Interpersonal Business

Vol. XXXI

Dear Manager,

We’ve all gotten caught up in the dynamics and ultra-fast pace of sales and marketing in the Twenty First Century! Productivity reigns as the single qualifier in separating the top achievers from the also-rans. As managers, we have established our individual barometers, commonly based only on numbers and multipliers. While this is one facet of the equation, have we lost the opportunity to establish a striking contrast, one with true definition and significance to our sales team and to our customers? Can there be balance to productivity? And how shall we quantify productivity?

So, how do we bring a greater relevance and a balanced approach to our own business, management, and selling careers? We can, and have, all lost our balance and objectivity on occasion, from the sheer impact of both real and self-imposed pressures and expectations. Don’t begin by throwing out the baby with the bath water! Instead, begin by using the clear and obvious strengths your business has enjoyed … then begin again, to take even greater advantage of these strengths.

AS BUSINESS OWNERS …

… We are thrust into the daily operations of our business. On any given day, this will include everything from decisions on recycling scrap paper to planning for future expansion in the hopes of doubling our annual sales. Which of these is significant, which of these has impact? I’m not sure this is a fair question, as they are both part of the entire package of our daily routine; our executive privilege, so to speak.

Certainly there are mundane areas in all aspects of business yet, as business owners, I believe we are all in search of a higher purpose. Purpose brings fulfillment, and we must begin and end each of our days with a solid dose of it. At this level, the less significant aspects of our days become a distraction rather than a disruption. We are fully aware of all priorities and their relative significance. We are single-minded in meeting our ultimate objective. Purpose is its own reward, for ultimately it is our greatest source of satisfaction.

THE MANAGER

When was the last time you were truly in touch with your staff? Certainly, we’d like to think we are in better touch, as managers, than any manager in this century. With e-mail, fax, pagers and cell phones, this is the age of communication. Or is it? Are we correct to assume that with greater technology, we can now assume even greater responsibilities, detaching ourselves even further from the day-to-day needs of our staff? For any manager, “business as usual” is the beginning of the end.

As managers, our tendency is to react to and fix the squeaky wheel. Problem areas, individuals with greater needs, and developmental areas of our business dominate much of our time. The 70% of our business that needs little attention, seems self-sustaining and is working very well, receives significantly less of our focus. Yet it is the 70% that holds all the keys to the company store. There is little to be learned from the 30% that dominates our productivity. All future potential lies in the hands of those who require the least.

Pick a staff member and focus on their objectives, performance and priorities. By speaking with them, at their level, you have the greatest opportunity to assist in mutual growth. You will learn much about your own business as well. Choose a new staff member each month, spending time and letting them know of their importance to you individually, and to the organization. What makes these individuals tick? What’s on their mind? How might their success be translated to the organization as a whole?

We would like to think we are in touch with our staff, but are we? I would be willing to bet we have all asked ourselves this question. Where do we begin? One individual at a time.

THE SALESPERSON

Orders per week, dollars per month, commissions in my account. This, too, is a trap that we, as business owners, managers and sales people, have all fostered. Once again, these are all critical aspects of why we are in business, and they will always need to be considered. Have we created the balance in our sales careers to allow time to create contrast to our day-to-day objectives? For example, when was the last time you made a well-conceived, formal presentation to one of your customers?

I would describe a formal presentation as one that is developed in written
form, reflects on the current business dynamics of your customers, and offers a proposal and justification for the needed expansion of products and services with this customer. All too often, and with the greatest of intentions, our presentations can be best characterized as an “oh, by the way” approach to sales rather than a formal presentation. Oh, by the way … this is very true of many of your competitors as well!

When was the last time your customer was called to a meeting to analyze their business? For this reason alone, you will be characterized as more professional, better prepared, and considered a valued asset for having made this effort. In other words, your thoughts and comments will be taken much more seriously than in the past. Your effort and preparation will place you far beyond those who simply go through the motions.

Your objective is to create a specific time in your schedule for evidence selling. As compared to item selling, evidence requires preparation. The key element here is that, similar to the lessons developed by a schoolteacher, once they are developed they can be adapted and adjusted to meet the needs of the class (or your sale) again and again. With each presentation, the process gets easier, and your presentation gets stronger. There is no one better in the preparation and selling of evidence than a very good schoolteacher. Think of it in these terms, and you are halfway there.

