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Month: May 2018

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Best Practices Growth Personal Development

Writing Tips for the C-Suite

Executives who write well easily convey their ideas and increase their influence. Poor writing makes you stand out – in an unpleasant way. Here are some tips for smoother writing.

Easily Confused Words: Insure, Ensure, Assure

Insure relates to insurance policies and limiting financial liability.

Assure is something you say or do to make another person comfortable.

Ensure is what you do to guarantee a result.

Here are examples:

I purchased a homeowner’s policy to insure my house.

I can assure you your clients will come away with actionable items.

This program will ensure your employees will improve their customer service.

I insured my car so I could ensure I could fix it and assure my parents.

Who versus That

Present yourself as a polished writer by correct use of “who” and “that”. Who is used with people and that is used with things. I find a lot of people get confused on this point.

Examples

“The client who is ready to buy will need an order form.”

“The plane that was supposed to take me to New York was cancelled.”

 What word goes here?

“It includes firsthand perspectives of people ____are familiar with bullies.”

“Who” belongs in the sentence. Who is used with people.

“This is a sudden crisis ____needs to be addressed.”

“That“ is the right choice.

Correct use of semicolons

These often-overlooked punctuation marks make your writing more professional.

A semicolon joins two sentences when there is no conjunction such as “and” or “but” in between.

The HR department completed an assessment; it showed the need for training.

The VP for Sales completed a sound check the morning of the event; she was horrified by the room’s acoustics.

A semicolon separates items in a sentence that has commas.

The corporation has offices in Philadelphia, PA; Chicago, IL; and San Francisco, CA.

Be Brief

Make your writing smoother with a minimal amount of words.

Don’t

Your clients will find our services delightful, will be amazed and come away inspired by our services.

Do

Your clients will be delighted, amazed and inspired by our services.

Be Consistent

Repeat the same grammatical form to make it easy for your reader to assimilate your ideas.

Don’t

The audience cheered, were getting on their feet, and clapped at the end of the speech.

Do

The audience cheered, clapped, and stood at the end of the speech.

Pat Iyer is an accomplished editor and ghostwriter. She has edited or authored more than 800 books, articles, case studies, chapters, or online courses and thousands of blog posts. Pat is a C Suite Network Advisor. Reach her through her website EditingMyBook.com

Categories
Best Practices Leadership Personal Development Sales

Still Surprises Me

Recently I had storm damage to my roof. My insurance company reviewed the damage and they are willing to pay to replace, not repair my roof. Now some of may be thinking that was what surprised me. Well, it did somewhat, because the service I received from the insurance company was outstanding. But what surprised me came when I was getting bids from contractors.

I did some research and my decision was to replace my old shingle roof with a metal roof. I was committed to getting a metal roof. So, I got bids from two contractors specializing in metal roofs and two who did shingle roofs. Actually I made 8 phone calls and only four contractors even called me back. Two metal roof salespeople came to my house. They were trained in “kitchen table” selling. They wanted my wife to be with me during the presentation. They wanted to know the color we wanted – assumptive selling – before we agreed to price. They both did their presentations on laptops and both BASHED their competition. I guess both salespeople were trying to do a one call close. Well, that one call was not enough for us to sign any deal. First issue was that although I was convinced I wanted a metal roof and I told both reps I WANTED a metal roof, that the cost of metal over shingles was $9,000. That’s a lot of money. Here come the surprises.

Neither metal roof guy during the presentation said or did anything to convince me metal roof was better, that the additional investment would be a wise choice, etc. BIGGEST surprise – I DID NOT HEAR BACK FROM EITHER METAL GUY! This was a $20,000 job. I assume the commission would have been significant. Most likely, with follow up at all, answering some of my questions would have made me happy enough to sign a contract for a new metal roof. The contractor installing my new SHINGLE roof will be here next week.

It still surprises me. One follow up phone call to a customer who told you they WANTED your product and you can close a $20,000 deal. I suppose someone has answers to this situation, however I simply don’t get it.

I may change my occupation form being an executive coach to selling metal roofs – I’ll probably be the #1 rep in the USA.

Categories
Best Practices Entrepreneurship Management Personal Development Women In Business

Are You Ready to Grow to the Next Level? If So, Grow in a Sane Way!

