Vinay Kumar

Selling for Introverts: To Succeed, First Sell Yourself To Your Toughest Critic!

2012-02-01T19:30:00.000-05:00

Yes, you read the subject line correctly. In order to succeed in selling, or anything for that matter, you must first sell you to you. In the context of selling, this means you must answer with an affirmative yes, with complete honesty, the following 3 questions:

Do you see yourself selling, and that too what you're selling and to whom?
Do you believe in yourself and your selling abilities? If not completely, are you absolutely committed to working on yourself and doing whatever it takes to improve?
Do you see how your selling will help you live the life you want to live?

You see, when I failed in my first sales job with the oil company that I talked about the other day, truth be told, there was nothing wrong with the organization, nor the job. Rather the problem was me. At the time, I just didn't see myself in selling, I lacked self-confidence, and I doubted my selling abilities. In addition, that was my first job out of college and at the time I was a 5'5"125 lbs skinny little dude (why I share this will make sense as you read the next paragraph). More then my size, I was just immature, plain and simple.

And yet I was calling on bunch of rough and tough contractors who were much bigger than me, they had seen life in ways I hadn't, and in many ways they grew up in a different world than I had. Given my immaturity and lack of self-confidence, I not only felt intimidated by them, I felt I didn't fit in. Thus the foundation on which I was trying to do my work was weak at best. I had gone into something, while I had the intellectual capacity, in many other ways I just wasn't ready at that time.

This is a realization that occurred to me much later in life as I gained professional and life experience. And it took me even longer to accept and verbalize what I just shared. Thus, given my experience and lessons learned, I can say with complete certainty that if you're about to enter sales, or are having a tough time in your current sales role, I would urge you to reflect on the above questions and answer them with complete honesty. Then from your answers you'll know what you need to do next in order to succeed.

So again, if you're going to succeed in selling, remember that you must first face and sell yourself to your toughest critic, your toughest prospect. And that is first you must sell you to you. Once you do that, and do it with absolute conviction, you will then have a strong foundation on which to build your sales career and achieve lasting success.

Selling for Introverts: Quiet Persistence Breaks Down Resistance

2012-01-31T20:48:00.000-05:00

In my post From Dog Food to Filet Mignon, I share my selling journey as an introvert and how I went from failure to success. In this post, I want to continue and share some additional lessons from my selling journey.

When I returned to selling the second time, 10 years after having failed the first time, I still hadn't really learned how to sell, nor about target marketing, defining a niche, speaking, writing, serving on committees, and so on--elements I talk about in my post From Dog Food to Filet Mignon. These elements came much later in my selling journey, as I gained experience and learned more about selling.

When I went back into sales, I began by selling door to door, calling on local businesses. I didn't know any other way. And I figured that I have to start somewhere and at the time door to door method seemed as good as any. So I mustered up my inner strength, grabbed my bag and off I went.

I would begin each day visiting high rise office buildings. In each building, starting with the top floor, I would visit each company on each floor asking the receptionist who buys their printing. If he/she gave me a name, I would leave a handwritten note for that person letting them know I stopped by and that I would call them later to request a meeting. Then when I returned to the office, I would type out letters and mail 'em out to these folks, reintroducing myself. Then few days later I would follow-up with a phone call to request the meeting. Of course, I heard the usual objections and faced numerous rejections. Still, along the way I also got some meetings, by following this system day after day.

In those cases where the receptionists didn't give me the name of the buyers during my initial visits, I would call them back at lunch hour. At that time usually a temp was covering the desk. These temps were more than happy to talk and would freely give out information. So that would get me what I needed to start with within those companies and I would be back in the game.

Given I was selling door to door, and that many buildings had "No Soliciting" signs, there were also times I would be escorted out the buildings by security guards. But hey, buildings are permanent, security guards are not. In those situations, I would simply go back some time later and often there would be new guards who wouldn't recognize me.

In addition to above, if I didn't get a meeting, I would keep revisiting the offices and over time that too would lead to some opening. Either they felt sorry for me, just got tired of seeing me, or whatever. It didn't matter. I eventually got my foot into many doors this way in many places, and that's what mattered. It frequently started with a small job. Then as relationships strengthened, larger sized and repetitive orders followed.

So what's my point in this post? Their are several and they are:

Don't let anyone ever tell you that introverts can't sell. We can, we do, and we do it very well, in the right environment.
Don't ever tell yourself that you can't do something. That's hiding behind "That's how I am". No you're not. Those are stories we tell ourselves and they don't serve us. Look, I am introvert. Even though the above was uncomfortable, tough to do, and very unnatural for me, once mind was put to it, it got done. It was simply a matter of will. In addition, failure was not an option. I had resigned from my well-paying secure government job to go into business and there was no turning back. I had to succeed. Plus, truth be told, I hate to lose.
When you're feeling stuck, unsure what step to take, just do something. Some action is better then no action.
Don't strive for perfection but rather continuous improvements. Many introverts are notorious for perfecting and they'll do something only after it's perfect. And since it's never perfect, no action is ever taken. And that results in no results. Therefore, strive instead for improving. As long as what you do today is better then yesterday, and what you do tomorrow is better then today, you're doing great.
Follow a sales process, a system. It'll keep you focused and on track.
Don't let anyone defeat you. The only person who can defeat you is you. If you decide to succeed, you will. It may not necessarily happen on your time frame. But if you hang in there long enough, keep showing up, consistently keep doing what you need to do, success will follow.
Be creative, be persistence. If you can't get in the front door, try the back door. If the back door doesn't work, try the window. If the window doesn't work, try the attic. If that doesn't work, dig a tunnel. Look, where there is a will, there is a way.

Bottom line is that persistence is a key element of selling. And we introverts have this natural talent where we can focus and stick to something for a long time. So leverage this natural strength of yours and quietly persist my introverted friends. Then success is simply a matter of time. Guaranteed.

From Dog Food to Filet Mignon: My Selling Journey As An Introvert

2012-01-29T07:50:00.001-05:00

Are you a highly educated introverted professional who is required to sell your services and meet revenue goals, as part of your job? Do you ever doubt yourself and your abilities to sell? Do you feel uncomfortable with the idea of selling, and being viewed as a sales person? When it comes to selling, many introverts doubt their abilities to sell. I used to be one of them.

My very first job out of college was as a Sales Engineer for a major oil company. Landing on the job, after receiving some initial product training, I was given a car, a territory, a map, and told go at it. I was to call on contractors selling commodity items that included fuels and lubricants for heavy machinery. While I was thrilled to have a company car, it was not exactly what I expected the job to be. It was frankly a pure selling role. Never figured out at the time where the engineer part was that was also part of the job title.

In any event, thinking sales people are supposed to be outgoing and that it's about fast talking, back slapping, shooting the breeze, I tried to do all that. I even grew a mustache so I would look older than I did at the time, so people would take me seriously. In hind site, I must have looked awfully stupid because as an introvert, such behavior is so counter to who I am.