A quarterly or semi-annual review should be of highest priority for each of your significant accounts. Who knows your products better than you do, and their relative rate of sale in these specific accounts? Certainly, your customers don’t have the time or the ability to develop this analysis. They are working with hundreds of vendors. Plan this meeting and analysis on neutral ground, away from their place of business and yours.

From the outset, your customers should know of your plan to discuss their business. This will lead to an open discussion and a full disclosure of any thoughts or concerns your customer might have. Only on the rarest of occasions have I not left a meeting of this type with a much stronger relationship, and significant opportunity for growth, with this customer. At the very least, your customers will be impressed with the attention.

You say you don’t have the time? Yes, you do! What greater impact on your sales region could be made than by developing a well-conceived and focused presentation for your top ten accounts? Where do you find the time? If there is none available, then, without any second thoughts, diminish your influence with your bottom ten accounts. Your top ten accounts represent 50% or more of your volume, your bottom ten represents far less than 5%. Where is your time best spent?

The greatest complaint of all business owners, managers, and sales people is a simple lack of time. So, who is this “lack” guy who seems to have ownership over you? You can surely lay blame all day long, as long as it is pointed squarely at your own sense of priority and purpose.

We are in total control of our schedule, and are in absolute control of our success. In most cases, the need to adapt, the need to bring balance and greater relevance to our business career, is a minor adjustment; it’s a bump in the road. Do so, and find greatness. Fail to do so, and join the cast of millions.

Personal Regards,

Keenan

INTERPERSONAL&#169: is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XXX

Dear Manager,

Over the years, sports took on a bit more importance. With league titles at stake and an invitation to the state championships, the “game” grew to carry an increased sense of urgency. I guess it’s all in ones current perspective. Is business a sport, or is it business?

While reading the sports page I found a quote that, in a few brief words, had greater implications for business than in its intended reflection on athletes. Del Harris, former coach of the Los Angeles Lakers, was being interviewed. In the very last part of the article, almost as an aside, he threw out the following phrase:

“Probably one of the most overrated aspects in life is talent,” Harris said. “A lot of people with talent have no jobs and are total failures in life. Many other people, through mental toughness and hard work, have been able to achieve greatness.”

Managers depend on the value of those they manage. If you have a number one in the line up, there must also be a number nine. As managers (coaches), we have no choice but to think in these terms on occasion. If we don’t, we won’t survive very long.

Let’s think about Del’s words and how they impact each of us as managers. I believe that this quote describes the difference between our number one and our number nine associates, employees or staff members. There are four categories that best describe the talent and work ethic of athletes, let alone individuals in business. I’d like to prioritize these categories based upon their value to the individual and the rest of the team.

#1 – A combination of talent and mental toughness

This is simply the best of the best, and as good as it gets! Usually these individuals are your number one assets. Their ability to manage themselves, think beyond themselves, and consistently out-perform others is amazing. It’s difficult to take any personal credit for these individuals; they simply are so capable and independent unto themselves. These individuals are a pleasure to be around, and set a high standard for all of us. If we could surround ourselves with this type of individual, the World Series would be ours, and our company’s growth would take us off the charts.

#2 – Less talent with mental toughness

These individuals also have the potential to win our number one spot. And when they do, there is no greater sense of pride as a manager. These are the individuals who step up again and again, accomplishing much more than is expected. This is the group that causes us to think, “I didn’t know they had it in them!” They make us look good, and provide a great deal of satisfaction. Talent can be a blessing; toughness comes from one’s gut.

#3 – Talent with less mental toughness

These are the individuals that we hope and pray will meet the expectations of our first category, but never do. We buy into their obvious talent, yet they always fall short. While they are so close to greatness, they rarely achieve it unless it meets their personal agenda. These individuals always seem to present themselves as having “arrived.”

Their talent has been their greatest curse, for they have never had to develop the discipline and work ethic to begin to understand greatness. They have sold themselves a bill of goods. Natural talent is a gift, while the development of talent requires mental toughness. I believe it was this aspect of professional sports that Del was lamenting; the package never lives up to the presentation.

#4 – Less talent with less mental toughness

For all intents and purposes, the third level is as low as we go in the spectrum as it relates to management. Those in the fourth category, less talent and less mental toughness, will simply wash themselves out – on the playing field as well as in their careers.

