is usually the easy part if you have hired and trained to
standard the right person. &t.s simply identifying specifically !what" you want a person to
do in terms of process and to what level of performance standard you e,pect it to be
done. :ost employees hired for the right position can do and perform e,actly !what" you
want them to do. & have found there are B employee performance categories where &
would place all employees and have laid them out below. +ategory 5 and 3 employees
can and will get !what" you want done. +ategory 9 and B employees from a !what" you
want done perspective will severely hamper goal achievement.
#our &ategories of @mployee +erformance
&ategory . Employee is right where they need to be and is performing at or beyond
standard.
&ategory 5 Employee needs training and once trained is able to perform at or beyond
standard J7nce trained becomes +at 5 employeeK.
&ategory 7 Employee is in over their head and no amount of training will get them
where they need to be. Either reposition where they can perform to a category 5 or move
to terminate Jthis usually occurs when you have made a bad hire to start with or promoted
someone to a position where they don.t possess the skill set to meet e,pectation `The
#eter #rincipleaK.
&ategory 9 Employee has demonstrated and performed to standard in the past and is
now choosing not to perform Jtraining is not what.s needed to solve the problem< usually
it.s an attitude problem be it personal or professional. &f they will not change their ways
via performance management and become +at 5 employee, move to terminateK.
Eor the record & reali%e category 5 and 3 employees are what all companies strive for and
if you have a solid performance management system in place, you are always working to
get them there. The best companies all have, but $uickly identify and work through
category 9 and B employees.
;o let.s assume for this writing you have all category 5 employees and they all know
!what" you want them to do and they do it. &f they don.t know the !why" behind what
they are doing, you will have employees that fall into one of these 1 employee
engagement categories)
#i*e &ategories of @mployee @ngagement
5K They love the company and do what they are told and figure if the !why" were that
important, the boss would tell them.
3K They are simply good employees and do what they are told to do and don.t give
thought to why.
9K They are robots and blindly do what you want them to do Jtime clock punchersK.
BK 7ut of fear of losing their job they do what you want them to do Jyour culture is one
where they are afraid to ask because that would be seen as $uestioning the bossK.
1K They really don.t care about the company and are just there to get a paycheck so they
do what they are told to do.
There is a final category which all companies should strive to have their employees in. &t
combines a talented employee that was a good hire and possesses the skill set to meet and
e,ceed performance standards JEmployee #erformance +at 5K. This employee demands
to know !why" they are doing what they are doing so they understand how !what" they
are doing ties into the company.s success. They truly love the company and want to know
their contribution really makes a difference, that if they did not do their job, the company
could be in danger of missing their goal. =ow . . . what a sense of commitment,
ownership, and urgency this employee has. =hy can.t they all be this way> +hances are
you have neglected to have a real conversation with them informing them of the
importance of !why" they are doing what they are doing and how it all ties into the bigger
picture.
ow at this point you may be thinking you have performance category 5 and 3 employees
across the board and they all know !why" they are doing what they are doing. &f this is the
case, sit down and ask them to tell you !why" they are doing !what" they are doing and
see if their response ties into how important their role is towards the accomplishment of a
specific milestone, and how all those milestones when reali%ed translate into the company
achieving the strategic plan. +ompare their responses to the written strategic plan you
created as part of your overall planning process. (o their responses mesh with where you
are trying to take the company> (o they understand their role relative to the bigger
picture>
-ou see, when you have employees that know !what" they are doing and !why" they are
doing it and it makes sense to them, they become employees that are not only bought in,
they are all in, and they truly put everything that have into everything they do, and that is
how you build a committed employee owned company. @nd isn.t that what we all want . .
. employees so committed, so on fire for the company you would think they share
ownership of it>
=here are you towards achieving your 345B goals> =e are fully past the midyear point.
(id you start off the year with a solid plan in place rooted in facts> (id you take the time
to share the plan with your employees and did it come for the highest level of the
organi%ation reflecting the importance of it> (id each employee understand not only
!what" they needed to do and the standard to which it must be done, but they also
understood !why" they were doing it and were able to ask $uestions because you have a
culture of openness and not one of fear> =hen you look your employees in the eyes, do
you see people on fire for the company because they share in the cause and know !why"
they are doing something is just as important as !what" they do, and they are bought in,
all in, and act like owners because they know what they do really makes a difference>
That.s the employees we all want, and it.s never too late to e,plain the !why" . . . and it
may be just what you need to do to move your company across the finish line in 345B.
=ishing you much success and &.ll see you in the winner.s circleO
You are your !randing44444%eware
@ugust 49, 345B
BF5
35 ?ikers
9 +omments
in;hareF4
This piece is about how you and the way you present yourself is a big part of your
branding, whether you are an owner managed business or an employee. &t can be more
important as an owner manager but it is just as vital for employees as & have witness both
types of people doing themselves no favours.Error) *eference source not found

& am mainly referring to work related scenarios but it can also be said you should keep in
mind when you are engaging socially.
;o when you go out representing your company at an event or meeting you are carrying
the company brand and message to those you meet. The other area of course is social
media and in particular ?inked&n as this is seen as !the" social media platform for serious
business. & have already written a piece !=hy are you on ?inked&n" because & feel a lot of
people do not do themselves or their business justice with their profiles.
one of us know when we might meet the person who will lead to the ne,t opportunity
so our message must be clear and consistent, both when we are present and when we are
not. =e must also be prepared and therefore have a bo, of strategies we can use for any
given situation. Those who understand some of the arts of networkingError) *eference
source not found will know their target market and will attend
events with this in mind. They will seek out people from target companies or markets and
perhaps miss other opportunities, but at least they are one ahead of most who attend with
little or no planning.They are the ones who will more likely have a successful networking
e,perience.
=hat & am referring to is the old age !who do they know" scenario. The person you
engage with may on the surface not be a target but who do they know and also who will
they meetOO =e all have varying si%e of networks and in those may be people in someone
else.s target market, but unless they tell you, you are never going to be able to help. @lso
if they make no effort to build a relationship with you then are you going to remember
them when you do meet and connect with someone from their target market.
;o being consistent and having a plan may to some be a bit to business like for
networking & would ask why are you there, and if the answer is to promote your business
then you should plan, let.s face it this is your time and therefore money you are investing
into attending, why not give it a chance of success>
?inked&n Error) *eference source not found is no
different, and in fact needs to be more polished as & have said before it.s a 3BA8 portal to
you and your business and you may have people looking at your profile and moving on
without you ever knowing about it, so would it not be great to have them be impressed
enough to make contact rather than go onto the ne,t one, perhaps a rival to you who.s
profile !pulls" them in.
;o you can see that having a plan is important and that plan must include branding. -ou
must offer a consistent message and leave no one asking !what does :r Q do for a
living>" Error) *eference source not found or worse still !is :r , someone who &
need to talk to about placing some potential business".
@ good Branding will help people remember you and your company and it is not just
physical it.s also what you say and do. &f you offer to do something then you must ensure
you do it, or bang a potential new relationship is dead in the water before it began.
;o consider carefully your brand, what it says about you and what it offers others, but
most importantly remember that you are your brand so you must be ready at all times,
because as we have said before you never know when or where that ne,t big opportunity
may come from and it won.t always be in a business environment. Be a generous giver
and you will be surprised what you will get back.
Einally make sure your online and offline presence is one you are proud of and does you
full justice, but if doesn.t.well & might just know a man who can.someone mention
networks and who & may knowOOOO
$o not o*erlook the power of aligning
personal needs with *alues and culture to
enhance performance
Luly 34, 345B
55,B94
150 ?ikers
F3 +omments
in;hare5,FB0
:any readers of this article will no doubt have heard of :aslow.s /ierarchy of eeds, a
theory in psychology proposed by @braham :aslow in his 56B9 paper + .heory of
Cuman =otivation in %sychological $eview. The theory parallels others related to human
developmental psychology, often describing the stages of growth in humans. :aslow
described the developmental progress human motivations usually follow.
=hile they might be considered the generic needs of all humans, they can also be seen to
relate to the stages of human development from birth.
*ichard Barrett has evolved these ideas, relating them to the development of personal
consciousness)
Error) *eference source not found
@s & am sure readers will also know, there are also the classic development stages of a
business. ;o, it occurred to me that we might relate these ideas to companies, their needs
and their levels of consciousness, in relation to their maturity. @nd *ichard Barrett has
indeed also developed what he calls the seven stages of organisational consciousness)
Error) *eference source not found
:y understanding is that consciousness in this conte,t refers to having become aware of,
and understood, the importance of the characteristics associated with each of the seven
stages to the success of the company.
*ecently & met *ichard for lunch to chat over some ideas. & have also been reading his
book, .he (alues5Briven 1rganization; <nleashing Cuman %otential for %erformance
and %rofit, in which he describes this model and its practical uses in great detail. & also
saw him speak at an event in the +ity of ?ondon. /is ideas have made me think a great
deal. /ere are some of thoughts & have had so far)
There is a tendency to think of the organisation as if it has a life and consciousness of
its own, rather than it being the sum of that of the people who make up the
organisation, arguably with a bias towards the influence of the leaders Jleaders by
job title or real leaders, by influenceK.
The companies which survive decades - such as Dnilever, #rocter T Camble, Tata,
(oosan, Lohnson T Lohnson - were established by individuals who were not only
leaders, but also had very strong vision and purpose based on values. This & have
written about in a recent ;trategy ;nack
The founders must have had a high level of consciousness Jperhaps not surprising that
they also had strong religious beliefs A ethics - being Zuakers, for e,ampleK
;o, perhaps in an ideal world, the only people who should be allowed to run a
corporation are those who have progressed through all the levels of personal
consciousness.
The companies mentioned above are from several different countries, and & am pretty
certain that almost every country in the world could provide such e,amples. This
demonstrates the universal relevance of the insight. They have also lasted many
decades - centuries in some cases - which also demonstrates the durability of a
values-based approach.
;ome might argue that a clear vision and purpose were the reasons such companies
have been successful. & would agree. But & think these are the product of their
values, or what might be called their sense of higher purpose. Eor this reason they
are further strengthened by being genuine or authentic, $ualities that will help
earn a strong and lasting reputation, appeal to customers, and motivate employees.
There is a boom in the number of social enterprises, and evidence that many business
school graduates are seeking this option. & suspect they also have high levels of
consciousness, and my guess is that, whilst not necessarily religious, they
probably have strong values A ethics and perhaps spiritual or humanistic beliefs.
;o & am coming to the conclusion that individuals have the power to create a company
with a high level of organisational consciousness because they are personally
highly conscious. But leaders can surely also transform the e,isting degree of
consciousness in an organisation when they become more conscious themselves,
and only when that happens. This is probably the most important insight.
Eor these reasons, our focus needs to be on improving the personal consciousness of
the individual business leaders, so that they might become real leaders - leaders
who serve as coaches, mentors, etc. ?eaders who raise consciousness of the
individuals in the organisation as a means of empowering them, and in doing so
enhance the consciousness of the organisation.
=hilst these ideas may sound woolly, it is encouraging to know that they can be
proven to increase performance, are universal, and stand the test of time - all of
which can be illustrated with case studies in a way that appeals to the GrationalG
mind of the e,ecutive.
&t is interesting that these theories can be related to the development stages of
communities and societies, and their ability to meet the needs of their citi%ens. &n the
same way that a company and its e,ecutives may raise the consciousness of the
individuals in the organisation as a means of empowering them, so might a country and
its leaders do the same for its citi%ens. &ndeed, it could be argued that decisions being
made by the younger generation of developed countries is evidence of this happening.
This should be considered by politicians, policy makers in government, and strategists in
the public sector.
@nother consideration is that whilst there is a tendency to think of the organisation as if it
has a life and consciousness of its own, rather than it being the sum of that of the people
that make up the organisation, the same can be said of countries. Eor this reason, &
suggest that individuals have the power to change societies, regardless of the level of
development of the country they are living in, if they are personally highly conscious. @s
evidence of this, & cite the fact that many of the new companies being established in
emerging and developing economies are social enterprises. @nd if we wish to encourage
social and economic development in these countries, we would be wise to focus on
improving the personal consciousness of their social entrepreneurs, business leaders and
the leaders of multinational companies that operate in them.
@ final thought is that as the consciousness of a nation is strengthened, the younger
generations will have stronger values. @n e,ample of this is the finding that of the
:illennials Jthose aged under 91K, 812 consider the social and environmental impact of
the companies they invest in to be an important part of investment decision-making, and
FF2 view their investment decisions as a way to e,press their social, political or
environmental values. ;uch factors may also influence their shopping decisions, their
preferred employment options, and so on.
E,ecutives should be aware of these changes and recogni%e their importance in relation to
four conditions that they must achieve, according to Barrett) personal alignment,
structural alignment, values alignment and mission alignment. Eailure to achieve
alignment results in what he calls cultural entropy, where employees are disengaged and
the leaders, managers and supervisors are focused on addressing their own needs. The
cost of high cultural entropy is not immediately obvious unless it leads to business
failure. This is because the cost comes in the form of performance forsaken. Before-and-
after case studies that Barrett uses demonstrate the cost of cultural entropy, which many
companies must be facing ' the iceberg analogy springs to mind. ;takeholders should be
very concerned.
Luly 34, 345B
B,680
368 ?ikers
90 +omments
in;hare681
Error) *eference source not found
@s a former Team ?ead in a B#7 company, & have used different methods and
approaches
when it comes to instilling discipline to my people. ever will a negative reinforcement
translate
to your desired outcome. This will just create chaos and it is very vulnerable to a
tarnished
personal and professional relationships. ow that & am a business owner,
the way for my people to love their work and be at their best is for me to magnify their
strengths
instead of their weaknesses. They will always play a vital role in our businessG overall
success.
Below is a very good article on how a positive reinforcement can do wonders to your
people
and to your company.
http)AAwww.forensicmag.comAarticlesA3459A46Ausing-positive-reinforcement-employee-
motivation
#ositive reinforcement is the practice of rewarding desirable employee behavior in order
to strengthen that behavior. Eor e,ample, when you praise an employee for doing a good
job, you increase the likelihood of himAher doing that job very well again. #ositive
reinforcement both shapes behavior and enhances an employee.s self-image.
*ecogni%ing and rewarding desirable employee behavior is the essential key to
motivating employees to work more productively. This method will reap many benefits)
5. &t clearly defines and communicates e,pected behaviors and strengthens the
connection between high performance and rewards.
3. &t reinforces an employee.s behavior immediately after learning a new techni$ue
and promotes $uick, thorough learning.
9. &t motivates effective workers to continue to do good work. ?ack of reinforcement
leads to job dissatisfaction.
B. &t increases productivity by rewarding workers who conserve time and materials.
1. Employees who are rewarded after they successfully perform feel self-confident
and become eager to learn new techni$ues, take advanced training, and accept
more responsibility.
F. *ewarding employees who suggest improved work procedures will produce more
innovation ' if you create a rela,ed work environment, reward new ideas and
tolerate innovative failures.
8. Employees who receive recognition for their achievements are more enthusiastic
about their work, more cooperative, and more open to change.
0. =hen you show appreciation and reward employees for good work, you increase
their job commitment and organi%ational loyalty.
To reinforce successfully, you need to define e,actly what it is that constitutes desirable
behavior. -ou should then set specific, measurable work goals with each employee or
with the entire team, and then decide together, which behaviors are most important for
achieving the results.
These guidelines will help make your reinforcements most effective)
Be specific.
Cive the employee concrete, specific information about what heAshe did right.
*einforce immediately.
*eward the employee as soon as possible after hisAher good behavior.
Be sincere.
;how genuine appreciation for the employee.s achievement.
*einforce often but unpredictably.
*egular reinforcement comes to be e,pected and fails to motivate. Ere$uent, but
random, reinforcement ismore effective.
*eward small increments of improvement.
:ost performance improvement is gradual. *ewarding good effort and small
improvements will lead to bigger improvements.
Cive realistic reinforcement.
*ewards should be proportionate to the importance of the behavior.
#ersonali%e the reinforcement.
Through skillful use of positive reinforcement, you will increase your employees. self-
esteem and call forth from them greater contributions and increased dedication to the job.
1icromanagers The "illers of Bni=ue Talents in &ompanies
(ho is a micromanager?
@ micromanager is a supervisor or a boss who assigns tasks and evaluates every stage of
the process with the view to critici%e or suggest their own approach to how the work is to
be done. &nstead of assigning tasks and offering general guidance to employees, they do
the e,act opposite. The typical micromanager uses their time directing employees rather
than empowering them. They are fi,ated with process rather than results. They are role
models and not goal models. They want to know every minute detail by !breathing fire"
regularly down your neck. They want to know the $uantum of the assigned task you.ve
worked on, the process you used and when you would complete the task. They want you
to work in front of their desks with the pretense of supervising your work. They
demorali%e you, give destructive criticisms and kill initiatives of employees who want to
take up new challenging roles.
KThe only right way, is their way4L
The right proposal writing style, is their style. The right report writing template, is the
one they use. Every other template is $uestionable or wrong. This type of working culture
snaps life out of the employee, reduces commitment and annihilate initiative. The
victimi%ed employees become withdrawn and passive contributors within teams. They
hold back wonderful ideas because of fear of rebuttal of those ideas. They do not
challenge any flawed ideas of micromanagers rather they only concur and e,ecute every
!command. to the letter. This negative behavior creates distrust, fear and backwardness in
a company.s ability to reach its goals.
Error) *eference source not found
'ow they operate in &ompanies
This counter-productive working culture of these workplace bullies not only robs the
company of valuable human capital but also leads to stagnation of growth, make
companies less competitive and eventually collapse companies. Their attitudes toward
assistants sever the company.s future and prevent it from grooming new deserving talents
to be promoted to higher positions. /igh staff attrition and resignation becomes the order
of the day because there is so much emphasis on degrees or universities attended, and not
enough on the content or approach of leadership. #oor performance of assistants is an
indication of the malfunctioning leadership and management style of bosses. The
departmental outlook reflects the true picture of the flawed working strategy or
directionless management style of leaders in that department. ?eaders set the tone of an
organi%ation. The outer environment is a replica of the inner environment of those who
establish the rules of engagement for the company. ;o the ne,t time you want to blame
the team members, e,amine the leadership you tasked to oversee the team.s performance.
Therefore leadership is the cause, all other things are effects.
'ow they kill talents in companies
:icromanagers either want to share in or usurp credit for tasks performed by their
assistants or junior colleagues. They tweak the project or revise the proposal and call it
their own. TheyGre always delegating work and do not e,ecute any work to the end. =hen
they initiate projects, they don.t finish. =hen others finish assigned tasks, micromanagers
are $uick to critici%e the finished work. They do not inspire confidence and they always
think highly of themselves and belittle others.
%eople dont leave bad companies. .hey leave bad managers. They don.t always leave
dysfunctional company structures and unfavourably working conditions.They usually
leave disorgani%ed managers and confused leadership. *egardless of a company.s
e,cellent value proposition, great service or uni$ue products, the company gradually
fades out and collapse when people are not made the centre of its activities. &t might not
happen in a day or two, but slowly and discreetly the company.s breath ceases.
:icromanagers gradually drive away uni$ue talents and hardworking employees by
misleading business owners to feel that assistants and other junior employees are cultural
misfits or are overwhelmed by their tasks at the workplace.
;ome of these managers become insecure or feel threatened by a new emerging talent.
They either frustrate, discourage or highlight weaknesses of the new talent to the director
or the business owner in a subtle manner.
'ow to work effecti*ely with micromanagers
To survive working with a micromanager, be focused, think holistically, act
collaboratively and e,ecute diligently. (evelop a tough skin and know that you can be
asked to work on the same task over and over again. ?earn to ignore the bad boss and be
ready to accept their flaws. Build resilience and tolerance by showing that you are willing
to revise the work to meet your bosses. e,pectations anytime. ;ome actually enjoy the
fact that you are stressed or overwhelmed over tasks assigned to you. (ance to their tune
by asking for advice and feedback on approaches and processes to be used for all tasks.
Employees who are being micromanaged should ask for !their right way" at every stage
to avoid dissipating time, resources and energy on tasks that could be done in a relatively
short period of time.
1icromanager indicator) &f you have a boss who is e,hibiting about F42 to 042 of
these traits, he or she is likely to be a micromanager.
+eople-pleasing is !ad for !usiness
Luly 5F, 345B
B,B51
34B ?ikers
11 +omments
in;hare8F4
Trying to please everyone is impossible.