Nearly every day frankly in that job was a misery, and I hated it. While I loved the part about learning and meeting people, I just couldn't get used to idea of me selling. And frankly I hadn't gone to college and studied Chemical Engineering only to then become a salesman. But I loved the car and I was finally making some money, and so was too hesitant to quit. Finally, much to my relief, my employer kicked my behind out the door. While it hurt my ego, I said to myself "Thank God". And I wowed never to go into sales again. (Though I failed at the time, it would be decades later I would come to see this part of my career as a gift. That's a topic for another time however.)

Well, as they say, never say never. Ten years later, I was back doing Business-to-Business sales, and it is here I came to see that in the right place with the right offerings, we introverts can really sell and do it very well. In this new role, I decided to just be myself, and it worked. As a result of some steps, which I learned through many trials and errors, I ended up enjoying numerous referrals, highest margins, strong client retention, and remained top producer for a long time.

How did I succeed in sales the second time? Here it is:

Gained Expertise: Having a passion for learning, I spent countless hours learning about all aspects of the business. I become an expert in the business, in what we were selling, and to whom I was selling. I learned the ins and outs of what I sold, how it was produced, and how our offerings benefited our customers. This also meant I made the time to understand who our ideal customers were, what challenges they were facing, how our offerings helped them, and what made us different-unique from our competitors.

Freely Shared Expertise: As I enjoy writing and sharing knowledge, I wrote articles, participated actively in various electronic discussion groups, developed and delivered training courses. These writings led to my being invited to serve on various committees and speak at conferences. In the process I came to know many people within my target market, and more importantly they came to know me. All this contributed to my establishing visibility, credibility, and trust.

Asked for Face-2-Face Meetings: This is one area I had to push myself out of my comfort zone. Given people within my target market were coming to know me through above mentioned activities, getting meetings became easier, over time. Still, I had to make conscious effort to reach out and ask for meetings, for business, for opportunities to serve. Initially this was very uncomfortable and over time with practice it became easier.

Helped Solve Problems: I enjoy helping people solve problems. Therefore, in meetings, I never tried to sell. Frankly I couldn't do it even if I tried. Instead I asked numerous questions, took time to probe to understand clients' needs and challenges. Then when it made sense I helped them understand how what we offered could help them. In other words, selling happened when it made sense and this naturally led to business. Of course there were many times I had to still ask for the business. But when the value was clear, it really wasn't very difficult to do.

Built Strong Relationships: As I like people, many of my clients in time also became my close friends. Though I am no longer in that business, some remain close friends to this day. Building such relationships made business more enjoyable and led to much more business too, from both existing clients and their colleagues who were referred to me.

Went Deep, Went Wide: As client relationships became stronger, I was given opportunities to help them solve more and more problems they were facing across various departments. This led to my taking more of my offerings deeper into my clients' organizations. This not only helped them, it also led to relationships becoming more "sticky", i.e. making me less likely to be displaced by a competitor.

Remained Curious, Constantly Asked Questions: By on-goingly asking clients questions such as "how am I doing?" and "what more can I do for you?", they gave me lots of feedback, which we used to make improvements and develop additional offerings. They told me what's important to them, what they need, what made us stand out from the competition, and so on. In essence, customers told me how to sell to them and what to sell. Doesn't get any better then this.

Bottom line is that introverts can and do absolutely succeed in selling. So if you're an introverted professional who is required to sell and generate revenue as part of your role, fear not. If I can do it, you can too. Just be yourself, and just do it. Leverage your natural strengths, take types of steps I shared above, and success will follow in due time. I can guarantee it.

An Introvert's 5-Step Process to Becoming A Better Listener!

2012-01-27T06:22:00.000-05:00

I was recently asked, "How do I become a better listener?" Given that I find many who are so busy running their mouths and pushing to get their points heard, I wonder at times if talking is a national sport that I don't know about.

Becoming a great listener is really a very simple process, yet one that's not always so easy to follow. It's a process many introverts are naturally great at and with practice, even talkative ones can master it, if they choose to. Here it is:

Stop doing what you're doing
Make gentle eye contact (not stare)
Open your ears
Shut your mouth, and keep it shut. Do not interrupt.
When the person finishes saying what they want to say, before responding, pause for a few moments. Similarly, after you ask a question, remain silent giving the other person time they need to formulate their thoughts and respond. Silence is a very powerful force that's very much a critical part of being a great listener.

Now you may ask what do you do when you're in the middle of something that you absolutely must attend to right then, and someone comes into your office and starts talking. I can totally relate to this for at times I am in the middle of a deep thought and someone just walks in and starts talking without first asking me if I have a moments to chat. It really bugs me.

For such moments, when I really am not able to give undivided attention, or don't want to get away from what I am focused on, I have learned to say something like: "I really want to hear what you have to say. If it can wait just a bit, may I please finish this and then I'll be able to provide you my undivided attention." I find people appreciate and respect this. Plus, it's a better option then trying to do what you're doing and at the same trying to listen. Just not possible and no one feels satisfied in such an exchange. You end up feeling stressed and the other person generally ends up thinking you're insensitive (or some other choice words they use for such instances) for your not paying attention to them.

(I must come clean here though and admit that I have been there, trying to do both, and in the process having been labeled as such. Just ask my wife and my kids, who are my 3 biggest supporters and also my biggest critics. Trust me, they don't mince words.)

On the flip side, this also means that when you have something to say, before going right into your spiel, ask the other person first if they have a few moments. Only if they say yes, then go into what you want to say. If they say no, not right now, respect their space and come back to them at another time.

Go ahead, give it a try.

Introverts: Do You Ever Feel Like Something is Wrong With You?

2012-01-25T12:26:00.000-05:00

Back in January 2010, I wrote a post entitled "Workplace Challenges Being an Introvert". In response, one of my blog readers recently shared:

"I'm such an introvert, and recently was told by my brother that I'm "wrong" for not talking to my relatives the way he does...I'm just not talkative, but of course that comes off as "bitchy"..I've been criticized for being quiet for a decade (I'm 21), and it's terrible to have to go through that, feeling like something is "wrong with you"...when actually, I'm a nice, friendly person with deep, meaningful thoughts...sometimes I don't know what to do with myself."

First of all, if you're an introvert, I am sure this resonates. If it does, rest assured that there is nothing wrong with you. Unfortunately, given how we introverts are wired, we often come off as such to those who don't understand us. What varies are the choice of words used to describe us. Yet underlying messages are similar. And in each instance we feel misjudged.

Having said that, we have a choice. Do we want to continue to go through life being misjudged, defending how we are,while remaining silent and "hiding" behind "that's how we are?" Or do we want to do something about it? If you choose the later, here's something for you to think about, and then do.

