The Benefits Of Routine

A sales and marketing lifestyle means that you have quality time for building relationships with mavens and connectors, for content marketing, for helping team mates, and for taking the right actions to grow your business.  Routine enables your day-to-day basics to be performed well and on time so that you can allow your antenna to always be listening and your peripheral vision to always be watching.

An Effective Routine Will Enable You To Wisely Progress Towards Your Goals

Daily routines prevent knee jerk reactions and wasted time.  I produce my best results when I follow my routine in a heads down fashion.  But, I periodically look up to stay on track, adjust to new opportunities or threats, improve a process, acquire better tools and navigate unexpected surprises.

Routines Create Confidence, A Key To Success

A routine that spans goals, action plans and workdays builds self-confidence.  You become well rounded if it contains the right amount of time for work, passion, learning, and enjoyment.  You will become more friendly and interesting, and people will respect you for being consistent and dedicated.

How Much OF Your Time Is Freed Up By Routines?

Customer Facing Roles Need Powerful Routines

• CEO routines develop innovative and customer-centric cultures for achieving financial, customer and employee goals.
• Marketing routines ensure lead generation and nurturing to sales-ready status while existing segments are penetrated and new ones are developed through a well managed mix of products and services.
• Sales routines ensure that qualified opportunities are closed, while key accounts are nurtured and territories are developed.
• Call center routines enable you to delight customers and channel partners.

Routines Must Be Constantly Upgraded

As your routine becomes muscle memory, tweaking it with new ideas will enable you to rise to the next level.

By John Bernardi

Another Reason Why Business Schools Should Teach History

Self Fulfilling Prophesies Work Both Ways

If you expect a positive outcome, you are on the right track. If you expect a negative outcome, you'll be subconsciously influencing that result as well.

Today's high school and college students have yet to experience a healthy economy.  They're used to hearing about fiscal cliffs, high unemployment, a tough job market, belt tightening, outsourcing, etc.  Has this become their self-fulfilling prophecy because that's what they've come to expect?  Let's hope it's not engrained in their muscle memory.

I believe that a holistic business curriculum can foster their positive self fulfilling prophecy? If we teach business students about the history of the cycles our economy has traversed, they'll be better equipped to believe that they can influence future good times.

If we can create positive self-fulfilling prophecies in these future leaders, they will be wanting to innovate, undertake risk, invest, etc.  They will have a positive, enthusiastic attitude and will enjoy their careers.  And they'll get our economy back on track for the long term.

Here's an intersting article on Self-fulfilling prophecy by Carolyn Kaufman, Psy.D. in Psychology for Writers

Business Owners Fit the 80/20 Rule

Pareto's Rule 

Applies To Business Owners

 

 

 20% Have These Characteristics

• Their communication style establishes trust, honesty and dependability
• They follow through on their commitments
• They're not distracted because they behave like CEOs rather than employees
• They don't flinch when an unexpected situation occurs
  
• They have courage to take advantage of defining moments
  
• Positive change trumps the status quo
• They look for opportunities to expand comfort zones - personal and company 
• They build an action culture of great execution
• They build processes that encourage the right actions

Easiest Time To Improve Is When Things Are Going Well

Don't Miss the Opportunity To Raise the Bar During Good Times

Have you noticed when things aren't going so well your peripheral vision shrinks and you don't pay attention to opportunities for improvement?

With this in mind, shouldn't we make every effort to improve when things are going well?  More discretionary funds become available. Higher confidence levels are evident throughout the organization. There tends to be less risk avoidance and more willingness to expand comfort zones. Positive attitudes begin to take over.

Continue to raise the bar and elevate to the next level of something, whether it be customer experience, profitability, marketing process, team participation levels, efficiency ...

The Top 20% Are looking to Raise The Bar At All Times

Even when their economy isn't doing well

What Is The Role Of Sales Commissions In Your Company?

If I Were a Customer and You Were a Sales Rep

Here's How I'd Like You to be Paid

How do you feel when the person with whom you are dealing will earn a commission or win a trip when you buy from them?

• Does anyone other than the sales rep win?  Do you win? Does their company win?
  
• Do they understand your needs and interests?
• Will they traverse your buying cycle so that you can do things at your pace?
• Will they be concerned about your experience after the sale?
• How do you know what's behind their recommendation?  Is it truly your best interests, or an internal SPIF, or selling what's in stock, or inventory liquidation, etc.?  Do they need this sale in order to make quota?