So, what are the qualities of mental toughness with which we hope to associate ourselves and promote within our organizations? Mental toughness suggests an ability to take greater control of our mind and its thought process. Years ago, the well known author and psychologist, Wayne Dyer, was asked what he suggested to his patients when they showed signs of depression. “Anything,” he responded. “Ride a bike, go to the park, read a book – do anything but think about being depressed.”

People with mental toughness will do anything as an alternative to thinking counterproductive thoughts. I’ve heard people say, “I can’t seem to get these negative thoughts off my mind.” Yes you can! While it may take practice, we can control our thoughts. If we can’t, I can’t imagine who can! And if someone else is, tell them to get lost!

We’ve all watched a sporting event and heard an athlete described as being in their zone. When this occurs, no matter the game, no matter the situation, their ability to score and perform is unfailing. We’ve all felt this in business as well, when an average day turned to diamonds. With every call, with every conversation, the outcome exceeds all expectations.

There are also those days when we find it difficult to tie our shoes … and tying our shoes may end up being the highlight of the day! Acceptance and understanding of these contrasts is a very real aspect of mental toughness. Equalizing the highs, lows, wins, and losses is critical to ongoing success. Some days cannot be characterized. They simply are what they are.

I read a second article in the sports page that also seems to relate to this topic. (I’m obviously getting more out of the sports page than I am out of the business section!) A sports analyst was interviewing Wayne Gretzky, who is undeniably one of the greatest hockey players of all time and a current N.H.L coach. “We really believe if you let excuses creep into the locker room, they get bigger and bigger and it’s an easy way out,” Gretzky said. “We haven’t talked about any of the guys not being able to play.”

The author went on to say, “Gretzky’s message was clear. You take the cards you are dealt, suck it up, focus and perform. It’s one thing to act tough and pound your chest … quite another to take a hit and show some guts.”

So, is business a sport, or is it a business? If the talent, mental toughness, individual and team success required to win a championship are the same qualities necessary to succeed in business, then why don’t we find the straightforward, no-nonsense approach of Del Harris or Wayne Gretzky in the business section? While some thrive in the absolute discipline of positive mental strength, others horse around with the alternative!

Are you letting excuses creep into your locker room?

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XXIX

Dear Managers,

As we look around, outside of the entertainment and sports industries, there are very few individuals who are considered individual “stars” based solely on their own efforts. Managers are rarely judged on their individual accomplishments; they are judged on the success of their organization. Too often, this concept is not fully embraced by management. It may seem safer to manage “underlings” than it is to accept the challenges of managing ones peers.

GIVE IT AWAY . . .

We are no stronger as a manager than our ability to delegate within our organization. Our human limitations hit us right between the eyes every day. From my experience, performance begins with granting your staff ownership of their position. This objective is founded on management’s ability to surround itself with individuals who thrive in such an environment.

If management lacks confidence or perceives risk in sharing the most critical aspects of running their organizations, they are one or all of the following:

• Only managing themselves

• Unable to meet the needs of the organization through delegation

While giving complete and unconditional control is a gradual transition, you will find the more you give these individuals, the greater the return. One step at a time, individuals will rise to the occasion.

TAKING OWNERSHIP

There are obvious risks in taking personal ownership. There are many individuals who are willing to take the ownership, yet will “do a 180” when it comes to the responsibility and risk that accompany their new-found wealth. By nature, individuals want the freedom without the bottom line accountability. Regrettably, it is all part of the package.

As managers we must instill confidence, by example, that the down-side risk of taking ownership is a minimal one. The alternative, lack of personal ownership, carries a much greater long-term risk.

Encouraging ownership requires management to understand and accept that individual failure is part of the learning process. Effort, ownership, and putting oneself on the line will fall short on occasion. Lack of effort and failure to take a position and assume responsibility will fail at every turn. Is there any question that we would accept a periodic set back from an individual who is consistently managing their position with a strong sense of ownership?

NEVER UNDERESTIMATE COMMITMENT

Management thrives on individuals who are willing to provide you with their full commitment. These are the individuals who, without hesitation, consistently give their best, honest and capable efforts. These are the individuals who become the driving force within your organization and set a standard for their peers.

MEDIOCRITY STINKS!

All of us have endured working with individuals who present themselves as professionals, yet never quite live up to the presentation. What greater frustration in life than to be surrounded by individuals who have chosen to accept mediocrity in themselves, their employees, and their companies. Remember the story about the customer who completely lost it when her fast food order was botched at a local drive through? She angrily jumped out of her car, climbed through the window, poured drinks on the employees and smashed several electronic cash registers to make her point. I believe we can all relate at some level.

