Asking “Why?” Breeds Excuses!

“Ours is not to reason why.

  Ours is but to do or die!”

(source unknown, but help me out please if you know it)

     What makes this such a powerful one-two-punch thought is that it is based on the fact that anytime we ask “Why?” we are setting ourselves up for inaction.  We are investing ourselves in maintaining the status quo.  We are committing ourselves to going nowhere. We are on the road to over-analyzing!

     How is that possible?  Scientists are always asking “Why?” things do what they do, or “Why?” things are the way that they are, and their analytical pursuits end up helping all of us . . . hardly the stuff of status quo!  And what about accountants and history teachers?  They earn their livings by questioning “Why?”  And doctors need to check medical histories in order to . . .

Nope! 

Asking “Why?” Breeds Excuses! 

Period.  

     Imagine the range of answers to the question, “WHY were you late to work?”  Are any of those answers NOT a “reason” or “excuse”?  Now imagine the answers to instead asking, “By the end of the day, can you please give me–in writing– three ways that explain HOW you will prevent yourself from being late to work?” 

     Excuses (aka reasons)are responses we give out of laziness, ignorance, lack of self-discipline, lack of sense of reality, or when we seek to rationalize or explain something (like history teachers, archaeologists, sociologists, and accountants whose careers revolve around analyzing the past).

     Oh, and –by the way– the same do-nothing mindset infiltrates the entire vocation of self-proclaimed “SEO Specialists” and “Sales Conversion Specialists” who seem more often than not to simply be experts at smoke-and-mirroring you into a corner.  They LOVE when you ask “Why?”  Guess (ahem) “Why?”  They salivate at the thought of dragging unwitting non-geeks into their dark and mysterious corners of overkill analysis, and charging higher rates the darker it gets! 

     The bigger the organization asking, the more valuable the SEO and sales conversion answers pretend to be, and the results?  Well, the results in big-company cases are both more expensive to obtain AND more readily offered as justification for changes that should have been made on the fly, months or years ago without all the “Why?” questioning in the first place.

     In entrepreneurship training

and coaching, we call it

   “getting tangled up in your underwear.” 

(Not exactly a flattering image!)

     BUT it is this very point that in fact distinguishes entrepreneurs from the rest of the business world.  A genuine entrepreneur will not typically care about “Why” something is the way it is as much as taking trial and error steps immediately to do something about it.  True entrepreneurs believe in themselves!  “Don’t analyze the thing to death; you think too much!” you’ll often hear an entrepreneur say.

     An outstanding American business leader I knew in my second full time job always said that he didn’t ever want to hear problem-centered discussions about who did what to whom or when or why, that he was only interested in the solution, and that there was no better way to find the right solution than to try out what you believe to be right, and keep trying and acting on it over and over. 

     In retrospect, my guy must have been listening to Thomas Edison who disavowed public mockery of his 9,999 failed attempts to invent the lightbulb by simply explaining the attempts as 9,999 discoveries of ways that could be eliminated in his quest.      

     Passive minds do nothing.  Analytical minds exhaust themselves in circles of reasons, rationales, and excuses.  Active minds get things done. 

     Any entrepreneur will tell you that some action is always better than no action, and that the only way to move forward is to move, to act on gut instinct and limited knowledge . . . because, in the end:

Instinct and limited knowledge

     are all we ever have anyway.    

# # #

THICKEN YOUR SKIN!

     Everybody sells or has to sell something

all or some of the time. 

Whew, now that’s a brainful of thoughts! 

     What I’m saying here (and run the risk of offending some by offering an “in other words” interpretation) is that anybody who sells anything, which means YOU (unless you’re a hermit or a castaway with a Wilson soccerball!), odds are great that you need to run an internal (inside your head) crusade to wipe out self-doubt!

     We can discuss what makes the odds “great” some other time; just trust me for now as I share with you “like it is” . . . IF YOU CAN’T shake off (like your dog after a swim) the worryworts about what your concerns are of the impressions and opinions others have of you —by worrying about what you think they think– you are dooming yourself to failure.