I'd prefer to know that the sales rep is being compensated based on my level of satisfaction.  Companies need to take a fresh look at their sales compensation schemes.  They need to be designed so that when their company wins, the sales rep becomes eligible to win.

Your Preferences Don't Matter

Only Customer Preferences Matter

Quite often a client will balk at a new marketing or business development idea that I present to them.  They resist the change with personal rationale such as "I wouldn't respond favorably to that"; or "I wouldn't meet with a representative who used that approach"; or "that'll never happen".  Those who try the idea often say, "you proved me wrong on that one".

When crafting marketing strategies or campaigns, don't think in terms of your own preferences.  Instead, understand  the needs, wants, problems and preferences of those you are serving.

It's Not Micromanaging

Do Employees Say You're Micromanaging Them?

Ever had an employee whose inner child sets you on your heels when they say "you're micro managing me"?

Here's a basketball analogy that you can use to differentiate micromanaging from what you're really doing.

The Right Approach to Practice Optimizes Chances to Win

The best coach/manager leadership persona has vision to structure the team and design a style of play that integrates cohesive rhythm on offense with intensive continuity on defense by players who execute as a seamless unit through teamwork and communication.

The coaching staff avoids ambiguity by breaking down each play in order to transform goals into individual responsibilities and specific steps.  Multidimensional, skilled players fit this style of play each season.  They have strong fundamentals [shoot, pass, dribble, create floor balance, move the ball, move without the ball, exploit mismatches, know when to dish or shoot].

Professionals welcome the opportunity to participate in hours of film sessions listening to coaches and team mates candidly criticize their game and identify opportunities to improve their game.  Imagine if they viewed this as micromanaging?

Sales Rep Optimism - Key to Winning

After watching today's 5-minute video on SellingPower.com, I thought about the psychologist's one-sided premise. I'd like to present Side B to complement his hypothesis.  He took the employer-centric view because he wants to sell candidate evaluation services.  He suggests that companies must look for people who have optimism built into their DNA because it can't be taught.  I agree, but I also believe that there are company-centric and transactionally oriented companies like Oracle, HP, EMC, Sprint, Salesforce.com and many others that cause sales reps who are naturally optimistic to suppress this trait because they just can bring themselves to opt-in.

It's likely that an innately optimistic sales person with the necessary professional and technical skills along with a natural competitive drive will produce average results if their company does not possess its own DNA traits that build employee and customer allegiance.  Otherwise, sales reps won't commit their personal resources, only their time and physical energy.  Yuck!

Pay Attention to First Impressions

I thought I was interested in helping a prospective new client who could benefit from my "change agent" services in their business development environment.

I should have paid more attention to three negative initial impressions.

For the telephone introduction session, they called 30 minutes later than the scheduled time.  They apologetically told me that an unexpected situation caused them to be late.  I had to reschedule the call because I had another commitment.  A few days later they sent me an email asking to re-reschedule the planning call because of a new unexpected situation.  My antenna went up.  Was this the way they treated their employees as well?

A week later when I walked into their well-adorned lobby, I was greeted by an unfriendly receptionist.  I felt like an invader.

As I was escorted to the conference room, I passed quiet employees who were alone in their cubes and didn't look like they were enjoying their day.

When the managers who could benefit from my services entered the conference room, I sensed a very negative air about them even before the first words were spoken.  The conversation was very superficial and we never got to the heart of the matter after one hour of skirting the issues.

I decided to not follow through with the engagement.

The moral of the story is to pay attention to the environment before you decide to pursue an opportunity.  Maybe it's just one person who is relaying a questionable signal.  But if you find consistency in at least three separate interaction points, something's up.

Subscribers React to Newsletter Themes

It's interesting to see how newsletter themes affect opens and opt out rates for long tenured subscribers.

I continually reinvent my business by adding new services, but for the same target market. Many subscribers who had opened and "clicked through" for earlier themes don't understand how the new concepts apply to them and either don't open the newsletter or opt out.

This analogy evokes the old adage, "we mock what we don't understand".  I hope that's not what they're doing.  Instead, I think it's this world of mass communications that triggers one's first option to quickly delete or opt out if they haven't heard of a new concept.  This places even greater emphasis on the need to find the pace setters and opinion leaders who can influence all the rest.