Next time someone misjudges you, why not first thank them for they have given you invaluable feedback. Secondly, ask them "What's the one thing you could say or do differently, so that you don't come off as...bitchy...aloof...arrogant...disengaged...? If you genuinely ask for guidance, people will provide it to you, from a good place.

By doing so you will gain valuable actionable guidance, and then you can accordingly adjust your behavior as needed for the given situation. And you can do this in a way that doesn't negate who you are while at the same time communicating to others the real authentic caring nice person that you are on the inside.

Now, if you were to choose this path, which you can for many things in life are acts of will, and therefore doable once you put your mind to it, what would your relationships, personal and professional, look like? What obstacles would be removed? What opportunities would become available to you? In a nutshell, what would become possible for you?

So, with this said, which path do you choose?

5 Reasons God Made Introverts!

2012-01-12T05:19:00.000-05:00

Being a quiet type, growing up I used to think something is wrong with me. At gatherings it appeared talkative ones were the popular ones. As for me, I would mostly sit quietly observing and listening as others chatted away. So many times I used to wish I had the gift of the gab as those who could make small talk at the drop of a hat had. While my brain would be active, listening with curiosity. While I can focus intensely and think deeply, when it comes to making small talk, I seem to blank out. All the while I would sit there feeling self-imposed internal pressure that I should also be saying something but then wouldn't know what to say. Somehow talking for the sake of talking still doesn't come naturally to me, and frankly superficial conversations don't interest me either.

Then it occurred to me that at the very basic level, God created two kinds of people. There are those who are mainly talkers, and then there are the listeners. Why is that you ask? Imagine for a moment if we all were talkers. Then who would we talk to? On the flip side, if we had mainly listeners, then who would we listen to? With this realization, I accepted that I am the listening type and others are the talker types. And we both need each other.

In our society, broadly speaking, talkers are thought of as extroverts and listeners as introvert. With this said, I wondered, while we introverts don't talk much, what do we do that makes us special? Why did God make us for He doesn't make anything without a purpose? As I reflected on these questions, 5 overarching reasons came to my mind. They are:

Natural Listeners: Have you ever wanted, needed to talk to someone who would give you undivided attention, really listen to what you have to say without interrupting or cutting you off, patiently take the time to understand you and your views? This is one of the areas where introverts really shine because since they are not talkers, they are naturally great at listening, both to what you say and also to what you don't say.

Discoverers and Problem Solvers: When I think about many of the scientists, researchers, engineers, mathematicians, technology types, I find many of them are introverts. They have immense patience to quietly persist, focus intensely, think in depth and pay attention to the smallest details as well as at the same time see the big picture and the interconnectedness. They can go in great depths in to specific subjects and stick to it for long long periods of time, which is what is often required to come up with something new, and to solve complex problems. In fact, my observation is that many of our subject matter experts, particularly in technical and scientific areas, tend to be introverts.

Knowledge Bearers and Sharers: I find many introverts, possessing strong writing skills, patiently sit at their computers putting out journal articles, blog posts, publications, books and so on. All this serves to educate and inform. That in turn influences decisions, actions and ultimately outcomes for many.

Natures Glue: Introverts in my experience don't like too much change. As result, whether it has to do for example with a job, a project, relationship, a business, introverts prefer to stick. Having the desire for predictability and stability, they prefer to stay for long periods and as a result serve as a stabilizing force. They also serve as a calming presence for they don't get overly excited too easily, and they tend to think before they talk. In today's uncertain fast changing climate, such calmness that introverts naturally exude is so welcomed and so refreshing, at least to me as an introvert.

Strong Long-Range Planners: Introverts don't tend to jump into new areas very quickly. While this can be a disadvantage in crisis situations (areas where I find extroverts tend to be stronger), when it comes to long-range planning, creating order out of chaos, solving complex problems, introverts are generally very strong. They can patiently think ahead, develop and analyze options, identify gaps and problem areas before they become costly mistakes, and come up with solutions and alternative approaches. Many times because they are such patient thinkers, they have the strong ability to also sit back, reflect, see the big picture and identify how various pieces connect.

So if you're an introvert, feel great about yourself for you have so many reasons to be thankful for being one. And for the introverts you know, please share this with them and thank them for the goodness they bring into all of our lives. Thank you.

Introverts: Your Time Has Now Come!

2012-01-09T05:58:00.001-05:00

For the longest time, primary means of communication, achieving visibility, and establishing credibility and personal brand involved mostly verbal communication, which is extroverts' natural strengths. These means included telephone conversations, face-to-face meetings and networking, and speaking.

While there were means of written communication available, such as writing articles for newsletters and magazines, given the costs, time involved in publishing, and limited available space, getting published was time consuming and not as readily available. Thus putting introverts at a great disadvantage given their preference for the written words.

Today however situation is very different and it is very favorable to us introverts. This is because majority of business, and even personal, communication now takes place via means that require writing, which is introverts preferred means of communication and their natural strength . These means include email, electronic discussion groups, social media platforms such as Facebook, LinkedIn, Twitter, blogs, electronic newsletters, self-publishing, to name just a few.

These widely available, inexpensive, and easy to use platforms combined with introverts natural ability to think deeply, communicate complex concepts and ideas through witting provides us introverts great opportunities to share our knowledge, our expertise. Thus positioning us as the experts and the go-to-people for solutions. By taking advantage of these means and taking time to share what we know, we now have the means and the power readily available to us to develop immense networks and establish strong personal brands via means that play to our natural strengths.

Therefore introverts, your time has now come to shine and get to the top. Leverage these modern means to establish your personal brands that will serve you well. The way I see it, I can't think of a better time for us introverts then now. Given this, what next step will you take to increase your visibility, establish firmly your personal brand, and to take your turn to be at the top?

Is What You See Really What You See?

2012-01-07T11:05:00.000-05:00

Is it possible for multiple people to see the same situation and yet each see it very differently, have different thoughts and feelings about it, and each reach very different conclusions in regards to it? Then depending on what and how each sees what they see, that will impact their choices, decisions, actions, and outcomes?

Let me share a recent situation to illustrate this. A young college gal, who was feeling very sad at the time, came to talk with me. After she settled in, I gently asked her what's going on, and then patiently waited in silence for her reply. I find some conversations just can't be rushed. After some time, she said "all my friends are leaving me".

After few moments of again silence, respecting what she shared and reflecting on it, I asked if I can ask a question. Upon permission, I asked "Is it that your friends are leaving you, or is it that they are leaving?" After some exploration, it turns out what she really meant was that they are leaving, moving out of town, changing colleges, graduating and moving on. This was a critical distinction to explore with her, to understand for myself as well as for her own sake, as to whether she felt they were leaving or if she saw it as them leaving her. This was important for each frame of reference implied very different thought patterns and would lead to then different explorations to help her through it.

Moving forward, though she logically understood them moving on, she was still very sad for she felt once they left, they are gone forever and she'll have to make new friends. In addition, she wondered what's the point for if she makes new friends they too will leave one day.

