Are You Ahead Of Your Time?

     As a fledgling  and occasionally sarcastic business professor in 1974, I made two predictions to my marketing students:

1)  The day will come when  some opportunistic HBA (Health & Beauty Aids) company (aren’t they all?) posing as a pharmaceutical firm (don’t they all?) will launch a big new product splash into the marketplace, announcing the revolutionary new “BEHIND THE KNEES DEODORANT AND ANTI-PERSPIRANT” for those embarrassing odors associated with leg draping over the edge of a seat while sitting (imagine the booming market for drivers!). Okay, hasn’t happened yet, but — as they say at the NY Lottery — “Hey! Ya’Neva know!”

2)  The day will also come when  we will all have microchips  (which only barely existed then and, those that did, probably held 10 pages worth and were maybe the size of a half-dollar) embedded in our foreheads  that will allow us to tune-in to any TV or radio station, play any album (33’s and 8-tracks at that time) and call or answer any call — without a phone — by simply thinking of the person or organization we wanted contact with. Uh, this too hasn’t yet happened … yet … but …

     Truth is  that if you’re thinking about stuff like this, I hope you are either an independently wealthy entrepreneur, a scientist being paid to drum up challenges for some corporate R&D department, or a sicko mental case.

     Being ahead of your time  is a waste of time. It is also like a tip-toe through Disneyland because it is mega-fantasy … because it is not here, now; so it is not reality.

     Excursions into fantasyland  can occasionally be helpful — as in underscoring a point with a class full of marketing students. But if you’re running a business, run the business!

     The farther you drift  away from what’s right in front of your face on a day-to-day basis, the farther your bottom line will drift away. And with today’s econ… got the drift?

     Pay attention to  the customer, the employee, the referrer, the supplier who is looking at you, speaking with you, emailing you, Twittering you right this minute! Success is the journey, not the destination! 

     Don’t stop dreaming,  just save it for when you go to bed!

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Doctors were never intended

to be businesspeople.

     Doctors teach  us every day how NOT to run a business. They are over-stressed, under-nourished, over their heads financially, and under the radar of best business practices. Sure there are exceptions. There are exceptions in every field of endeavor.

     But after 25 years  of working as a practice development business consultant and a personal and professional growth and development counselor to physicians and healthcare executives, I know whereof I speak.

     More than half  of the thousand-plus doctors I have known and worked with never wanted to be doctors in the first place. Many were pushed into it by well-intentioned parents who saw only the media-glorified healer earning big bucks… parents who pulled their buggy whips out of storage.

     I don’t know any longer,  but only a few short years ago, the average doctor only lived to be 58 years old. The stress of the work is literally inhuman. Medical schools and training, like military boot camps, breed and cultivate stress. Some good reasons, but mostly not.

     Ridiculous nonstop work shifts  that can only be maintained with easy-access sugar snacks and self-prescribed amphetamines carry over into reality as doctors face the need to juggle (and drum up) patients and referrals, manage staffs and offices or facilities, run businesses, comply with insurance dictates and every type of regulation imaginable, then cope with malpractice issues… oh, right, and maybe even have families. No thanks.

     Yeah, but think of the money.  I know of surgeons who take home close to two million dollars a year after taxes. Without exception, they are physical wrecks, with severely fractured family lives, if any, and have forgotten to laugh… and pray… and eat right… and sleep right… and exercise… and be happy!

     Many drink too much  or pop too many pills or live like zombies. So, yeah, think of the money.

     The bottom line is  that we need to give doctors a break. They don’t have any inventory to sell, or staff who can step up to let them take time off to rest or vacation more than a few days. They are devoted to delivering care to patients but won’t get paid by insurance companies if they spend too many minutes with each patient.

     Oh, and the insurance companies  often don’t pay the doctor until many months after patient care is delivered, and even then it’s typically a nightmare trying to collect what’s owed. Healthcare screw-ups are not because of doctors.

     And healthcare screw-ups  will NOT be solved by any kind of universal federal government mandates. A competitive business arena must exist if healthcare is in fact ever to be viable and available to all. And physicians must be allowed to be an integral part of the process. They deserve the opportunity to deliver quality care without politician interference. 

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Perceptions Sell and

Perceptions UNsell!

What you perceive is what you believe… and what you believe is FACT, even when it’s not!