Leaders talk about growing revenue in almost every Team meeting. Pressure is often high for the sales manager and his or her team to perform and always be closing to bring home the bacon. Are they focusing on the right conversation?

Here’s a secret you may have wished somebody told you – if you grow too fast, without having the cash resources, you’re going to need money from someone or somewhere. You’ll spend your time as a leader chasing funding rather than focusing on running your business, building your infrastructure, executing on your strategy and most importantly aligning your Team.

Growth for growth’s sake can be a death knoll for some companies. What is your profitability? Why waste time and energy seeking big numbers to have a miniscule profit margin? Make the right decisions – review your business model, look at your cash conversion cycle and stay on top of your metrics. Too many CEOs think that a financial report is the way to appease their banker. No! It’s the way to manage your company. The numbers reveal your cash flow story.

So what’s the alternative to pursuing revenue? Create a killer strategy and trigger points to know what action to take at those inflection points. These actions might focus on adding “A” level talent to your executive or management team or buying new equipment. This is deliberate, and intentional. There is no need to fly by the seat of your pants. Focus on making the right decisions at the right time.

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Best Practices Entrepreneurship Management Personal Development Women In Business

Conflict is Not a Dirty Word

The very word conflict creates the image of someone yelling and screaming or of the silent cold shoulder approach. The actual definition of conflict is to “come into collision or disagreement; be contradictory, at variance, or in opposition; to clash.” Very few people look forward to conflict and welcome it.

I’d like to offer another perspective. The very nature of organizations creates conflict by virtue of silos where managers are protective of their people and people compete for resources. If we never disagreed and went along with all suggestions – wouldn’t that create havoc in our businesses and our relationships? When should we “mine” for conflict and encourage people to speak their minds?

Imagine yourself sitting in a team meeting. We are discussing the “one thing” we should do to grow our business or reposition ourselves over the next twelve months. Someone throws out an idea and everybody winces. Now what? The idea can immediately be abandoned or a heated discussion with ideas building on ideas can ensue. Chances are that as the meeting comes to a close the conflict would result in a series of alternatives to consider. Isn’t this a better outcome?

Conflict or “good conflict” as I choose to call it, is an opportunity to stretch to the next level. Whether in a business setting or in a personal relationship a disagreement can lead to a deeper understanding of one another, and even if it does involve some risk, it may be very worthwhile to speak the truth as you see it.

One way to make conflict more palatable is to set up some parameters before beginning. Let others know that the purpose for the difficult discussion is to get to the next level. Encourage everyone to speak respectfully to each other. Beginning with the phrase “the truth for me is” is very helpful in setting up the listening as it softens the approach so someone will in fact listen.

Categories
Best Practices Entrepreneurship Human Resources Management Marketing Negotiations Sales Women In Business

Nostalgia – Do You Remember The Good Old Days?

“No matter how difficult your current times are, one day, they will become the good old days.” -Greg Williams, The Master Negotiator & Body Language Expert

He was humbled by the weight of his current circumstances. While reflecting on less challenging times, his smile beamed as he said, “those were the good old days.”

No matter the past experiences in your life, you can point to a period that brings fond memories to your mind. You probably consider such memories as, the good old days. Visiting those remembrances conjures images of times gone by. They warm your heart.

When you’re engaged with someone and the conversation heads in an unwanted direction from what you’re striving to achieve, seek to put that person in a state of nostalgia. You have to know what will stimulate them to possess such a state. What follows is how you can achieve that.

If the pace of speech has become somewhat accelerated, slow it down. Slowing down the pace of speech, from one that was previously accelerated, will serve to slow the pace of communications down. Studies suggest that this will cause the person with whom your speaking to think at a slower, more reflective pace. You’ll know to what degree you’ve achieved this state by an unfocused appearance in the eyes of the person you’re speaking to. Once you’ve succeeded at that, talk about the times they were happiest in their life. That will put them into something akin to a trance. From there, as long as they stay in that state, you’ll be able to bond and move them in the direction you wish them to go. That’s to say, as long as they perceive such direction as being beneficial to their wellbeing … and everything will be right with the world.

What does this have to do with negotiations? 

In a negotiation, altering the pace of speech is one way to alter and control the trajectory of the negotiation; invoking fond memories that the other negotiator experienced in the past is another.