After few more moments of silence again, I further inquired by asking: How is it that by them moving that the friendship can not continue? Is it not possible that by your friends moving, rather then your circle getting smaller and you being alone, your circle of friends and professional contacts is actually getting bigger and you'll have more places to visit and to turn to? For as they make new connections and you maintain the friendships, then your circle of friends can actually get even larger?

As she reflected on this, after some time, a smile emerged. As she came to this realization, her mind started turning as she thought about the various places she could now visit, and develop even more friendships. Finally she left feeling joyful, feeling light, and filled with new possibilities. All as a result of simply seeing the situation through a new lens, seeing it differently then what she at first saw it as.

So getting back to the question "Is what you see really what you see?" next time you see something, ask yourself if what you're seeing is really so. Consider exploring different possibilities, seeing it from multiple angles. And then see what new possibilities emerge for you. As you did this, in what ways do you think this could ultimately impact you? Can you think of a recent situation in your own life where what you saw was really not what you thought you saw? And once you shifted your perspective and saw it differently, everything from that new seeing led to different thought patterns and ultimately different outcomes?

Introverts: Have You Ever Felt Misunderstood?

2012-01-05T05:32:00.000-05:00

Have you ever been asked these types of questions?

You OK?
Is everything alright?
Are you angry, upset about something?
Something bothering you?

Have you ever been labeled as:

Distant
Loner
Scary
Intense
Cold
Loser
Impersonal
Aloof
Quiet as a Mouse
Slow
Hesitant
Picky
Dull
Anti-Social
Not a team player
Low energy
Boring

If you're an introvert like me, I am sure this resonates for when you have been asked such questions and mislabeled as such, deep down you feel so misunderstood. I know, for I have been there. And I must admit that hasn't necessarily felt good.

Good news is that there is something you can do about it. You can overcome these perceptions by your starting to take one simple action. While at first this action may feel uncomfortable for some, know that you can do it, and it may even impact your life in a very positive way. Here it is:

As you run into your friends, family, work colleagues, and other people in general, rather then looking away, make a conscious effort to look at the them, or at least towards them, and say something letting them know you acknowledge their presence. For example, assume this person you run into is named John. When you and John approach each other, take the lead and say something like this:

Hello John
Good Morning John
Have a great day John
How was your weekend?
Take care guy. Have a great day

When you don't know the person, still say something simple like "Good Morning" or "Hi There". You get the idea. And look, it's not that complicated. You just have to look at, or towards the person and move your lips and make a simple sound. It's this easy and it's very doable. If I can do it, someone who was once labeled as quiet as a mouse, you can do it.

Warning: Initially this new action of yours may shock some people. They may even wonder what you're up to, what ever happened to you, or what you been smokin'. But that's OK. Let 'em guess. Go ahead, have some fun with this. :)

You see, reality is that we introverts do acknowledge others but we often do it in our heads. As a result, others don't know that and therefore we introverts get misjudged and mislabeled. Frankly speaking, we bring it onto ourselves. So the choice is yours. You can continue down the same old path or you can take the bull by the horn and make the shift by starting to take small yet powerful steps as suggested above to begin to connect, and reap the rewards that follow.

So, what will you choose?

The 3-Step Program to Take Back Control of Your Time!

2012-01-03T18:25:00.002-05:00

As I move about and talk to various people, I see so many who seem to be constantly feeling overwhelmed. As I do, I ask myself:

What are these people so busy doing?
When do they have time to think?
How is what they're doing helping them and their organizations move forward in a significant way?
Is some of what they're doing possible to simplify, automate, delegate, or perhaps just stop doing all together? If they did, would anyone miss it? Would their be any noticeable impact?

The more I thought about this, the more I realized how important focusing is. Focusing on things that matter, that have the greatest impact, that move you and your organization forward in significant ways, and stop doing things that don't.

The questions then arose in my mind were while this sounds nice, where does one begin to take back control one's schedule, and what's the process by which one would regain greater focus and control? As I reflected on this, what surfaced in my thoughts is what I will refer to as The CI Model (CIM). Image is above.

In CIM, there are 4 Boxes. They are:

Box 1: Important/No Control
Box 2: Important/Control
Box 3: Not Important/No Control
Box 4: Not Important/Control

As to what I mean by these terms, it is as follows:

Important: Activities that move you, your team, and your organization forward in a significant way towards established goals. These are activities that have significant pay off in comparison to time and resources invested.
Not Important: Activities that don't move you forward towards established goals in any significant manner. These are things that take up physical and mental resources yet payoff is relatively small, if any at all, considering the effort and time investment.
Control: These are activities that must be done by you given your expertise and qualifications. In addition, you get to decide whether these are to be done, or not done, how they are to be done, and when.
No Control: These are things that fall on your plate but they don't need to be done necessarily by you, if they need to be done at all in the first place.

If you agree with this so far, below are the 3 steps to follow to take back control of your schedule and focus on what matters most. The time you invest in doing this will more then pay off in freed up time and resources. In other words, time investment will be relatively small in comparison to pay off in the long-run. Here are the 3 steps:

Step 1: Do a brain dump. Empty your brain. Write down everything that is on your plate right now.
Step 2: Move each of the items you have listed into appropriate boxes within the CIM.
Step 3: For items listed within each box, do as follows:

Box No. 4 - Immediately stop doing it.
Box No. 3 - First, question if this needs to be done at all. If not, stop it. If it does for some reason, renegotiate with whoever assigned this to you, to get it moved off your plate. If you can't get it off your plate, look for ways to streamline it, automate it.
Box No. 2 - As much as possible, focus your time and energy in this box for this will lead to greatest impact. The more you focus here, the more you and your organization benefit.
Box No. 1 - Its important to do this work but its not necessary that you do it. Therefore try to get it off your plate and look for someone else who can do this, both to free up your time and that it could serve to develop an upcoming colleague who could benefit by taking this on.

Go ahead, give this a go. This will help you not only take back control of your time (and your life), it'll also help you remain focused, in control, and lead to greater gains for you, your team, and your organization. Everyone will win.

Say Yes to No, to Kick Start the New Year!

2012-01-01T07:34:00.000-05:00

US President Obama carried his campaign on the slogan "Yes We Can!" Growing up "Can Do Attitude" was drilled into us. There are numerous books on "Getting to Yes". On and on it goes. With all this emphasis on "yes", whatever happened to "no"? I think it's feeling left out. And come to think of it, what's wrong with saying "No We Can't", "Getting to No", and having a "No Can Do Attitude"? After all, isn't saying no just as powerful as saying yes?

By saying yes to so many things, don't we often begin to feel like we're not living a life that is our own? Don't we end up taking on so many things that don't energize us, don't fulfill us, cause us to lose focus, and don't move us forward towards what we want? So why do we say yes so often?