Error) *eference source not found
?ooking back in life, & believed as a child that the world would be a better place if we
placed our own happiness with others and served them accordingly. & have applied this in
my personal and professional life and have been told & have the M:other Theresa
comple,. JCiving too much of oneselfK.
#rofessionally, & have done a great job providing clients with ama%ing service and
offering employees and co-founders a satisfying working environment. There is just one
problem & am a nice. & find nothing wrong with being a nice person but rather & was a
people pleaser.
E,perience has shown me that being a people-pleaser isn.t beneficial to my life or
business. &t meant that & was placing my worth on other people.s perceptions of me. This
did not make me an effective leader, friend and cofounder.
&n any industry, we strive to provide clients with perfect service. By providing clients a
high level of attention, we build our reputation upon which our brand is based. #eople
pleasers often get taken advantage of and that is not a productive feeling or relationship
builder for any business. ot setting the right e,pectations and going beyond the scope of
a project to please a client is not to be applauded. &n setting e,pectations, we train our
clients on what our relationship will be like, and setting unrealistic e,pectations will
eventually bring ruin.
&n this never-ending cycle, the people-pleaser is fearful of not meeting e,pectations.
;aying !no" after a long period of being a -es-woman is much worse than if & had set the
proper e,pectations to start.
Tips to A*oid +eople-+leasing
5. "N)( Y)BRS@?#4
;tick to your process and only change it after clear reasoning. &t is not set in stone,
but it.s not a process if you.re willing to change at the drop of a hat. +onsistency
is key and it helps people build trust in you.
3. S@T @W+@&TAT-)NS &?@AR?Y4
Educate your client on your way of doing business. ;etting proper e,pectations up
front, sets up the tone for the entire relationship going forward. There is a trust
that builds when your client understands how you function and appreciates it
when you stick to it.
9. 74 !@ B+#R)NT4
#eople pleaser.s have a hard time discussing an issue and even avoid it so as to
avoid unhappiness on their end and the client.s. &f you.re unhappy with
something, discuss it immediately. ;weeping issues under the rug will not fi, the
problem. &t will create the dreaded Msnowball effect.. Take a proactive approach
and have those discussions. #eople respond to those who can take charge and lead
with honesty.
These guidelines can be applied to your business and personal life. &f saying no pushes
someone out of your life or business then maybe they were not good a good fit to start.
There is nothing wrong with being a nice person, just don.t become a doormat. ;trike a
balance between being nice and setting realistic e,pectations and you will become a more
effective leader and be happier for it.
;ource) http)AAoverit.comAblogApeople-pleaser-
ceo,http)AAfootsoldiersBchrist.files.wordpress.com JimageK
Question) =hat is your take on people pleasing, is it beneficial or harmful> =hat
changes have you made to set realistic e,pectations in business and in your personal life>
Best,
-mportance of +ersonal !randing to
&areer $e*elopment
@ugust 49, 345B
B69
91 ?ikers
9 +omments
in;hare585
Error) *eference source not found
-ou have a personal brand and for the purposes of this post letGs call it N-ou &nc.NO
&n many ways, -ou &nc. is synonymous with your reputation and it refers to the way other
people see you as a professional, your level of capability, your subject matter e,pertise
etc. &t is a reflection of your ideas, the organi%ations you work for. &f you are a genius> @n
e,pert> Trustworthy> =hat you stand for> =hat ideas and notions pop up as soon as
someone hears your name>
&f you would like to develop your career, switch careers or open up new job opportunities
in other fields or industries< then decision makers need to be able to find, recogni%e and
care about your name, what you.re working on, what you offer, and what you.re about.
/ow do key decision makers in other fields or industries find out about -ou, &nc.> They
find out everything they believe they need to know from your marketing materials, your
online presence i.e. your ?inked&n profile, Twitter feed, resume, blog posts etc.
/ow effective are your current marketing materials> Eor e,ample, the effectiveness of
your ?inked&n profile in communicating your value, your level of capability, subject
matter e,pertise etc. is based upon hard data vs. someone.s opinion, even your ownO
The !hard data" consists of how many times you are viewed in 64 days, where do you
rank in a search, do you appear on the first page when someone goes to look for your
talents, the number of connections that you have, your profile strength etc.
?et me illustrate this point)
Error) *eference source not found
Dp until ovember
3nd this individual was of the opinion that they were doing everything on ?inked&n that
they were supposed to do and representing themselves well.
The reality was that they had developed a :ercedes-Ben% worth of talent, yet they were
marketing themselves as a jalopy.
=hen their profile truly represented their talent then there was a dramatic increase in the
number of new opportunities.
;o if you would like to develop your career, switch careers and open up new job
opportunities in other fields or industries then decision makers need to be able to find,
recogni%e and care about your name, what you.re working on, what you offer, and what
you.re about.
Tired of doing what you are currently doing or have been doing over the last few years>
Thinking that you would like to switch careers or open up new job opportunities in other
fields or industries> Erustrated with the progress you have made to change your situation>
&f the answer is NyesN then you may want to consider how you are currently presenting
your talents, capabilities and accomplishments. +onsider rebranding N-ou, &nc.NO
Roadmap to successful entrepreneurship
@ugust 43, 345B
0F9
555 ?ikers
51 +omments
in;hare56F
Error) *eference source not found
;tarting your own business is not a piece of cake. -es, the grass is always greener on the
other side of the fence, especially if one compares it with having a tediously mundane
office job< not to mention scores of glorified success stories of ;:Es available on the
web, tempting one to take the plunge and start a business. But there is more to the Mfree.
entrepreneurial spirit than meets the eye. &t is definitely all about the proverbial saying
one percent genius and 66 percent hard workO
Every successful business has a story of its own) a singular thing that clickedO 7ne way
or the other, there are lessons to be learnt from those who have created a place for
themselves in the market or are busy striving to attain one.
!itten %y the %usiness %ug
=orking for various &T companies in a senior capacity, before actually taking a leap of
faith and establishing his own D@E-based &T firm ' Tree/ouse +onsultancy, :u%affar
Lamil acknowledges that the road taken is rocky and laden with challenges. !&t is difficult
in the beginning especially if you are solely relying on yourself. The downturn has indeed
made us all wary and the less liabilities you have, the better." @dding, he said)
!E,perience has taught me that tools for success is a focused business plan and intelligent
money management. & also think a product-selling company fares better compared to a
services-oriented one. That said, & began by offering &T consultancy services, mainly to
create the company.s name, strong business relationships and goodwill. @nd now we.re
in phase two, where the firm has begun receiving orders for tech products as well as
services."
&reating a niche
:anouGshe ;treet, a trendy eating outlet serving :iddle Eastern cuisine, is a fine e,ample
of creating a niche and that too in the daunting food business in (ubai JD@EK. +ompeting
with the likes of fast food giants such as HE+, :c(onalds and so forth, the restaurant is
well received by local as well as international food connoisseurs, so much so that the firm
not only has eight branches across (ubai but also established franchises and outlets
across Europe as well as the :E@ region. The secret to success is not only serving a
delicious, traditional cuisine with a modern twist, but by providing its customer a
healthier fast food option.
Ser*ices %eckons customer loyalty
:erely having a great product does not necessarily mean your business will take off.
;hrewd marketing tactics are imperative. There may be millions of inventions out there,
which have not seen the light of day and probably never will. &n an interview for a D@E
publication, leading ;:E in the :iddle East and a paper trading organi%ation, :E#+7
Culf.s +E7 Eadi H Baaklini had commented) !#ossessing knowledge about your
business is fundamental. -ou will not be able to sell if you don.t really know what your
products or offerings are. ;ervices come ne,t. =e are traders but at the end of the day, we
also provide services. &t is our job to find the finest $uality, great price and combination
as well as the best deliveries to the client."
Shrewd talent ac=uisition
Employee retention and loyalty is another critical factor influencing a company.s growth.
Business will only boom if a firm boasts a formidable team of go-getters who are
passionate about what they do. @nd even before that, it is important to remember that
merely recruiting people will not get the job done. &t is all about hiring the right person
for the right job. &n other words almost clinical talent ac$uisition, where one is hired
based on three major competencies) knowledge, attitude and skills. Then it is up to the
hiring authority to place that talent fittingly in the whole scheme of things.
And lastlyO
:aking the most of a bad situation or environment is a talent only some possess. :any a
company drowned in the stormy sea of recession, but there were those who managed to
stay afloat. To a very small e,tent, it is a leap of faith but it largely depends on how
buoyantly one can wade through rough waters during high tide and also retaining
composure in the aftermath.
@ntrepreneurs are $reamers that !ecome $oers
&t is sometimes glorified that dropping out of school to launch a startup is the right thing
to do, a la ;teve Lobs, :ark Ruckerberg and Bill Cates. These individuals are all
innovators S the doers" the once daydreamers" the visioneers S who predict future
social habits and trends to build things that fulfill human needs by revolutioni%ing how
we interact and think on a daily basis. These individuals are entrepreneurs and what made
them so successful was not their opposition to continuing education, but instead was their
ability and their willpower to take advantage of the opportunities presented to them.
There have been plenty of articles written and studies conducted that try to pin down
what really makes an entrepreneur so special. To tell you the truth, we may never truly
understand what makes an entrepreneur so different, and &.m not going to try to convince
you that & know the secret sauce. & will tell you, however, that there are very common
ingredients that make up some very successful entrepreneurs.
They re*olt against conformity
;uccessful entrepreneurs don.t usually care much for social convention. They have little
patience for conformity. They don.t want to hear how things are done, have been done, or
should be done. They do things their way. The basic steps to becoming a successful
entrepreneur lie not in aiming at billions, it.s not even about trying to be different. &t lies
in getting satisfaction from the work ' which ultimately makes them different from
everyone else.
!/ere.s one thing & know for sure. They.re each one of a kind. The real deal. They
don.t try to be uni$ue. They just are. @nd they don.t try to be like someone else,
either. They know that wearing a black mock turtleneck, jeans, and sneakers
doesn.t make you ;teve Lobs."
' Ste*e To%ak, +onsultant and Entrepreneurship Evangelist
They use their smarts
Entrepreneurs are characteri%ed by high intelligence, high self-esteem, and a higher level
of risky, aggressive, and even illicit behavior as adolescents. =hen you link high
intelligence with a tendency towards illicit behavior or breaking the rules, there.s an
almost F42 greater chance of becoming an entrepreneur.
!& always did something & was a little not ready to do. & think that.s how you grow.
=hen there.s that moment of M=ow, &.m not really sure & can do this,. and you
push through those moments, that.s when you have a breakthrough."
b 1arissa 1ayer, +E7 of -ahooO
They are unrelenting doers
To me, a key ingredient in the making of an entrepreneur is their motivation to go for it
despite the odds and conventional wisdom. @n entrepreneur and friend of mine is well-
known in the community for coordinating a widespread jelly ' a casual working habitat
where interesting people come to talk, collaborate, and bounce ideas off each other. &t was
the first in his community from which came an entire jelly revolution in the growing ?as
Iegas tech scene.
!& had an idea and & just did it. @nd people remember that. &f you have an idea, put
yourself out there and just see what happens. :ost of the time it will evolve into
something much greater."
b $ylan !athurst, +E7 and +o-founder of *umgr
=hile it.s true that it is much harder to e,ecute than dream< it.s the visions and dreams
that inspire entrepreneurs to create and build. @ world without dreamers and dreams
would be dull and uninspiring. &t.s been said that entrepreneurs are almost never
intellectuals, that instead, they are imaginers and incorrigible optimists who believe that
there is always a better way to do something. They are doers, not merely thinkers.
Thinkers end up in a world of thought. (oers end up in a world of action.
: Tips to 'elp )*ercome Your #ear )f
+u%lic Speaking
@ugust 4B, 345B
83
8 ?ikers
5 +omment
in;hare53
Error) *eference source not found
Eear of speaking in public is the biggest fear people have in business.
=hen & ask my clients how do they prepare themselves for giving a speech or
presentation, most people will tell me that they focus on preparing their speech and
putting together their slides for their presentation.
-es, this is an important part of the preparation, but the answer & want is how they
prepare themsel*es not their material.
The fear of speaking in public comes from what someone imagines in their own mind.
;cared speakers almost always create Mhorror movies. in their mind where the imagine a
hostile audience staring at them, people criticising them, their voice breaking, shaking
and sweating and all the other stuff they don.t want to happen.
They are actually mentally rehearsing everything they don.t want to happen, and focusing
only on themselves, not their audienceOO
=ell, guess what, giving a presentation is not about you its about passing the information
and e,pertise that you have on to others.
Think of presentations that you have enjoyed and & guess they were the ones where you
learned something and the speaker was rela,ed. They were focused on their audience and
making sure that everyone understood the message they were giving.
So here are : tips to help o*ercome your fear of pu%lic speaking
5. "now your su%Aect ' Cood presenters know the subject they are talking about
inside out. =hen you know your subject well you automatically give off an air of
confidence and come across as an e,pert. -ou will know the answer to $uestions
asked and people will be happy to listen you.
3. -magine seeing yourself finishing your talk to a round of applause and
smiling people ' @ lot of fear is created because people imagine going into a
situation and forget to imagine coming out the out the other side having done a
good job. The more you can mentally rehearse having presented well, the more
confident you become when you actually speak.
9. Ner*es are good 2 ;ome of the top actors in the world have stage fright. This
energy is what propels them to be brilliant at what they do. Dse your nerves to
propel you into action. &magine the feeling of being nervous changing into
feelings of being e,cited and passionate Jthere is very little differenceK (o a little
dance, move about and get your body filled with momentum and energy before
you step on stage.
B. ?ook at your audience ' There are not monsters in the audience waiting to
pounce, just normal people waiting to learn from you, the e,pertO ;tart by looking
at the back of the audience and let you ga%e move from left to right. ;mile as you
do this, and a wee trick is to look at the bridge of people nose. That way you look
as if youGre making eye contact without having to lock eyes with someone.
1. !e you - ;ome of the best speakers & know are $uiet and shy people who are
passionate and knowledgeable. ?eave the jokes to professional comedians. #eople
respond to honesty and sincerity, they don.t e,pect the pi%%a%% of a professional
keynote speaker. They are there to learn something that they may not know about
and you are the e,pert giving them that information.
@nd let me give you one more tip, !R@AT'@T
Be conscious of taking a few deep breaths before you start talking, and know that each
time you give a presentation you will become confident as you become more comfortable
talking to people from a stage. =ho knows you might even start to enjoy itOO
'ow To ,et Your Team )n !oard (ith
&hange
Luly 30, 345B
9,855
318 ?ikers
53 +omments
in;hare883
Error) *eference source not found
=hen (ebby /opkins sees a good thing, she doesn.t just know itSshe figures out a way
to make it a part of her life. ;uch was the case when, in 3446, she visited ;ilicon Ialley
as +iti.s +hief &nnovation 7fficer and +E7 of +iti Ientures. ;he spent a week meeting
with entrepreneurs and was so inspired by their energy and innovation that she decided to
move her entire team there.
Eive years later, /opkins and her team are fully immersed in the culture of ;ilicon Ialley,
and she.s just as inspired by the community as she was that day in 3446. ;he.s fueled not
only by the innovative spirit of the place, but also by the newSand entirely refreshingS
approach to corporate life.
=e love /opkins. take on how new ideas and innovation are transforming the way that
we work, and how to re-think the work environment, with a focus on more collaboration
and e,perimentation. =e talked to her about her inspiration, her thoughts on the
traditional work environment and how leaders can get their team on board when it comes
to change.
?-N"@$-N You make it a point to meet with entrepreneurs4 (hat is it a%out them
that inspires you, and what can the rest of us learn from them?
')+"-NS & love meeting with entrepreneurs. Their passion for their companies is
infectious. & find they are great listeners because they know that.s how they will make
their concept even stronger. Their determination is visibly evident, and they are very
appreciative of any help you can offer them. They are proud of their work but not
arrogant. & always find & have a smile on my face when they leave. =e can learn to be
passionate about our ideas, the value of persistence and the importance of openness to
feedback.
?-N"@$-N The traditional work en*ironment has a top-down approach, with the
higher-ups coming up with the ideas and the people lower on the ladder following
directions4 'a*e you seen a shift in this structure, and if so, what results ha*e you
noticed?
')+"-NS The traditional work environment of top-down hierarchy is already
e,periencing great shifts. The disruptive forces of social, mobile and the consumeri%ation
of &T have given employees loud voices. These trends really call for new skills and ways
of working to attract the best talent to a company. =ise leaders are embracing more
social, open ways of leading and listening to their teams. &nternal social networks and
forums can provide opportunities for a much wider group of employees to be engaged in
solving challenges. (hile it can %e difficult to let go of power, we can see huge leaps
with fresh ideas coming from multiple places across the team4 & find we are beginning
to unearth hidden talent when we provide a platform to engage. Employees. enthusiasm
when given the chance to have a voice is e,traordinary.
?-N"@$-N 'umans are naturally resistant to change, %ut it6s necessary for any
company that wants to grow4 &an you offer any ad*ice on getting the entire team on
%oard when it comes to change?
')+"-NS +hange is really, really hard. @nd the world we are living in is throwing us a
bundle of it. @s a leader, you may have a vision of where the team needs to go. &t may
seem very clear to you, and you are eager to get on with it. !ut my e;perience has
taught me that you Aust ha*e to stop and take the time to help your team
understand4 -ou have to make the case for change. &nevitably you will get one of three
answers) !#ut me in, coach, & want to help" ' always a nice one to seeSor !-ou.re going
to get fired, this is the dumbest thing &.ve ever heard." ;urprisingly these people can often
end up being wildly enthusiastic if you help them see why you think it.s the right path.
But the third answerSthe passive aggressive, !?et.s wait and see what happens here"Sis
the hardest. These folks think they aren.t making a decision, but of course they are.
/elping them to reali%e the situation has changed, and that they will be far better off
being engaged rather than standing back, is important.
+lanning - The 1erits of +lanning ahead
in !usiness 1anagement
@ugust 49, 345B
59B
3 ?ikers
5 +omment
in;hare51
Error) *eference source not found

KAll the flowers of all the tomorrows are in the seeds of today4L
The importance of planning is implicated in the above well-known saying. &t infers that
better the plans be made today for the best results of tomorrow.
The merit of planning is that it foresees the future in the present times while preparing for
the re$uisite efforts and directing accordingly towards the accomplishment of goals and
objectives. &t is by way of planning ahead of times is to meet the opportunities in the
future and garner the desired results.
#lanning involves the actions towards the goals or objectives. #lanning with no action is
not successful, nor is action without planning is effectual, nor is the desired result
achieved without planning. &t is said that those who fail to plan, plan to fail. Thus,
planning is of great value and significance for us and the same goes for a business as
well, as by way of planning the organi%ational goals and objectives are not only to be
defined but also accomplished.
#lanning function of management is analogous to the concept, G.hink before you leap! '
which is befitting in the organi%ational literature and management philosophy. #lanning is
a psychological process of thinking. &t serves as a guide, a road map for the activities to
be carried out, so that the predetermined results may be attained. #lanning is a
fundamental constituent and it is all-inclusive for any types of organi%ations. &t is taken
on by the management as a first step before a decision is taken or a function is applied.
#lanning provides the means to determine between these aspects) =here we are and
where we want to go. &n this way, what in terms of planning task involves is to formulate
what is to be done, where and how it is to be done, why it is to be done and who is to do
it, so as to accomplish the objectives.#lanning is being ahead of times and being ahead of
times is managing even unanticipated occurrences, which is to be done through preset
options.
#lanning ahead is always a good thing to do. &t is through the process of good planning
that the future is better shaped, and developed in a manner as has been desired which in
turn bestows better results. Cood planning leads to take intelligent actions on the choices
while enabling to avoid dependence on the chances posing risks. *ichard +ushing says,
'#lways plan ahead. It wasn!t raining when 5oah built the ark.*
#lanning is de rigueur- an essential part of management ' it is not taken offhandedly but
after a careful and e,tensive study as well as based on re$uired e,perience. #lanning
enables the organi%ation to design the activities in such a manner that the objectives can
be attained effectively while providing the sense of involvement and team spirit among
the employees. @ good planning makes possible to monitor the activities while facilitating
to act in response to the une,pected changes. &t curtails the time which is re$uired for the
activities to be performed and keeps the activities away from duplication. &t is by way of
good planning that the unsystematic activities of an organi%ation are eliminated and
systematic activities and approaches towards the achievement of objectives are
established.
The process of planning encompasses a comprehensive range of business plans, business
opportunities, annual budgets, increasing sales and profits while it lays emphasis on
better coordination and showing a clear way to organi%ational activities. +ommunication
gaps, delays and obstacles in the process of the organi%ation can be taken away through
the planning process. Eurther, it involves effective utili%ation of organi%ational resources
and it seeks to achieve the coordinated structure of activities. &t is only after the plans
having been made that the other processes, such as, organizing" staffing" directing and
controlling are carried out.
%lanning is composed of a few components" they are; /issionB Cb-ectivesB 2oliciesB
2rocedures and 9udgets.
1ission &t is not that an organi%ation is formed in a vacuum or with no purpose it stands.
7f course, it has a reason for its e,istence which is specific. &t runs based on it. The
purpose is known as a mission. &t may be mentioned in a few words, such as, producing
goods or providing services and so the objectives are communicated through the mission
statement. The :ission of an organi%ation is the base and it is that the strategies are built
upon. &t focuses on the purpose of an organi%ation through a statement describing the
reason of an organi%ationGs e,istence - &t answers the $uestion why the organi%ation has
been established.
)%Aecti*es 7bjective in general indicates a place where you want to reach. &n
organi%ational literature it means the aim which an organi%ation tries to achieve.
7bjectives are generally in plural form. 7bjectives are predetermined< they provide clear
direction to the activities and results to be obtained from the planning process. 7bjectives
must be S1ART, in the sense, Specific, measurable, achievable, realistic and timely.
7bjectives must be clearly defined, so that the works become goal-oriented and the
unproductive and unsystematic tasks can be avoided.
+olicies #olicies play a vital role in the organi%ations. They serve as guidelines for the
objectives to be achieved. #olicies are the guides to the behavior of the employees in the
organi%ations as well. #olicy making is an important task which is performed by top
managers. #olicy formulation saves time and efforts while ensuring there are no
deviations from what has been planned or intended. They assist in decision making
process. &t must be noted that lacking of policies in the organi%ation results in
inconsistency of activities and causes difficulties in the work performance. #olicies are
made on the basis of various functions of an organi%ation, just to name a few are) sales
policies" Cuman $esource %olicies" production policies" accounting and 6inancial
%olicies and marketing policies etc.
+rocedures) #rocedures may be defined as being how particular tasks are to be carried
out. They are certain directions to the works to be accomplished. &t is a customary method
of handling future activities< helping as guide to the initiation of future actions. *ather,
they are directives that are meant to regulate the work flows. To differentiate between
policy and procedure, for instance, a company policy may fi, a limit for the employees to
take loans while the procedure would direct the method of taking loans, such as filling the
form, getting the approval of management concerned etc.
!udget) Budget is a plan which is prepared in numerical and financial terms. Budget has
got both the merits ' it is used for planning purpose as well as control purpose. &n the
sense, planning involves budgeting while budgeting leads to the control. The successful
budgetary control is the result of effective planning. Through the process of budgeting a
comparison between actual figures and estimated figures is to be established. The primary
objective of making a budget is to plan with definite numbers. &t is through the budgeting
process that the re$uired resources are identified in order that the organi%ational goals and
objectives may be achieved. There are various types of budgets, such as, sales budget"
production budget" cash flow budget" capital budget" personnel budget etc.
7ne of the key factors, aiming ahead of times to be triumphed over the set backs of
business and leading a business to the success, is its managerial competency in planning.
#lanning is seeking to know where an organi%ation stands and where it wants to be.
#lanning is looking into the future in order to lead the organi%ation in a positive direction
while identifying une,pected results. &t also involves in allocating the organi%ational
resources effectively with a proper coordination. &n doing so, there is always a need for
effective planning.
Effective planning not only has a good cause to bring intended results in terms of
organi%ational activities, but it also makes a fortune to a business. &t is no denying the fact
if it is said that on no account planning involves ineffectual prospects. But that it does
bring desired results if done by an entity capable of rational thought and based on highly
developed abilities.
#lanning ahead of times is getting impressive achievements of business goals and
objectives, being prepared more intelligently and able to put sufficient efforts. &t is by
way of effective planning process that an organi%ation forms a structure of greater $uality
and standard, while it reaches the e,cellence to begin reaping desired outputs. ot much
can be said about its negative part e,cept that it.s a way of going towards failure, for, not
to plan is to plan to fail. #lanning is an attempt to meet the opportunities meaning to have
good fortune. @s it goes in the words of Thomas @lva Edison, 'Good fortune is what
happens when opportunity meets with planning.* Thus, the planning foresees the future
in order that the essential provisions may be set up while opening new avenues for a
business and meeting opportunities with the continuous growth and prosperity.
The art of not thinking on %ehalf of others
Luly 59, 345B
54,318
F69 ?ikers
18 +omments
in;hare5,B19
@ little over a year ago & was promoted into a fulltime people management role for the
first time. @lthough the people & worked with didn.t change, or the products & supported,
or even the place where & sat, this was a massive change and & didn.t fully reali%e the
scope of the change at the time. &n my mind, & was going to continue the same role from a
different angle. & was underestimating the change.
& was fortunate to have great mentors close to me, who invested time in having profound
discussions with me about leadership and identifying the right thing to do. &t takes time
though to fully understand that a different mindset is re$uired to be successful in a people
management role.
This mindset involves stopping to think for the people you lead. @ group of people has,
logically, a larger amount of potential to come to great ideas, e,ponentially more than one
person. &t.s so much easier to answer a $uestion when it.s asked than to make the person
who asked come up with possible answers and ideas. &t.s also often not appreciated.
Everybody wants to move forward and make sure tasks and projects are delivered.
Throwing back the $uestion may look like &.m not really helping and instead causing
delays.
To illustrate this, an e,ample) ;omebody on my team was put forward as a point of
contact for a specific topic. This was months ago and she told me she still didn.t have the
feeling she had built up the visibility and ownership of the topic to its full e,tent. ;he
asked for advice on how to become the one and only point of contact. & immediately had
two or three possible actions for her that would help her achieve this. &t re$uired a bit of
self-control on my side to not directly answer her $uestion.
&nstead, & encouraged her to think about what other people before her did when being
assigned a topic, to just start brainstorming about the product she supports, and to start
producing ideas. &t took minutes before the inspiration started kicking in but by the end of
our walking one to one she had produced a list of si, actions.
7n the way back, & asked her to email me her ideas so that we would be able to follow up
in following one to ones. The email came only the day after, but to my surprise, it
contained not F but 54 items which all were tangible steps in the right direction.
@ success story> ot yet, because what.s missing is the e,ecution of the action plan. &t.s
human nature to prefer working on one.s own ideas though, so & trust it will pay off.
& identified the following traps that can make us think on behalf of others)
5K &t.s easier to talk than to listen
Error) *eference source not found
=ho can honestly claim they can always fully comprehend any ideas when they.re
brought up> This simply re$uires full attention all day long and & haven.t met anybody
yet who can deliver this. :any people need to talk about ideas to be able to process them,
and although there.s nothing wrong with talking, listening is re$uired if you don.t want to
think on behalf of other people.
3K ;hort-term efficiency gains
&t.s always $uicker to answer the $uestion if you already know the answer. &n an
environment where things Error) *eference source not found move
$uickly and everything changes every day, and to-do lists only seem to always grow and
never shrink, we.re obviously tempted to take the fastest route to get something done.
=hen talking to the team, this is short-sighted though. The message is much more
powerful when the team member formulated it himself instead of their manager. ?ong-
term, the team will need less and less guidance and will ask fewer $uestions if they were
able to answer similar $uestions in the past themselves.
9K /abit
Error) *eference source not found Eor people who come from an
individual contributor role, you probably were asked many $uestions by colleagues and
managers that were purely factual and operational. Those $uestions re$uire an answer,
obviously, and not do%ens of follow-up $uestions. &t takes some time to change the habit
of providing an answer as $uickly as you can, and instead to take the time to identify the
$uestion as strategic or operational.
@ transformation is needed to successfully apply this. &.m sure that for some people this
comes much more naturally than for others. The point is though that it takes time and
hard work to develop an environment in which everybody feels empowered to work on
their own ideas with only mild guidance, instead of them relying on being told what to do
and how to do it. @nd & believe stopping to think on behalf of others is a first step in that
direction
$o You Trust Your !oss?
@ugust 49, 345B
0F6
30 ?ikers
54 +omments
in;hare80
Error) *eference source not found
&n a recent post, & shared the !9 Zuestions #eople @re @sking @bout -ou")
(o you care for me>
+an you help me>
+an & trust you>
This generated a lively discussion with many different points raised. :ost comments
reinforced the importance of trust in building and maintaining a connection ' a
relationship. 9iz -itt59ee and others spoke of authenticity and the need to feel that a
person was being authentic during the interaction in order to be able to trust them. That
made me think of honesty.
&n Lohn :a,well.s book !.he 32 nvaluable 9aws of 'rowth" he refers to a 31 year
survey that #rofessors Lames Hou%es and Barry #osner have been conducting in all types
of organi%ations all over the world. They are asking about the personal traits or
characteristics people look for in a leader. They say, !The results have been striking in
their regularity over the years, and they do not significantly vary by demographical,
organi%ational, or cultural differences &n almost every survey conducted, honesty has
been selected more often than any other leadership characteristic< overall, it emerges as
the single most important factor in the leader-constituent relationship.
'ow important to you is honesty in your decision to trust someone?
&n the post comments, 1ya Sevgen shared her perspective on the levels of trusting
someone, !The most troublesome is reliance, can & trust you every time..." That could be
a $uestion of consistently being trustworthy ' doing what you.ve promised - or it could
be a $uestion of being relied upon in a variety situations.
&n :a,well.s !Averyone Communicates" 6ew Connect, " chapter 54 is titled Connectors
9ive -hat .hey Communicate. 7ne of my favorite $uotes from this chapter is, !(hen
you make a commitment, you create hope4 (hen you keep a commitment, you
create trust." &n this chapter he focuses on 0 areas for you to look at yourself and
evaluate where you want to grow to be more authentic and trustworthy. 7ne of the areas
is 9e #ccountable" and he relates it directly to others being able to count on you. 7ne of
the highest compliments he can give someone is to tell them !& know & can count on you."
Susan $ensfeldt56anciulli commented, !Trust is a difficult one...true trust Jnot just blind
or without meritK is earned" ;tephen :. *. +ovey addresses this $uestion in his book,
!.he Speed of .rust." /e describes it as the middle, or balance point, with the ends of the
scale being mistrust and blind trust. To be in balance, in the !;weet ;pot," you find a way
to temper analysis and judgment JmistrustK with the hopefulness and risk from open
JblindK trusting.
;o, do you trust your %oss?
&.ve been blessed to have a number of good bosses who have invested their time and their
trust in me. =ith some, & enjoyed not only a professional relationship but also a level of
personal connection. =hile the deeper relationship made a breech of trust more painful it
was not as much of a surprise as when the broken trust e,tended !up the ladder" to the
corporate level. & e,pected to be able to trust, based on the corporate values ' outlined in
paper, in the employment contracts, as well as spoken of fre$uently by upper level
management ' but when those values were tested, & lost.
Eor me, after the breech in trust, & did not immediately $uit ' but & thought about it. & still
found value in the job itself. The breech did not directly impact the customers & was
serving and & wanted to continue in my relationship with them. But things did change. &
was more reserved on all relationship levels with my supervisor. Though they apologi%ed,
& don.t believe they fully reali%ed the depth of the damage. But now & knew where the line
was drawn ' how far & could, and couldn.t trust them. @t the corporate level, of course
there was no apology. @nd knowing what & knew, & could still recommend the products to
my customers, but & stopped being as enthusiastic describing the company that backed the
products. @nd & certainly never encouraged someone to get a job there.
& learned from this e,perience. & learned about boundaries, and developed guideposts for
future business relationships. & did forgive my supervisor and today have a nice Jnot as
deepK friendship with her.
Error) *eference source not found &
appreciate the $uote from :ichael Losephson, !Eorgiveness can be both an act of
generosity and wisdom Eorgiving is not condoning but letting go."
*esentment, like anger, takes more energy from you than it does from the person or
action that upsets you. ;o it is in your best interest to find that middle ground where you
can move on ' keep doing your job, or look for a new one - with a clearer sense of how
you will build business relationships in the future.
(hen trust is %roken, %ut the relationship must continue on in some fashion, what
do you do? #lease share in the comments section below.
e,t article) &an Your !oss Trust You?
&f you.ve enjoyed this discussion, & invite you to e,plore building relationships more
deeply during a 1-week Teleseminar ;eries with me, starting ;ept. 9 based on Lohn
:a,well.s book !Averyone Communicates" 6ew Connect." =hich works better for you
Jclick times to registerK, lunch time .5//-.// JE;TK or evening G//-H// pm>
True Success Re=uires You to
!e444Yourself
@ugust 49, 345B
5,589
5FF ?ikers
5F +omments
in;hare956
(hat Success ,ame Are You +laying?
Error) *eference source not found
=hen & think back on the journey & took to get where & am now, -6m amaCed at all the
funny ideas - had a%out %usiness and what it took to %e a leader, especially as a
woman4
&n my twenties & was trying so hard to !make it" that - %ought into many common
myths on how to %e successful. amely, that in order to be successful as a leader you
had to learn how to play the game. @nd this was not referring to a fun game.
This game did re$uire some positive traits) being alert, informed, adaptable, and hard
working. & would get a rush on the good days and feel that & was on my way.
But this game also re$uired some traits that took a great toll on me) working e,cessive
hours, being controlling, positioning myself to look better than my competition J& admit, &
did an internal fist-pump when they would mess up and looked badK. @nd & would say
what & thought others wanted to hear, rather than what my real thoughts were.
There were some days - didn6t like myself. & wondered who & was eventually going to
become when & did get to the top. =ould & even be happy that & got there>
&n addition to playing this game the &mpostor ;yndrome, the thought that & wasnGt good
enough and had to hide it from others, was plaguing me. (ho was - to %e a leader and
ha*e the success - wanted?
=hat & thought was my lack of proper education, e,perience, and my tendencies to burn
out from over-doing were weaknesses that others would catch on to and then it would be
all over. & would be shamedO
ST)+T
This is only one way to go about finding success and & wouldn.t recommend it to anyone.
Eor this game you negate your true value and try to mold yourself into a fantasy of what
you think others are looking for. This is chasing someone else6s *ersion of success and
-6m dou%tful it e*en e;ists.
Error) *eference source not found
Your success, your true success, re=uires you to %e yourself. ;ure, you want to educate
and develop yourself in the areas you are passionate about. /owever, your success does
not re$uire you to ignore your values and instincts, or pretend to be anything you are not.
&t does not re$uire someone else to fail in order for you to win.
+lay to your strengths to %ring forth your leadership
7ne of the ways & contributed value came in the ability to connect the dots. =hen new
ideas were proposed & could envision how the changes would impact the company, the
customers, the various departments and the employees, well into the future. Because of
this ability we could strategically implement necessary changes with the least amount of
resistance or fallout.
The more - e;pressed this a%ility %y sharing my thoughts in meetings and water
cooler chats the more - was asked to participate in these high-le*el meetings. &t took
small acts of courage to speak up each time but the payoff was ama%ing. *ather than
being competitive & was working collaboratively. :y goal was to have everyone win.
!ecause the *alue - pro*ided was something - did naturally, - didn6t ha*e to work so
hard or to the point of %urnout. & was able to provide tons of value within regular
working hours, freeing me to enjoy my nights and weekends.
& had the recognition, the rewards and a life tooO - would not ha*e thought that was
possi%le if - was still %uying into the old myth of how success is earned.
(hat is the *alue that you %ring?
=hat do you uni$uely bring to the table that sets you apart> =hat is your uni$ue
perspective that you can share> Eind more opportunities for these $ualities to be
e,pressed.
-t takes small acts of courage e*ery day to transform your perception of what it will
take for you to be successful. ;tart today by answering the $uestions above and speaking
up when you might have had a tendency to remain silent.
S+@&-A? )++)RTBN-TYT
& have joined forces with +hristie :ims of the The *evolutionary +lub to provide an
opportunity for you to take your career on a vacation. =e are going to ;onoma wine
country to help you rediscover your passion" make a plan" and get it into action.
There will be wine, yoga, and the support you need to make the decision, once and for
all...up or out>
,etting the 1ost Qalue from Your
1arketing #irm
Luly 49, 345B
5,B94
B8 ?ikers
1 +omments
in;hare596
&Gve been a marketing professional for more than 94 years, and &Gve had the pleasure of
e,periencing both the client side Jfirst 58 yearsK and the agency side Jall the restK. =hen &
was a client & thought & knew everything about getting the most from the agencies &
worked with) set e,pectations high, donGt be afraid to challenge them, hold them
accountable, and recogni%eAappreciate them when they do really good work.
Eor the most part & believed Jstill believeK that & had good relationships with the agencies
& worked with, and & thought that would naturally lead to the best possible work from
them. But after spending the last 5B years in agency management, &Gve learned plenty
about the mistakes & made back when & was a client, because today & have the advantage
of e,periencing the impact firsthand of how client behavior ' good and not so good ' can
have a direct impact on the $uality of the work they get.
;o whether youGre about to hire a marketing firm for the first time or youGre in an agency
relationship that doesnGt seem to be operating at peak performance, here are some
suggestions from someone with scars and learning from both sides of the desk.
5. Treat them like a teammate4 &f youGre in the process of hiring, act like the firm is
a candidate for a position so the dynamic is more of 9F4-degree selling, where
both sides should feel attracted to the possibilities. -ou want them to want to work
with you, to enjoy it and look forward to it. That way theyGll treat your problems
like theirs, and theyGll think about you even when theyGre off the clock.
3. Set clear and reasona%le e;pectations4 Cet all relevant constituents in the
conversation, and be realistic. &f your marketing efforts are focused on lead
generation, involve sales to set standards for lead $ualification. ;et goals that all
parties feel are challenging but attainable.
9. Bnderstand their %usiness model4 *ecogni%e that if you cause fire drills around
missed deadlines, or habitually e,pect the agency to compensate for your lack of
planning or anticipation, theyGll eventually have to charge you more to stay whole.
@nd the $uality of their work will suffer. -ouGre not their only clientO ;uccessful
agencies are busy, and will eventually tire of the client who doesnGt respect that.
B. Trust them4 #eople in our business know their reputation is their e$uity, so they
understand the importance of keeping confidential info close. They need to know
your secret sauce, why customers pick your business, and what powerful evidence
you have of your superiority. Trust them with everything you trust your senior
management team with, and theyGll provide solutions that employ every bit of
your potential firepower.
1. &ommit to them honestly4 That means being honest about the available budget
theyGll be working with, being upfront with the goals youGre working against, and
carving out time when itGs needed to give them the direction and feedback they
need to keep work moving forward.
F. "eep communication lines wide open4 +hange happens everywhere, and your
marketing firm needs to know about everything that could affect the work theyGre
doing. TheyGll roll with the tough stuff if they see youGre doing your best to keep
them on the same page as your internal team. :ake them feel like true insiders,
and they may help you solve challenges because their e,perience is often broader
and more varied than your internal team has. That also means if theyGre causing a
problem, donGt hesitate to honestly tell them what you see. TheyGll thank you for it
because youGre helping them improve.
8. Allow them to profit from your %usiness4 &f your business is good for their
business, then growing your business is even better for them. ;ome clients believe
their agency should Nmake money on their other clients.N ThatGs obviously short-
term thinking. &f you want their best people, ideas, effort, and commitment, strive
to be one of their more profitable relationships. TheyGll be thrilled Jand even more
committedK if you address that directly with them as a goal.
0. $onDt %e shy with recognition and thanks4 :ost senior managers know that
employees leave over issues of appreciation more often than compensation.
@gencies are people too, and &Gll go out on a limb to say marketing people on
average crave strokes more than others. ;o when you see work you really like, or
ideas and programs that could really help your business, take a minute to let the
creators know. Even better, give them a testimonial and theyGll publici%e it, adding
to your reputation as a leader comfortable with giving credit where itGs due.
/iring and managing a marketing firm can be intimidating if you havenGt done it before.
-ouGre putting company resources at risk, and just like any other investment youGre
accountable for delivering *7&. But if you just take everything youGve learned about
managing people and relationships and put it to work in this new situation, you and your
business will soon feel the kick of a deeper, more powerful team driving business results.