WHERE’S THE PRIDE?

The word “pride” is often used in fairly loose terms; all individuals understand this quality at varied levels. With a very strong sense of pride, there can be no fear of failure or consequence relating to other’s opinions. There is truly only one fear, and that is failing oneself. Pride is a very personal emotion; you go to bed with it and you wake up with it in the morning. What are a few of the qualities exhibited by individuals with a strong sense of pride? I am fortunate to work with such individuals, and the following is a list of the qualities I have noticed:

• These individuals work very well independently. Their rhythm seems interrupted in the absence of a personal challenge.

• Their work almost becomes a one-on-one contest with themselves. They develop a way to become even more effective in meeting their objectives.

• These individuals assume full responsibility for all set backs; no one else is responsible for their success.

• No one can possibly establish a greater sense of urgency than the sense of urgency they have placed upon themselves.

• These individuals look at what is expected as simply “the norm,” and know they can achieve more!

• These individuals are always looking beyond the current objective to the second and third generation. They know their current objective can establish an advantage and prepare them for even greater results in the future.

• These individuals are always looked up to by their customers and their peers. When they have something to say, others listen.

• These individuals understand about being the best, and want that feeling again and again.

As managers we have the responsibility to recognize these individuals and create an environment for peak performance. If you think about it, we, as managers, cannot personally insure anyone’s success; ultimately this falls squarely upon their shoulders. It is management’s responsibility to create an environment where peak performers can flourish and achieve their personal best.

I THINK I CAN . . . YES, I CAN!

We have all worked with individuals who underestimate their own ability
to succeed. We may have even been told that an individual is unwilling or incapable in certain areas. There is only one way to effectively determine, for both parties, a person’s limits in a given area: simply ask this individual to accomplish the task, provide an understanding of how to meet your needs, and give them a time frame in which to do so. Your show of confidence in their abilities will go a long way in insuring their success.

The initial response might not be what you expect. There is a look, not unlike a deer in the headlights, that says, “But you’ve never asked me to do this before!” Show confidence, be firm, provide no options and ask for a follow up. Only in this environment will your staff continue to grow and meet the needs of the organization. We can all look at our daily routines and see areas that made us uncomfortable in the past. Expect those around you to take on a challenge and they will rarely disappoint you.

Success drives success. Peak performers with pride, those who take full ownership of their position within an organization, don’t understand simply working for a living. They are always looking to make an impact for their company, themselves, and their future. If managers must indeed multiply their efforts to compete for the top, then they, too, must rise to the occasion and surround themselves with individuals for whom “the top” is the only acceptable place to be.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

VOL. XXVIII

Dear Manager,

If not an art, there is certainly a skill required for all managers and salespeople within the process of negotiations. This is one of the primary skills needed to be highly effective in any profession. We began learning this skill early on, long before we spoke our first words. To get what we wanted, we pointed our finger, pleaded with our eyes and, if it served our purpose, we cried. If you think about it, has our approach changed much over the years?!

We have since learned to negotiate with our minds and through verbal communication. We all like to think our approach to negotiations is fair and should be accepted by those around us. “Why can’t others understand my position on this issue?” I believe this is a consistent theme for most managers in conversations with their associates. Just for fun, let’s add some very strong emotions, opinions and egos to the equation. What was a relatively simple issue has now taken on a life of its own.

LEARN TO CHOOSE YOUR ISSUES

I know individuals who seem to turn all levels of negotiations into a battle. Determine the priority of the current topic and its worth in risking future consideration. Most negotiations are simple in nature and can avoid confrontation entirely. Similar to crying wolf, all parties become skeptical of an individual who is consistently emphasizing their position on what they believe to be equitable. If the only acceptable conclusion as you approach a negotiation is your own, is your objective to be fair or to win at all costs? Of greater importance is how your approach to the current topic will impact future negotiations. If productive, long-term relationships are your objective . . .

BEGIN WITH A SOLID APPROACH

If two parties are sincerely interested in the development and proper maintenance of their business relationship they will each establish a high degree of sensitivity to their individual approach. Set aside your desire to be right and, at all costs, avoid pointing out who might be wrong. An approach such as this will only be interpreted as self-serving and will further compromise a sense of mutual benefit.