Now look, I have nothing against the word yes. It's a perfectly fine word. But just because it has one one more letter, doesn't make it better. So isn't it time we honor and give "no" the respect it also deserves?

If you agree with this, I invite you for a moment to stop doing whatever you're doing right now. Spend some time in quiet reflection and list out all that is on your plate. Then ask yourself, of all those things you just listed, which ones can you stop doing right now. What can you say no to. Then take the next step. That is stop doing it. Just say no. It's that simple.

For as you do, you'll discover that it'll free you up to say yeses to the things that truly matter. You'll become more focused, more effective, more joyful by saying yes to things that move you forward and no to things that don't. At the end of the day, isn't that what you really want?

Yes? No?

*****

P.S. If you're leading teams, I encourage you to share this with each of your team members and ask them to do the same. Imagine how many valuable resources will get freed up which you can then redirect to doing more of what will move you and your organization forward.

Can Introverts Lead?

2011-12-30T09:21:00.002-05:00

Given that society seems to correlate outgoing personality with leadership ability, many introverts question in silence if they'll ever be considered for leadership positions, and if they were, would they even make good leaders.

I recall in a session I was conducting, couple of introverts asked me if they should just stick to technical work since they are introverts. And another one of my blog readers who is an introvert recently wrote to me saying that it seems organizations consider extroverts more talented.

As I see it, introverts can and do lead, and they can do it well. In fact, in today's turbulent rapidly changing times, I believe introverts bring a sense of calmness which is so in need. Furthermore, according to Jennifer Kahnweiler, author of The Introverted Leader, nearly 40% of leaders actually are introverted. While this is good to know, as many of my blog readers are introverts, I wanted more information to share here as to why introverts too can and do make great leaders.

With that said, I refer here to an article that was published in the June 2004 issue of Harvard Business Review. Article entitled is "What Makes a Leader?" by Daniel Goleman, author of Emotional Intelligence: Why It Can Matter More then IQ. In the article, Goleman shares 5 key skills that enable leaders to maximize their own and their followers' performance. He also states that when leaders posses these characteristics, they outperform those who don't, regardless of their personality type.

These 5 skills, along with how Goleman defines them, are:

Self-awareness: Knowing one's emotions, strengths, weaknesses, drivers, values, and goals-and their impact on others.
Self-Regulation: Controlling or redirecting disruptive emotions and impulses.
Motivation: Being driven to achieve for the sake of achievement.
Empathy: Considering others' feelings, especially when making decisions.
Social Skills: Managing relationships to move people in desired directions.

I believe you will agree that possessing these is certainly far less a matter of one's personality type and instead more to do with one's own development. With that said, again, introverts can and do lead. So for you introverts, take heart and stop doubting your leadership abilities. If you possess skills such as those listed above, you too can lead. And if you don't have these just yet, you can certainly work towards developing them.

Having said the above, it's point number 5, social skills, where many introverts tend to be challenged. In the coming year I will share some simple tips that are easy to apply and yet very effective in further developing social skills and through it building strong relationships. So be keeping a look out for these upcoming posts.

Can Introverts Sell?

2011-12-28T06:20:00.008-05:00

Having read my post "Selling for Introverts", a senior level professional at a well known US institution recently shared with me that she is being considered for a promotion, and that position will require her to drive revenue growth as part of her role, i.e. sell. Given her introverted nature, she asked if I thought she could be successful in such a role. She was experiencing self-doubt and wondered if an extrovert would be better suited for the role.

In our society, sales is traditionally viewed as a role for those with outgoing personalities. Yet I believe introverts too can and do succeed in sales. The real question to me is: In which types of sales and sales environments are introverts likely to be more effective and more successful, for both themselves and their organizations? I will answer this question in this post.

To use the classic metaphor, there are two types of sales environments. First type is in which one is required to possess excellent hunting skills and in the other farming. Thus, two types of sales people, the hunter and the farmer.

In an organization where sales success depends on hunting, that is you "eat what you kill", I would not recommend it for introverts. In these situations, one has to be in essence constantly "Dialing-for-Dollars", be on the go searching and hunting for deals. Here you close one deal and then move onto finding your next one. It's endless. Sales in such environments tend to be very transactional, relatively simple from complexity view point, and with little opportunity for reoccurring revenue. For example, think selling life insurance, vacuum cleaners, driveway sealing.

If however the sales position is within an organization that meets the following criteria, then it's a great fit for introverts. These criteria include:

Solutions are complex, requiring in depth subject matter expertise
Success depends on cultivating and building long-term relationships
Markets are highly targeted
Sales once made turn into reoccurring revenue
Opportunities exist to implement multiple solutions within clients organizations
Achieving success requires long-term mindset and one that is focused on providing solutions to complex problems rather than selling simple products
Organization supports, and even actively encourages, your being active in groups such as associations that represent your target markets, publishing articles, speaking at conferences, conducting workshops

If you're an introvert and are contemplating a career in sales, or you are in a position that requires you to sell as part of your role, ensure you are in the second type of organization where your success will be based more on your farming skills than hunting. Given your expertise, here you will sell from a place of being an expert, a consultant, an advisor. In such an environment, you are bound to succeed, provided you:

Patiently, consistently, diligently follow a sales process
Enjoy being the expert and freely sharing your expertise to help customers solve their business problems
Take time to not only understand technical nature of your offerings but also how they apply to your customers to help them achieve the business results they desire
Grasp both technical language and business language and become comfortable in both worlds
Enjoy getting out and building strong relationships
Enjoy helping others succeed as well as find joy in winning, for simply the sake of winning and being your best at what you do

If you're an executive within a sales organization, just look around and see for yourself which types of sales professionals are being more successful within your own organization. I believe you'll see a pattern as to which types achieve greater long-term success given what you are selling and your sales environment.

So to answer the question stated in the subject line, yes, introverts can absolutely sell, and do. And to achieve long-term success, just make sure you're in the right environment where you will be able to leverage your strengths, maximizing your success as well as that of your employer.

*****
PS. For those of you who have some fear selling, I like to recommend a fun and inspirational book, written by my good friend Myron Radio. It's called Dream Makers and is available at Amazon.

Introverts: Rise Up and Leverage Your Strengths

2011-12-26T12:11:00.048-05:00

Back in January 2010, nearly two years ago, I wrote a post entitled "Workplace Challenges Being An Introvert". Since that post, I have received emails from around the world from fellow introverts. Here's what they wrote:

I'm facing the possibility of being fired for this very issue. I'm somewhat dumbfounded. On one hand I'm being told I'm doing a good job but on the other that I don't come across as a "team player". It's awful.

I have built a successful business and I really care about my people. Yet there are many who think I am cold, impersonal, distant, uncaring. Look, I am just quiet by nature and I don't say much. What am I supposed to do? How do I show them I really do care?