@nd who knows, you might learn a few things about 35st century marketing.
(hy Transparency 1atters
Lune 36, 345B
54,4F5
140 ?ikers
03 +omments
in;hare5,306
Error) *eference source not found
&n one of my previous positions, & worked for an owner who believed, and openly stated,
that his employees were la%y and his customers lied. /is approach to running the business
consisted of making decisions without informing anyone beforehand, and he disliked
communicating directly with staff members. @s you can probably imagine, he inspired
little loyalty and even less affection.
The ;candinavian Lournal of :anagement published an insightful paper by +revani,
?indgren and #ackendorff in 3454, arguing that this taciturn, individualistic model of
leadership prevalent throughout the 34th century has largely yet to be overturned despite
the many models that have been proposed since. The issue lies in the fact that we too
often pay lip service to bu%% words like collaborative leadership and positive engagement
but rarely implement any true changes.
?eaders instead plod onward, making decisions and micromanaging based on the bottom
line and their own well-being, all too clear from record corporate profits and +E7 pay.
+ompounding the issue, they fail to reali%e that technology and social media have
changed the playing field. Their archaic standards are inherently focused inward,
disregarding the fact that the business world, and the world at large, has fundamentally
transformed.
=hether they accept it or not, this authoritarian approach will become e,tinct. 7penly
engaging a well-informed, critical public and employees is now critical to the success of
businesses. :odern leadership and communication will continue evolving toward greater
transparency, a willingness to e,pose the inner workings of the company and their
leadersG decisions in order to build success.
(onGt think it will happen> +onsider these three points)
.4 Transparency is already here whether leaders want it or not4
Technology and globali%ation havenGt been game changers solely through the ability to
save time and money. TheyGve revealed the inner workings of companies, e,posing not
only their operations, but also the public and private lives of their leaders. Erom (onald
;terling to L. #atrick (oyle, the words and decisions of +E7s, e,ecutives and managers
can and will become public. 7ur collective knowledge will continue to grow, and they
ignore that at their own peril. @nd because we know much more than in the past...
54 (e want to see more than cheap prices and higher returns4
7ld-school leaders must really hate social media. =hether through shared Eacebook
content or Twitter blit%es, many companies have been skewered for their pay structures,
lack of ethics and poor customer service. :ore investors make decisions that align to
their own values, and employees want to work for companies they feel contribute
something to society. +E7s like /oward ;chult% understand that implementing and
publici%ing major initiatives that benefit employees and the public lead to greater success
for companies as a whole. @ little good will and basic human decency go a long way. &n
line with that idea...
74 Transparent leadership and communication get results4
@s the recent flood of articles about =almart versus +ostco demonstrate, leaders who
take a long-term view of corporate profits and responsibility, passing on value to
employees and customers, may ultimately fare much better than those who seek to
ma,imi%e profits through cost cutting. +ompanies that take the initiative by going above
and beyond are coming out on top more often than not, particularly when they reali%e the
intangible value that comes with clearly communicating how they stick to their core
values and embrace social responsibility instead of focusing on the bottom line.
=ill more companies and leaders start making changes to account for this new
landscape> &s the profit-ma,imi%ing approach not on a path to complete e,tinction>
=here is the balance between transparency and confidentiality in business> @dd your
thoughts below.
(ho -s to !lame for +oor @mployee
+erformance?
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(ho is to !lame for +oor @mployee +erformance?
&t seems obvious if you are a manger, doesnGt it> &t is definitely the employeeO But ask an
employee and they are likely to tell you itGs their manager, or maybe even the company.
;ince employee performance has a significant impact on the performance of the
company, the answer is critical to understand. &s it the employee, the manager, or possibly
even the company itself> -ou may have guessed that it is all threeO & know some will
disagree so let me e,plain.
The @mployee?
?etGs start with the easiest of the three - the employee. The attitude people bring to work
plays a huge role in their performance. &f they are motivated, optimistic, and open-
minded, they will be more productive, innovative, and engaged. This isnGt just the mindset
they have at work, but the view they take on life as a whole. They are problem solvers,
not victims< they are collaborative, not back-stabbers< and they look for possibilities, not
e,cuses. @t the end of the day, they get the job done and do it well. Their attitude is
contagious and they positively influence those around them to raise the level of
performance of their colleagues too. &nterestingly, maintaining and strengthening this
mindset also strongly depends on the situation they find themselves in at work.
The 1anager?
/ow about the manager> This person can easily make or break the ability of the
employee to bring their best to work. =eGve all e,perienced it< the boss who ignores us,
doesnGt appreciate our work, doesnGt provide feedback unless itGs on our mistakes. They
may even berate us in front of others. =e leave work feeling like the life and joy have
been sucked out of us. +ompare this to the boss who cares about us, encourages and
appreciates us, and wants us to succeed. They are interested in our ideas< they help us to
use our strengths, to learn and grow and to see how our work contributes to the big
picture. But an even bigger influencer is the mindset of the manager. @ttitudes are
contagious, and when it is the attitude of the boss, it has the biggest impact. Their moods
can permeate the entire department. 7ur open limbic system and mirror neurons provide
the physiological means for employees to be strongly affected by the bossGs frustration,
an,iety or even disengagement.
The &ompany?
;o that leaves the company. =hat & mean by !company" is the leaders, the policies, and
the benefits - all those things that are out of control of the manager and the employee.
@lthough there has been much attention put on Nthe company culture,N it is our everyday
work environment that has the biggest impact on our performance. *ather than focusing
on the company culture itself Jespecially in bigger companiesK, how can the leaders
provide policies and programs that support employees. personal development, fulfillment,
and overall well-being> /ere.s the key - it.s not just what the leaders do, but why they do
it. @ll the training modules, recognition programs, and mission statements will only make
a difference if people feel like the company cares< otherwise it is just empty gestures done
to !check the bo,," which creates suspicion and distrust. ?eaders need to take the time to
sincerely understand the needs of their managers and employees and how they can best
serve them. &f leaders don.t have time to connect with and care about their people, how
can they e,pect their people to care about their work>
&t.s not about blame, but about employees, managers and the company taking
responsibility for their roles in employee performance. =hen everyone can forget the
!we" vs !them" mindset, the true potential of not only individuals, but of the entire
organi%ation can be reali%ed. =ork is more enjoyable and companies are more successful.
Tina /allis, #h.(., is the founder of The #ositive Edge, a company dedicated to helping
people and organi%ations fulfill their true potential using strategies from the science of
#ositive #sychology.
9 Things - $o That 1ake 1e A !ad
1anager
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@nyone who has been a
leader of people< whether a manager or a president, has at some point not done it
particularly well.
& subscribe to the N9 Hinds of Bad :anagerN scenario.
!ad 1anager . has no idea that she is a bad manager. o one has told her. ;he is only
doing what she has seen done by other bad managers before her and she honestly thinks
that what she is doing is the right way to do it.
!ad 1anager 5 knows he is missing the mark. /e knows he isnGt that great and feels a
bit insecure about it. But he also wants to be better. /e just doesnGt always know how to
go about it.
!ad 1anager 7 is what & like to call the Tyrant. -ouGll generally find them as +E7s or
high-level regional or national managers. They donGt care that they are a bad manager. &tGs
their way, or the highway.
& like to think that & have been both Bad :anager 5 and Bad :anager 3. & have not yet
enjoyed the perks of being Bad :anager 9 and & am not sure that & ever want toO
&n the spirit of often being Bad :anager 3, hereGs an honest look at B ways that & have
missed the mark as a manager.
.4 - #lipped4 Then - #lopped4
There are only a few times in my career that & havenGt trusted my own very well-
researched position on a topic. ThatGs of course, until a fast-talking, empire-building,
pushy bulldo%er of a person has come to present their Nmuch better ideaN that has no
research to back it. &tGs ama%ing how often & have lost confidence in what & was doing
simply because & have been baffled with the fast-talk of someone with a loaded agenda
and a lack of respect for how hard & work at making sure the decisions & make are right.
+onsidering that & have not built my career on being a tyrant or by Nsucking upN to the
right people, & can only assume that my career has been built upon merit and my value to
the companies & have worked for. ;o why am & so easily rattled>
:y team have benefitted when my vision has been clear and my mission has been stable
and consistent. They start to fall when my mission pivots for unclear reasons and my
vision is clouded by the influence of Nshe who yells the loudestN.
=hilst & have improved greatly in this area, my confidence is still rattled from time-to-
time by aggressive people who know how to talk in circles. There is clearly more work
for me to do.
54 No, you go home4 -Dll work the weekend instead4
& have often dismissed a team memberGs offer to help with after-hours or weekend work
and shouldered the burden myself instead. &n fact, & did it this very same weekend on
which & am writing this piece. & am not sure whether & have done it out of a genuine
concern for them to rest on their time off, or whether & did it to be a hero. & certainly hope
itGs not the latter. But there have been so many times when & am sure they really did want
to help. &nstead of showing them how hard & work and the commitment & have to my
work, & am just showing them that they are not valued enough to be part of that work and
that if they want to one day rise in to my position, that they too will be e,pected to do the
same. &s it any wonder no one in my teams have ever wanted my job>
This is an area of my management techni$ues that & still need to work on today.
74 - canDt make the meeting, therefore the meeting is cancelled4
7f all the things & have done that completely invalidate the abilities of my team, this is
perhaps the one & am most ashamed of. By cancelling a meeting simply because & canGt be
there, & am telling my team that none of them are capable of running a meeting and they
canGt make any decisions without me being present.
& can only remember two occasions when & had to over-rule decisions made my senior
team members. @nd in both cases that was due to new information coming to hand that
changed their assumptions leading in to the decisions being made. :y team have watched
me run a meeting enough times and have watched my decision-making process enough
times now to know what my input would be and why & would make the decisions & make.
*ecently & have released the running of my teamGs daily Nstand-upN meetings to the team
themselves. They rotate it through them. @nd they are really good at it. &m fact, a few of
them do it better than & do. @nd & couldnGt be more proud.
94 #ollow-up? (hat follow-up?
N;ure, weGll catch up ne,t week and put that development plan in concreteN.
Those were the famous last words of a staff development plan from last year. @nd
naturally & have all the most valid e,cuses in the world as to why, 6 months later, we still
havenGt gone any further with discussing their goals and career aspirations.
&t takes 51 seconds for me to set a reminder in my Coogle +alendar to call or follow-up
on something. & takes about F seconds for me set a reminder using ;iri on the i#hone that
is permanently attached to my body.
There is no e,cuse. By not following-through with my staff on matters such as their
development plans, & am showing them that they are not valued, not worth my time and
not really a priority to me.
+learly this is already part of my own development plan for the ne,t 3 months.
;peaking of which< perhaps itGs time & started putting my own ;taff (evelopment #lan
together. :aybe &Gll even post it on here>
')( T) !@ A TRB@ T@A1 +?AY@R
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#hoto for comedic effect.
photo credit) wwe.com
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&n this article & have put together 55 things anyone can do to demonstrate themselves as a
team player. Eor some these points may seem like the obvious eti$uette for working
effectively within a team. /owever, for those that have been in roles where they were
assessed mainly on their individual performance - and are now transitioning to a
teamwork environment ' some of following might feel counterintuitive at first.
=hat follows was born from buying into the concept that more can be accomplished with
a strong team, even towards one.s own personal goals. /ere are some rules of eti$uette
that will help you and your team thrive as one)
.4 S')( T'AT Y)B &AR@
The first and most important step to becoming a team player is to be vested in the well-
being of every member of the team. Before the members of your team will ever
wholeheartedly want to work with you, or take work from you, they need to see that you
are alongside them in the daily struggle. :ake this your priority, as establishing trust may
be one of the early sticking points a new team may have to work through.
54 ?@T )T'@RS S'-N@
(o not hoard all the tasks. *ather concern yourself with the ones that play to your career
objectives. &f you ever hope to be a respected leader, things such as delegation and giving
others the chance to shine are key skills to learn. These skills can be worked on even if
you are not in a leadership role. This can be done by stepping to the side when there.s an
opening for someone else to show what they are capable of. @lso nothing truly significant
can be accomplished on your own.
74 A++R@&-AT@ T'@ S"-??S AN$ TA?@NTS )# )T'@RS
@s long as the team consists of positive players, there will always be a place for each
individual to make notable contributions. /aving confidence in the value you bring is key
to finding your identity within a team. =ith this in place you can honor the skills and
talents of the teammates around you. This will allow you to objectively see why a
colleague might have been chosen for involvement in a project over you.
94 $) N)T -1+)S@
?et your team come to consensus. (o not impose your agenda as that may lead to
isolation. Be prepared to enter a friendly debate with a few teammates, objectively
assessing all the pros and cons of your idea. Teammates will give insight into how to
make your idea better through their individual e,pertise.
@fter you plant a few seeds, see if they harvest. @t the end of the day, if you cannot
effectively engage the team with your logic there may be something to take from that, and
perhaps it.s time to reconsider your stance. /owever, you may be surprised with what a
little time and persistence can do in giving your idea legs, without coming across as
pushy.
:4 ?@A$ !Y @WA1+?@
Be prepared to get your hands dirty. Einding your way out of the less glamorous tasks
will $uickly make you the odd person out on the team, regardless of any seniority you
may have. &f you ever hope to effectively take the lead you will have to demonstrate your
willingness to be the first to charge the mound when it counts. ;tepping up and leading
by e,ample goes a long way.
34 !@ )!F@&T-Q@
=hen in meetings, side with a team member as warranted. @lso don.t be afraid to go
against popular opinion in a meeting as long as you don.t make a point of it. Iery soon
your team will respect you for your honest feedback and ability to see things as they are.
-our objective point of view can become your strong suit and help gel the team together.
<4 S)&-A?-J@
;how up to team functions. :ake it out for lunch breaks where your can. @ctively get to
know your team inside and outside of work. The act of consistently staying at your desk
while others sociali%e can be taken the wrong way. That is to say that whatever is on your
plate is forever more important than getting to know the team. 7ne teammate might be
real estate savvy, the other might know how to do car repairs, and another might be health
conscious. -ou will be surprised with what you can learn from each other, not just about
work.
G4 R@&),N-J@ T@A1 1@1!@RS
Cive honest and timely recognition. *ecognition months removed from the good deed
done doesnGt have the same luster. -ou will be trudging along with your teammates for
one third of your days. @cknowledge what they do for the team, and how they make work
a better place to be. *ecognition motivates teammates to continue on their path of
contribution to the cause.
H4 !@ +)S-T-Q@
(o not concede to any momentary negativity a teammate might have. &n the short-term
doing so might be a way to show that you relate to them. /owever staying positive on
your outlook of impacting the business will eventually bring their energy around full
circle, and help to keep moral high on the team.
./4 S'AR@ ('AT -S )N Y)BR +?AT@
;ometimes people don.t know why you are so busy, and would love to find out what.s on
your plate. The more your team understands the functions and tasks you perform, the
more they will respect your contributions and vice versa.
..4 -N&?B$@ T@A1 1@1!@RS
Breakdown any silos that e,ist between team members. 7ne way to do this is at meetings
where everyone is included in the conversation, and issues are discussed and resolved as
a team. =hen left divided into factions it is easy for individuals to get caught up in their
own agendas. /owever, when concerns are discussed openly as a unit, the needs of the
team are hard for any one member to deny.
&n short, what you get out of a team is based on what you invest into it. =hen diverse
talents are unified together there is much to draw from. =orking in harmony, a team can
accelerate towards significant accomplishments, including towards each member.s
personal goals. &f you have shied away from opening up to the team dynamic you may
need to consider the limitations imposed.
?ooking forward to reading any tips others can share in working effectively within a team
dynamic.
Thanks for reading.
H/0 )f Startups #ail, #ormula To @;plain -tT
^ @bove pictured a statue of Cenghis Hhan, Even-though iGm not a big fan of the :ongol Empire
achievements, i do find similarities between Cenghis Hhan and the startup culture, they both set Nto
con$uer the worldN O - Eun fact, do you know that 5 in 344 men is a direct descendant of the Creat Hhan,
that means you have a probability of 4.12 to have him as a great grandpa.
-our idea is worthless ....
:ore than 642 of tech startups fail ...
-ou probably have heard one of the above sayings before, but is there any truth to these sayings>
;adly there is ...
The Nmore than 642N number is usually based on observations and statistical analysis of startup failures,
especially in ;ilicon Ialley Nthe :ecca of startupsN. The failure percentage might be even much higher in
other regions and countries ....
But, there.s actually a mathematical formula that will show you why e,actly do most startups failO
Each I.+. Jventure capitalistK and serious investor, probably have a specific formula they crafted through
their investing e,perience, the below formula is the one i crafted - inspired from a couple I.+.s .
Eollow closely the following Eactors U probabilities and see the magic happens)
5.(oes the company has sufficient capital >
Heep in mind you will need lots of money for marketing, and there.s no budget that can be considered big
enough for marketingOO
;o, if you have unlimited line of funding and credit you get 5442 on this factor, but for most startups we.ll
be generous and assign 842 to 042 on this factor.
3.&s the management able and focused >
@re you able to lead a team smoothly without conflicts, do you have the leadership skills to get things done
as they should, and being able to focus on your product without getting lost in details and side projects>
&f you are ;teve Lobs you get 5442 on this factor, let.s assume you have 842 to 042 of his skills and
+harisma, thus we.ll assign you 842-042 on this factor.
9.@re you well connected >
+onnections create opportunities, from a simple article in a blog or a news site, to a partnership worth
millions in customer ac$uisition, the more and the better you are connected the better chances your startup
have to succeedO *emember that there might be hundreds of competitors out there but no one knows about
them because they don.t have the connectionsOO
?et.s assume you are $uite well connected, thus you get around 842 for this factor.
&f you donGt have the necessary connections, you might want to hire a #* agency for your press outreach,
and i highly recommend you join my online startup networking club Jpsst itGs freeK.
B.&s the product development and production happening as planned >
&s everything fitting where it should, no delays, no price increase, no faulty materials, no problems, no
bugs, no incompatibilities, no crashes, no security issues, no safety issues, no &# infringements, no legal
issues, no shipping problems, etc (o you have the re$uired talent and people with necessary skills
=e.ll assign 042 for this factor, which means you have a 042 chance of not encountering any problem
whatsoever product development wiseO
1.@re competitors behaving as e,pected >
=ill the competition ignore you or will they enter in a tough competitive mode to take you out> @nd in case
there.s no competition, will the big players in your industry take notice and start offering similar products A
services >
?et.s assume you have 842 to 042 chance of not having any surprises from competitionO
F.=ill the customers want or need the product and how much >
&s your product or services needed and how much are they needed> 7n a scale from 42 to 5442, how
much is what you offer needed> 544 being a way to split fuel consumption by half Jor silence the mother in
lawK, 4 being comics for catsO
?et.s assume you have 842 to 042 real demand on your offerO
8.&s the pricing forecast accurate>
/ave everything been well calculated and is the forecast accurate, did it take in consideration all the
production and distribution chains accurate costs. This factor will determine optimal pricing of a
productAservice, and market share penetration of a given product at specific price points. ?et.s assume you
have this factor 042 right.
0.(o you have patents issued and enforceable >
This will prevent or delay others from outright copying youO ;o you need to make sure that all the
specifications that you can protect are protected, and make sure there.s no other ways to accomplish the
same results that you haven.t thought of ?et.s assume this factor is 042 met.
6.(o you need to educate your customer and are you doing it right>
@re you presenting your offer as you should, does your offer re$uire educating or teaching how to use, and
are you doing it correctly> ?et.s assume you have a nice e,plainer video , and you go into enough details to
make 042 of potential clients understand it, thus we.ll assign 042 on this factor.
\\see related
54.@re you doing the marketing and Branding correctly>
#robably one of the most important factors, even with enough capital, if you are doing branding and
marketing wrong then your chances to fail are higher Branding wise make sure to nail it, marketing wise
find the right strategy that suits your startups there.s a lot to choose from JIiral marketing, ;ocial media
marketing, Cuerrilla marketing, ;earch display @ds, ;E7, Banner @ds, Iideo @ds, Billboards ... K but only
few might actually be efficientO
@ssuming you hired an advertising consultants to advise you, and only in this case i.ll assume you have
812 of getting it right.
&f everything goes as planned, the combined probability of success is)
between 0.02 and 1.52 .
But usually, for startups a lot of things don.t go as plannedO
?et.s assume for a moment that only one of the above factors is not that optimal, let.s put one factor at
142 Jwhich is a 14A14 chanceK, combined probability will drop to)
between 1.12 and 9.52.