SEVEN STEPS IN PREPARING FOR PRODUCTIVE NEGOTIATIONS

1. Share the foundation for your perspective. Prepare your thoughts in advance as to why you believe in your position. Give the proper background of the equation to insure the discussion is on a common plane. Do not assume that your sense of priority for this issue is shared by others.

2. Show consideration for another perspective. Accept that no one can fully understand your perspective or sense of urgency. Neither can we fully understand the pressures, demands and dynamics of our counterpart. Acknowledge the value of the other position.

3. Be willing to accept responsibility. There are aspects in any circumstance that, in retrospect, we could have handled better. Don’t be unwilling to admit it! Rather than weakness, this only exhibits your strength while enhancing your objectivity to the issue at hand.

4. Learn from prior negotiations. Perspectives can best be understood through experience. Begin to anticipate what others’ initial objections might entail. There is nothing more effective than diffusing potential objections up front!

5. Never corner the tiger. At all costs, never force a decision at a time of high emotion. When pride and emotions take over, bail out. Allow for cooler heads and the ability for all parties to save face on another day.

6. It is human nature to prefer to be asked rather than being told. This is the most critical aspect in obtaining your objective. Granted, by asking you accept the risk of a negative response; it is worth it. People enjoy helping people, and it is natural to want to be a part of a positive conclusion. Provide the opportunity.

Do not underestimate the value of making a list of your topics or concerns on paper. Outlining your thoughts prior to any negotiation allows you to give focus to the discussion and lessens the opportunity for the conversation to change tracks. As you prepare your words and approach, do not overlook an equally important aspect of negotiating. While verbal communication is effective, body language, and learning how to read it, can also play a major role in the outcome of your negotiations.

“LISTENING” TO NON-VERBAL COMMUNICATION

As I referenced, we began developing our negotiating skills before we could speak. At that time, a motion of the hand, facial expression or a well-place tear could work wonders! If you know what to look for as your discussions progress, you can develop a direct line to your counterpart’s honest feelings.

In face-to-face negotiations, watch the eyes, gestures and expressions. Are they relaxed, perhaps leaning slightly forward, indicating they are involved in the discussion, or are they leaning back, arms crossed, seemingly detached from the conversation?

At some level, most people will tip their hand regarding their level of comfort in your discussion. They will rarely share these honest feelings verbally, but with proper awareness you will absolutely know when you have touched a nerve. Restating your previous thought with a more acceptable twist will confirm your suspicions. Absolutely listen to their response. You may actually catch yourself forgetting what is being said simply because you have more confidence in the signals you are receiving from their demeanor. Reading body language is the closest thing to reading someone’s mind, and by developing the proper skills I firmly believe that, in most cases, you can.

While it’s a bit more difficult, you can develop this skill and become very effective with it on the phone as well. Begin your conversations with small talk to develop a sense of their current mood. If they have just completed a difficult or unpleasant conversation, or the day has challenged them, you will want to know. In this instance, have a back-up conversation in mind and delay more challenging topics. Listen for a “smile in their voice”, as this is your best time to proceed. Draw out their concerns with simple and direct questions. An unexpected pause in their voice or change in inflection (let alone tone), will signal the need to review your approach.

Once someone has stated their position, it becomes very difficult to reverse. Patience and effective timing are your best allies. Be sure to give thought to the optimum time of the week for dealing with delicate discussions. For example, I would never approach someone on a Monday morning when, for most of us, our only objective is to get back on track. Think of the high and low points in your own week. When will you be at your best, and when would you guess the best time for others to be? As a general rule, avoid Monday mornings and Friday afternoons all together!

ARE YOU PREPARED TO COMPROMISE?
THE SEVENTH STEP

Let’s be honest. We all enter into the negotiating process hoping to “get what we want;” if we didn’t care, we wouldn’t negotiate! While most individuals desire to be perceived as fair, fairness as an objective cannot be negotiated until both parties have agreed to a similar point of view. How often have you struggled to get across what seemed to you to be a very obvious point in your negotiations? There is validation for all of us in being correct. I also believe there is entirely too much emphasis and personal pride in being right and pointing out who is wrong. What is the value of being “right” if the resolution of the initial objective collapses and critical relationships are compromised? We can all learn to become more effective and aware in our approach with others. The most successful negotiators, the ones who truly win, are those who realize that the victory lies in the satisfaction of all parties.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM