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Category: Management

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Management Marketing Skills Technology

The Social Devolution of Business

Since the mainstream takeover of the social networks in 2008, every small business owner has been nudged, persuaded and cajoled into adopting a presence on all major platforms, and for many the results are perhaps not what you may expect.

We all hear and read of the massive success achieved from the small independent business that blew up from their inspiring Instagram account or the personality-led business that became an overnight success with their viral YouTube channel. These meteoric results create a desire that you must heavily invest in your presence on social media to have any success in a modern business landscape. The reality is, many small businesses are performing mass self-sabotage from their current efforts and their involvement in social media marketing is causing their business to go backwards.

Before I get into the dangers I want to make a very clear and simple point. I am a HUGE supporter of how digital marketing and social networking can have a MASSIVE positive impact. It is just the practices that I see adopted by the masses are quite frankly embarrassing.

The primary problem is that the “dark-arts” and “ninja tactics” orchestrated by some of the world’s most creative marketers have delivered results beyond expectation and suggested to the masses that these tools provide the answer, missing ingredients or short cut to success. So much so that they now have forgotten many of the core principles of building a business.

In all of my experience to date, the one thing that has been the single driver of every single successful venture, project or campaign has been the following of my personal mantra for success.

“Do the basics, to a high standard, consistently.” 

What is happening in thousands of businesses right now is that the core principles of sales are being forgotten in favor of rolling the dice with the next magic campaign, social post or viral video attempt looking for short-term success.

In the real world, there are no short cuts and developing a sustainable customer base is created over time and built on trust.

Business developers know that questions lead to conversations, conversations create relationships, relationships create opportunities and opportunities result in sales.

Slowing the process down often speeds the outcome up. I often draw comparison here as looking for a partner for life as opposed to sex on the first date.

Back to the self-sabotaging behaviours that are costing businesses a fortune.

1. Pissing in the Wind

I do not understand why thousands of independent business owners rush to build their social platforms, invite a handful of friends to like or follow their page and then never plan anything else to build their audience. Worse than this they spend fortunes on creating graphics and then invest bucket loads of time into collating and creating content to post regularly and nobody is listening! They are just pouring productive time and effort down the drain and could have gained more success by opening their front door and shouting their offers into the street!

2. SPAM

We are all in the “people” business and to gain true influence it is important that both visibility and credibility are established before any opportunity to do business ever exists. Yet daily the prior trend of spamming people’s email inbox has been replaced with sending 500 word messages with links to videos or squeeze pages via Facebook messenger, direct messages or as an auto-response to a new follower. Please, please pretty please can people put a stop to this blindly unsophisticated intrusion of privacy and if you have something that may benefit me – please get to know me a little first.

3. IDGAF

I am pretty certain that most people do not want to read some of the mindless drivel that people are sharing on their social streams. Ask yourself before you hit the “post” button, will this represent me and my brand well? Can people engage with it? Does it serve others? Everybody now has the ability to be a full media production unit – great that you can be the journalist, please do not forget that you need to hold the role of editor too! In this age of information we are awash with content to consume – if you want yours to stand out then please make it good enough.

4. Egocentric Results

Yes, you are the most important person in your life – I get it! Unless you are Kim Kardashian, Donald Trump or Selena Gomez then the likelihood of people being that concerned about what is happening in your world is slim to none. Make your contact about your audience, understand them and provide them with things that serve their life, make their day easier, and things they love to talk about.

5. Aimless Distraction

Whether it is the thumb on your iPhone, the index finger on your mouse wheel or two fingers on the trackpad, the action of mindlessly scrolling through the sea of nonsense on your social walls is causing a tragedy in lost productivity. For many a homebased worker, high pay off activity such as prospecting, serving customers and planning marketing campaigns has been replaced with the vacant distraction of the soap opera of social media.

This article is delivered with the purpose of holding up a huge STOP sign and helping you to re-evaluate your activity and ask yourself if it is really working and genuinely driving results or is it simply draining from your limited resource and standing in your way of building a solid business foundation.

Perhaps the shift could move back to understanding the biggest value in these tools is how they can increase productivity, reduce geographic constraints and accelerate the building of new relationships.

Build your audience, serve your audience, engage with your audience and be prepared to bring the conversation “offline” and work the old fashioned way if you would like to see some true returns.

And if you can’t wrap your head around it to make it pay for you, stop it and get back to delivering the basics, to a high standard consistently.

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

Does Changing Your Speech Style Sacrifice Your Identity?

This morning a client made a comment that echoed the misguided frustrations of many people I encounter, when concerns about authenticity come up. After we had identified a vocal habit that was sabotaging her ability to project authority, and worked on skills to improve it, she said:

“Well, but I guess our bad habits are a part of our identity, right?”

The answer is a very simple yes… and no.

Your bad habits are a part of your current identity, but certainly don’t have to limit or otherwise dictate the identity you can grow into if you choose to do so.