@ standard startup have at least 9 of the above factors at 142 or even below, thus the probability of success
of a standard startup is at best)
between 3.52 and 5.32O
That means for every 544 startups you.ll have 5 to 3 that won.t failO
@nd if, just if a startup suck at any of the above factors youGll be looking at a success probability not higher
than 4.12 Jwhich i personally think is the real number of startup success probability 5 in 344O K.
This is of course a general formula, investors through their know how and connections could improve the
2 in many of these factors. @lso this formula will not apply to all startups as some factors may change with
different moneti%ation models and productsA services offered.
@ slightly different version of this article was first published on Entrepreneur #ost
:ake -our Team #oach *esistant
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&n the !information age" environment, e,ecutive recruiters, corporate /*, hiring leaders, team members
incentivi%ed by finder.s fees can search for talent faster than ever. =ith the powers of ?inked&n and Coogle,
they can identify professionals with the skills and background needed, no matter how specific, or how
much in demand those credentials may be. :y clients consistently find that only days after we e,pand their
online profiles to powerfully convey details of their e,pertise, from !+hinese market development" to !data
governance" to !palliative care management," they receive contacts from companies and recruiters seeking
their specific $ualifications.
&n the hot growth sectors, there has been a considerable focus on this trend, as covered in the :ay 345B
issue of &nc.) /ow to :aster the @rt of #oaching Employees. aturally, this creates a challenge for leaders
who seek to retain their best players, without resorting to the obvious Jand not always successful, and not
always possibleK tactic of increasing salaries. To provide some additional conte,t and guidance beyond my
tips included in the article, &.d like to offer the following)
5.@sk and learn first.
E,press genuine interest in your employees. career aspirations. @bsorb as much detail as you can, before
e,plaining how they can become more valuable to your organi%ation. ?isten attentively to the words they
use and the emphasis they place on certain priorities. By asking open-ended $uestions, youGll learn a lot in a
short time. Eor e,ample, N=hat would you like to say about your professional role a year from now that
you might not be able to say today>N
-ou can also gain clarity on their personal or work-life priorities which as a leader, you may be able to
align with higher job satisfaction and motivation. Eollow up with a responsive solution. &n one case, a
(irector at a leading financial services firm learned that her marketing manager regretted not participating
in his child.s school events. ;he suggested, !=ould it be helpful if we organi%ed your schedule so you
could take half a vacation day every other month to attend your son.s concerts or practices>" The marketing
manager was relieved and appreciative of this simple solution which only improved his loyalty and
performance.
3.Dnderstand the breadth and depth of their strengths.
Take time over lunch or during a one-on-one session to review the backgrounds of your colleagues and
your team ' you.ll be surprised at the information and advantages you may discover.
?et.s say you.ve been thinking about the potential benefit of better business results analysis. ;omeone on
your team, who is a specialist in regulatory compliance today, may have had a prior role in financial
reporting. -ou.ll never make the association if you don.t fully understand that person.s background and
skills. 7n the other hand, maybe you.ll learn that your Travel :anager was an actor for years after college,
which could be useful at trade shows or certain client-facing situations which re$uire a strong presence and
a bit of dramatic effect.
9.7utline a 53-month plan with mutual clarity and commitment.
@fter you have listened, then you can propose a win-win match between your strategic needs and their
professional and personal aspirations. /ave them write up a 53-month professional growth plan for your
review. Then agree in advance that you will schedule $uarterly checkpoints. ;et realistic and achievable
goals) the idea is to create win-win momentum, not additional stress or pressure.

B.*emember) they are entitled to feel recogni%ed.
=hile ;hakespeare assures us !that which we call a rose by any other name would smell as sweet" when it
comes to job titles, people truly care. 7nce a year, review each person.s actual contributions and role
together. &f possible, collaborate on a title which accurately reflects his or her contributions, within bounds
of what your organi%ation allows. 7ffering the highest, most descriptive title possible will make people feel
proud, connected to their role, and recogni%ed. &t will likely work in the company.s best interest as well as
customers and vendors will also appreciate the e,pertise of their contacts.
&f you try this out and would like to share the results, or ask any $uestions, please contact me.
B Tips To Cet -our ew ;ales /ire Dp To ;peed Zuickly

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+oncept of fast internet with mouse like a car/iring and on-boarding a new sales person is one of the most
crucial events in the /* calendar. @ news sales person represents dynamism, energy, sales growth,
commercial stability, bigger profits and bigger bonuses.
@nd the last thing you want to happen is for that sales person to crash out of the business after a few weeks
or months into the job. &t can be both damaging for your finances and your team morale, especially in
smaller organi%ations where one sales person might be responsible for a large proportion of your revenue.
+ustomers, employees and potential new hires can get very nervous if they see a sales person walking out
the door.
;o, it.s vital that employers take steps to effectively integrate their new sales hire into the organi%ation so
they reach their top performance level $uickly. /ere are some tips to help you do this, which & have drawn
from the 3453 ;ales #erson 7nboarding ;urvey by salesarchitects.net.
5. =ell-defined first day program
The survey found that most of the sales people who were satisfied and on-boarded $uicker had a well-
defined first day program.
;o, it.s crucial to develop an e,cellent, scene-setting, well-scheduled first day that espouses the vision,
plans, structures, key personalities, key contacts and their individual plan for the first 64 days ' and where
all necessary organi%ational contacts are available as re$uired.
3. ?onger, structured on-boarding programs
The sales architects survey told us that it can take a new sales person anywhere from 0 months to over a
year to perform at the same level as their more e,perienced colleagues, but they found that many
companies spend less than 5 month on-boarding. @ctually, the least satisfied sales hires had an on-boarding
scheme lasting 30 days and the most satisfied had on-boarding programs that lasted 11 days, and
incidentally, got up to speed four months earlier.
;o, the clear message here is that sales people need longer, more comprehensive on-boarding programs
than what is generally being offered.
9. /ave a testing, coaching and retesting phase at the end of on-boarding
They survey found that the most effective on-boarding programs were very structured and comprehensive
and included things such as sales simulations Jrole playsK, +*: practicals, and written e,ams at the
conclusion of on-boarding with testing.
;o, the clear takeaway is to have a testing phase at the end of the on-boarding program so you can identify
strengths and weaknesses and you can identify a follow-up coaching plan to both e,ploit strengths and
develop weaknesses, reducing the time-to-productivity and increasing their overall contribution.
B. ;tart with some $uick wins
7ne of the $uickest ways to build confidence in new hires are $uick wins. &n fact, an @TTT study showed
that individuals who make $uick wins ultimately progress better in the organi%ation. +an you get the new
hire focused on products or services that are easy to sell and leave the more complicated ones for later once
they have built their confidence>
&.d be keen to hear any more tips you may have to help rapid on-boarding of sales people. ;hare your
advice in the comments section below.
/ow to :ove from ;uccession #lanning to ;uccession :anagement
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;uccession :anagement)
@ :odel that /elps *ecruit and *etain /igh #erformers
;uccession management is a forward-thinking process whereby all the succession planning efforts are
administered and measured while allowing for adjustments that ensure ongoing alignment with achieving
strategic outcomes. =hen a leader wants to fortify her human capital management initiatives and develop
high performers who will ensure goal achievement, she develops a succession plan and then e,ecutes and
manages this plan for successO
!
Lust as with a good strategy Jwhere strategic planning had to move beyond the planning process to
implementation and measurementK succession planning needs to move beyond the planning stages, which is
where it remains within most organi%ations.
@fter you have embarked on the planning and have a real commitment to fill gaps in development, respond
to retirements, engage different generational groups and recruit and retain high performers, you are getting
into real succession management.
;uccession planning is about getting the right people, with the right competencies, in the right place, at the
right time. &t is focused on the !people" side of the e$uation.
But
;uccession management is about creating and ensuring the right positions e,ist within the organi%ation to
advance organi%ational strategy and accomplish goals. &t is focused on the NstrategyN side of the e$uation.
=hen leaders and managers move from planning to management they are focusing on the !relative value"
that each !position" brings to the organi%ation and work to apply processes and allocate resources to
determine what specific positions are actually necessary for organi%ational success. 7nly after this has been
done is there a determination made regarding what people are best to fill those positions.
By applying this succession planning and management model, leaders and
managers are focused on advancing and elevating high performers ' but only to
the e)tent that these high performers will elevate and advance short and long-
term organi%ational goals.
;uccession is about ensuring organi%ational success at its core. =hile employees will
benefit from the process, it should not be done to the detriment of organi%ational success
in areas of service, culture, performance, profits, etc.
=hen following the model Jdetailed belowK the leader is compelled to ask herself the
following $uestions regarding every position she determines to be critical enough to need
a succession plan)
5. =hat value is e,pected to be demonstrated by the position and the person who
fills it>
3. =hat value does the position create for the organi%ation>
9. /ow JspecificallyK does the position generate this value>
(here Qalue > Sum Total of !enefits - &osts
0ow here are the specifics on the Succession %lanning K =anagement =odel;
(hat is it?
;uccession planning refers to the process of analy%ing and forecasting current and future
staffing needs and systematically identifying, assessing, and developing employee talent
to meet those needs. &t involves proacti*ely planning for and accepting our own limits
and considers and accounts for staff transitions and institutional knowledge through
retirements, terminations, voluntary resignations, and deaths.
&t should be done because a major loss of leadership and institutional knowledge can
undermine organi%ational credibility and sabotage our future. @lso, it helps to strengthen
operational capacity and close leadership gaps. =orkforce planning demonstrates a long-
term commitment to the organi%ation and provides for institutional continuity and
sustainability long after those who initiate and manage the plan have gone. The
organi%ation benefits by ensuring that the right people, with the right competencies are in
the right place at the right time. @dditionally,
it ensures continuity of leadership.
it forces the organi%ation to assess its talent pool.
it provides for a systematic employee development process.
it has been shown to improve organi%ational performance and employee satisfaction.
it is proven to increase employee retention for high-$uality employees.
it improves overall effectiveness by minimi%ing turnover and reducing transition
issues.
it attempts to meet the needs of the organi%ation as well as the individual employees.
&nstitutions that plan and e,ecute solutions to workforce and succession dilemmas
are better prepared and able to respond to the une,pected, retain high-$uality
employees, fill gaps in development, address foreshadowing retirements, and
respond to generational needs.
/ere is a proven model of where to put your attention.
&omponents of (orkforce and Succession +lanning and 1anagement
5. 7rgani%ational ;trategy, ;upport and ;tructure
;enior management is involved ' is it organi%ational or department wide>
+urrent leaders complete succession planning training Jto gain understanding of these
componentsK
?inked to the organi%ational strategy< (etermine key positions, skills, and
competencies
/* @vailability Eorecasting is an element of the planning process
?inked to training and management development programs
?inked to performance management and career planning
&ndirect or direct succession planning accountability via performance appraisals
?inked to e$ual employment opportunity factors
#rocess must be transparent, merit-based, and consistent
3. +andidate &dentification and ;election
@ll of management is responsible to discuss career goals and aspirations with
candidates
:anagement is interested in ensuring the best fit with talents and positions
The objective is to identify, assess, and develop employee talent and hire e,ternally as
needed
+andidates are evaluated against established and emerging skills and competencies
+andidates are identified and recommended by all levels of management
+andidates are identified by hisAher performance management data
+andidates can self identify as interested in increased responsibility positions
:ulti-rater instruments and assessment centers are utili%ed
@bility testing, simulations, role plays, or other evaluation tools are used
9. Employee and ?eadership (evelopment
Cap analysis is conducted Jfor skills and competenciesK< *esults are used to
determine training and development needs and opportunities
Establish employee and leadership development plans for potential successors
#otential successors are offered developmental opportunities Jstretch assignments,
reading materials, job shadowing, etc.K
#otential successors are enrolled in training programs that align with learning and
development plans
+andidates are matched with a mentor or coach for support and guidance
+omprehensive development processes will prepare potential successors for emerging
new skill re$uirements
B. Evaluation
(esign processes to evaluate and improve the succession management system
Track turnover rates, especially for mission critical positions
Track length of time to fill positions Jvia internal and e,ternal poolsK
Track employee participation rates
:entors and supervisor feedback
#articipants. post-program performance
#ost-program participant promotion rate
'ow To ?eapfrog &ustomer @;perience
Success
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EorresterGs recent report entitled G#redictions 345B) +ustomer E,perienceG noted -
/ost organi"ations will play a grim ground game. Companies just starting to repair
their broken experiences will find themselves in a struggle thats hard" slow" and
increasingly costly. .heyll focus on getting key infrastructure in place to assess
whats broken" manage a portfolio of fixes" and measure the results they need to
build enterprisewide support for CO.
Differentiated firms will come on strong with an aggressive passing game..he
customer experience &CO* elite wont miss out on the fact that competitors are
trying to close the experience gap and disrupt their competitive advantage.
.heyll build on their past success with wellfunded efforts that leverage their
skills in strategy" customer understanding" and design.
+learly, many companies will have to face climbing the steepening path of plugging
popping holes in their boats as customer e,pectations skyrocket year-on-year. But even
where the grass is greener, Npast successN does not always guarantee future continuity.
?ong icons of +Q e,cellence like @pple admit they are leaking customer mojo faster than
they like, and there are no easy answers.
@s we enter a new, more disruptive +Q era, the seemingly sensible logic - ?repair?" then
elevate?" then ?optimize? and finally ?differentiate? - is starting to fray from the need for
bursts of speed. Bubbly corporate buy-in is a delicate thing, especially when new
business impatience kicks in on housekeeping hygiene. G;urvival of the fastestG has
become as important as Gsurvival of the fittestG.
&n short, the ability to leapfrog natural progression curves is becoming increasingly
important.
/ere is how you can do this,
5. $ifferentiate first with DThe !ig &W )pportunityD, then work the Dto-dosD
%ackwards. GThe Big +Q 7pportunityG is far from a pie-in-the-sky notion of god-
mode +Q advantage, but a disciplined sell-in of a compelling, achievable
companywide +Q end-state that is business viable, emotionally enchanting and
uni$uely invigorating. Eor e,ample, ;ingaporeGs best-loved telco ;tar/ubGs
B+Q7 is a simple yet powerful ?=ake + Career 1f =aking %eople Cappy?.
3. +lay with a full deck on @;perience $esign from the get-go. =ork +Q, ;Q and
DQ design to play the passing game like a =orld +up football champion team.
?ink upstream with downstream pivots systematically. Cood defense, great attack.
:aster their best play roles well - +Q plays .rustworthy" $elevant" <plifting< ;Q
plays Ampathic" Sincere" Compelling< DQ plays <seful" Aasy" Anjoyable.
9. (ork su%conscious customer moti*ators systematically and repeatedly. &tGs
getting increasingly hard to find greenfields in conscious customer delight. The
use of subconscious emotional modeling and measurement may find you fresh
and deeper areas that can open new doors. @ good place to start on this journey is
the globally validated Censydiam modeling techni$ue from &psos-;ynovate.
B. $onDt Aust ask customers what they want4 Ask them what your competitors
canDt gi*e them4 @sking customers what they want may not always be the best
thing. :ost will say H want it cheap and good and absolutely delightfulH.
:eeting peopleGs buried pain points with pin-point precision is a great learning
from global ta,i disruptor service <ber.
1. $onDt sell products4 Sell sand%o;es. #ersonali%ation has never been more
limitless in todayGs globally competed marketplaces. =ork wide across customer
ecosystems to build ?ego-style e,perience sandbo,es that will lend greater
latitude, relevance and agility to what you sell.
:ost importantly, appreciate the importance of being evidence-based to garner corporate
support. @s Bill Cates said -H believe in innovation and that the way you get innovation
is you fund research and you learn the basic factsH.
Should You -ncenti*iCe @mployees to
-mpro*e &ustomer Retention?
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Error) *eference source not found There
is the saying, !money talks, nobody walks." There are many different ways to interpret
this $uote, but in the business world, & have always construed it to mean if you want
associates to obtain a certain goal, provide a financial incentive.
&n the early 5604.s, & worked for @utomatic (ata #rocessing J@(#K. @(# hired a +-level
suite e,ecutive to focus on customer retention. *etention at @(# was a consistent key
metric that was measured and incorporated into every Ceneral :anager.s bonus plan,
which was $uite substantial. The E,ecutive I# developed a !bank book" incentive plan,
company-wide, and it was my responsibility to implement the program with my account
management team.
The program was a success. The account manager position was an e,cellent entry-level
position for a person with a college degree who wanted to work for one of the fastest
growing and profitable service organi%ations in the world. The average starting salary
was appro,imately X31,444 a year and the incentive program had a ma,imum payout of
X53,444. That definitely received the participants. attention.
@t the beginning of the year, each account manager received a savings booklet with a
X54,444 opening balance. Every time a new account was sold in their territory, one
percent of the annual revenues were added, averaging about X34 based on a yearly
revenue of X3,444. /owever, if an account was lost, the associate had ten percent of the
revenues or appro,imately X344 deducted from their bankbook.
The program made the account managers focus on retention. By design, they paid a great
deal of attention to their largest accounts, knowing if they were lost it would cost them
X144 to X5444 a pop. +lients were consistently called, planned periodic visits made or
surprise spur of the moment check-ins. They fre$uently brought their clients fresh donuts
or candy which everyone appreciated. &f there were an issue, the account manager would
speak to every internal department and not only resolve the specific problem, but act as a
detective to discover the underlying cause. =hen there was a particularly major
complication they would sometimes send a bou$uet of flowers at their own cost after the
matter was totally resolved as a way of saying !sorry."
The program was a winnerO There were certainly some accounts lost that were totally out
of the control of the associate, such as bankruptcies or ac$uisitions. /owever, those were
few in number.
&n most organi%ations, sales people are compensated for new revenues, but very few
companies pay incentives for retention. &t costs at least five to si, times as much to bring
in a new client as it does to keep e,isting ones, so this doesn.t make good business sense.
=illie ;utton, the notorious bank robber from the early 5644.s had a famous saying when
he was asked why he robbed banks. /e said, !that.s where the money is." 0ustomer
retention is where the money is too.
;et up a program to pay for customer retention. -ou have nothing to lose and
everything to gain. -ou may have to continually tweak it to fit your needs, but
that.s with any new program that you try.
?et me know what strategies ha*e successfully worked in your e;perience and any
ad*ice you ha*e for our readers4
Transformational ?eaders - (hat &an
(e ?earn #rom Them
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These are the leaders who have changed this world for better in a significant way.
These are the leaders who have redefined the common beliefs or general wisdom of their
time.
These are the leaders who have created their own philosophies and styles for generations
to come.
These are the leaders who are popular, but they didn.t seek popularity.
E,amples of such leaders are available in every walk of life, every society, field of study,
area of business, region, or culture. These leaders remain a source of inspiration for future
generations< they live through their legacy long after they have ceased to be in power or
even after they have left this world. & am sure most of you have your own favourites and
it will be interesting if you could share your e,amples of transformational leaders. /ere
are a few of my favourite transformational leaders, whose work and life history has been
a beacon for me)
'enry #ord is my favourite leader and a source of inspiration on how to be innovative.
/e is responsible for creating the automobile industry that profoundly shaped the 34th
century and continues to affect our daily lives. /e was a visionary innovator who was
able to combine and adapt e,isting ideas and inventions to create something e,tremely
useful. The idea for using a moving assembly line for car production came from the meat-
packing industry. /e was able to fulfill a particular need of society that many didn.t even
reali%e was there. /e was driven by the simple idea of providing !the best possible goods
at the lowest possible price." /ere are a few inspirational $uotes that are attributed to
/enry Eord)
-hether you think you can" or you think you cant > youre right.!
love the last part of the following #uote and wish more industrial leaders would follow
it;
.here is one rule for the industrialist and that isE make the best #uality goods possible
at the lowest cost possible" paying the highest wages possible.!
+nd he defined success in the simplest way;
.o do more for the world than the world does for you > that is success.!
/ahatma Gandhi was a leader who possessed the extraordinary capability to connect
with people 5 even his political adversaries found it hard to dislike him. Ce inspired an
entire nation at a time when they were losing all hope. Ce shook the world with his gentle
ways. Cis message of non5violence and civil disobedience is still as relevant today as it
was 344 years ago. -henever feel overwhelmed with the complexity of a situation" try
to remember his famous words; .here are many things to do. 9et each one of us choose
our task and stick to it through thick and thin. 9et us not think of the vastness. @ut let us
pick up that portion which we can handle best.! Ce always walked the talk and never
asked anyone to do anything that he himself wasnt willing to do. Ce lived by the
guideline of be the change you wish to see in the world!. Cis life story remains a moral
compass that have used again and again to find direction.