     At a time when more people are looking for fewer available jobs and the challenge to compete harder is tougher than ever, you cannot afford to short-change yourself or second-guess your actions or underestimate your abilities.

     You are what you are and worrying about what you are not will not make one iota of difference. 

     If others like, appreciate and respond to you and what you have to offer (regardless of whether it’s product or services for sale or your job qualifications), that’s great!  If they don’t embrace your ideas or what you have to sell, it’s their loss.  Period. 

     Don’t busy your mind with overkill analysis.  Move on to the next opportunity.  There is always a next opportunity that comes from what you make happen, and you can only make things happen when you’re free from dwelling on what didn’t happen! 

     You think maybe this sounds good but isn’t practical?  Wrong.  It sounds good because it IS good.  Making things happen and dropping the things that don’t along the way, are both a matter of choice. 

     Simply recognizing that your behavior is your choice will often turn the tide by itself, and other times will prompt you to free your mind up sooner rather than later.  It feels pretty stupid to be wallowing in disappointment and feelings of failure when you are thinking that you are CHOOSING to wallow and feel sorry for yourself. 

     Okay, and what will make all of this thinking work quicker and more effectively?  Getting in touch with the “here and now” that’s in your face (and that’s passing you by, NEVER to be retrieved if you’re busy wallowing), and the best way to do that is to TAKE A FEW DEEP BREATHS. 

     Circulating more oxygen to your brain makes you more alert and tuned in (kind of the opposite of wallowing).  Deep breathing also circulates more blood flow to your muscles, making your body more relaxed, less tense, more prepared to be going forward. 

     You’ll find four (just 4) VERY simple, detailed steps for making the most of deep breathing elsewhere on this site.  Try the “Magazine Articles” tab above, and click on the second article link (“Are You Breathing?”) in the lefthand column. 

     Oh, and as you thicken your skin, remember to believe in yourself, will you?  You are unique.  There is no one else on Earth exactly like you!   halalpiar   

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Can you answer this

barrage of questions

to your own satisfaction?

     Do you believe in an “educated consumer”?  What do you do or not do to promote that?  Do you actually teach prospects and customers about your products and services while emphasizing benefits (because you know of course that people buy benefits, not features). 

     Do you educate others about your industry or profession?  Do you share the dirty little secrets of your industry or profession with customers and prospects?  (And please don’t pretend there aren’t any!)  How do you do this or not do this?  Are you sidestepping what needs to be transparent?

     Do you inform customers and prospects about your competitors?  HOW do you do that or not do that (i.e., what steps do you take or not take regarding this point)?  Are you gracious about it?  Aggressive? 

     Do you only accentuate the positives?  How do you like to have salespeople deal with you?  Do you represent information to customers and prospects with an air of pomposity or humility or a little of both?  Or neither?  Again, how do you like to have other salespeople deal with you?

     Do you ask questions first and listen [the most effective salespeople listen 80% of the time and talk 20%] carefully, or just launch into a lecture?  Do you lecture or inform?  Do you share just the right amount of information that the customer or prospect wants to know (vs. too much or too little)?  How do you know?

     Are these questions reminding you to listen more?  Are you choosing to feel annoyed by these questions?  Or are you choosing to feel invigorated by them?  Are you remembering to put youself in the customer’s/prospect’s shoes (empathy) or just steamrollering forward, or shooting from the hip?  Do you paraphrase and offer examples?  Do you ask for feedback? 

     Do you get tired of other salespeople when they blabber?  At what point do you say something or simply walk (or run) away?  When you think about the salespeople who have lost you as a customer or prospect, how did they do that?  What does it make you think of?  What are you learning about your SELF right now?  Hmmmmm?

     Okay, well this is all just getting you ready.  Tomorrow (now that you are primed or re-primed about how to deal with them), we’ll start focusing on how to get those customers and prospects in the door!  See you then.      halalpiar   

# # #

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Are you FOR SALE?  Of course!

