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

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

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!

Successful People Surround Themselves With Others Who Complement Them

I hear successful executives say this all the time, "I know what I'm good at and what I'm not good at.  My success depends on finding other people to fill my gaps."

Sales organizations are quick to title their people as "sales executives".  If they are truly executives and want to be successful, then why should it be expected that each one is fully competent in everything necessary to produce a thriving sales organization?  No one is good at all the things necessary to fulfill the sales role including proposal writing, finding new business, giving presentations, relationship building, closing the "golden spike" deal, etc.

I think the compensation system disables sales leaders from doing the right thing with respect to organizing for success.  In most sales situations, team selling is essential.  If companies were able to break down the role into positions just like on a baseball team, there'd be someone playing first base, pitching, driving in runs, etc.  And the right compensation scheme would naturally fit into place.

So, how can we make this happen and not let singular sales rep commission entitlement be the deciding factor?

Good Mission Statements Are Sustainable

Yesterday I read an interesting post on Seth Godins' blog There's nothing wrong with having a plan. Seth's message is that over time plans succeed and fail and need to be updated, but your company's mission should be bullet proof and stable - the beacon that drives your plans. 

So, what should a mission statement include?  Here are some ideas to mull around:

Mission statements define why a company exists. With underpinnings of trust and integrity, a mission statement must address employees, customers and partners, community [online and offline, cause based and industrial categories] and financial results.

• Employee satisfaction based on accomplishment and pride in belonging to something excellent
• Customers and partners value the quality of their experiences with your company as much as they do the products and services they purchase.  It is our goal for them to have an excellent experience throughout their lifetime relationship.  We make it easy for them to do business with us.  Interaction is smooth and easy and we enable communications through the means they prefer.  We provide useful information to them.  We guarantee our work.  We quickly follow up to correct experience gaps.
• A visible member of the community through sponsorships and participation in events.
• Results measured in financial, marketing and operations terms

Business And Basketball Are Similar

Business And Basketball Are Similar

We're well into this year's NBA playoffs.  This got me to thinking about the similarities between leading a basketball team and leading a business.

You need a great coach, manager and architect with the vision to structure the team and design a style of play that integrates cohesive rhythm on offense with intensive continuity on defense through players who work as a seamless unit and execute through teamwork and communication.

Ensure understanding by breaking down the play [not the same as micro-managing] and use candor to translate goals into a set of individual responsibilities and a series of specific steps.

You're always recruiting multidimensional, dexterous, skilled players that fit the same style of play each season.  They must have strong fundamentals: shooting, passing, dribbling, instinctively create balance on the floor, move the ball, move without the ball, exploit mismatches, know when to dish and when to take high percentage shots.

Super stars share the spotlight with complementary role players e.g. defensive stopper.  The right approach to practice optimizes the chances to win through timely hoops at the end of the game.

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.

It's Not Micro-Managing

Subtle Reminders are Appreciated ... and Necessary

I've come to realize that most people do not follow through on "next steps" in the time and fashion that were mutually agreed upon.  I try to smoothly navigate this sensitive terrain through thoughtful reminders as a necessary catalyst to keep things moving.

The goal is for creative reminders to be accepted as "thanks" or "good thought", and not as micro-managing.