     It makes a big difference  how you, for example, define a traffic jam depending on your frame of reference. If you’re from LA, the Bronx, the DC Beltway, or Gumboro in Southern Delaware, the New Jersey Pine Barrens, or Rangeley in NW Maine, what you perceive can vary from endless seas of hornblowing standstill cars, to a pickup truck and two motorcycles waiting for a freight train.

     Perception is selective  and varies every minute of every day. You walk into a party and immediately scope the gathering to find a hot-looking member of the opposite sex who’s serving up inviting looking eyes because you are single and on the hunt. The next party-goer enters and immediately seeks the bar, looking to unwind with a free drink. The artist who comes in the door looks past all the people, and the bar, to find the wall where her painting is hung. And so it goes.

     Selective perception  is also what customers exercise when they are sizing up a product, service, showroom, salesperson, commercial, ad, brochure, warranty, or website. You are using selective perception right this minute by having read this far into this blog post. 

     So a good part of the challenge  for your marketing is to capture prospects’ perceptions and imaginations by properly setting the stage. This — as with any stage — is accomplished with colors, props, backdrops, lighting, spatial arrangements, sounds, and often smells and touch… activating the five senses.

     And isn’t channeling selective perception  what the bombardment of opinion forms, attitude surveys, customer questionnaires, R&D studies, media ratings, and focus groups are all about? In order to make a sale, we need to understand what makes our customers tick.

     This is accomplished  most thoroughly and most rapidly by first finding out and figuring out what makes each of us, as business owners and managers, and entrepreneurs, tick! Once you have a better idea of what turns on your attention, your desires, your interests, and prompts you to action, you’ll have a better idea of how to ignite your customers.

Why does that matter?

Because perceptions sell, and perceptions UNsell! 

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Hal@Businessworks.US  302.933.0116

Open  Minds  Open  Doors

Many thanks for your visit and God Bless You.

Make today a GREAT day for someone!

Exceptionally Rewarding?

OR Extremely Frustrating?

     Common to most volunteer groups  I’ve experienced as a management consultant and trainer is that they bite off more than they can chew! Goals are generally vague and too all-encompassing, which creates feelings of frustration, prompts rapid turnover, and frequently results in failure.

     Remember that group goal structures  and criteria are no different than the ones I’ve discussed here for individuals. http://bit.ly/aaCJpz     http://bit.ly/ay6N2C   are two good examples worth checking] 

     For a goal to be a genuine goal  and not a “wishlist” item, you’ll find at the above links — among other points — that a goal must be specific, realistic, flexible, and have a due date, and it must adhere to all 4 criteria. You may want to re-read the last sentence. It contains the guts of establishing goals that work for individuals as well as groups, and it’s worth giving some thought to each of the 4 criteria.

     Why are meaningful goals  particularly important in working with volunteers. Because achievement leads to feelings of success, and feelings of success are the ONLY attributes that can sustain and justify volunteer effort. 

All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.

     According to  the training profession benchmark University Associates Editors Jones and Pfeiffer in one of their classic  Annual Handbooks for Group Facilitators, “All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.”

     One way to accomplish the task  of setting realistic objectives — based on consensus and group decision-making methods — “is for volunteers to set aside a block of time to devote totally to planning,” say Jones and Pfeiffer.

     Volunteer groups,  the much-acclaimed editing team experts go on to say, also need to establish meaningful and appropriate contracts between group members and the organization. And these contracts need to spell out what each individual can and will do.

     To function at a high performance level,  volunteers should also have regularly-scheduled group meetings, individual written job descriptions, and a permanent agenda item of “Are we meeting our job descriptions and how should they be upgraded as we go forward?”

     Leadership and accountability  require designation of project leaders and a volunteer coordinator, plus a “buddy system” orientation arrangement for introducing new group members. Rewards (e.g., expense grants, certificates, academic credits, extra training opportunities, news release coverage, commendation letters), and attention to the process that evolves are all critical ingredients in making volunteer group leadership work.    

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Analytical

BELONGS TO SCIENCE AND BUSINESS

Kidding

BELONGS TO GOATS

Teasing

BELONGS TO HAIR

Wired

BELONGS TO ELECTRICIANS

Criticism

BELONGS TO THEATREGOERS

Judgements

BELONG TO COURTROOMS

Pushiness

BELONGS TO BULLDOZERS

Lecturing

BELONGS TO CLASSROOMS

Crowding

BELONGS TO SUBWAYS AND SARDINES

Got some thought-provoking additions? Share what you can. They belong to everyone! 

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Leaders who fail this

exercise fail as leaders

     As the leader  of your organization, department, division, constituency, team, troop, household, office, clinic, crew, institution, property, building, club, store, or factory, you have and will form a number of prejudices in your lifetime.

I can tell you  that these feelings are your choice and you should choose something else, but it won’t make a difference. If you truly intensely dislike some segment of society, odds are the feelings are so deeply rooted that a BandAid isn’t going to heal the gaping wound.

     You CAN,  however, take some time (and, yes, it is worth it) to examine more carefully what it is exactly that tips your scale into tiltsville. At least you will have narrowed down the ugly feelings enough to have the good sense to know when to walk away from a potentially volatile situation, vs. setting yourself and others up for an explosion.

     First of all,  and this is important, remember that you need not like somebody to do business with her or him. Of course it’s nice to enjoy a customer or prospect’s company because it makes the sales process (Oh, yes, leadership IS sales, because leading IS persuading, right? But you know that of course!) more pleasant.

     But, you know what?  For some peculiar reason I’ve never figuired out, odds are that the biggest and most important leadership (sales) accomplishments have occurred with people who you are not particularly fond of. So…

Half the battle is knowing what prompts you to think the way that you think before the circumstances arise that prompt you to think that way!

Can you look in the mirror and give yourself honest

one-word judgments/assessments of these 46 types:

Men? Old men? Young men? Middle-aged men? Women? Old women? Young women? Middle-aged women? Children? Infants? Toddlers? Adolescents? Teenagers? Black people? White people? Blondes? Brunettes? Redheads? Bald-headed people? People with wigs? Toupees? Beards? Mustaches? Tattoos? Face piercings? Tongue piercings? Pierced Ears? Indians? Pakistanis? Mexicans? Frenchmen? Muslims? Jews? Irishmen? Asians? Fast talkers? Slow talkers? People who don’t look you in the eye? People with bone-crusher handshakes? People with fish fillet handshakes? Rednecks? City slickers? Tree huggers? Overweight people? Underweight people? Handicapped people? Athletes?   

     Here’s my best guess on scoring: 

• If you dislike/distrust more than 10,  you have a problem that you should confront and deal with because it’s keeping you from being successful in your leadership role.
• If you dislike/distrust more than 20,  you’ll be happier as a hermit than as a leader. Cash in your assets and head for a cave.
• If you dislike/distrust more than 30,  please run, don’t walk, to the nearest psychotherapist and beg for help (and until you get help, keep yourself locked up at home watching Animal Channel)!  
• Ah,  did we raise some consciousness here? Good! Happy Week! 

# # #  

Your Small Business

Management Methods 

Getting Stale? Try This.

     It’s already September.  If your business is going to survive the year, you’d better get on the stick! Counting holidays, you’ve only got about 70 business days left in the year! Now is the time to hustle your butt! With Thanksgiving, Christmas, and Jewish holiday slowdown periods thrown in, you’re looking at super crunch time.

     This impending brain drain  is only going to be worse if you’re starting to feel like the economy has clobbered you into la-la land (and you don’t even live near Los Angeles!), and you and your business are getting stale.

     You’re trying? BS!  Stop trying and DO something about it! Hold a garage sale! You will get such a rude awakening by forcing yourself (and neighbors, if you’re the energetic type) to face up to the realities a garage sale produces:

• agreeing  with yourself to let go of prized possessions for a fraction of the prices you paid

• collecting  all these items together from every corner of your home

• pricing  and labeling each item

• picking  appropriate hours, obtaining necessary permits, and scheduling your life accordingly

• promoting  and advertising with posters, local newspaper ads, flyers and signs

• moving  your complete inventory into your driveway or yard or garage 

• making  sure you have enough change and single dollar bills on hand     

• displaying  your inventory in the most appealing manner (and, heartily recommended, writing an informative or enticing headline for each major piece you offer for sale

• dealing  with garage sale “professionals” who will come knocking at your door 30-60 minutes before your announced time — an interruption you can count on even if you advertise 6am; they’ll show up with flashlights; set your coffeemaker for 4:30am

• smiling  and greeting every visitor like a long lost cousin without being too pushy or too salesy

• moving  and rearranging items to keep most enticing-looking items up front and to keep table surfaces constantly filled

• accepting  that some people will rip you off by short-changing you and/or by outright stealing stuff when your back is turned — and that it’s generally best to bite the bullet and ignore these incidents by reminding yourself how desperate or deranged an individual has to be to be trying to make off with an extra dollar and a quarter’s worth of junk

• returning  unpurchased merchandise without feeling rejected

• inventorying  your sore feet and back, as you count up your meager profits

     If this experience  doesn’t turn you and your business attitude into a fresh new direction overnight, I’d be astonished. The experience of being the whole business and making all decisions and responding instantly and keeping positive customer relations as you make sales, is enlightening to say the least.

     The awareness’s  and perspectives you gain will shed new light on your business and freshen up the approach you’re taking to make the rest of this year work FOR you! 

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  Hal@Businessworks.US   302.933.0116

  Open Minds Open Doors 

   Thanks for your visit and God Bless You.

  Make today a GREAT day for someone! 

When you give people the

benefit of doubt, they’ll take it!

     If it’s leadership  you seek to provide and succeed with, DO NOT give people “the benefit of doubt”! Just don’t! I think that 99 times out of 100, you’ll be sorry! You’re in sales, or you own your own business, or manage a business or major part of a business… all, one in the same; all require you to be selling something all day every day!

     When you give someone  — a customer, a prospect, an employee, a vendor, a referrer, an investor — the benefit of doubt, she or he will take it. And what creek does that leave you up without a paddle? Why set yourself up for reaping non-performance?

     Isn’t it like having someone  with a poor track-record for reliability telling you the check is in the mail? What’s the worst that can happen by you being an assertive non-believer? You end up making a wrong judgment about some one’s behavior? Then apologize and get on with life.

     It happens every day.  Life is too short to wallow in having made a bad judgment call. On the other hand, by calling the other person’s hand (politely of course; nowhere here am I even suggesting a demanding or arrogant or feisty or pushy or aggressive tone; nowhere!), you will simply be jogging a slow responder.

     My best totally non-cynical guess,  by the way, is that slow responder is a term that probably describes a minimum of half the people on the planet. And many of these folks will actually be grateful for the little prod. So stop annoying yourself with thoughts that you may be annoying to others.

     Your job  is to get your job done, right? And hopefully it’s to accomplish that task in the most respectful and considerate manner possible. But maybe it’s time to examine whether you are in fact getting your just reward, getting what you’re entitled to, and getting your due in a timely fashion.

     I’m not just talking about collecting payments here.  Decision-making delays are at least as big, if not bigger, of a culprit to contend with. It doesn’t take long for a sales pro to learn that “maybe” is the worst possible response to get from a prospect or customer. “No” means you can cut the line and let the customer or prospect drift out to see with a smile and wave.

     “Maybe” means now you have to hang on  to making repeated efforts at repeated expense with repeated energy and still only have 50-50 odds of success. People who say “maybe” or tell you to “call back” next week, next month, next year, are, in my opinion, time-wasters 99% of the time!

     They do not deserve the benefit of doubt.

     And if you give it to them,  repeatedly, you may be looking at some pretty miserable odds for ulcers and business failure. I once had a very successful and highly respected sales manager who kept this sign over his desk:

BE NICE. BE FIRM. BE DIRECT. BE UNDERSTANDING.

LISTEN. BUT DON’T GIVE OR TAKE ANY CRAP!

GET (AND VALUE!) A “YES” OR “NO”!  

# # #  

Consultant: person

from 100 miles away

with a BlackBerry and laptop.

You better believe it  that clients give more respect to consultants from “out of town.” Besides that the out-of-town guy’s perspective is “totally fresh,” clients love to talk about the fact that they have a consultant who’s “totally hosing” them!

Why?  Who knows? And who cares? How to UN-do this unrealistic, warped mindset is what really matters. The best consultants are those who get the job done on schedule, pleasantly and reasonably.

And, by the way,  EVERY client loves consultants who are willing to work on a partial performance incentive basis! Hey, why not? Prove yourself. If you’re so sure you can solve the problem, you should be willing to bet part of your compensation on it, and of course charge more … especially where sales or savings commissions are possible! You can be fairly certain the out-of-town guy won’t do that.