Let’s look at it another way. Your current knowledge, experience, and education make up a part of who you are today, right? But if your boss told you that you weren’t eligible for a promotion that you really wanted because you lacked Six Sigma certification, it wouldn’t occur to you to say, “Well, but that certification isn’t part of my identity. To learn those skills and employ them when needed to succeed at the job I have or want would be inauthentic.” It sounds ridiculous in that context. You’d be scanning the internet for the next time a course was available to get that line item on your resume, wouldn’t you?

Similarly, while nobody wants to have to change their eating habits, if your doctor told you that your blood pressure, sugar and cholesterol levels were off the charts and caused a serious risk to your health, you wouldn’t argue that you can’t change your eating habits because they were part of your identity. Sure, some food preferences are foods we grew up on and are linked to our family culture. But if you want your identity to be someone who plays an active role in your children’s and grandchildren’s lives, instead of someone who might not be around to play any role, active or inactive, you’ll find ways to make small lifestyle changes that don’t require you to live on salad.

In case a “Yeah, but…” is creeping its way to your lips, let me reassure you: there is no difference between getting certified in Six-Sigma, adopting healthier eating habits, and learning to speak with greater breath support or tonality, regarding the impact the change will have on your degree of choice, authenticity or identity.

Sure, you are partially a product of your environment, upbringing, etc., but identity is equally a very personal choice.

If you know that your current speech style sounds about as energized as Ben Stein’s portrayal of the economics teacher in the movie Ferris Buller’s Day Off, putting people to sleep as you run the meeting or give your presentation, you have two choices: You can shrug it off and claim, “Well, that’s just the way I talk,” essentially blaming it on your identity, and resign yourself to the fact that nobody will ever want to hear you speak. Or, you can decide that you want people to pay attention to you, to be inspired by you, and choose to take control of the situation. If you want to do the latter, to have that positive, inspiring effect on people, you’ll choose to learn how to modify your delivery in a way that appropriately captures their interest, because you want that to be part of your identity.

Let me clarify: I’m not suggesting you take acting lessons to play the part of some character who is different from you. And a learning curve is to be expected, so any new skill or knowledge may feel awkward and clunky until you get used to using it, and it becomes second nature.

That’s the real goal: that the new speech habits (or eating habits, or management techniques) ultimately become second nature, and a new part of your chosen identity that makes you feel confident in yourself and your abilities, and gets the results you want.

************

Do you have trouble finding the balance between speaking in a way that feels authentic, and in a way that gets the results you want?  Or do you have other questions or feedback about this issue? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss it with me personally!

 

Categories
Management Marketing Skills

The Easy Way to Gain More Referrals

Since people of the world started trading with each other, the number one activity and action that would drive future success was gaining new business from the word of mouth of others.

Despite all the modern marketing methods and new lead generation strategies it is still the creation of referrals from your network that brings you the biggest, quickest and most authentic return on your marketing investment.

I know that you would LOVE to have an endless stream of referred clients and would do anything to make this happen. Yet for the majority of business owners and sales professionals there is just one HUGE reason why they fail to gain the referrals they deserve.

They simply do not ask their existing contacts to open the doors into their contacts.

What could be stopping you from asking?

For me it comes down to one of the following 3 things:

    1. You’re too LAZY, bone idle and cannot be bothered…
    2. You don’t know WHEN to ask …
    3. You don’t know HOW to ask…

My guess is that option 1 does not apply to you – because if it did then you would not be reading this article. Therefore – if you knew the answer to the other 2 questions then you could probably ask more often.

Timing is everything and for many, the fear of finding the exact right moment to introduce an idea is the primary reason that stops the idea being mentioned. In my work I am renowned for helping others to know exactly what to say, when to say it and how to make it count. Let’s see if today we can help you understand how this relates perfectly to referrals.

When is the right time to ask?

The short answer to this is at the point that your prospect or client is happy. The difficulty in this answer is that there are literally dozens of examples where this could be the case. At the point of sale, the delivery, at a success milestone or even at the point of resolving a complaint, to name but a few. This abundance of opportunity creates a chaos of confusion and typically results in an inability to ask the key question of the other person.

The better answer is to set the small antennae on the side of your head (AKA ears) to listen out for one simple phrase. This phrase is a coherent clue to the fact that the other person is not only happy with what you have done for them, but also in that precise moment feels indebted to your actions to a point they may even feel like they owe you. There is no better time to ask for something than when the other person feels indebted.

The words you must listen for are the words…

Thank you.

When you receive this sign of appreciation please do not pat yourself on the back and think “I’ve done a wonderful job”. Understand instead that this is your perfect moment to ask for more.

Now that you understand the precise timing for the request we should probably explore a structured and powerful way of asking…

How to ask for referrals

The subconscious brain is a powerful thing. Particularly in the sales process. Why? Because it works a little bit like a computer.  There is only “Yes” or “No”. There is no “Maybe”. Having the ability to trigger instant decision from your client or prospect delivers you a fair advantage in communication and can often allow you to get your own way more often.

The subconscious cannot stop itself from working. It’s like our human autopilot. When you drive to a familiar destination, you don’t always remember the journey between getting in the car and out of it again. That was the subconscious brain taking over.

To lead you into this precise set of word choices you must learn the power of a simple set of “Magic Words” that can be used to get people to agree to an action before they even know what the action is.

So they have said “Thank you”. And this provides your cue to ask your first question.

“You couldn’t do me a small favour could you?”

This simple question gains an almost certain agreeable response and gives you instant permission to continue with the rest of your request.

You can then go on to say:

“You wouldn’t happen to know…”

(This throws down a challenge, which makes people want to prove you wrong)

“…just one person…”

(Just one because it’s reasonable and seems a simple ask they’re more likely to think of someone by name)

“…someone who just like you…”

(Has the person narrowing down the options and gives you more of the right prospects plus pays a subtle compliment)

“…would benefit from…”

And then emphasize the specific benefit or positive experience they have just thanked you for.

Then…

Shut up!

When they have thought of somebody you need to know where to go next. You will probably see in their body language and movement when they have thought of somebody.

At this point you say:

“Don’t worry. I’m not looking for their details right now, but who was it that you’re thinking of?

This automatically takes the pressure off and the “but” helps them to only recall the final part of the sentence.

Find out then when they’re next likely to see the person they are thinking of.

“You couldn’t do me a further favor could you? (I mean they said “Yes” the first time)  Next time you see Steve could you share with him a little bit about how it was doing business with me and see if he’s perhaps open minded to taking a phone call from me to see if I can help him in the same way I helped you?”

Your prospect will almost certainly agree.

“Would it be ok if I give you a call next week and find out how the chat went with Steve?”

They will most likely, again, be agreeable.

You then call him when you said you would and ask:

“I’m guessing you didn’t get around to speaking to Steve?”

As a person of their word they will either proudly say how they have spoken to Steve, or will be embarrassed and tell you how they will go on to complete the introduction.

The magic in this process is that if you slow the process down you can often speed the outcome up.

It provides you with qualified future customers who already have third party experience of your offerings and permission to make contact. I would take that over a name and a number any day of the week.

Categories
Growth Management Personal Development Technology

Right of Boom – Planning for Post Breach

At this year’s (2017), International Information System Security Certification Consortium (ISC2) Security Congress, we heard a keynote from Juliette Kayyem. She is the former Assistant Secretary for Intergovernmental Affairs at the Department of Homeland Security under the Obama administration. She not only talked about the importance of being prepared in order to stop attacks, but also being prepared for what she called “Right of Boom.”

Right of Boom is what you do after an event (attack or mistake) has occurred, whether it be a bombing like the Boston Marathon, a mass casualty event caused by system malfunction like the BP oil spill, or a cyber incident. The event is the Boom and what comes next is Right of Boom (picture a timeline).

This article is focused on Right of Boom planning for cyber security and whether you are an executive responsible for security and/or IT or an executive outside of this area (CEO, COO, CFO, CMO, etc.) this matters to you because at the end of the day it could mean the survival of your business.

You can plan all day long to stop a cyber attack or incident through vulnerability and risk management, good secure coding practices, and security awareness training, but you can’t stop it all. There will always be an attacker one step ahead at some point in your journey, whether because they just have more resources and time than you do, or one of your employees simply makes a really big mistake.

Since you can’t stop it all, you must plan for Right of Boom, what you do after the attack, which will be the difference between staying in business and maintaining a good business reputation, or going out of business. Even if you don’t go out of business, the way you handle Right of Boom could be the difference between a few million dollars spent in recovery and notifications and a few billion dollars spent.

Planning for Right of Boom means that you don’t just focus on a defensive approach to stopping attacks, misuse, and errors, all of which can have a catastrophic effect. You also ensure that there is proactive planning, testing, and more planning on what you do after something goes wrong. It’s not a matter of if something goes wrong; it is a matter of when.

Too many organizations are notified of a breach by a third party and oftentimes months after the breach happened. That means months have gone by with an attacker in your network doing what they want, collecting the data, and using it for their own benefit. It’s never good news when you are told by a third party that you have been hacked and that you have been leaking company and customer data for months. And with the average cost per stolen record of $141 based on the 2017 IBM Cost of Data Breach Study, imagine how much that can cost your organization not to mention the loss of customers and reputational trust.

The cost of that cleanup is much less for an organization that can detect a breach in near real time especially if they know what to do upon identification of the incident, i.e. if they have a  Right of Boom plan. It means less data loss (if any) and more time to properly clean up the incident, as in get the servers working again with the vulnerability fixed and bad guy out of the network with minimal disruption to the business.

The only way that proper Right of Boom planning and response is possible is if your organization takes it seriously. Do you have a security team that is empowered to create Right of Boom response scenarios and test them? Do you have a security team that has the resources to identify a suspicious event, whether it be malicious or accidental? Do you provide training for your IT and user community to understand their role in Right of Boom? Do you have third parties on retainer or whom you can call that are specifically trained to help you contain and investigate an incident?

These are just a few critical questions to ask your security team. If you have a Chief Information Security Officer (CISO) or Chief Security Officer (CSO) they should be part of the C-Suite discussion on Right of Boom. They should have the resources they need and be tasked with and empowered to help ensure a Boom does not put your organization at great risk… or even worse, out of business.

If you do not have a CISO or CSO it’s time to either hire one or find a virtual resource that can help you on an as-needed basis with strategy planning around topics like Right of Boom. If you have questions about this or about finding a resource email sharon@c-suiteresults.com to discuss your specific situation and needs because security is what I do and I want to see your organization prepared.

 

 

 

 

 

 

Categories
Best Practices Growth Human Resources Management Personal Development Women In Business

The Other, Other ‘B’ Word

As an advocate for gender parity and diversity, I strive to broadcast a message about the immense economic potential of advancing women in the modern workplace. Often, my content is couched as a rallying cry for more men to become allies on the journey toward gender equality. Aside from the obvious egalitarian reasons for having more women in leadership, it also makes sense from a purely business standpoint. If organizations had gender-balanced leadership teams and equally valued the contributions of both sexes, they would be better suited to adapt and thrive in a complex, volatile global economy. The advantages of diversity in business have been studied for years and are well-documented: There would be higher employee engagement, less turnover, and greater profitability.

Considering the clear benefits of diverse leadership, why are there still so few women in C-level roles today? Facebook COO, Sheryl Sandberg, founded the Lean In non-profit organization to address this issue, and one of their campaigns is to ban the ‘B word’. No, not the one that rhymes with pitch. The other ‘B word’, bossy, is a term applied to young girls and women who are decisive, confident, and direct in the way they relate to others. It’s a pejorative used to discourage females from acting contrary to societal norms; i.e. that they should be agreeable and docile. Of course the male-driven business model encourages cutthroat competition and a commanding leadership presence, creating a Catch 22 for women who hope to be successful. If they try to fit in as one of the boys, they are perceived as aggressive and difficult. But if they are simply authentic, their kindness and cooperative nature work against them. The Ban Bossy project aims to empower women of all ages so they embrace their innate leadership qualities and are recognized as leaders in their own right. While this is an important effort in the push for gender parity, I worry that the message can be misinterpreted by some women who take it as free license to be the other, other ‘B word’: bully.

I stumbled across a YouTube video secretly recorded by a Georgia middle school janitor as he was being reprimanded by the principal for leaving work 8 minutes early. (You can watch for yourself here.) Throughout the meeting, the principal was rude, condescending, dismissive, belittling, and downright cruel. She repeatedly asked the janitor what his hours were, interrupted him as he attempted to explain the situation, and spoke to him in a manner unfit for conversation between grown adults. It was obvious from her smug demeanor that she was accustomed to using fear and menace to bend employees and students to her will. I’ve worked for and with women like this throughout my career. They either adopt this ‘dragon lady’ persona as a means of survival in a company or industry dominated by men, or it’s just their personality. This management style is unacceptable regardless of a person’s gender, but, as I mentioned before, there’s a double standard for women. They’re damned if they do act like men, and damned if they don’t.

How, then, can we ensure equal representation of women in leadership while discouraging bully behavior? Well, there are plenty of excellent books on the former, so I’ll tackle the latter because I believe bullying is an employee engagement issue, not merely a gender issue.

In my employee engagement practice, I teach managers to embrace a mindset of empathy, curiosity, and humility. Without these virtues, you are a just boss, not a leader. And you certainly won’t earn the respect or engagement of your employees if you forgo true leadership in favor of being a bully.

Empathy is our ability to relate to and feel for others. It’s what makes us human. When we empathize with people and “put ourselves in their shoes”, it causes us to think more carefully about how we behave and speak toward the the individuals in our lives. When meeting with an employee to have a potentially difficult conversation, empathy can make the difference between a mutually acceptable outcome and a result that leaves one party — invariably the lower-ranking person — feeling unheard, disrespected, mistreated, or cheated. Had the principal in the video practiced empathy by asking herself how she would want to be treated if she were the janitor, things would have gone much differently (and saved the school quite a bit of embarrassment).

While empathy means having an open heart, curiosity is keeping an open mind. Being a curious leader requires a willingness, even a desire, to hear positions other than your own. Doing so gives you an opportunity to build stronger relationships with employees. By asking them for their views, their feedback, their stories, and then listening without judgement or interruption, you are positioning yourself as a leader who wants to collaborate on solutions, instead of just bark orders. When leaders curiously listen, they are sending a message that they wish to co-create a positive and engaging employee experience. Woodrow Wilson once said, “The ear of the leader must ring with the voices of the people.” The principal made it clear during her meeting with the janitor that the only voice she cared to hear was her own.

Curiosity also means questioning your motives and behaviors. This takes a high degree of emotional intelligence that comes from being humble. Humility allows us to challenge the ego and make decisions that are more effective in the long run, as opposed to satisfying our own immediate need to feel important. Many people, when given power over others, tend to let it go to their heads at the expense of the relationships with those in their charge. They haughtily believe their management title grants infallibility and deity; that it somehow elevates them to a higher stratum than the peons being managed. But we are all flesh and blood. None of us is any better than the rest. What makes a leader is not her status, nor her ability to control and punish. The measure of a great leader is seen through the eyes of people whose lives are better for having followed her.

In order for us to have an impactful conversation about developing more women into leaders, we need to agree that bullying is the antithesis of effective leadership. We need to hold everyone in management positions, gender notwithstanding, to the highest standards of conduct and preserve the integrity of what it really means to be a leader. It will take a dramatic shift in the business world, one that champions the merits of empathy, curiosity, and humility. To start, those with the power to make this change will have to be another ‘B word’: brave. Courageous leaders — both men and women — must shape the modern workplace into an environment where bullies aren’t welcome, one where success doesn’t come without kindness.

About the author:

Jonathan D. Villaire is a bridge-builder, truth-teller, and advocate for empathy who helps leaders understand how to effectively engage their employees and, more importantly, how to stop disengaging them. He founded Cognize Consulting with the aim of giving supervisors, managers, and executives a new perspective on employee engagement: See employees as human beings, not as human capital. Understand how to create an employee experience that increases retention and attracts top talent. Engage employees with a leadership mindset of empathy, curiosity, and humility. He is a speaker, coach, and author of the upcoming book The Stepford Employee Fallacy: The Truth about Employee Engagement in the Modern Workplace.

Categories
Management Marketing Skills

Always Be Closing – Get a Decision, in Place of Leaving a Brochure

I thought I’d tackle one of those challenges that we’ve been faced with time and time again in our business career. When we receive the objection early on in our sales process, such as “Can you send me the details?” This prevents you from getting down to the detail where you’ve given them enough information to make a full decision. You’ve got a conceptual yes, they’re reasonably interested in what you do, but not specifically interested enough to give a decision. 

As the brochure is stereotypical, what happens when we send them out? At best it sits on a coffee table for a period of time. Does it really get digested or discussed or lead to a decision, picking up the phone and taking action? Sometimes it does, but typically no further action happens unless we make it happen.

When we had customers interested in an overseas investment property, I heard “would you leave me a brochure?” so often that I knew I had to find a way of tackling it. I had to get into the position where I could spec something in detail–the specs they would want if they did proceed. Now you know how much better we are at looking at things in hypothetical circumstances rather than in reality, and this is exactly what we do here when faced with this scenario. I’ve developed what I call the “Devil’s Advocate Close”, the opportunity where we spec something in a hypothetical circumstance.

What I decided to do was every time somebody said ‘Can you leave me a brochure?’ I’d say “Absolutely, but why don’t you play devil’s advocate with me for a second, so you know what it is that you’re saying ‘no’ to. I know you’re not going for one of these right now, but if you were to invest in one of these properties, just hypothetically speaking, would it be for–lifestyle or investment?’

Let’s say I get the answer “investment”…

“If it is investment, you’re looking at maybe something that’s going to bring you the best possible returns for the smallest amount of outlay?”

“Yeah that’s right Phil.”

“Let’s say you were going to go with it and use that property anyway, how many of you would be using the property?”

“Well it’d be me, the wife, and the kids.”

“So you’d be looking for at least two bedrooms?”

“Yeah that’s right Phil.”

“So if it were a two bedroom apartment and investment was in mind, I guess you’d be looking at a two bedroom, first floor apartment, because those are the cheaper properties and they rent for the same as a ground floor, hence your yield is slightly higher. It makes sense to go for a two bedroom first floor.”

“Yeah that’s right.”

“Assuming, with investment in mind, that you may want to sell this on one day and be able to get some use out of it, so you’re probably going to be wanting something with a nice outlook or pool-facing view.”

Yeah that would make sense Phil.”

“Then let’s have look at what’s still left on the development – two bedroom, first floor, pool-facing. Well I’ve got this apartment here, it’s apartment A202 and it’s 74sqm and here are the two bedrooms and the two bathrooms. Here’s the en-suite and the large open plan kitchen and here’s the balcony, and on the balcony you can see you’ll be overlooking the beautiful pool area. Now I know you’re not in the position to move forward with one of these today, but again just playing devil’s advocate and so you know what it is that you say no to, would you be open-minded to take a look at what the figures look like so that you would know what a yes would look like if you were ever in that position?”

“Yeah absolutely Phil.”

So I would walk them through the payments, I’d walk them through exactly what their investment for apartment A202 would look like, and funnily enough, their final decision in order to secure that property was just a small reservation fee. At the end of that presentation, I would say to the customer, “Well in terms of what we’ve gone through, obviously we’re showing you the best of our available stock. I’ve got a number of appointments later today, as have the rest of the team, and two bedroom apartments are the most popular because they’re the best rental option. No doubt the next person who reserves a two bedroom first floor apartment will probably come to the same conclusion that you have that A202 is the best apartment. So if you were to look to reserve, then all we need is a $1200 reservation, and we take cash, cheque, and credit or debit card.”

Where people have previously said, ‘Leave me a brochure’, we’ve now prompted a discussion between decision makers. Now let’s say we did that ten times in a week…most people would continue with the “Can you leave me a brochure” along with the numbers and the floor plans for the specific apartment in question–but two or three people out of the ten would genuinely move forward with a transaction that they would have previously have asked you to leave on.

We know how hard it is to create opportunities to sit in front of people and then create a genuine opportunity for them to make a buying decision with us. Just ask yourself this, is it easier to hang in there for another five, ten, fifteen minutes to give them enough information to make a decision and help them see what they could buy from you, or easier to start again with somebody new? Because purely by playing devil’s advocate you can get some great information out of people – valuable information that puts them in a position where they can make a decision.

Categories
Growth Management Skills

Don’t Talk to Strangers

When many of us are looking for new business, we can find ourselves in the mysterious world of business networking; for most, attending open networking events is a less than enjoyable experience.

We all know that to find new customers we must speak with more people, so why do so many of us find this such a daunting task?

The reason we find this difficult is that we were all conditioned as children by a simple sequence of words – “Don’t talk to strangers”. The first challenge is to defy that conditioning, and I’ve found that the easiest way to resolve this is to understand that pretty much everybody else is feeling the same as you. Getting over the initial “fear” is one thing; however, to succeed in a network, here are some simple rules that have worked for me, and I am sure if you choose to employ them they could have significant benefit to you too.

Have a plan

Regardless of the size of the event, it is unlikely that you can develop lasting business relationships with all in the room, and I am certain that there will be some people who will be of considerable more value than others. Set a goal and stick to it. It may be to make a number of new connections or to set a meeting with a specific person. Just turning up and seeing what happens is leaving your success to chance.

Know what you are going to talk about

Starting a conversation is the hardest thing to do when entering a room full of strangers. To open conversation, the easiest place to start is to talk about a subject that you all have 
in common. The one subject that you all have in common is the event you are at. As such, plan a series of questions related to the event.

Talk of how you help people

“So what do you do then?” This is a question that you are almost guaranteed to be asked, yet each time I witness it, 
the receiver of the question looks startled and bemused
, hesitantly giving their job title or profession as the answer. Your goal from this question is to open a conversation by being interesting to them. So when asked this question please rephrase it in your head to “How do you help people?” And answering that question instead.

Sell to the room

This goes against what you are often told when networking, yet is based on the simple reality that your best referrals come from existing customers. Therefore to gain a quantity of referrals, you need a good number of customers within your network. Now this does not mean forcing your products or services on people, but simply having a simple entry-level offering that makes it easy for people to try your offerings.

By utilizing some, if not all, of the above tips I am sure you will reap significant returns. Good luck in your networking!

Categories
Best Practices Entrepreneurship Human Resources Management Personal Development

Strategic Alignment Drives Sustained Results

There are seven ways for your company’s strategy, culture, and operations to align. Only one delivers sustained results.

• Are your business results falling short of expectations?

• Are you blindsided by hidden costs, disengaged employees, and unnecessary complexity?

• Are you sick and tired of fighting your competitors and internal roadblocks?

Unless your strategy, culture, and operating model are synchronized, you are wasting time, alienating employees, and leaving money on the table. The few minutes you spend reading the rest of this blog, will explain how a strategically aligned company is positioned for sustained results. Let’s define terms!

Your strategy is your overall plan to win in your marketplace.

As you develop your strategy, you get to choose your marketplace and you get to define what is a win. The only reason a company might choose not to have a strategy is because they are comfortable in their market position. Having no strategy is a certain slow death for a company. Market forces will eventually consume that company. Do you want this to happen to your company?

Your culture is the sum of the beliefs and behaviors your employees bring to work every day.

Each company’s culture is unique. Your culture is formed by the values lived and breathed by each employee, every day on the job. I’m not talking about the slogans hanging on the walls or the T-shirts. I’m talking about the accumulated employee beliefs and behaviors which arrive at work every single day. This is ‘who you really are.’ This is ‘your identity.’ This is how ‘your brand is created.’

Your operations are simply how things get done at your company.

• What needs to be done?

• Who does what?

• When does it get done?

• How will it get done?

These are your systems, processes, and procedures to deliver your strategy to the marketplace. Your resulting operating model translates your strategy into the daily operating instructions to be performed by your front-line employees. Now that we have defined strategy, culture, and operations, I challenge you to reflect on this question? ‘How satisfied have you been with your company’s growth and profitability over the past ten years?’ If you are not pleased with your results, ‘What are you going to do about it?’

The first thing that must change is, your mindset.

Begin to visualize strategy, culture, and operations as the ‘life blood’ of your company. When you successfully synchronize your strategy, culture, and operations, you are in a strong position to ‘chart your company’s course’ and begin to ‘experience your company’s vision.’ When strategy, culture, and operations are not in sync, your strategy, culture, and operations counterpunch each other until the ‘best man wins.’ Employees become disengaged; complexity surrounds what should be, simple changes; and you are consistently ‘leaving money on the table!’

So, how do you know if your strategy, culture, and operations are aligned?

Let me walk you through the process. First visualize your strategy, culture, and operations as three circles. Each circle represents strategy, culture, or operations. The question that matters is: ‘How well do your strategy, culture, and operations circles intersect?’ See the diagram to the left. The top circle represents strategy. The left circle represents culture. The right circle represents operations.

Strategy, culture, and operations and inter-depedent, and simultaneously impact each other. The numbers one thru seven in the diagram above, represent the seven ways your strategy, culture, and operations can align with each other. Let’s briefly describe each. After you have reviewed the descriptions, think about: ‘Which alignment sounds most like your company?’

Alignment 1 – Strategy Rules!

You have a great idea, but you have no clue what to do with that idea. Your strategy is developed and distributed, however, strategy is not a standalone step. You must make your culture and operations integral parts of your company’s strategic plan development.

 

Alignment 2 – We Decide, You Do!

 

Results when strategy and operations are in alignment and your culture is supposed to just, ‘Follow Along.’ Have you ever wondered why some of your company’s ‘initiatives,’ underperform?

Alignment 3 – The Dream!

You have in your head, ‘that idea.’ In your mind you can see it, feel it, and touch it, as if it were real. But, you’re the only one who sees it. The dream has not been translated into an executable game plan.

 

Alignment 4 – Silo / Turf War!

Results when your culture and operations are in alignment, but there is no common overall strategy. Each unit / department creates and act on the strategies they individually create. Say hello to politics, back stabbing, and game playing.

Alignment 5 – Culture is King!

Here, it is extremely important that people work well together. There are very few HR issues to deal with, but, there’s no strategy. No one knows how operations fit into the picture? A overall balance is needed.

Alignment 6 – Everyone’s on Board, I Hope It Works!

Results when your culture and strategy are in alignment, but you’re ‘rolling the dice’ with operations thinking, ‘it should work.’ You begin your new initiative, have your kick-off meeting, post your slogans, wear your T-shirts, but don’t spend a dime, nor give a second thought to operations.

Alignment 7 – Sustained Results!

When your strategy, culture, and operations are aligned, five things are crystal clear:

• You know who you are.

• You know where you are going.

• You know how you will get there.

• You know when you will get there.

• You know you will have sustainable, scalable results.

So, what will strategic alignment look like at your company?

Your company is in strategic alignment when you can:

• Embrace marketplace turbulence with your agile workforce.

• Consistently deliver your execution plans better, faster, and more cost effectively than your competition.

• Maintain a workforce of ‘owners’ who are excited to come to work each day.

• Maximize the return on investment in your people, your equipment, and your capital.

Just imagine:

• The resulting positive impact on profitability.

• Planting the seeds for your company’s future growth.

• Consistently beating your competition ‘to the punch.’

Can you really afford not to align your strategy, operations, and culture?

We’ve come a long way together. So now, in the comments section, please let me know:

1. Which alignment best represents how your company operates today?

2. How is that working for you?

Want to know more about strategic aligning your strategy, culture, and operations, sign up to receive my blog at www.GrowCompanyPofits.com.

Wayne helps CEO’s eliminate hidden costs, disengaged employees, and unnecessary complexity. How? Ensures your strategy, culture, and operations are aligned to deliver sustained results. Optimize ‘The Business Value Formula’ –> Recipe + Resources = Results.’ Learn more at www.GrowCompanyPofits.com

Categories
Growth Management Skills

The World is Shrinking!

The biggest change in the way we now communicate globally is the revelation of social media. Its impact has been so huge that we can now communicate across the planet with such ease that our marketplaces have got significantly larger, and our networks are now much easier to reach.

For those unaware of what the term ‘social media’ relates to, it is the collective term of platforms such as Facebook, LinkedIn, Twitter and YouTube, and these forms of media are changing the way that we now communicate. This shift in communications sounds drastic, and for many we are fearful of change – particularly when there is technology involved. However, this is nothing new; this is just modern day word of mouth, and as a tool for building business is like stepping back in time. This is about building relationships with your customers and community, as well as understanding what others are saying about you, to build your brand and grow your business.

In this article, I want to give you the basics in a simple process that all can follow, get you off to a great start with social media and ensure that it can start to help you and your business. One thing I am not is an expert. However, I have used social media with great results for both my own business and for clients, and I am happy to share those lessons with you.

First Impressions Count!

Just like in the real world, you never get a second chance to make a first impression when it comes to social media. Before you open for business, I would seriously recommend that you take the time to fully complete your profiles.

On LinkedIn, this means completing all fields from start to finish. It serves as your online CV, and if you were looking for a new job then you would certainly make sure that your CV shared the right message and was complete. On Twitter, you only have a few characters, so ensure that your biography delivers a strong message that intrigues people to find out more.

On all platforms, the visual appearance is also critical. You can use certain areas to apply your brand identity and convey your business message. This can be done simply and easily by speaking with your designers to create the correct sized artwork. Consider your photography. These are social platforms, so images should be warm, friendly and not too corporate, and I believe should always include the image of a person and not just that of a company logo.

Build Audience

Once you are all set up most people start to worry about their outbound content. Now your content and posts are important, yet only when people are listening. Social media is particularly useful as a communication tool to the people that already know you, so I would start there. If using it for business, then my first action would be to connect with as many of your existing customers and contacts as possible. You can do this by uploading your contacts as a database and sending out an invitation. Additionally you should look to use all current communication tools to let people know that you are active on social media. This means adding social media icons to your e-mail signature and stationery, informing all your customers when you write to them, making it a news story on your website and adding leaflets or posters in the view of your customers to entice them to your profiles. To actually get them to your profiles is harder than just asking though, so running a competition or great offer to reward them for visiting your profiles, and connecting with you, will drastically improve your chances. Remember that investing in this audience is critical in achieving social media success; without an audience, your great work could be wasted.

Be interesting

When it comes to content, the key is to remember that these are social platforms. Very few people are enjoying times on social media because they want to be sold to. To be interesting, you need to be varied with your communication and show yourself as human. If your message becomes
monotonous, you become boring and people stop listening, so keep your outbound content varied. For me this means posting in 3 areas:

    • Firstly, commenting on or sharing useful information relating to your wider industry as a whole.
    • Secondly, presenting your products and services but only with customer focused offers relating to the action that precedes the sale and not the sale itself. For example, if you were a car retailer, you should provide an offer to get people to visit the showroom and not to buy the car.
    • Finally, be human. To succeed in Social Media, you must be prepared to share some personal information. Life and family events, as well as successes and failures, are great ways of starting dialogue.

Please remember that the aim of posting content is to start a conversation or encourage debate. Starting conversation with your contacts opens you up to their contacts and then your network grows!

Categories
Growth Management Skills

Account Management

We All Spend Time, Money And Effort Finding New Customers So We Can Grow Our Business. However, The Opportunity Of Growth Is Typically Among The Customers We Already Have.

Getting the most from our existing customers is a skill that is often overlooked, but can bring incredible results when perfected. I believe that the reason new customers are pursued with such vigor is that they always appear more exciting. The thrill of the chase can be addictive and emotionally more rewarding. By adopting this technique, we are not only overlooking our existing contacts, but missing substantial opportunities.

Ask yourself the following questions:

    • Are you aware of your customer’s future plans?
    • Do your existing customers know all the services you provide?
    • Do you review your customer accounts at least every 6 months?
    • Do you make regular contact with your contacts who never became customers?

If you have answered NO to any of these questions, you are losing out on winning business and making money.

Develop a systemized process

Great sales procedures avoid the requirement of individual brilliance. Integrating your process with a CRM (contact management system) will ensure that nothing gets missed and all promises are kept.

Design a method that details your ideal customer experience. Play out every eventuality from initial contact through to first meeting and onwards to close. You will know how to arrive at the desired outcome and how that is best achieved. Create a template for each e-mail and letter at each stage and develop a flow chart to record your process. Attach the relevant communication to each stage of the process and ensure this policy is followed. Also consider what happens once the prospect has made a decision. Continue this process with a number of scheduled communications, and integrate this into your CRM system.

Create a product matrix

Consider every product and service you offer and every customer you do business with. Plot this information on a matrix.  Can you see the gaps? Now you know exactly the potential new business within your reach and what you need to discuss with each client.

Vary communication methods

Continually change the way you communicate with your clients and prospects. Every method has its place, but bear in mind that all will lose impact and minimize effect if used consistently. Consider social media tools, email with images, text messages, direct mail, pick up the phone or speak face to face. Variety will keep your contacts interested and engaged.

Hold review meetings

Your customers are your most valuable asset. They should be cherished and nurtured. Holding regular meetings with your customers presents you with the opportunity to under sell and over deliver. Introduce them to valuable contacts, techniques and processes that will help them develop their business or reduce costs. The key purpose of the meeting is to establish opportunities and discover how you can help them further. Determine problems you can fix or goals you can help them realize. Understanding your client’s plans and challenges presents you with an abundance of ways you can help them.

These are all practices you can implement immediately.

What are you waiting for?