/aya #ngelou 5 a phenomenal woman, a survivor, a literary giant who persevered and
thrived in spite of all the hardships, discrimination and unfairness that she had to deal
with from a very young age. ;he truly believed that !we may encounter many defeats" but
we must not be defeated". ;he was a woman of e,traordinary courage who once said)
!Courage is the most important of all virtues" because without courage" you cannot
practice any of the other virtues consistently.! :aya was also a creative writer and poet
who believed in the ever-increasing aspect of creativity) )ou cant use up creativity 5 the
more you use" the more you have."
& would like to close with her beautiful words;
9ife is not measured by the number of breaths we take" but by the moments that take our
breath away.!
?ooking forward to reading the e,amples of other he5roes and she5roes form all of you.
$ad Said K(hen You +ay +eanuts, You ,et 1onkeysL
Eather.s (ay is this weekend. & was thinking about my (ad and the great advice he.s
given me over the years. ?ike me, (ad.s a business owner. =e work in different fields '
he.s in carpentry, &.m in tech ' but we have had one big challenge in common) $uality
work demands $uality pricing.
-ou have probably e,perienced this situation yourself. /ow many times have you talked
with a prospect who is very enthusiastic about all of your e,perience and the work
they.ve seen you do yet have them balk at the price tag> This is a thing that happens.
#eople want the =alt (isney =orld e,perience at neighborhood block party prices. &t.s
very frustrating ' but my (ad has a great line for it. /e says, !=hen you pay peanuts,
you get monkeysO"
Tired of 1onkey !usiness? 'ere6s (hat You Need To $o $ifferently
@ny time you.re considering a vendor, you want to seriously evaluate what they.re
offering. The e,perience, talent, training and processes a company brings to the table
matter) these are the factors that make one digital marketing firm, for e,ample,
$uantitatively better than another. &t.s important to know that the vendor you choose has
the ability to do the level of work you need to support your business.
&n a perfect world, we.d be making these comparisons on an apples-to-apples basis.
ThatGs not the case when we evaluate service organi%ations. =hat really happens, too
often, is we jump directly to the price tag and make our choices based solely on our
budget. =ithout stepping back and asking more important $uestions about)
/ow the project process will work
Team members being assigned to the project
+ommunication channels
(elivery of assets and meeting deadlines
These items often validate the cost and why one firm will deliver a $uality end product
but also a stress-free working relationship and e,perience.
As a consumer, &.ve had making the choice to buy based on price bite me in the butt '
and &.m sure you have too. There.s a reason our (ads say !&f something sounds too good
to be true, it probably isO" =hen what you.re paying for doesn.t actually meet your
needs, you.re wasting time, money and resources. obody.s budget is large enough for
foolish choicesO
As a *endor, &.ve learned to be very wary of the price-driven client. &n any professional
relationship, you should be evaluating your potential clients as they are evaluating you. &f
the focus of the conversation is bringing the price down, down, down, we are not going to
be a good fit for that particular organi%ation. They.ll be happier with someone who
charges ' and delivers ' less than we do. *emember when you are e,perienced you
cannot water down your skills even if you water down the project price.
The sweet spot ' on either side of this e$uation ' is where you are willing to invest in a
$uality relationship. Bargain basement prices generate bargain basement results. ;mart,
strategic choices may cost more ' but they also result in relationships with committed
partners, who consistently turn in their best efforts and deliver better outcomes. Teams
eager and e,cited to work with you to achieve a common goal and success.
=e can never forget that vendors are people too. o one likes being treated as a
commodity. The way we recogni%e the value of someone.s effort, e,perience and
e,pertise is by paying an appropriate price for those services.
&f you want to be known as a $uality business, you need to work with $uality people. &t.s
that simple.
Thanks (ad for teaching me to value people and $uality craftsmanship< and an
understanding that paying peanuts will deliver monkey business.
(hich of These 1istakes $o You 1ake V That Successful +eople $on6t?
o matter what you want to succeed at in lifeSyour career, a hobby, your personal lifeS
there are a few universal truths that can be applied to the pursuit of success, and a few
mistakes that can be considered universal barriers to achieving it.
@s &.ve watched and studied successful people in my life, &.ve noticed five mistakes that
they seem to be able to avoid at any cost.
(o you fall into the trap of any of these mistakes> &f so, you may be putting roadblocks
on your own path to success
1istake .4 A*oid responsi%ility
!.he price of greatness is responsibility." '=inston +hurchill
7ne of the first things you will notice that successful people don.t have is a blaming or
victim mentality. =hen things go wrong, what is your first response> ;uccessful people
won.t say, !& couldn.t succeed because of Q, -, and R" or !&t.s actually this person.s
fault." They.re much more likely to own a mistake rather than blame others for their
failure or misfortune. & believe the key here is that by owning a mistake, we are more
likely to learn from it and much less likely to repeat it.
1istake 54 +rocrastinate
N%rocrastination is the bad habit of putting off until the day after tomorrow what should
have been done the day before yesterday.N Wapoleon /ill
;uccessful people tend to take action, regardless of whether it is the !perfect" time or not.
=hen Cutenberg invented the printing press, the literacy rate was almost none,istentS
not e,actly perfect market conditions for mass producing books. @nd no one knew they
needed a !smart" phone until @pple invented one. (on.t wait for the perfect time to do
something. =ork hard and don.t give upSregardless of what might be going on around
you. ;uccess is very often the accumulation of many small achievements over a long
period of time.
1istake 74 #ollow the trends
!'reat things are not accomplished by those who yield to trends and fads and popular
opinion". 'Lack Herouac
Every day we produce 3.1 $uintillion J5450K bytes of data. &n that flood of information,
it.s tempting to think that we have to jump at every new development, try every new
thing. J=e sometimes call it !shiny object syndrome."K But jumping at every new thing
will leave no time to develop the deep understanding that pursuing lifelong learning
might. Eocus your energies on understanding the root of what you hope to succeed at and
ignore the rest. Eor e,ample, if you hope to succeed in sales or marketing you might
choose to study human psychology rather than the latest social media marketing schemes.
1istake 94 Try to go it alone
!9ife is not a solo act. t?s a huge collaboration" and we all need to assemble around us
the people who care about us and support us." 'Tim Cunn
7ne of the most vital things successful people do is to surround themselves with other
successful people. o man is an island, and having a network, a mastermind group,
surround oneself with clever people can make all the difference between success and
failure. This is true whether you hope to succeed at a personal goal like weight loss
Jstudies show people lose more weight in a group than aloneK or a business goal.
1istake :4 ?ack of %elief
!@elieve in yourselfP Cave faith in your abilitiesP -ithout a humble but reasonable
confidence in your own powers you cannot be successful or happy." 'orman Iincent
#eale
This isn.t about positive affirmations or visuali%ing success, but rather, as #eale says, !a
humble but reasonable confidence" that you can achieve what you set out to achieve.
Think about it the other way round if you are skeptical< if you don.t believe that you can
succeed, why would you even try> -ou must cultivate a strong belief in yourself even in
the face of setbacks or adversities if you hope to ultimately be successful.
@voiding these mistakes will help you succeed at work or a single goal or task, but to be
truly successful, we also need to be happy. The si,th mistake & see unsuccessful people
make is not seeking a health balance between work that fulfills, family life, friends, and
health. 7nly when you make happiness and balance a goal can you truly succeed in any
other area of your life.
/ow have you avoided making these mistakes> #lease share your success and wisdom
with us in the comments below.
(hat Ruins A +erformance Re*iew?
&t is well known that poorly handled reviews lead to low morale and dissatisfaction and &t
is certainly true that it may be better not to do a review than to go through a meaningless,
mechanical ritual.
#erformance feedback and review is part and parcel of the life of anyone in a managerial
role and seldom do we reali%e that some of these actions ruin the review. ?etGs take a look
at them.
Short term memory effect
:ost performance evaluations tend to focus on performance over the most recent period,
even if the employee has accomplished great things over the course of the entire year.
A new story e*ery time
:ost managers forget the advice and feedback they gave during the last review. /owever,
the employee does not forget it.
Raise -ssues which are not %acked %y proof points
:aking blanket statements like - we are not doing enough, we need to improve and not
backing it up with relevant e,amples or instances which makes the manager draw the
inferences to improve.
#ocusing on employeeDs personal choices
&n other words,making comments on family life, dress code, beliefs, etc., and not on
actual performance or tasks which could drive performance.
#ocusing on weaknesses
Beating down the employee on his weak areas so that he forgets his strengths and devotes
his energy to make his weak areas his strengths
&omparing one employee to another
;ome managers love comparing performance of two employees who are in similar
functions and make it a point to compare individuals and not how well or poorly have
they fared on the yearly goals.
Not allocating time
Busy managers hate doing reviews as they are always short on time. @s a result,
employees feel that their managers cannot spare F4 minutes in a year to give them
feedback. :anagers and employees merely perform a ritual that benefits no one.
All-is-well syndrome
Brushing issues under the carpet as some managers are scared of telling employees where
they need to change course or align energy. They often speak in general terms to avoid
specifics.
#iddling with gadgets
(uring appraisal sessions, managers are often more interested in checking their iphones,
Blackberries and fielding phone calls than paying attention to the task at hand. This
conveys to the employee that he or she is insignificant in the manager.s scheme of thing.
,i*ing a higher performance rating to moti*ate
;ome managers believe that a lower performance rating makes an employee unhappy and
reduce engagement, a managerGs job is to keep employees happy and motivated so no one
gets a lower rating. This keeps everyone happy and there are no visibly disengaged
employees.
(hat else do poor managers do ?, which ruins the performance re*iew4 +lease share
your *iews in the comments4
f you liked this post" please share it and click the 61991- button to get moreP
1arketing 1istakes &an &ost You Your
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There was a time when smaller companies did very well just by concentrating on making
a better product or delivering a better service. There were fewer competitors and markets
were limited, small companies could stake the futures on one or two loyal customers and
barriers to entry were much higher. +ustomers even tolerated poor delivery or price
increases now and then.
ow, there aren.t enough buyers and just plain good isn.t good enough. Creat customer
service, responsive lead-times and a superior product is where things start now. But, all
that good important stuff is for nothing if your company is the best kept secret in your
industry or community. The new adage, !value and the perception of value are e$ually
important" must be embraced.
+ommunicating a meaningful value proposition and continually improving the offering
are both marketing-led principles. But, so are the critically important components like
tracking prospects, participating in industry events, finding new channels, running a great
sales force, being interested and helpful on the telephone, participating in social media,
anticipating coming trends and attracting better employees. Bringing all these marketing
duties together is an important responsibility in every industry today.
:aybe it.s the term marketing that elicits confusion or push back from owners. =e hear
over and over from business leaders about their preparations for marketing but indecision
about embracing the fundamentals. :arketing isn.t making up a story about a product,
service or person, that.s lying.
:arketing is engineering the purchase e,perience. Eiguring out why they buy,
maintaining interest, managing prospects, keeping the offering fresh, the team engaged
and the image leveraged, and, doing all these things well. &f you don.t tell your story in
the places where your prospects are listening then they are hearing what they need to hear
from a competitor. This stuff should energi%e most leaders, its one part engineering one
part problem solving.
&n a recent ad hoc forum on the topic of small business marketing, several current and
former e,ecutives provided some interesting insights. There was full agreement that
smaller B3B manufacturers along with industrial service providers were the most
vulnerable to competition while being the least prepared to embrace the marketing
functions that could save their businesses. There was unanimous agreement that the non-
retail small business category had the most to gain my integrating a formal marketing
mechanism into their operations.
@t one point a participant e,pressed distress for the clearly avoidable economic loss that
will come from the lack of marketing basedAcustomer centric functions in these legacy
businesses. !=ith the range of skilled marketing operatives available finding a resource
to match their needs would save a lot of unpleasantness," she said.
ever before has, !keep doing what you have been doing and e,pecting a different
result," been more provocative. +hallenging hard and fast conclusions about the way
things !are" have sent companies and industries in dynamic directions. =ith a little
guidance, managing these companies from several clicks to either side of the current path
might result in much more encouraging outcomes.
There was a time when smaller companies did very well just by concentrating on making
a better product or delivering a better service. There were fewer competitors and markets
were limited, small companies could stake the futures on one or two loyal customers and
barriers to entry were much higher. +ustomers even tolerated poor delivery or price
increases now and then.
ow, there aren.t enough buyers and just plain good isn.t good enough. Creat customer
service, responsive lead-times and a superior product is where things start now. But, all
that good important stuff is for nothing if your company is the best kept secret in your
industry or community. The new adage, !value and the perception of value are e$ually
important" must be embraced.
+ommunicating a meaningful value proposition and continually improving the offering
are both marketing-led principles. But, so are the critically important components like
tracking prospects, participating in industry events, finding new channels, running a great
sales force, being interested and helpful on the telephone, participating in social media,
anticipating coming trends and attracting better employees. Bringing all these marketing
duties together is an important responsibility in every industry today.
:aybe it.s the term marketing that elicits confusion or push back from owners. =e hear
over and over from business leaders about their preparations for marketing but indecision
about embracing the fundamentals. :arketing isn.t making up a story about a product,
service or person, that.s lying.
:arketing is engineering the purchase e,perience. Eiguring out why they buy,
maintaining interest, managing prospects, keeping the offering fresh, the team engaged
and the image leveraged, and, doing all these things well. &f you don.t tell your story in
the places where your prospects are listening then they are hearing what they need to hear
from a competitor. This stuff should energi%e most leaders, its one part engineering one
part problem solving.
&n a recent ad hoc forum on the topic of small business marketing, several current and
former e,ecutives provided some interesting insights. There was full agreement that
smaller B3B manufacturers along with industrial service providers were the most
vulnerable to competition while being the least prepared to embrace the marketing
functions that could save their businesses. There was unanimous agreement that the non-
retail small business category had the most to gain my integrating a formal marketing
mechanism into their operations.
@t one point a participant e,pressed distress for the clearly avoidable economic loss that
will come from the lack of marketing basedAcustomer centric functions in these legacy
businesses. !=ith the range of skilled marketing operatives available finding a resource
to match their needs would save a lot of unpleasantness," she said.
ever before has, !keep doing what you have been doing and e,pecting a different
result," been more provocative. +hallenging hard and fast conclusions about the way
things !are" have sent companies and industries in dynamic directions. =ith a little
guidance, managing these companies from several clicks to either side of the current path
might result in much more encouraging outcomes.
Are You &reating Your )wn Road%locks?
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@ friend of mine recently called to ask for advice about his current role, and the
frustrations he was e,periencing at work. The conversation probably went on for a good
34 minutes and & was ama%ed by how little talking & needed to doO @fter every reason he
would cite for wanting to leave, he would immediately follow up with rationale to justify
it and make it G7HG, but then go right back to e,plaining why it was a sincere problem and
how it needs to be fi,ed, etc.
ot that every situation is the same, but he was bringing up some really great pain points
and reasons that he was looking to make a changeO
/ere are some tips if you might be thinking about looking for another opportunity)
5K E-Dm %ored4E
This is probably what & hear most often when talking with +andidates currently employed
and looking to make a change. &f youGre bored, itGs time to start looking at what control
you do have. /ave you approached your supervisor about adding additional projects that
you have a passion for> /ave you shown your supervisor metrics about dominating in
your current responsibilities so that they have grounds to move you around> &f you have,
and nothingGs come of it, it might be time to start interviewingO
3K E444%ut - make so much moneyP- ha*e so much *acation timePetc, why would -
want to change?E
-es, you may have a paycheck that makes you smile, but honestly, that gets so old. *eally
fast. Think about itO -ou are in your officeAjob more than you are at home. ;houldnGt you
be spending your time somewhere where your happiness is at an all-time high> ;houldnGt
your feet tingle when you wake up in the morning because you get to go somewhere you
?7IE> @ll of these things can be negotiated. &t doesnGt hurt to go have some
conversations with different opportunities so that you can test the water and see what
might be around the cornerO
9K E- donDt ha*e time to look for anything444E
*eally> /onestly> (o you know how many hours there are in a year> 0,8F1 hours. &f you
donGt have time, itGs because youGre not making time outside of your work hours to
network and look. -ou could @B;7?DTE?- have enough time, you just have to make
the decision, and then go for itO
BK E444itDs so easyE
ThatGs great that youGve evolved in such a way where your job is a piece of cakeO HudosO
ow ask yourself these $uestions) @re you growing> @re you learning> @re you setting
yourself up for whatGs ne,t> +hances are you can improve on one of these things. Then
the $uestion is) /ow> +an you e,plore opportunities within your current company> 7r
does this re$uire you to network and see what other opportunities there might be to
stretch yourself> +omfort [ safety. But donGt mistake safety for success or growth.
The Art of Recei*ing #eed%ack
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.his article and others are posted on my blog; http)AAsierraleadership.comAblogA.
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& wrote about the importance of giving feedback to your direct reports and othersS
openly, candidly and in a way that.s actionable for them. & think 142 of the feedback
e$uation rests on the side of managers, who have to be willing and skilled in giving it.
Today & want to share a few tips on the other 142 of the e$uation) how to ask for and
receive feedback. /ow you receive feedback helps set the tone for your whole team.
Ask for feed%ack more than once a year4 &tGs crucial for leaders to ask for feedback
from the people around them on a consistent basis. 7f course that includes your manager,
but it also includes people on your team and your peers. @sking for feedback can be
pretty simple. Eor e,ample, at the end of a conversation you can simply say, "/ey, &Gd
welcome any feedback you have about my leadership of the team...N 7r, N& want to make
sure you know &Gm really open to your feedback about how & am doing. @ny thoughts>N
7r, N&Gd really appreciate your feedback about how you think things are going...N Eor
some other feedback $uestions see my post N;aving -our LobN,
http)AAsierraleadership.comA345BA41A45Asaving-jobA.
?isten to the feed%ack with e*erything youD*e got4 &n his e,cellent book, n the 9ine of
6ire, Lerry =eissman suggests that when you are being asked tough $uestions, you should
imagine there is a bright red line in front of you. The bright red line is, N(id & understand
the $uestion>N &f your answer is No,N you never step over the line and start to respond.
The same is true when you listen to feedback. Before you start responding or formulating
a response ask yourself, N(id & fully understand the feedback>N ThatGs your bright red
line. =hen you ask for feedback and someone starts talking, your job is to really hear
them. &f you donGt like what you hear, or even if you do, you may be tempted to respond
while they are still mid-thought. But then you arenGt listening. ;o practice all of your
good listening behaviors like making steady eye contact, putting away your smart phone,
and paraphrasing back A asking if youGve got it right.
&larify the feed%ack4 This is a step that often gets missed. Because feedback
conversations are fre$uently uncomfortable, people sometimes walk away from them
without really understanding what the feedback is or what specific change in behavior is
being re$uested. They may be wary of asking for more information. But the plain truth is
that many people, even many senior e,ecutives, need help articulating feedback in a way
that is clear, granular and actionable. ;o when you ask for feedback, donGt assume the
other person will be skilled in giving it. -ou may need to ask follow-up $uestions. &
recommend follow-ups like) !&.m not sure & totally understand yet. =hat more can you
tell me about that>" 7r, !& wonder if you can give me an e,ample or two to help me make
sure & really understand>" 7r, !& think & get what you are saying at a high-level< tell me
more about how that shows up in my behavior> =hat do & say or do that gives you that
impression>" =hen you ask follow-up $uestions, make sure that your tone is neutral or
curious, not negative or defensive.
Say thank you4 E,press appreciation when someone gives you feedback. Dsually
feedback is given in the spirit of helpfulness, and giving feedback is tough--regardless of
whether it comes from your boss, direct report or peer. They are giving you a gift that is
not always easy to give. ThatGs one reason feedback conversations don.t happen as often
as they ought to. ;o if someone takes the trouble to give you feedback, let them know you
appreciate it.
@lso, keep in mind that these tips also apply to positive feedback. &f someone thinks you
did something well, itGs more helpful to you if you really understand why.
@s ;teve Lobs used to say, !7ne more thing..." &n some situations, you may disagree with
feedback. There may be e,tenuating circumstances that e,plain your behavior or make
the feedback less relevant. 7r you may just feel defensive, or that their perception is
wrong. :y recommendation is, the more emotional you are about the feedback, the more
important it is for you to give it some time before you respond. &t may be that a response
or an e,planation from you is warranted, even helpful. But the more upset you are, the
less skilled you will be sharing that. ;o be careful, and make sure you are in the right
frame of mind to respond when you do.
(hat To &onsider (hen -t6s Time To
Ree*aluate Your Start-Bp Team
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The first and most critical hurdle facing a start-up business is the actual process of
starting-up. =hen staffed with a strong team propelled forward by a thoughtful operation
plan, a business stands a good chance of surviving its infancy to graduate toward longer
term success. /owever, as business conditions change and that start-up becomes more
established, a reevaluation is in order to ensure the team and plan are consistent with the
business. evolving needs. /ere are some important considerations to keep in mind when
reevaluating your start-up team)
Are team mem%ers %eing utiliCed according to their respecti*e strengths?
Business teams are not far removed from sports teams in that they are made up of utility
players and specialists. 7nce your business has moved beyond the start-up phase, your
!players" may need to be reevaluated to ensure that their contributions are ma,imi%ed
commensurate with their skill sets. +heck to see if any member of the team is being
underutili%ed or used outside of his or her area of e,pertise.
(hich team mem%ers merit consideration for additional responsi%ilities?
@s your business grows, it is important to monitor employee growth and recogni%e those
who rises above and shows even greater promise. =ho is ready to take on added duties>
=ho might be suitable for a managerial role> =atch and reward those who have earned
it.
(hich team mem%ers, if any, are not pro*iding sufficient *alue?
Eor every team member who has risen to the task, there may be another who is lagging
behind. @s a business evolves from its start-up phase, some of your employees grow and
some are continually growing with your business. /owever, there may be some
employees who, may have been a terrific fit at the time your business started, but may not
have the skills you and your team need to see your business thrive in the future. &tGs not
easy to have to part ways with a member of your team who had been with you at the start,
but sometimes itGs necessary for the good of all.
(ho %rings a positi*e or negati*e influence to the team?
Energy ' both positive and negative ' is contagious. =hile you donGt want to surround
yourself with Nyes menN and Nyes women,N you want teammates who provide honest,
critical feedback in such a way that fosters positivity throughout your organi%ation. Even
in the best companies, sometimes success can breed contempt. @fter initial success,
reevaluate your team to monitor negativity or counterproductive attitudes. egative
attitudes and actions are to,ic to a positive work environment, and can severely impede
progress and morale. ;imilarly, an optimistic attitude can spread like wildfire and
encourage more resilience among your teammates and continued learning and growth as
professional individuals and as a harmonious whole.
-s any team mem%er holding the %usiness %ack?
;ometimes a business can be held back by factors beyond employee negativity. 7n
occasion, a good start-up team might reach a limit that it cannot surpass. This harkens
back to utili%ing team members to their respective strengths. Dpon reevaluating your
team, pay close attention to roles and personnel fit. (oes everyone on the team match up
with his or her assigned duties and responsibilities> 7r is someone miscast, thereby
creating an organi%ational obstacle to progress> Heep in mind that while someone in your
organi%ation may have outgrown their prior role, they may still be a valuable member of
your team in another capacity.
;ome among us are motivators who can rally teammates behind a project or cause ' the
proverbial Nheart and soulN of a team. 7thers are teachers and trainers who can help bring
new team members into the fold and help them to develop their skills as you e,pand your
operation. @nd still, others are visionaries ' divided into Nbig pictureN people and Ndetail-
orientedN individuals. (epending upon your goals, a growing start-up re$uires a delicate
balance of all of these ingredients to capitali%e upon successes.
*eevaluating a start-up team may re$uire some tough soul searching and decision
making, but it will pay dividends in both the short and long terms.
Qohn =eyer is Cead of Strategic %artnershipsR=arketing at .he Company Corporation. Ce
is passionate about helping entrepreneurs and connecting them to resources that help
them thrive. Ce is also a political strategist and historian in his free time
?e*erage your sales desk to great result
@ugust 54, 345B
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Error) *eference source not found @s a
marketer, have you ever tried to collaborate with ;ales only to hear something like this>
!=e pay our wholesalers to sell. =e can.t afford to have them out of the field for a day."
&f you have, congratulationsO ;ounds like you.re trying to collaborate. & believe this is one
of the most oft-overlooked opportunities to develop killer content to take into the field
and help power sales.
@lso, you have my sympathies< you.re trying to do the right thing, but your ;ales partners
aren.t playing along.
o worries.
+onsider the following)
You can get a lot of what you need from your internal sales desk
&.ve always e$uated e,ternal wholesalers to tor$ue) what gets the vehicle S or in this
case, the advisor relationship S rolling. The internal wholesaler is more like horsepower<
once the relationship is up to speed, the internal wholesaler keeps it moving along. @
good internal can validate or improve an idea much like an e,ternal wholesaler.
+resenting to the desk makes you or your people accounta%le for their
work
&f you or your writer or marketing manager knows that they.re going to be presenting a
sales idea or presentation in front of an audience of salespeople, you.re going to put your
best foot forward. &t.s a tough audience, but one that can help you make your work
product better.
Talking a%out the last idea gi*es your internals an opportunity to share
%est practices
Cet them talking about how they used the idea you presented last time and not only will
you get ideas for how to iterate, the internals will typically hear different ways that the
piece has been used in different situations and begin identify best practices and
opportunities for they or their wholesalers to test and validate their uses of the material.
& still believe that collaboration with e,ternal wholesalers is well worth the cost of having
them out of the field for the day. J@nd to be clear, &.m not recommending you take your
entire sales force out of the field, but one or two of the right wholesalers on a periodic
basis will suffice.K
But don.t fret if that.s the cards you.re dealt. Tap into the power of your internal sales
desk< use them to collaborate and iterate.
Build credibility with your sales team and go back and ask again.
(hat $oes Your &ompany $o !etter Than Anyone on the +lanet?
!efore you spend time trying to %uild the ne;t Kgreat company,L take a few steps
%ack to understand why it e*en e;ists in the first place4
/ere is a fun challenge for you to try at your ne,t e,ecutive roundtable, company social
function, or weekly marketing meeting. @sk everyone in attendance the following)
n one succinct sentence" can you tell me why our company exists/ -hat do we do
better than anyone else on the planet/
;eems like a very simple thing on the surface, but you will be surprised at the results. :y
guess is that at least half of the people will not be able to answer it in one sentence. 7f the
remaining, at least half of those asked will likely reply with a version of the tag line or
catch phrase you have on your website or marketing materials. &n all instances, you will
almost assuredly get a different answer from each participant.
&n my e,perience, most companies do not understand the root of what they truly do better
than everyone else. They invest significant time analy%ing the competitive landscape and
honing their messaging and talking points to take advantage of opportunities. They go to
great lengths to develop descriptive content, slogans, and phrases that highlight the
business in terms familiar to their target market or that improve ;E7 standing. But
seldom do e,ecutives take a step back and take a realistic look at why their company
matters ' their true !essence".
& saw this firsthand a few years ago when & became chief marketing officer at E(C@*
7nline. The company had been around for over 51 years, great brand recognition that
e,tended beyond the core market and a notable client list, but at the time the company
was still struggling to hit revenue and profitability targets. (uring my interview process,
members of the e,ecutive team and board of directors were surprised as they had a
difficult time telling me what the company did better than anyone else. 7ver the coming
months & would also start every conversation with employees & met throughout the
organi%ation with the same $uestion, and predictably, & received a different version of the
company line, and usually it was one that most related to the employee.s job function.
@t great, sustainable companies, all stakeholders Dboard members e)ecutives
employees and even customersE understand why the company matters and what it does
better than any other company on the planet. &t acts like a rudder on a ship, as it allows
e,ecutives to make disciplined, strategic decisions, employees to serve clients more
efficiently, customers. to have their e,pectations always fulfilled, and investorsApotential
investors to understand what is going to drive the highest return on their investment.
7ne company that has always ama%ed me with how it achieves this is the *it%-+arlton
/otels. @t the *it%-+arlton, every employee must carry on them at all times a card with
the company !Cold ;tandards" that they will either show or recite if asked. The ne,t time
you are at a *it%-+arlton ask a staff member to see it ' their dedication is truly definitely
impressive, and their corporate motto !=e are ?adies and Centlemen serving ?adies and
Centlemen" tells you succinctly that the !anticipatory service provided by all staff
members" is why the *it%-+arlton e,ists.
=hile you don.t have to go through a big elaborate e,ercise to develop and perfect a
corporate mission statement, credoAmottoAelevator pitch or anything you would include in
e,ternal marketing, it does take some thought to get to the honest root of why your own
company e,ists. /ere are a few things you can do to arrive at an answer)
Eind an office or conference room with a white board, and dedicate an uninterrupted
afternoon with the e,ecutives andAor some of the most talented members of your
team.
?eave egos at the door ' this isn.t about sales team efficiency, product
strengthsAweaknesses, marketing program effectiveness or meeting your
company.s plan. &t.s about taking a good hard look in the mirror.
(iscuss all of the things that are !effortless" for your company to do Jeven the not so
obvious onesK and the work your company does that delights both your most loyal
customers and your employees.
@void projecting a vision or aspirations of what you want for the company. The point
is to understand what you currently do better than anyone else.
Eorce yourselves to abandon all past messaging, marketing speak and industryAinsider
jargon Jincluding technical words and phrasesK.
=rite down your sentences and keep iterating and simplifying as much as possible.
The end result should be easy to say, must %e a%solutely true and something no
other company could claim to do4 At any time the sentence is rendered untrue
Mi4e4 due to changing or e;panding focus, market conditions, growthN you
need to re*ise it4
Test your final answer on people who know nothing about your business like family,
friends, neighbors, etc. Take note of their reaction and iterate again if necessary.
@t my previous company, we performed an e,ercise like this and arrived at a result that
was much different than we all thought it would be at the outset. &t wasn.t big and it
wasn.t terribly se,y Jand was not something we would include in any of our marketing
materialsK, but it accurately reflected our talent and why we had achieved past success. &t
also gave us a great starting point for our corporate e,ecutive decision making moving
forward, especially as it applied to our sales process and product road map, as we were
being distracted by things that if we would pursue them, would ultimately render the
statement untrue. This e,ercise was a contributing reason to why we were able to start
meeting our targets again and subse$uently sell our company within a year after & started.
;o do you still think you have a great company> &f so, comment here with the one
sentence answer to the $uestion !=hat does your company do better than anyone else on
the planet>"
Tips #or $ealing (ith Bpset &ustomers
@ugust 4F, 345B
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.4 -t is cheaper to sol*e the pro%lem4 &t costs si, times more to obtain a new customer
than it does to retain a current one. Heep the customers you have. Jew research) it can
cost up to ten times moreOK
54 RealiCe complaints are good4 7nly B2 of upset customers complain. The other 6F2
simply leave and never come back. @ complaint gives you the opportunity to resolve the
situation.
74 &reate a customer for life4 =hen you solve a problem by meeting Jor e,ceedingK
e,pectations, you develop customer loyalty. J/owever, please don.t go start problems,
just so you can solve them and create loyal customersOK
94 The customer is always 4 4 4 the customer4 (o not say to yourself !the customer is
right." That implies you are wrong. &nstead, remind yourself that this person is a valued
customer, and you need to do whatever it takes to satisfy himAher.
:4 )ffer alternati*es4 &nstead of saying, !This is the only thing & can do," try saying,
!/ere are two options." The customer may not be thrilled with the selections, but at least
heAshe gets to make the choice.
34 ?augh 2 after the customer lea*es4 &n the end, most of these incidents are funny.
?ook for the humor after the situation is resolved. ?aughter is a great way to reduce stress
and relieve tension.
<4 $o not sol*e the pro%lem right away4 =hat>O>O Eight the urge to jump in and solve
the problem. The customer.s initial objective is to !vent" and e,press emotion. ?isten
first, then offer solutions. &f you interrupt too soon, the person will not be ready to listen
to you or to accept your resolutions.
G4 $o not get defensi*e4 =hen you hear the words !upset customer," it is natural to put
up your guard. &nstead, keep an open mind. -ou.ll be more receptive to listening.
H4 $o not take it personally4 Easier said than doneO Heep in mind that most people have
not been taught how to !complain properly." +ustomers know they are upset, but they do
not know how to tell you nicely. Even if it sounds as though you are being attacked,
customers are not mad at you personally. They are upset at the situation.
./4 "eep it in perspecti*e4 -ou may have served 14 cheerful people today. (o not let
one bad-tempered person ruin the whole day.
The -mportance of &ustomer Retention
@ugust 55, 345B
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?ast month, my wife and & noticed that our home cable bill JTI and &nternetK went up. @
lot.
;o we called our provider ' where we had been customers for over three years ' to
investigate. @s anyone who has cable could guess, our !promotion ended" and we were
now paying the !standard rate."
=e spent the ne,t 64 minutes haggling with customer service ' and even got transferred
to the ;D#E* customer service when we uttered the phrase, !we could get a better deal
from `our companyGs _5 competitora."
@t the end of the day, we were able to get a relatively appro,imate rate to what we had
been paying, with more or less the same service. =e were 7T happy customers as this
conversation cut deeply into our goodwill towards the company. ot $uite enough to
switch to a competitor just yet, but enough to start tipping the scale.
This got me thinking about a flaw in the business model many cable companies Jand
companies in generalK use)
They spend more money and time on customer ac=uisition than customer retention4
&n an era where more people are cutting the cord and relying on etfli,, /ulu, @pple TI,
*oku, etc., for their entertainment, shouldn.t cable companies be doing everything
possible to HEE# e,isting customers>
=e live in a time when local businesses become instantly global S and global businesses
can e,ecute locally around the world< there have never been more choices for people to
make.
ot every company should launch a sub-shop model J!Buy 6, Cet 54th EreeO"K, but they
need to consider retention on-par with ac$uisition. &t.s not just about pricing ' it.s about
showing how much you value your customers in a crowded marketplace.
That appreciation will take different forms ' and doesn.t always need to be e,pensive '
but it is an investment worth making.
`ote) @ version of this post originally appeared herea
&ommunication is "ey to &lient
Retention
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& recently went out on medical leave for a few weeks and only had access to email on a
limited basis due to my recovery. & had my auto-responder email announce that & was out
and listed a couple of colleagues who were backing me up. But how many of us actually
read an auto-responder when we receive countless emails each day> J7r at least read an
auto-responder thoroughly>K
& made it a point to respond to each $uestion and address each concern, & made calls when
& was able, and asked for help as often as & needed it. @nd during this time, there were a
few instances where my reply went a long way to further an account and e,pand our
customer base. @nd it was so simple.
& receive 34-94 emails a week from customers asking for help from service, or supplies,
or seeking help with another matter. & let everyone know that &Gll get back with them later
that day with an update. There are many times when this is my reply)
N/i There,
& know & promised to touch base with you and & wanted to let you know that & have not
heard anything yet. & have passed along your need to my colleagues back east and with
the time difference it may be tomorrow before & hear anything. &Gll keep you abreast as
soon as & hear.N
;ometimes, just saying N& donGt knowN or N&Gve not heard anythingN is the best answer and
this level of honesty increases your credibility with your client.
& have had so many colleagues over the years not respond to simple $uestions and their
lack of communication caused them to do some e,tra work and digging to regain the trust
they lost.
This goes for both your &nternal and E,ternal customers. Cive the intern down the hall
the same respect you show the client who spent X81,444 with you last year. ot doing so
only shows those who contact you that they arenGt important enough to warrant a
response< and that is not way to retain customers and credibility.
ever be afraid of /onest Transparency and telling someone you donGt know, havenGt
heard back, but you have read their email, and youGll get back with them as soon as you
hear.
Bottom ?ine) &tGs always better to 7ver +ommunicate than to say nothing at all.
&BST)1@R &)11-T1@NT Are You 'olding Your &ustomers 'ostage?
Cet the GThinking +apG on, because today we learn...
@ serious flaw that many professionals overlook in todays rushed and spontaneous world
is assuming the only reason their customers stick with them is because they are loyal
advocates to the business. This naivety is making many businesses lose customers, as
they are unaware that different customer groups remain committed for different reasons.
Today &Gd like to tell you a little about +ustomer +ommitment, and why its so I&T@? to
know why the hell your customers use your company in the first place< why some stick
around and why others run away at the first chance they get.
&Gll even throw in a pretty diagram for the folks who get e,cited by a little Gvisual
aestheticG.
;o hereGs what &Gll cover. Three types of +ustomer +ommitment, what they mean, a
modern day e,ample of each and what you as a business insider need to understand to
keep these folks as happy customers. :ake sense> Creat - on to businessO
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Affecti*e &ommitment
These guys are like your best friends, in fact no, they are your heroes. @n emotional
attachment such as love or friendship is formed, creating a /DCE feeling of satisfaction
and trust between the customer and company. These folks sit at the peak of commitment
and will go above and beyond to advocate and protect you. &n fact, they will often get
upset and defensive if someone speaks negatively of you.
E,ample) ?ets look at a company like @pple for a second. There are many customers who
are die-hard loyalists and will fight and defend the company regardless of what choices
they make. This is because of its history and the symbolism it has built for itself over the
years. (espite what reviews new products or services get, these chaps and chappettes will
be first on the scene to get them. @lways.
-ou should reward these people and make sure they know that you love them in return.
&tGs pretty much like a solid relationship that needs attention every now and again to keep
the love flowing. =hats the e$uivalent of giving them a bou$uet of flowers every now
and again, what gets them e,cited> &ts your company... so youGll know better than & doO
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Normati*e &ommitment
This type of commitment is formed through similar morals, ethics or values that are
bound by an element of trust. The customer feels obliged to support a company because
the company holds similar beliefs to their own. &f youGve looked at the diagram youGll
notice thereGs no G;atisfactionG in this commitment type. ThatGs because thereGs no
emotional bond such as friendship or love, this relationship is purely based on shared
beliefsO
/ereGs an e,ample) &magine a customer is driven by social responsibility and ethics
towards non-animal testing. =hen they look for make-up or soap products they will want
to find a retailer who displays similar thoughts. Eor that reason they may choose to shop
at Body ;hop. They make this decision because both they and the organi%ation have
demonstrated key beliefs in the non-use of animal testing.
/owever, it should be stressed that these folks arenGt friends nor are they super-loyalists
like those in the above commitment group. &f a competitor with the same shared values
but with a better satisfaction offering comes along, youGve more than likely lost this
customer. -ou should therefore make a valiant effort to harness trust and build happiness,
friendship and love with these customer groups to turn ormative +ommitment into
@ffective +ommitment.
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source not found
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&ontinuance &ommitment
The name doesnGt sound all that bad, but this guy can be pure evil if not given the correct
attention. -ou see there are two types of +ontinuance +ommitment< the first takes place
when the customer is forced to commit to the company through some form of contract,
and the second is purely based on the fact that the switching costs for the customer to stop
using the company are too large. #ut simply, +ontinuance +ommitment is when an
unhappy customer is unable to leave.
Eor type 5, lets use the e,ample of a cellAmobile phone provider. +ontracts usually last 53
to 50 months and if you find yourself wanting to leave because the service sucks, youGll
have to pay a heavy cancellation premium of which you more than likely canGt afford.
-ou call up the company various times but get through to no one helpful and your
problems remain unsolved. -ou feel trapped, like a hostage with no freedom and are
utterly miserable. =hen the contract period comes to an end you flee, leaving a stinking
hatred of negative =7: behind you.
=hen customers pay for their service in advance or sign up for a contract, never just
assume that the money is in the bank and they should become a lower priority. These
folks are some of your most valuable customers and you should be focusing on spending
time and effort to make sure they are happy with the service they are receiving. -ou may
already have money in the bank for this year, but what about ne,t year> eglect your
customers and kiss goodbye to a contract renewal, genius.
The second type is based on switching costs JtimeAmoney etc.K restricting the customer
from being able to leave. ?etGs take the e,ample of a websiteAhosting provider. @
customer uses the service for their website, they upload all of their images, content and
blog articles etc. over a longitudinal period of time. ?etGs say they run into several issues
they didnGt know e,isted when they signed up, but they have invested so much time into
building a presence on this host that it would simply take too much time to just up-and-go
and re-start all over again.
+ompanies in this position should adopt a heavily personali%ed customer service
approach. :ake sure your customers are getting what they need and if they arenGt hold
their hand a little to show them that you truly care. -ou never want your customers to feel
like they are stuck with you for the wrong reasons, you want them screaming Ielvet
DndergroundGs N&Gm sticking with you, cause &Gm made out of glueN at the top of their
lungs instead.
+ompanies that offer contract payment or re$uire a lot of investment are some of the
largest gold mines for @ffective +ommitment. &f you do it right, positive =7: will
spread like a wildfire of happiness and youGll have people lining up at your door. Lust
:@HE ;D*E you have the means to be able to keep every single one of them happyO
Error) *eference
source not found

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;o there you have it. @lbeit a bite-si%e chunk of what +ustomer +ommitment is all about,
& hope you can leave with a broader understanding of the topic. The main takeaway is that
regardless of what commitment bucket your customers fall into, you must always make
them feel valued to the point where they want to return. -our aim should be to create
satisfaction at every turn so you have an army of @ffective +ommitment @dvocatesO
Thank you for your on-going support, sharing and comments and until the ne,t oneO
(ant To $estroy Your Reputation? -tDs
Really @asy4
@ugust 55, 345B
015
5F ?ikers
3 +omments
in;hareB0
Error) *eference source not found @s a
lawyerAbusiness person, you should e,pect, even encourage, open and honest feedback
about your services. &n this day and age of instant feedback courtesy of the internet, every
voice has a chance to be heard via multiple social channels, and you should have no
e,pectation of controlling what is said, positive or negative. =hat you should never do is
look to punish those who share their e,periences in the form a review.
By now youGve probably hear about the Dnion ;treet Cuest /ouse, a hotel in /udson,
ew -ork, who looked to discourage the friends and families of their wedding guests
from posting negative reviews on the internet, primarily sites like Trip @dvisor and -elp
which have vast readership and authority.
7n :onday, @ugust B, 345B an article titled N/otel Eines X144 for every bad review
posted onlineN was posted to #age ;i, of the ew -ork #ost. &t outlined the JridiculousK
policy of the Dnion ;treet Cuest /ouse.
-ou can view an image here.
:ore to the point, the Dnion ;treet Cuest /ouse website, which has been updated since
the onslaught, read)
&f you have booked the &nn for a wedding or other type of event anywhere in the region
and given us a deposit of any kind for guests to stay at D;C/ there will %e a X:// fine
that will %e deducted from your deposit for e*ery negati*e re*iew of BS,' placed
on any internet site %y anyone in your party andPor attending your wedding or e*ent
Jemphasis addedK &f you stay here to attend a wedding anywhere in the area and leave us
a negative review on any internet site you agree to a X144. fine for each negative review.
This ill-conceived policy is a disaster. &t has since be modified.
7n @ugust B, anyone that sought out Trip@dvisor to check out the Dnion ;treet Cuest
/ouse would see mostly favorable user ratings of the hotel based upon more than 544
reviews. :id-to-late morning of the same day, the Dnion ;treet Cuest /ouse averaged
three stars on -elp out of a smaller number of reviews.
-ou can view an image here.
@s the morning progressed, things just got ugly. By 55)44 a.m. -elp ratings dropped to
5.1 stars from 548 reviews and by noon, it had bottomed out with a one-star rating from
919 reviews.
+lick here to view image.
The backlash was swift and painful. #eople did not want to be penali%ed for voicing their
opinions about a business and they attacked the hotel with a vengeance posting one-star
reviews on -elp to make sure they were heard loud and clear. These reviewers knew their
power and they used.
;ince then, -elp has culled the reviews and the reviewers are voicing their outrage over
this, too, but there is no denying damage has been inflicted. The backlash triggered as a
result of the article in the ew -ork #ost resulted in even more negative press. The hotel
and its policy was then picked up by :ashable, T&:E and others. e,t, it will be picked
up by people like myself writing about the lessons to be learned and then some social
media marketing guru will put it in their white paper on dos and donGts and it will be
made a te,t book case study by some adjunct law professor teaching social mediaO 7f
course, we also live in a fast food mentality society and todayGs news is forgotten in the
blink of an eye or a new tabloid picture of Him HardashianGs buttocks. But there are
lessons to be learned here as well as $uestions to be asked.
Fust because we can doesnGt mean we should.
&f the Dnion ;treet Cuest /ouse had thoroughly thought through implementing such a
policy fully understanding the power, authority, and reach of social media and review
sites, odds are they wouldnGt have created such a policy though they technically can.
;ometimes the cost to oneGs reputation can be far costlier when we try to prevent
something from happening like they did. The very act of trying to stop it precipitated
e,actly the event they hoped to avoid and more backlash than they could ever have
wanted. =e know this as the ;treisand Effect.
8ow should you address negative reviews?
Eirst, never try to silence people from talking. =hile you should hope to do many things
right so people want to share their positive e,periences, youGre not going to please
everyone. &f someone takes the time to voice a positive e,perience, thank them in the
same venue they share this information. &f the e,perience is negative, address them
immediately. -ou can invite them to discuss it offline Joutside the forumK or address their
concern appropriately in the forum because your answer will be just as important, if not
more so, than the reviewerGs.
Zuery) ;hould you put a clause in your retainer agreement which asks the client to agree
to talk with you first if they are dissatisfied and give you the opportunity to address their
concerns> JBe sure not to use this clause as a weapon but simply a way to have the client
acknowledge they will talk with you. &tGs no guarantee they will and you should not use it
as a means to sue the client under any circumstances unless the clientGs behavior is truly
egregiousK.
<awyers are you prepared for other more delicate issues?
@re you prepared for someone to gripe about the language in your retainer agreement that
was confusing> =hat about your invoice> @re you prepared to have your hourly rate
trumpeted on line out of conte,t of the services> =hat about surreptitously filming you in
court in an embarrassing moment or while being admonished by the judge then posting to
-ouTube> /ow do you address this> & donGt have the answers. /owever, this is a very real
possibility. & thought about this because & happened to be looking at a retainer agreement
provided to me that was so bad, so anti$uated in language and so vague & wanted to use it
as an e,ample of Gwhat not to doG. & opted not to do so upon further reflection. /owever,
are you prepared for an upset client who may post any one of these things online for
colleagues, judges, or a grievance panelist to review it, tear apart, point out $uestionable
practices or behaviors> @re you so confident in your retainer language and court room
performance that it could withstand internet scrutiny by colleagues and clients alike> Lust
food for thought.
e,t, does a client posting a retainer agreement waive their confidentiality> & donGt know.
(o you violate confidentiality by addressing a negative review> 7r does it just turn on
how much client information is divulged in your response> ;hould you just completely
avoid addressing the matter online and resolve in person even though that initial review
will live on digitally> (o you resolve off line and then suggest to the client it would be
appreciated if they followed up the negative review with another comment that the matter
has been resolved to their satisfaction> (oes the same apply for an unflattering video of
you on -ouTube> &tGs a brave new world and you better know how to handle it properly.
These are the $uestions you must ask yourself as a professional. @ costAbenefit analysis
must be done. @s hard as it might be for a lawyer who feels chagrined, sometimes it is
best to let it go, take your lumps and preserve your practice while learning from the
e,perience.
!uilding &lient Relationships
@ugust 55, 345B
B35
31 ?ikers
0 +omments
in;hare13
Error) *eference source not found *elationships are built through mutual
trust, respect and liking. Building a long term, stable relationship re$uires work and
dedication but they often result in long and fulfilling business associations.
*esearch conducted by Callup shows that many NsatisfiedN customers donGt come back -
but loyal customers do. ?oyal customers fre$uently return to buy from you and also go
out of their way to recommend you to their network of contacts.
Therefore, make your customers feel valued in the relationship by)
treating them with accuracy Jdeliver what you promiseK,
being available when customers want to reach you,
partnering with customers Jlisten to them and work on the same side of the
transactionK,
giving them useful information that helps them resolve their issues.
+ustomer-intimate companies donGt pursue transactions. They pursue
relationships.
There are many ways to build a strong client relationship. #roviding the best possible
service to keep them coming back is a priority but great customer service is more than
just about the things you say or do for them. &tGs also about finding out what your
customers really want and giving it to them.
/ere are some more simple things you can do.
!e as *isi%le as possi%le - meeting your clients A potential clients is vital so that they can
put a face and personality to the name.
!e punctual - it never hurts to be a little early - especially true if your customerGs time is
at a premium.
'a*e informal meetings outside of your formal meetings with the client - this can
really help build your status as an advisor. -ou might also get some information that was
not shared in a formal meeting that can even further help you serve their business needs.
Address customers %y their names - seems blatantly obvious, but youGd be surprised by
the number of times businesses deal with customers without ever once addressing
customers by their names.
$o your %est to e;ceed their e;pectations ' by going the e,tra mile for your clients they
will remember you.
,et customer feed%ack - your customers are one of your best market research tools. @sk
them open $uestions that will lead you to new ways of improving your business and
serving your customers better. ?earn what is missing by talking to your non-customers to
obtain 9F4 degree rather than one-dimensional feedback.
"eep your customers in the loop - besides updating your customers about new products
or services youGre offering, inform them about changes youGve implemented based on
feedback youGve received from customers. Cive recognition to customers who had helped
you improve certain aspects of your business and maybe throw in a discount or two on
their ne,t purchase.
&ustomer complaints - how you handle customer complaints can be the making or
breaking of a reputation. &f things go wrong admit it and take action to fi, the problem.
Thank your customer - always, always find a way of letting your customers know how
much they mean to your business.
1ake great customer ser*ice your companyDs culture - service e,cellence is not about
perfection, it is about effective problem-solving and honest effective, two-way
communication with your clients. +areful listening, continuous communication, and
professional integrity are keys to a good client relationship.
Tips for 'andling $ifficult &ustomers
@ugust 55, 345B
858
9F ?ikers
8 +omments
in;hare08
Error) *eference source not found The customer is never
wrong - and some customers use this principle completely. =hat can you do when faced
with a difficult customer>
;ome customers make it their goal to Mcause. strife when they shop. (o you argue with
them or do you let them abuse the system>
The answer is neither. Hnowing that a customer may have issues from time to time and
being willing to help the customer with their concern is a good thing.
&f however this is a customer who repeatedly !has issues", then it may be necessary to
consider the source. ;ome customers have turned being difficult into an artform for
getting what they want.
@n e,ample of a customer who abuses the system is one who buys an item brings it back
when it.s not !new" anymore only to replace it with the same thing, once isnGt too bad,
even twice can be overlooked.
@ customer, who brings their items back over and over again, may be looking at a chance
to take advantage of your stores policies. ;ometimes these are the very people who will
cheat a company out of thousands of dollars.
Before arguing with the customer, prepare to look into this matter deeper. &t may only
re$uire a manager advising the customer that this isn.t good practice or it may re$uire a
professional look into this person.s record.
The business industry is full of scam artists just looking to make a buck. Hnowing the
difference between a customer in need and a scammer may not be easy, but, you may
need to consider how your company will handle scammers.
@fter all the harm a scammer can cause not only affects your profits, it can also affect
other
customers from obtaining their needs.
Tactics to manage difficult customers
?isten - Be a good listener if you hear the whole story it may help in determining
how to serve their needs better. @llow customers to vent without interruption.
@cknowledge the customers. feelings.
Think and respond - +onsider ways to solve the problem, talk about them with your
management. @void blaming the customer and take ownership of the issue.
@mpathiCe - @n empathy statement may defuse a customer who may otherwise be
irrational. Empathy E,ample) :r.A:s. +ustomer, & understand how you feel, let
me get to work on solving this for you.
Resol*e the issue - (o all you can to rectify this situation and to ensure the matter
will not happen again. +ollaborate with customer to solve problem if needed.
The customer can make or break your business. @cting with understanding and courtesy
will go a long way.
+roduct Return ,uarantees Reducing
the !arriers to +urchasing
@ugust 55, 345B
964
96 ?ikers
3 +omments
in;hare19
@ few years ago & worked for a clothing cataloger and online retailer that offered a Nno5
strings5attached" lifetime" money5backN product guarantee.
& thought this to be e,cessive at first, but it didnGt take me long to understand how it fit
into the companyGs brand promise.
7ccasionally we received a tattered, well-used article of clothing two years to three years
later, but mostly the guarantee worked for the brand, and our return rate was well within
industry averages. 'ereDs why444
The company at the time was pioneering organic fiber fashion. They wanted to do
everything it could in order to reduce all risks that could have a negative effect on
purchasing decisions. Essentially that fashion forward blouse made out of hemp Jyes
hemp is a fabric, donGt snickerK, and organic cotton couldnGt be felt or touched via a
website andAor catalog and we needed to make it easy to returnO The easier the return
process, the higher our order rate was, plain and simpleO
7f course the same holds true for all online retailers....
A solid guarantee is an important part of the sales process4 -t tells consumers that
you stand %ehind your products and are truly focused on their needs4
#rominently displaying your guarantee on your website andAor marketing materials
makes sense, and should be heavily promoted as part of your offer.
&n the age of social media, itGs critical that you offer the best possible guarantee you can,
then back it unconditionally.
Take a look at your company6s guarantee and ask yourself the following =uestions
5. &s your guarantee clear, simple and to the point> &f not, how can you simplify it>
3. +an you make your guarantee so easy even a child can understand it>
9. (oes your guarantee fit your customerGs needs, based on their purchase behavior>
B. =hat else can & tweak with my guarantee to make it easier for my customers to
order>
@nother reason for a best-foot forward product guarantee> ;ocial media, is the great
e$uali%er. ;imple things like upsetting a customer with a hard-to-understand guarantee
will end up being tweeted, yelped and status updated. =e have all heard the horror
stories, so & wonGt elaborate.
*emember, your product and company guarantees are part of the bigger picture of your
brand promise and should be looked at often to see if they still are in sync.
./ &ommandments of Retail Sales
@ugust 46, 345B
3,055
0F ?ikers
54 +omments
in;hare3B3
Error) *eference source not found
@ client
mentioned he.d read an article by Crant +ardone entitled ./ &ommandments of Retail
Sales and wanted to get my take on it.
Erankly, selling in a store environment isn.t like selling houses or cars. The salesperson
has a much shorter window of time to develop rapport, there are simply more customers
to have to do that with and the average sale is generally much lower.
& encourage you to adopt some of his commandments and break several of the others.
/ereGs why...
5. Thou shalt not %elie*e anyone is Aust looking. This first point is spot-on about
attitude in a store. =e want to believe everyone is in your store to buy something. /e
goes on to say that it.s good to ask a $uestion aimed at pinning each customer to a
purchase. /is favorite $uestion to ask, and & $uote is, !642 of the people that come here
start off by having a look. =hy did you come in today>"
-f you want to send customers out the door, ask them that4
=hy> Because you are aggressively trying to pin down why the customer is there.
=aybe they dont want to tell you. Especially at the front door when they are still trying to
get their bearings.
-ou might as well say, -hat the hell are you doing here/!
-ou need to give your customers space to look around, to adjust and to take in your
various areas of display. @nd if you.re still greeting customers with a simple !+an & help
you>" stop. -ou.re making them answer, !Lust looking." &nstead, have your employees
greet customers throughout the store with a simple, !Cood Jtime of day.K" Then give them
their space to browse before returning and building rapport.
3. Ne*er ignore the customer. @gain, right idea. /owever the admonition that !&t.s
better to pester a customer with offers of help than it is to ignore," is, again, way off for
retail. o one wants to be pestered. (evelop a selling system or use my SalesRW4com
program so your intention is to connect with the customer as a human being first, and
secondly as a customer.
9. Aggressi*ely sell. /aving received ;outh +oast #la%aGs Createst &ncrease in ;tore
;ales @ward during my tenure there, & know his intent to sell is right. But that adjective
aggressively will spook all but the most hardened old-school retailers. :illennials, in
particular, will feel you want them to be a caricature of the hard sell, always-be-closing
salesman. 7ne who reaches out and aggressively shakes a customer.s hand while asking
their name. That went out of fashion a long time ago.
B and 1 are both right. Ne*er letting a customer wait and treating e*ery %uyer like
they came to spend money are spot-on. =hatGs missing from most shopping e,periences
is the appreciation that your shoppers could have gone anywhere else but chose to walk in
your brick and mortar store. -ou honor each customer when you build rapport before
trying to sell.
F. 'a*e a greeter at the door. =rong. &f nothing else, the sheer volume of foot traffic
means a greeter can rarely get little more out than, !/i" as customers actively try to avoid
them. @nd &Gll bet your employees would rather clean up a used diaper than have to be
stationed up front as a greeter.
8. 1anagement shall engage with e*ery customer. =rong. ot only is this impractical
in a store but also ineffective. The most important thing management can do is work with
their staff to keep them motivated, trained and able to e,cel at creating an e,ceptional
e,perience for their customers.
/aving managers help customers is a waste of valuable money as they can only influence
that one sale ' it.s even worse if they are relegated to ringing up customers. -ou pay a
manager to manage the process, not try to touch every customer.
-f you want to do that, get a dog4
0. +ro*ide the %est solution, not Aust lowest price. That.s good, but the suggestion of
asking, !=hat are you looking for you didn.t find online>" is again wrong-headed. (o
you really want to raise the specter of shopping online to your brick and mortar
customer> & don.t think so. ?ikewise asking, !=hy did you come here today>," is really a
lot like the !=hy the hell are you in my store>"
+ustomers tell friends their wants, not just their needs. Dnless your training gives
concrete ways on how to develop rapport, you.re just going to sell the crumbs, not the
whole ban$uet the shopper could buy from you.
*emember your goal is to get your customer to share with you all they are looking to do
with you, not just have them tell you the one widget they came in to buy. (evelop one
open-ended $uestion that seeks to build rapport, something like -hats your project
today/
6. Attempt a second sale is what & call closing with an add5on. &t is always a good idea
to suggestively sell and the more specific you can be, the better. /e got this one rightO
54. The last suggestion that Thou shalt help customers e;tend %eyond their %udget
probably works better selling cars. ;tore employees are the ones most likely to hear the
budget objection, identify with it, and retreat from selling more. o customer comes in
saying, NThe skyGs the limit,N so it is up to you to help each one see all they could
purchase from you. (onGt ask if they have a budget and hope to get them to e,tend
beyond it. Lust donGt ask so they wonGt tell.
The real work is to convince your 1illennial employees that your X344 widget will be
purchased by a Baby Boomer customer even though it could be found online for maybe
X14 less.
Your takeaways444
(omination or aggression on your sales floor might get you a sale ' might ' but it more
often smacks of a 56F4.s do5this5so55win5and5you5lose to your customers.
The only way to grow your brick and mortar sales is to employ people who are willing to
engage a customer. -our employees must to be able to meet someone, must be able to
connect with their $uest to fi,, replace or add to their lives.
They must then sell your products in a way that makes each customer feel, for those few
minutes, like the most important person in the world. That let.s your customers see the
uni$ue possibilities your employee has provided and more often results in !&.ll take it,"
than in, !&.ll think about it."
#our +recepts That Should ,uide Your Training
5K /elp everyone with an open heart. That means the party is in the aisles, not behind the
counter.
3K Cet to know the person before the problem or offering a solution.
9K ever assume you know how much a customer will spend, so present all the products
starting with the most e,pensive.
BK /elp the customer decide today is the day to solve their gift, replacement, or desire for
something new.
*etail is different. &t should be more human.
And if you %elie*e that %ut arenDt sure how to train it, check out my online sales
training program, SalesRW4com4
The E(hyE of !randing
They say it.s the little things that matter in life ' same is true for branding. &t.s the little
things that can have such a profound impact on the positioning of a brand and its ultimate
success. The little thing &.m referring to is a little one-word $uestion) !=hy>"
-n descri%ing a %rand, you can employ the whole list of Aournalistic =ueries
(ho? Jthe inventor, the manufacturer, the customer, etc.K
(hat? Jthe product or service, etc.K
(hen? Jwhen it was created, when it.s sold, etc.K
(here? Jwhere it.s made, where it.s sold, etc.K
'ow? J/ow it.s made, how it.s different, etc.K.
@ll are important and are necessary to correctly describe the brand and even craft the
supporting !reasons to believe" behind the brand.s !uni$ue selling proposition." -et none
are as important as the !why" of a brand. -hy is that/
The KwhyL demands the answer for the reason the %rand e;ists4 The KwhyL is its
true essence4 ;ure, itGs what makes makes the brand different, but it.s more than that.
-hy was the brand created> -hy do people want it or need it> Cets down to the core,
right>
(hat is the KwhyL of some familiar and successful %rands? /ere are a few e,amples