First of all,  if you’re serious about wanting to do consulting work of any kind — regardless of your expertise — start with and communicate confidence (not cockiness!) by recognizing that you know more about the subject than any client, or your services wouldn’t be required.

Second,  roll up your sleeves and get to work being a consultant before you’re even hired to be a consultant. Show the client how you function be getting right to the heart of things. Take any minor issue raised in a discussion and ask questions. Listen carefully. Analyze and make recommendations. Do it in a relaxed manner.

And stop worrying  about giving away your expertise by solving problems that you’re not asked to solve and that you’re not being paid for yet. If you think you can do it, do it!

Avoid getting tangled up  in contracts, long-term agreements, petty lawyer-style compensation terms (Do you want to pay someone by the quarter hour for reading your email or letter or for listening to your phone call that outlines the basic logistics of what the working arrangements will be?) Like NIKE says, Just Do It!

If repeat business and referrals  are important to you (duh!), then focus on getting the job done, instead of telling how great you are. Track-records don’t produce sales unless you’re a major name athlete. Ongoing demonstrations of knowledge and know-how, and resources, and ability to communicate clearly will land the assignment AND solve the client’s problem.

When I started as a consultant,  I hired a consultant to “sit in” as my “assistant” and then later badger me with devil’s advocate questions to force me to stay tuned in and come to terms with my own problem-solving and communication skills. It was worth every penny! (Uh, you DO remember what a “penny” is?)

Bottom line:  There’s NOTHING can compare to working for yourself! If you’re out of work, have special knowledge and skill, have integrity, communications skills, and confidence … stop making excuses and go for it. You don’t need a BlackBerry and laptop. Just start with a phone, email capability, business cards, and determination!

# # #

Travel in circles

of authenticity!

     I used to teach  my entrepreneurship students to carry their business cards everywhere. I even suggested that a couple of laminated cards tucked into a bathing suit pocket or workout or yoga bag wouldn’t be a bad idea. They thought I was nuts!

     I’ll tell you what…  you find me someone who is a self-made business success who doesn’t always have a business card available, and I guarantee you that an inheritance played some role. Proactive business owners and managers know that most explosive business opportunities come from where you least expect them.

     I’ve had people  track me down with a ten year-old business card that no longer had the same address and phone numbers. And of course you can find anyone these days on Google. The point is to not discount the value of every contact you make every day.

     Networking isn’t about  a great grip handshake, a business card exchange and a teethy smile. Networking isn’t a flashy passing or a thunderbolt. Networking is all about cultivating the relationships you initiate.  Here are four thoughts, and a bottom line…

One:

Take the time and trouble  to jot down the date, event, and some memorable trait or visual or vocal characteristic or attribute on the back of every business card you collect. “Red hair / wire-rim glasses / unbuttoned collar / infectious laugh” are the kinds of comments that will help bring the individual back into focus after a hundred other cards and a hundred hours pass. 

Two:

Write something personal  on the cards you give out, especially to someone you really want to remember you. Scribble a connecting website or 2nd email address that’s not printed on the card, your cell number, or a book title you recommend.

Three:

Follow up. Follow up. Follow up.  Nobody does it. I’m not talking about being annoying or badgering; don’t waste your time. I mean if someone mentions they have a child with a special interest or need, and you run across information that’s related, send it along: “Saw this and was reminded of our discussion; thought you might be interested.”

Four:

The biggest and/or best business deal  you ever get is likely to come –as they say at the ballpark– from out of left field. It may be a contact you never dreamed of being productive, or one that comes as a second or third person referral from someone else who you never thought even noticed you.

The Bottom line . . .

Don’t write anyone off. 

The world is getting smaller every day.

People who like you and what you have to say

will talk about you and make sales for you . . .

when you least expect.

Oh, and expectations, by the way,

breed disappointment.

Value and appreciate everyone you encounter

regardless of appearances or stature.

What goes around, I’m reminded,

comes around!

Travel in circles of authenticity! 

# # #

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Hal@Businessworks.US   302.933.0116

Open  Minds  Open  Doors

Many thanks for your visit and God Bless You.

Make today a GREAT day for someone!