Negotiators can get caught up in the moment. Their mind can become bombarded by thoughts of strategies and maneuvers they’ll implement. In such environments, things can become very tense. To diffuse the environment, go nostalgic. Do so by invoking fond memories that occurred in her past. If accomplished successfully, the level of tension will decrease, along with the level of resistance that previously existed in the negotiation. Prior to invoking this state, you should have prepared for the actions you’d engage in going forward. Now would be the time to implement such actions. Tie her current state of emotion to the outcome sought for the negotiation. That will be a powerful ploy!

You’ve more than likely heard that all is fair in love and war. The same is true when negotiating. Thus, when you’re in a tumultuous negotiation, try this tact and observe what occurs. You might be surprised by the reward of a better than expected outcome.

#Nostalgia #GoodOldDays #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #Psychology #Perception #ControlLife #Control #leadership #HowToImproveyourself #Achievement

Categories
Growth Leadership Personal Development

Goal-Setting Is Not the Answer to Leadership Success

Following a recent vacation, I found myself inexplicably stressed out. I tried to figure out what worry was niggling at the back of my mind. Why should I worry? I had just received word that several proposals had been accepted by clients, and that should be cause for elation rather than angst.

Well, with a knotty problem to unravel, I grabbed a pen and paper and started making a list of all the competing priorities I had to contend with. It didn’t take me long to realize what the problem was: I didn’t have a plan. A couple of the proposals that had recently been accepted were for unique projects, the likes of which I had not experienced before. I was subconsciously fretting about how to begin and what steps I’d need to take. I almost laughed out loud at myself. Just the week before, I had been talking with a coaching client about the very same principle. I guess I needed to follow my own advice.

As an executive leader, do you chart the course for and with your team? Getting team members involved in goal-setting and action planning is a great way to boost employee engagement. Get their input, ask their opinions, and clearly communicate every step of the way.

Collaborate with your team to map out a plan for achieving your goals. You might as well budget some time for unexpected delays and interruptions, because they surely are inevitable.

That’s how I handled it. Once I had sketched out a plan, I felt much better. Instead of feeling overwhelmed and under-prepared, I felt a sense of calm and confidence. When you know where you are going and how you are going to get there, you will have that same self-assuredness. Better yet, your team members will have greater confidence in you as a leader.

Nothing beats waking up in the morning and consulting your plan to see what you need to do to get where you want to go. When you and your team are taking action every quarter, month, week, and day toward your goals, you will find that you share a collective sense of certainty and confidence. And I promise you that by planning out your course, you will create greater peace of mind.

CHIME IN HERE:

• How do you get team members engaged in the goal-setting and planning process?

• When do you make time to plan for success with your team?

• Please leave a comment below and share your insights with the community.

For more resources on leadership and employee engagement, be sure to sign up for our monthly Ezine and you will receive our report: “7 of Your Biggest People Problems…Solved.”

You might also like:

Leadership Tips for Giving Feedback to the Under-performer

7 Steps to be a More Effective Leader

Leadership Team Accelerated Results Program

Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication.  In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.

 

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Categories
Management Marketing Personal Development Sales

Value Discipline Shapes Best Practices in Product Training

Every Sales professional is familiar with a common first order of business:  getting trained up on the products and services of their organization.

I’ve gone through many of these, and as a product manager long ago, created and delivered product training. I’ve seen good, bad, and everything in between.  Today, I’ve decided to share good:  some best practices.

There are several areas that good…and great product training needs to cover:

The Basics:

Yes every product must include the basic product features, standards, specs…speeds and feeds information. While compulsory, this is the least interesting from a differentiation/value point of view. Which means while it’s interesting to the product people and a few technically-oriented buyers, it’s the least relevant to top-performing sellers.

Common Advantages, AKA Differentiation:

 All product training programs should also include advantages:potential benefits (here, I define benefits as advantages with personal relevance to a specific buying influence).  The job of sales is to provide each member of a B2B group buying decision with an individualized motivation to buy.  Product trainers need to share best practices of which advantages tend to turn into benefits for which personas, but the “boots on the ground” salesperson is responsible for a bespoke fit.

Common Applications, AKA Use Cases:

How is the product/service used by customers?  What problems or issues does it solve for them?  What outcomes does it help them achieve?