You’re looking at this because you couldn’t quite figure from the title why you should be included here because you’re not a sales rep!?!?

Guess what?  You’re a sales rep!

Whether you like it or not, whether you agree or not, whether you think you’re above it all or not because you’re an accountant, doctor, lawyer or Indian chief, the sad-but-true news is that you ARE a SALESPERSON!.

Why such an adamant statement?  Because it’s true.  All of us –even if you’re not officially in a sales role or sales function or earning sales commission– are selling something (Our selves?  Our ideas?  Our work?  Our religious beliefs?  Our political persuasions?  Our experience? ) and we do this selling every day, even most of the day for most people . . . some, actually, all day long!

Many folks out there (particularly those who like to categorize themselves as “professionals”) don’t like to think of themselves as being in sales because they consider sales a low-life business function and think it compromises their integrity!  Right?  I know you know who I’m talking about.  You can probably rattle off a list of some of those clueless, self-aggrandizing-types.  (Maybe print out this post to leave anonymously on a qualified desk?!)

So, without further ado, HERE (TA-TA-TA-TA-TA—TA-TA!): 

 IS REALITY!

REALITY IS that people don’t buy THINGS! 

REALITY IS that people don’t buy SERVICES! 

REALITY IS that people buy P E O P L E !

Granted that –at one time or another– all of us have had to be an unhappy customer or prospect when we’ve found ourselves (by choice of course) in a captive situation that really offers little choice.  Remember having to pay $4.50 for one small bottle of water in the middle of the trade show floor at the fancy hotel?

Why?  Because there’s just two of you manning your booth and you were thirsty enough to start chewing perspiration out of your socks (well, yuch, that’s like a little over-the-top thirsty, isn’t it?).

Anyway, the bottom line is that, unless you have no place else to turn and could lose your job for trying to turn, you really do have an easy choice with every purchase for every product and every service.

And the deciding factor for that choice that you have will inevitably be the person representing what you’re looking to buy.  Because (of course you know what’s coming here): People buy people!

You already know this if you are an officially designated sales rep.  Though you may occasionally forget to practice what you know when you overlook a bit of good grooming or good manners or good listening . . . or when you spend too much energy ticking off product or service features instead of benefits.  Sound familiar?

If you are NOT an official sales rep, you might first of all want to try the job for a few days to see for yourself why it’s just as challenging and stressful and professional as any other career (accountants, doctors, lawyers and Indian chiefs included).  Okay, you don’t want to do that.  Can’t say I blame you.

Being a professional salesperson is very demanding work because it requires you to be alert and on your toes literally every waking minute . . . with, even, laminated business cards folded into your bathing suit pocket while on vacation!

The point is that no matter who you are, no matter what you do for a living (even if you’re a teacher or government employee), no matter where you live (unless you’re a hermit!), YOU ARE A SALESPERSON!

The sooner you realize and accept this, and get to work learning more about sales so you can be better at it, the more effective you’ll be as a human being and the more productive your business and organizational efforts will be.  The best place to start is with a mentor.  Know any good salesperson willing to train you in return for referrals and leads perhaps?  Are you FOR SALE?  Of course you are!

# # #

 Hal@BUSINESSWORKS.US        or comment below

Hi there, I’m “Getting Stale!”

What’s YOUR name?

     Do you think the answer to the old question, “what’s in a name?” is “nothing!”?? 

     Whether your business name is old (Hershey) or new (Smart Car), if you don’t reassess it regularly (at least annually), odds are it needs a tweak, a facelift, a transfusion, or a lobotomy! 

     Step back from the name and ask yourself if it’s still as meaningful, insightful, engaging, and competitive as it once was.  Does it play off of or make use of positive established associations (the Prudential Rock and MacIntosh Apple)?  Does it tie itself to positive, known or established concepts (Gorilla Glue)?  Is it born of positive, known or established (even competitive) name parents (Viagra from Niagra, Hondai from Honda)?  Does it offer a double entendre experience (Cluck U Chicken)? 

     Does your business name set up a branding line, themeline, rhyming or alliterative payoff (“You’ll never bite a burger better than a BUBBA!”)?  Is the URL taken (or purchasable)?  Is it easily visualized (Friendly’s)?  Has it some unusual aspect to its meaning or appearance (The Burger King crown, the colored Google lettering)?  Does it fit with where you are and where you’re going (EZPass)?  What would it take to achieve a fit? 

     Does it need total transformation or just a slight nudge (The New York Mets from The New York Metropolitans)?  Might it be presented as a new division or department or subsidiary of the old existing name in order to gain more market relevance (MsNBC)?  Is there too much “goodwill” accumulated with the old existing name to consider a departure or could it be time for introducing “the son or daughter or brother or sister of” the old established name (“From the makers of . . .”)?

     Why are you still reading this if you have no serious doubts?  If you’re a new or small business, the kind of transition suggested is certainly simpler and less-expensive to achieve than with and old or large business.  On the other hand, old large business name transformations (ESSO to EXXON, for example) can be historic and have monumental impact if they’re executed properly. 

     I drove by Charles Brown Glass Company yesterday, and thought, had that been my name and business, I would have bitten the proverbial bullet (and probably upset my grandparents) by simply using my less formal “Charlie” to capitalize on all the icon cartoon character references out there.  Wouldn’t you enjoy telling people you worked for or delivered to or supplied or represented or bought glass from Charlie Brown?  (Maybe even hire a receptionist named Lucy and pack the glass for delivery in “Linus Blankets”?)

     I know, I know, here come the lawyers!  But it’s pretty hard to legalize someone out of using their real name even when it’s an already-famous one.  BJ’s Bar in Ocean City, Maryland, must be thrilled beyond belief that a new BJ’s merchandise buyer’s club has just opened in Southern Delaware, half an hour away, accompanied by massive regional advertising that inadvertantly urges the public to both sets of business doorsteps.  

     What’s in YOUR business name?  Does it work?  Where’s it going?  Will changing it in any way get you where you’re going quicker, more productively, more profitably?  halalpiar

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Got a flounder fillet handshake?

     How about the opposite?  I met someone the other day whose handshake practically brought me to my knees.  After we talked awhile, and I asked about it, she said her father always taught her to act tough when she was nervous, and bone-crusher handshakes seemed to satisfy her agitation. 

     Don’t you love being greeted by a salesperson who’s looking over your shoulder?  Or at your feet, the top of your head, your belly button?  Your spouse? 

     And of course there are also the ones we always jump at the chance to buy from, the ones whose faces look like they just stepped in dog poop on their way in the door, or who must surely have run over their grandmas with a reindeer, or who are still pretzeled-up with glaring angry eyes and wrinkled brows a full hour after being cut off by an oozing dump truck on their commute to work.

     And then to put the famous Horse and Dog trainers to shame, there’s the “People Whisperer.”  Or on the flip side, the backslapping loudmouth.  

REMIND YOURSELF:

• When you own or manage a business, every single thing you do every day is a form of selling yourself or your ideas.
• A sale is made or broken in the first ten seconds.
• The first ten seconds of every encounter is consumed by first impressions (which don’t get a second chance) and those first impressions have largely to do with handshakes, eye contact, smiles, and a moderate and engaging tone (and volume level) of voice.       It’s the attitude you project that makes or breaks. 

     Yes, of course, clothes and grooming, but I have to assume you know how to bathe and dress yourself, clean your nails and stuff like that.  But you know what?  I once saw a total slob sell a $35 million company in twenty minutes with nothing but charm and some decent financial statements. 

     You wouldn’t have taken the chain off your front door if he appeared on your stoop in the dirty, bedraggled outfit he had on.  Yet he absolutely glowed as he delivered his sales spiel.  He had the magic.  He made things happen. 

     The man had a smile and tone of voice that made you want to hang on and listen and trust him.  His eyes screamed with enthusiasm but engaged others with a sense of acceptance and camaraderie while his voice left listeners hearing only rationality and justification for the purchase decision.  It was reassuring. 

     You would never dream to have looked at your watch.  His day-old whiskers, scuffed shoes and wrinkled wrong-size suit were never noticed by the decision makers.  He listened.  He exuded confidence and pride and energy and the attitude that he had what was needed at a reasonable price.  He did in fact.  The same business is worth billions today!  So is the man who sold it.

     STOP TODAY FOR JUST A MINUTE.  Hitch up your belt and boots.  Look in the mirror and give yourself your best smile.  Shake your own hand firmly (turn your left hand pinkie up and thumb down to create the right effect!).  Tell yourself:

“I am the best there is at what I do and people need what I have to sell and they are willing to pay what I ‘m asking because I have the magic!” 

     (Right!  Now do it again like you mean it!  Without genuineness, attitude takes you nowhere!)  You might rather want to conduct this little rah-rah session for yourself in your own bathroom instead of the hotel lobby.  But do it.  And remember to pass on all the good feelings it raises because it does, and because you can, and because you never know who your next customer might be!    halalpiar

# # #

If you have no customers

to start with, don’t start! 

Q. What single factor drives most business ventures under? 

A. Poor management. 

     You were thinking finances perhaps, or unproductive employees, or inability to compete effectively?  These negatives can certainly kill off great ideas and intentions quickly, but they all come from poor management.

     A key indicator of poor management (funding, employee and competitive status are not always evident, nor are they always indicative) is the sense of desperation (or ignorance) that accompanies strategic marketing pursuits focused on gaining new customers.

     The best source of business is existing and past business.  Period. 

     When you can present your sales message to those who have already been your customers, the task is always easier and the expense involved is always less because you are dealing with people or entities to whom you (your business) are (is) a known factor.  You have a history with them. 

     At some point, past customers have already paid you for your products or services.  They already know what you’re about and accept you for what they know.  You needn’t start from scratch to get their attention.  You need only to remind them of the positives of their experiences with you, and bring them up to date with your business.  This can be done for minimal expense. 

     The same can be said for existing customers– in spades!  You already have the ears of the people you are currently dealing with.  They wouldn’t be existing customers if they weren’t pleased with your business.  You don’t need to shout or drumroll your message.  You don’t need to underscore the benefits of your products and services. 

     You need only to maintain active communications, introduce new ideas and developments and give them what I call “Stand-On-Your-Head-And-Spit-Wooden-Nickles” service.  This can be done for zero expense!  

     When marketing gets expensive and drives businesses to the wall, is when over-zealous bursts of advertising, promotion, PR and Internet (more the former than the latter) are unleashed in attempts to get new customers. 

     NEW customers are VERY expensive to solicit and sell because you must start with the assumption that they don’t know you and perhaps never heard of you.  This means you have to get their attention, grab their hands, convince them to stay attentive and walk them through the benefits attached to your sales message, then motivate them to open their wallets.  Desired results are seldom produced. 

     Except for one in a billion odds, this is a long, drawn-out process that takes huge amounts of time, energy, and money.  Building a business slowly on the strengths of each past and present customer relationship will create new customers for you without all that draining output.

     The problems for brand new business ventures are even greater!  Where do you get past and present customers when you’ve just opened your doors? 

     If you have no customers to start with, don’t start! 

     If you have a small handful of customers to start with, you need to be prepared to commit your every waking minute to nurturing and cultivating that small handful until it’s an armful, and then a truckful . . . 

     Failure to do exactly that is one reason 9 out of 11 new businesses fail in the first 3 years and that it takes 5 years on average just to break even financially.  This notion goes full circle back to the top of this post: poor management! 

     If you’re an entrepreneur and this hasn’t scared you off, be prepared to pursue your ideas to the exclusion of all other pursuits, and recognize that this level of sacrifice often breaks up personal relationships and entire families.  Still there?  Then stop reading this and get moving!  halalpiar

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“My assistant’s love life? 

…more than I wanna know.” 

(And I’m actually afraid of her finding out about mine, so I keep a distance!) 

“And what’s so bad about that?  After all, I’m not running a social service organization here; this here’s a business.  There’s no room for touchy-feely, warm/fuzzy, cuddly-wuddly (“cuddly-wuddly”?) stuff — least of all between me and the people who work for me.  If we don’t keep a respectful distance, the work will never get done, and my granddaddy always said: “Don’t fish off company docks!”

WOW!  Some good arguments there, Mr. Hardass, and I’m sure that strategy has worked well for you because you’re still in business while others around you keep tumbling.  But, you know what?  Odds are for sure that you’re not getting the productivity levels you deserve out of those you employ.  Here’s why:

KEEPING THE BEST PEOPLE means treating them like they are the best, all the time, no exceptions, even when they screw up and you choose to feel angry about it. 

You might try, instead of anger, to choose (yes, anger is your choice!) the path of a constructive guide by:

1) Taking some deep breaths to calm down your neurological system, relax your muscles and stimulate more oxygen to your brain to become more alert.  You may have to quietly walk away or gently close your door to force yourself to concentrate on your breathing for a minute or two, then

2) Chalking it off to a learning experience for the employee (AND for your self for not having forewarned or kept on top of the issues involved) and taking some solice that the employee probably feels badly enough without being chastized.  Try instead asking for (in writing by the end of the day!) three ways to specifically prevent that kind of screw-up in the future, which puts a positive focus on problem prevention (vs. negative nonproductive scolding).

3) Remembering that Maslow’s Heirarchy still rules HR’s motivational universe of successful companies.  Small frequent rewards that specifically address the personal needs of each individual always motivate best, and can usually be more economical.  A recognition seeker will prefer a plaque to cash.  The parent of a crooked-toothed teenager will prefer one-time orthodontist bill payments over a permanent salary raise. 

The point here is that you will never be able to know what makes your people “tick” –and each marches to a different drummer– UNLESS you make more of an effort toward intimacy!  How will you ever know about the teenager’s teeth, for example, unless you’ve had some kind of informal small talk discussion with the parent over lunch or coffee?  Would you even know that person has a teenage child?

And it doesn’t stop with that.  We often change our wants and needs literally overnight.  A local TV interview, for instance, with the regognition-seeker may satisfy that need to the point where a plaque has no meaning. 

The teenager’s grandmother may have just come up with the cash for the braces, prompting the parent to be more interested in ressurecting pursuit of new tires for the family car.  (Again, a much cheaper and more appreciated one-time-expense reward for good work motivates more than a permanent ongoing salary raise!)  The trade-off to taking the time and trouble to know your employees better is that it will –in the end– cost you less and increase your business productivity levels.  

So, bedroom habits?  No.  Getting a fix and keeping tabs on each individual employee’s changing wants and needs?  Yes.  Listening carefully?  Yes.  Caring enough to provide the kinds of support –within reason of course– that those who work for you really need?  Yes.  Take the time; it pays!   

halalpiar

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What better way to boost your

business than to learn how to

write killer copy and content?

     Okay, a slight departure tonight to fit in a couple of news items . . .

     The Delaware Technical & Community College Spring “Business & Professional Development” promotional booklet and the College’s “Personal Development” promotional booklet both arrived today, announcing upcoming course offerings, including two I’m scheduled to teach that a number of you have asked about.  Here are the two course offering descriptions:

     Business & Professional Development

1)  BETTER BUSINESS WORDS WORK!  Learn how to boost your business and professional practice revenues with better writing!  Focus will be on writing business plan narratives, strategic marketing plans, business correspondence, reports, creative marketing and advertising for all traditional and non-traditional media applications (Website, email, print ads, news releases, broadcast commercials, brochures, billboards, direct mail, “elevator speeches”).  For owners, managers, entrepreneurs (15 hours, 1.5 CEUs); 2/4-3/11; Wednesdays; 5:30-8pm; 6 sessions. Georgetown, Delaware Campus.  $195 EYC212 231-2  Registration Info: 302.854.6966  www.dtcc.edu/owens/ccp

     Personal Development

2)  IMAGERY WITH WORDS.  Explore ways to paint fiction and nonfiction pictures with words.  Proven methods for strengthening your creative writing skills will be shared.  Sessions include stress and time management how-to’s for writers.  Tap your inner resources and sharpen your writing wits.  All levels of writing skills are welcome.  Participants will present one-minute weekly reports and bring a work-in-progress for personalized coaching  (10 hours); Wednesdays; 5:30-8pm; 4 sessions. Creative Writing Center of Delaware in Lewes, Delaware.  $119. ENO 289 271-2  Registration Info: 302.854.6966  www.dtcc.edu/owens/ccp

     Please share this information with anyone you think might be interested who lives in Delaware or the Eastern Shore of Maryland, or (especially in the case of the IMAGERY WITH WORDS sessions, anyone who lives in the Cape May, NJ area who might commute via the Cape May-Lewes Ferry.  Thank you for your ongoing support.  Tomorrow night is back to business as usual.  Have a GREAT Tuesday!  halalpiar 

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Yes, you’ll live. Take two aspirin,

and call me in the morning!

     I read a study that said something like 94% of all doctor and hospital visits, even to emergency rooms, are for (drumroll): reassurance! 

     The extent to which we all need to have our backs, shoulders and tops of our hands and heads patted while being told that we will live after all, and that everything will be okay, seems highly improbable in the face of what the exaggerated tv news coverage and drama series portrayals would have us believe.

     I mean who among us hasn’t cringed at the thought of being thumped onto stainless steel and wheeled like so much beef through the butcher’s back door, into the chaos and hysteria of ER, or Grey’s Anatomy, or House, or Chicago Hope (reruns), or General Hospital, thinking we’re at death’s door but still not be a priority case because others (jumpers, stab and gunshot wounds, drug overdose and heart attacks) are dying quicker? Aaargh!

     Anyway, these thoughts surfaced today in a “BURRIS UNIVERSITY” customer service training session I ran for 25 management team members of BURRIS LOGISTICS http://BurrisLogistics.com on the Delaware Technical & Community College www.dtcc.edu campus in Georgetown, DE. 

     Participants who volunteered feedback comments in the training room, and many who approached me during and after were particularly vocal about the reassurance values of the material and methodologies covered (including stress management, behavioral focus and choices, written communications and listening skills, and the pursuit of increased self-awareness as keys to dealing better with others). 

     Based on this writer’s firsthand experience facilitating over 500 management training programs, the participation and energy levels of this particular cross-section-of-management group from 15 different Connecticut-to-Florida BURRIS locations, was exceptional.

     And it was a genuine pleasure to be the designated deliveryman of reassurance. 

     Reassurance increases self-confidence. Increased self-confidence boosts feelings of self-esteem. The combination serves to eliminate or minimize feelings of self-doubt, inadequacy and skepticism that hold us back from making progress . . . even hard-charging entrepreneurs need reassurance. Reassurance triggers sales and builds customer loyalty.

     Don’t you as a parent evoke the same confident behaviors and obvious feelings of self-worth from a small child when you pat him or her on the head for “a job well done”? Doesn’t this patting business work wonders on the family dog? Don’t you like it when a spouse or partner or boss or customer pats YOU on the back, even if it’s just a verbal pat? And don’t you perform better?

     Reassurance works wonders. Try some today. See how many backpats you can give out in one week! A dozen? More? I’m sure you’ve got what it takes to be that generous with your (deserving of course) compliments!    halalpiar  

Special thanks for inspiring tonight’s post to Kirk Hoover, Atlanta, GA, Vice President of Business Development, and Wendy Singer-Lowry, Philadelphia, PA, Director of Purchasing for BURRIS LOGISTICS

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