How does it make the customer more profitable or more competitive, and how much?

What hidden problems has it solved?.

Typical value maps (graphic representations of related value, personas, etc.)

Competition…Specifically, Value-centered Competitive Analysis

Basic product training usually gives a nod to major competitors.  Competent product training covers comparisons/differences from a specs/performance standpoint.

Best Practices: Value differentials.  Good product training can articulate not just differentials in features and capabilities, but how those advantages turn into benefits.  Great product training equips sellers to understand the customer implications – in financial terms.  A tiny component which reduces the downtime in a major industrial customer’s process can have value thousands of times its price.  Sellers need to know how to walk through that math with a customer…or be susceptible to unwarranted discounting pressure.

I work with some clients on product/marketing/sales alignment, and one of the tools I often uses is called product concept statements (some authors also call them product charter statements).  This is a 1 or 2-sentence statement of the outcome the  product produces for the customer.

Common Buying Personas/Buying Influences

 While I strongly believe that every customer makes every buying decision differently every time, there are almost always some recurring themes, plus a few common variants to buying decisions.  The more product training prepares sellers on what to expect, the better. A best practice in product training is to overview the common personas encountered in a typical sale. For each major market segment, sellers should leave product training knowing:

  • Typical buying ecosystems: personas, and role in the decision.
  • Common buyer Journey overviews
  • High-leverage personas: those who typically have high value-affinity for the product’s unique advantages.
  • Mapping advantages to common personas. Especially important:  how and when to expand the buying ecosystem to capitalize on additional value creation.
  • Creative additions to the buying ecosystem which creative sellers have uncovered, previously discovered unique value propositions/
  • My Value Network tool (contact me, or wait for my upcoming book) helps create and articulate how differentiated features/advantages map to specific, personalized value creation with a variety of personas.

Selling Resources

Playbooks.  In some companies with widely varied products, there can be different selling playbooks in place.  Introduce and overview all you have.

Selling resource libraries and policies.  Where are the brochures and white papers kept, and how do they map to specific portions of buying journeys?  A best practice is to capture common “sticking points” in typical buyer journeys, and to develop content which helps salespeople and customers navigate those sticking points more effectively.  Making it easy for sellers to do this is a hallmark of world class product training.

CRM, and collaboration tools.  Introducing tools for the sales force to become a “group learning organism”, and to disseminate challenges and success throughout the company  is also a best practice.

How does this differ with the product training your sales force receives?  What do you think those differences impact sales performance? What best practices would you like to add to this list?  Post below, or contact me directly.

To Your Success!

Categories
Best Practices Entrepreneurship Human Resources Management Marketing Negotiations Sales Skills Women In Business

Don’t Fall Prey To The First Enemy Of Uncertainty

“When it comes to uncertainty, it’s okay to pray about the direction to take. Just be sure not to fall prey to the uncertainty of that direction. Know when to follow and know when to lead.” –Greg Williams, The Master Negotiator & Body Language Expert

As he walked past an unseen man lying on the ground that he could not see, he heard someone exclaim, “he looks like he’s dying!” He thought to himself, “I’m uncertain of what to do. Others seem to be handling this. I’m not going to get involved.” He later discovered that unseen man was his father.

Are you aware of when you fall prey to the first enemy of uncertainty in a negotiation (You’re always negotiating)? Do you know what that is? The first enemy of uncertainty in a negotiation is the emotions, actions, and reactions you engage in, based on what those around you are doing or do. The opening statement highlights that point. The first enemy of uncertainty is doubt.

When you’re in an environment and you’re not sure of what to do, you seek direction from others in the environment; you may do this in a quiet mindset to assuage your mind of the lack of direction it’s offering you. Your uncertainty is the driver that’s not sure of where to go, so you seek the opinions and insights of others to direct you. Thus, by observing their actions or reactions, you gain a sense of what you might do.

There’s nothing inherently wrong with following the lead of the other negotiator; you can obtain great insights from doing so. The challenge lies in when you should lead from the front, lead from behind, or allow him to lead. If you’re in a leadership position up to that point, relinquishing the lead may seem or feel tenuous. You may even feel that your lack of direction is splayed for all to see, which might call your perceived leadership into question. If such is the case, realize that uncertainty has crept into your mind. The way you deal with it will determine the direction you take in the negotiation.  Don’t be mentally constrained by such a thought. Here are a few things to be aware of.

  1. You’re more likely to be influenced into some form of action based on where you see yourself in relation to the other negotiator (i.e. superior, in a controlling position, inferior, etc.)

 

  1. Based on what’s occurred prior to the point of uncertainty, you may be more or less circumspective. Be aware of this because it too will impact your perception and the actions you engage in.

 

  1. While you’re in a stage of mental siege, take note of what the other negotiator is doing. In particular, note the degree that he studies your actions. If he cues off of your actions, he may be wondering about your position or to what degree you’re contemplating his. If you sense the latter, don’t relieve him of his quandary. You can use that time to think about your next move.

Here’s the point. When you’re in a negotiation, at the first sign of uncertainty, stop and think. Don’t be mentally belabored by the perception of pending doom, or the fear of looking stupid. When it comes to uncertainty, we seek the leadership of others to lead us, or we can call upon our prior actions for that purpose. To combat uncertainty, know which source to choose.

When you heighten your sense of awareness about uncertainty, you’ll have greater insight into how to control it. Controlling it will be the key that unlocks the blockade where uncertainty lurks. That will allow you to banish the enemy of uncertainty, which is doubt … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free 5-minute video on reading body language or to sign up for the “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

#Enemy #Uncertainty #Negotiation #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #CombatDisinformation

Categories
Best Practices Entrepreneurship Management Personal Development Women In Business

Meet Mark Sackett

Mark is the owner of 13 businesses and the Creator of the Art of Active Network and a museum quality store called SF Box where he sells everything printed. Listen as he candidly speaks about his own personal transformation and the values he lives by and teaches others.

Watch my interview with him here!

If you’d like to dive deeper to learn more about your own level of Peak Performance skills, go to http://masteryunderpressure.net or join our  Facebook community at Mastery Under Pressure Community.

Categories
Best Practices Growth Health and Wellness Human Resources Management

Achieve the Ideal Workday

Sit back and imagine your ideal, perfect workday. What would it look like? Would it be a day without meetings? Perhaps it would be a day without interruptions. Maybe your ideal workday is one where you are focused on accomplishing the monumental task that has been occupying too much headspace.

When you consider what your ideal workday looks like, it’s important to make it a reality. While not every day can be ‘ideal,’ many can with a little strategic thought and attention to planning.

Here are some strategies to help you achieve your ideal workday:

Prepare today for tomorrow. Schedule the last 15 minutes of each workday to review what’s on deck for the next day. These strategies will ensure you have an ideal start to the next day.

1. Scrutinize your calendar and the meetings scheduled. Are they necessary – do you have to attend? Are you prepared – do you have an agenda?

2. Consider what projects you want to accomplish and the deadlines that are looming. In your calendar, set aside chunks of time to focus exclusively on accomplishing those tasks.

3. Tidy up your workspace to eliminate distractions upon starting work in the morning.

4. If you travel for work, host video conference calls or face-to-face meetings, take a few moments to consider what you are going to have to take with you and set it aside.

5. Visualize what you need to wear to be comfortable, sharp and focused at work the next day. Lay it out, press it and accessorize the night before.

6. If you’re going to make it an early day, prepare your breakfast the night before.

Make a Game Plan: At the beginning of each workday, write down three non-negotiable tasks that must be accomplished before ending your day. Maybe it’s making sales calls or completing a project. Either way, keep the list short to help increase the sense of urgency and focus needed from you.

Contemplate Quiet. When you allocate time for specific tasks, use the time wisely. The best way to achieve this is to have a quiet, distraction-free workspace ensuring your total focus.

  • Honor the time set aside in your schedule for accomplishing specific tasks, as if it were a client meeting. Don’t be late or allow interruptions.
  • Close the door. Our pro-open-door society is great for engaging employees and colleagues; however, can be challenging to working in an uninterrupted environment. It’s okay to close the office door when you need the time to focus exclusively on the tasks at hand. If you don’t have a door, consider using headphones as a ‘do not disturb’ message you can send to others.
  • Go off-site or seek an alternative, quiet location when you need to ensure interruptions won’t occur.
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