Since I am not talkative with an outgoing personality, I am not seen as a leader. As a result, I am feeling stuck where I am. What do I do?

I find myself uncomfortable talking in groups. I have seen many who are open and don't feel shy. Organizations consider them more talented.

My year-end reviews usually start out with how talented I am but end up with how I need to engage more.

I've been able to function at a pretty high level, but that's only gotten me promoted to a job that requires cold calls. I can't see a way to get around it. Can you offer guidance to make these as painless as possible? It's fear of rejection that holds me back. And being an introvert, I wonder if I can really succeed at this?

I am an introvert and I know my stuff. But part of my role requires me to sell, which I am very uncomfortable doing. Should I just find another job? I mean, can I really sell since I am not one of those outgoing types?

Look my fellow introverts, I understand what you are going through for I am one of you. I live where you live, face what you face, and I know what it's like. To quote a famous line by US President Bill Clinton, "I feel your pain".

With that said, have faith and know that you are not alone and that you have so much to offer. If my experience serves as an example, I know you can succeed as an introvert, not in spite of it but because of it. To do that, you just need to recognize, accept, and leverage your strengths. Here are some which I am confident you possess, as well as ways you can leverage them:

Expertise: You have innate ability to focus intensely on a subject, allowing you to go deep into it, master it, and internalize it. Therefore, continue to learn and strive to become THE best at what you do, which I am confident you do now already. You want to become, and will in due time by following what I am going to share here, the go-to-person for your expertise. This is a great place to be and it's one of the ways introverts can shine.

Share Your Expertise: Deriving benefits from your expertise occurs when you share it with others. Therefore, while as an introvert you may not prefer to talk much, you can I am sure write, which comes naturally to many of us introverts. I know I can spend hours on my laptop and totally love every moment of it, just like I am doing right now. Therefore, freely share your expertise by blogging, writing and publishing articles, books, manuscripts, contributing on various discussion groups. I do just this. To get an idea of how I do this, read my post Association Membership: An Introverts Best Friend.

Ask Questions: Given your expertise in your subject matter, you are well positioned to ask intelligent, probing, thoughtful questions. This is what I do mostly. It comes naturally to me and I really enjoy it for by asking questions, I don't have to talk much, I am constantly learning, AND people get the impression I am a great conversationalist. Frankly, all I do is mostly ask broad open-ended questions, sit back and listen, and continue to move the conversations forward.

Self-Improvement: For those who tell you you're not engaged and that you're not a team player, ask them these types of questions: What am I doing, or not doing, that gives the impression I am not engaged, am not a team player? What would I need to do and say differently that would demonstrate I am? Probe. Ask questions. Subtly challenge their thinking. Then apply what you learn to yourself (more on this later in this post). Try it. One important point here to note though. Do this not to prove others wrong. Instead ask from the point of view of having a sincere desire to learn and improve. To do this, you'll need to ask questions to find out how you're being perceived and what you need to do differently. If you ask, they'll tell you. For in the end, we can only change ourselves, not others.

Listen: Connected to your asking questions, leverage your listening skills. In fact, being an introvert, you probably don't listen only with your ears, you listen with your whole body. For good listening isn't about just capturing words. It also involves being comfortable with silence and quietly paying attention to factors such as body language, picking up emotions, tones, the spoken AND unspoken, to name just a few. Therefore, as an introvert, since you are not busy running your mouth, you can actually hear much more then what is said. By doing so, you can capture very detailed and very valuable information and insights that can help you and your organization. In addition, keep in mind that most people don't feel truly heard and they are dying to be understood, to be heard. You can give them that precious gift. By doing so, people will begin to actually reach out to you.

Having said the above, there are times where you still have to push yourself out of your comfort zone. By doing so, day by day, with practice your comfort zone will become bigger. In my own case, when I now attend gatherings, people are often surprised when they learn I'm an introvert. What they don't see is that I have to muster up my inner strength and self-confidence in such settings and push myself. It's not always easy but it's doable. So if I can do it, so can you. To get more tips on pushing yourself, read my post Public Speaking for Introverts.

In the end, know that at each moment, you have a choice. You can continue to let your introverted nature hold you back, keeping you where you are. Or you can choose to push yourself forward, and leverage your immense strengths, your talents, your God given gifts, that are inherent to being an introvert. If you choose the former path, and please allow me to be direct here, you are being a victim. If you choose the later however, you are choosing to be powerful. Which path will you choose? And yes, you do have a choice.

Having said all this, start with applying what I have shared here and then please follow back and share with me what you have experienced. Now go out and make this coming year a great year for you. I know you can do it. And along the way, should you have any questions or if want to talk, feel free to reach out to me. I am here for you.

In closing, let me leave you with this: Given what I have shared here, what's the one thing you will do differently going forward? Once you have answered this, go out and do it. For in the end, it's only action that moves us forward.

All the best to you!

Thank You for Making A Difference!

2011-12-24T09:30:00.002-05:00

First, I want to wish each and every one of you very joyous holidays. I also want you to know that you make a difference for me, which you may not realize.

Your subscribing to my blog, commenting on my posts, emailing me your thoughts, and sharing with me how something I posted shifted your thinking and which led to a positive result for you, has meant much to me.

As you may have noticed, I enjoy sharing my thoughts, and which I do only as they arise. As a result, my postings come in waves for I don't force these writing but rather I let them emerge. And while I experience joy through sharing, knowing I have you to share with, that gives me even greater energy, and purpose, to continue doing so. For I can't imagine what it would be like to write without having anyone to share these with and not knowing it they matter or make any difference.

In addition, from these writings so far have emerged my very first book (Customers: Love 'Em or 'Lose Em) and 4 articles that have been published in Association Now, a national magazine published by The American Society of Association Executives.

Moving forward, my post would not be complete if I did not also provide something for you to think about, to reflect on. With this in mind, as we come to the end of 2011 and beginning of 2012, I invite you to reflect on the following questions:

In regards to 2011:

What were some of your biggest accomplishments, ones that you are particularly proud of and you feel are worthy of celebration?
What are your top 3 lessons learned, ones that you will take with you into the future, that will help you personally and professionally?

Looking to 2012:

What do you want to accomplish by end of 2012?
What challenges and obstacles do you anticipate?
What support do you think you will need to overcome these and where can you get this support?
What do you need to pick-up, and more importantly let go of now?

Thank you and I wish each and every one of you much continued happiness and success in the coming year, and beyond.

How Long is A Minute?

2011-12-21T15:56:00.006-05:00

In response to my recent post So, What's Constant About Change?, Myron Radio, President of The R Group, and an authority on successfully guiding organizations through change initiatives, emailed me the following.

"In reference to the concept of Constant Change, Anthony Robbins once said, "If you're not moving forward, you're sliding back." In my experience, there are three types of Change... Evolutionary (constant improvement), Revolutionary (a major change taken on to vastly improve one's position) and Chaotic (we don't ever see it coming - think 09/11). The range of emotions one encounters across this continuum vary from "OK let's do this" on one end to "Oh no - what just happened"."

As I read this, I was reminded of an exchange. It went like this. Question asked was, "How long is a minute?". Response given, "Depends on which side of the bathroom door you're on." I believe this captures well the essence of how change is often viewed.

Returning to types of change Myron mentions, using 9/11 as one example, for those who planned it, it was most likely Revolutionary. Yet for those who didn't see it coming, it was Chaotic. In the business world, say executives of a large corporation decide to close an office. By these executives it may be viewed as Evolutionary, yet by those impacted, Chaotic. Of a reverse example, say there is a major earthquake that causes severe damage. For those affected it's chaotic, yet when viewed from a geological time perspective, it's evolutionary.

Based on the above, it becomes apparent that change has two sides. That is on one side there's the initiator and on the other those who are impacted. How then one views and responds to change becomes largely a function of one's frame of reference, one's mindset.

With this said, when change happens by which you are impacted, how do you see it, and respond to it? And on the flip side where you are the intiator, how do you see it and how do you expect others to see it and respond to it?

So, What's Constant About Change?

2011-12-19T07:43:00.005-05:00

There is a popular saying: The only thing in life that is constant is change. Given this, what I am questioning is within the constant change, what's constant? My thought process is that if we can recognize the constant within the change, and become comfortable with it, then change may not feel so much like change? Thus making it easier to accept and successfully navigate it?

As I reflect on these questions, I come to see that there are 2 elements within change that are constant. They are:

1. Existence of Gap

Everything that I can think of in our universe, including us humans, is in constant motion. At any given moment, we are here and moving towards there, where ever and what ever there is. It's different for different people, and we are often moving towards there on many fronts at the same time. This includes for example our careers, businesses, health, finances, relationships. This constant movement from here and there results means the existence of gaps. While nature of here and there as well as the gaps are ever changing, the presence of gaps is permanent.

2. Letting Go, Picking Up

To successfully and effectively move through these gaps, we are required to continually adjust metaphorically speaking our road maps. As in traveling, when current conditions and/or the destination shifts, so we must also make changes to the route.

Similarly, in change we are required to constantly let go of what no longer makes sense, and stop doing it. As well as we are also required to pick-up what is now needed, and start doing that. And this letting go and picking up becomes easier when we keep ourselves open and flexible to how we see and think.

In other words we don't get locked into our thinking, and when we find ourselves doing so, we are able to catch ourselves. This can happen when we continually intentionally challenge how and what we think--our thoughts, our assumptions, beliefs, perceptions and judgements. This means we don't get so comfortable in what is and instead that we remain open to what could be, what will be, the new reality.

By such constantly challenging, by choice, our thinking and looking through new lenses, we can become more comfortable with this way of being. Then overtime it can become easier to stop doing what no longer makes sense and pick up what does, given the change.

Therefore when we can become more comfortable with the idea of having a gap as well as letting go and picking up, perhaps change won't feel so much like change? What do you think?

Can Change Really Be Managed?

2011-12-17T20:42:00.000-05:00

I frequently hear the term "Change Management", and each time I ask myself, what does this really mean? And moreover, can we really manage change?

Think about it. Climate changes. A competitor develops a new technology making yours obsolete. A visionary CEO, as did Steve Jobs of Apple recently, passes away. In each of these situations, change happened. Could such changes really be managed? If they could be, what exactly would be managed anyways? What would one say or do?

The more I think about this, what occurs to me is that its not so much that we manage change but rather we manage how we view it, think about it, and respond to it. If you agree with this line of thinking, question then arises, what is meant by managing thinking?

As I have come to see it, it means continually bringing to surface, with sincere desire to understand and challenge one's own as well as that of others', underlying beliefs, assumptions, perceptions and judgments about the change.

It also means I believe to remain open to not only taking a look at the change from various perspectives but to then also take action to find solutions that take into account various perspectives. In other words, with this broader understanding, working together to develop appropriate response(s) to the change.

With that said, I believe that we don't really manage change. Rather, as stated earlier, we manage how we view it, think about it, and respond to it. Perhaps this is what is meant by Change Management?

What do you think?

7 Questions to Ask, to Keep Your Good People!

2011-12-14T04:05:00.001-05:00

Having a tough time keeping good people? Are you sick and tired of having to constantly hire and retrain? Is it draining your energy, and costing you a fortune? If so, read on.

Part of my work involves leading teams of highly qualified, technical experts who have significant experience within a very targeted niche. If any one of them left, it would be disruptive and very time consuming and costly to replace them.

When this realization occurred, I felt vulnerable. Then the more I thought about it, the more I realized how little I knew about each of my team members in-terms of what's truly important to them. In the absence of knowing that, I figured my odds of experiencing turnover would be greater. With this in mind I proceeded to schedule 1-to-1 meetings with each team member. After setting the stage, I asked them following questions, with desire to learn what's truly important to them, and what they were feeling and thinking in-terms of where they are and what they are doing.

What do you want out of your life and how do you see this position helping you?
When you think of your work, your career, what's most important to you?
What do you like about your work, and your being part of this organization?
What don't you like?
What would make your job more enjoyable for you, and support you in your goals?
What would cause you to start to think about moving on?
Going forward, how would you like me to support you?

While thankfully, overall team members were happy, here's some of what they said as to what more could be done to make 'em happier:

I want to get experience in managing people
I no longer want to manage people
I want to learn new things
I want to teach
Recognize me privately, not publicly
I want to go part-time
I want to do more research

Notice that not a single person said anything about wanting more money. While couple did say that they would welcome more of it, that was not their primary request. One person, who is in her 60's, even said this:

"What a fascinating approach to find out what makes me tick. I am totally honestly impressed! I have been employed since the age of 13 and can remember being asked directly such questions only once before; it was during a job interview rather then after being hired."

Since these interviews were conducted, with support of leadership, some small yet meaningful adjustments have been made allowing each team member to get more of what they want, and less of what they don't.

As a result, today the team I sense is much stronger, happier, and working better together. In addition, I am personally more at peace knowing we have a solid team in place. Of course, I continue to check in with each of them to see how they are doing for I see my role as to help them succeed and provide them resources they need so they can do what they do best.

If you're faced with good people leaving, I encourage you to give this approach and these types of questions a try, and then share with us what you learn. I believe you'll be glad and will be better off for having done so.

All the best to you.

8 Business Lessons from Santa!

2011-12-11T19:21:00.005-05:00

Have you ever wondered what business lessons we can learn from Santa, and his enterprise (Christmas Inc.)? I have been thinking about this and here are some lessons that I have learned.

Clear mission and clear primary target market: This guy has been bringing joy to millions of children year after year for eons. And so clear is his mission that pretty much everyone, from young to old, knows it.
Strong brand: Red suite, white beard, memorable jingles. So simple, so powerful. Even Steve Jobs would be envious. Think about it, lining up for iPhone is nothing compared to the number of people who line up year after year to see Santa.
Multiple offerings for his target market: Lighting products, forest products, candies, clothing, toys, music, decorations, souvenirs, TV shows, movies, to name just a few. He is clearly after share of your wallet.
Reoccurring revenue: Have you ever heard of Christmas being cancelled? Regardless of weather or economic conditions, business goes on. In addition, as population grows, so does his customer base.
Strong customer retention: Not only are his customers very loyal, they even actively promote his business. I bet Santa doesn't spend a dime out of his pocket on marketing, sales and advertising. Even Southwest Airlines I bet, no matter how great their service, doesn't enjoy such loyalty.
No turnover: Have you ever heard of one of his elves jump ship to another holiday? Ain't happening. So imagine, no recruitment costs, no retraining costs, no unemployment insurance to buy. And happy elves I am sure also means much lower health insurance premiums.
Strong team work: Clearly his team enjoys what they do and feel appreciated. Just imagine, as in Santa's workshop, what would your place be like if your people sang happy songs while working together side by side, day after day, year after year?
Clear roles and responsibilities: No confusion here. The Mrs. is in charge of operations, Rudolph and his team run the delivery vehicles, elves make the stuff. As for Santa, he does the delivery and is the face of the business. The allows him to interact first hand with his customers which allows him to gain first hand information on what's happening in his market.

Gosh, come to think of it, if he can run such a successful enterprise that truly is Built to Last, I wonder if he can get our economy and businesses back on track. Do any of you know if he provides business consulting? Would any of you happen to have his email address?

16 Ways to Show Staff You Care

2011-12-10T07:00:00.000-05:00

Having a firm belief that when you hire right and take care of your people, they in turn will take care of your business and the customers it serves. With this in mind, my friend Joe Isaacs, an association executive, and I published an article in this December's (2011) issue of Association Now.

The article is entitled "16 Ways to Show Staff You Care". For the benefit of my blog followers, I am posting the text of that article here. Hope you find some nuggets that you can apply to strengthen your own teams, and therefore your business.

*****

We've served associations as both senior management and as trusted vendor partners for more than 30 years. Over the years we have observed what contributes to organizational success among those who take seriously the adage "we are only as good as our people."

The art of developing positive staff relations can fill books, but here are 16 simple truth that we believe will foster trust and dedication, promote a shared vision and performance excellence, and inspire staff leadership and creativity.

Show faith in your staff's capabilities: Set expectations, provide needed resources and tools, encourage measured risk taking, and offer specific feedback.
Recognize it's not all about you: Know that your success is derived from your staff's success. Your role is to insure and help them be their best, not respond to your whims.
Watch performance and outcomes, not the clock: Work them hard when you need to and give them time off and the opportunity to work from home when they need it.
Get to know them as human beings: Recognize them by name and try to reward them based on their personal interests and preferences (e.g. concert tickets to a favorite performance for some, verbal praise for others). It will often mean more to them then just money.
Don't micromanage: Ask staff what they need to get the job done, but don't dictate how they should do it. Listen to staff for their important insights from the trenches.
Play to their strengths: Help staff find work that fits their natural talents and that they enjoy (even if it means a job elsewhere), and provide additional professional training when needed.
In case of mistakes, don't shout or punish: Talk it out, allow the staff member to explain what happened, and use it as a learning and growth opportunity.
Hold staff accountable for their efforts: Everyone brings something different to the table, but you don't want free riders or a sense of inequity to pervade.
Encourage managers to serve as mentors: A good manager is like a good coach, not merely a delegator.
Praise in public; criticize in private: Acknowledge staff's contributions in public every chance you get (including listing all staff on your website when possible and practical), and reserve sharing individual criticism for private moments. Do keep in mind though that some staff members prefer more recolonization to be private. When in doubt, ask them how they like to be acknowledged. They will respect you for asking.
Treat staff with respect: Model positive behavior you expect from them and you are more likely to have it reciprocated. Reflect professionalism but have a sense of humor.
Treat staff like adults and they'll be more likely to act that way: Make time for them when they need to talk to you and do so without judgement. And when appropriate, ask them for needed advice.
Recognize that some staff may not fit the culture: Remove staff members who are toxic to the workplace, no matter how good they are technically. Your organization will go on and be healthier for it.
Don't ask staff to do anything you wouldn't do yourself if asked by a supervisor: Listen to your gut in those instances and buffer your staff from unreasonable requests from individual board members.
Give them credit: Acknowledge to them and others routinely that organization's accomplishments are a result of staff's talent and their support of the organization's strategic directions.
Communicate honestly and fairly: Keep staff informed about the organization's progress as much as possible, and don't shoot the messenger when someone informs you of a problem.

*****

If you have additional suggestions, I hope you will share them. Thank you.

How Do You Get the Best From Your People?

2011-12-04T09:52:00.005-05:00

Do you know people in the workplace who are physically present but mentally checked out? Can you imagine the costs alone associated with such a situation, especially given that payroll cost is one of the single biggest line item expenses in majority of businesses?

Most of my work is in the area of people development and helping people build strong workplace relationships. This includes relationships not just with peers but also customers, for in the end people give their best when they work and do business with people they know, like and trust.

Building lasting relationships and helping people succeed in getting what they want is something I really enjoy. Plus I have learned from experience that not only do strong relationships bring great joy and make work more enjoyable, they also lead to strong results. And the opposite is true as well, where poor relationships lead to poor performance.

So as I move about my days, I am constantly asking what is it that gets in the way of strong workplace relationships, and getting the best from people--and then how to make all that better. So far, I have come up with the following list as to what gets in the way, for once the causes are surfaced, then solutions can be developed.

Poor role fit, where individuals are in roles that don't play to their natural strengths and don't satisfy their intrinsic motivations.
Not having clearly defined roles and responsibilities so team members know what's expected of them.
Not receiving timely and effective feedback so they know where they stand and how they are performing. I find that no one likes to second guess in this area and they really do want honest and direct feedback.
People not seeing a clear connection between the what they do and their personal long-term life goals, as well as organizational goals.
People feeling unappreciated, unheard, and uncertain.
People not feeling safe, due to often poor (or lack of) communication and lack of trust.
People feeling misunderstood, as well as misunderstanding others.

I would welcome your thoughts on the above, based on what you have experienced and observed. Thank you in advance.

Do You Show Up?

2011-10-28T08:22:00.000-04:00

Needing electrical work, few thousand dollars worth, I recently called an electrician who was referred to me. His speciality was doing just the type of work I needed done. He promptly returned my call, came over to the house to look at what needs to be done, and left promising he'll call back with an estimate. I said great, and let him know that as soon as I have that, he can get started (a dead give-away he got the job).

Unfortunately, he never showed up again, nor called. I called him several time to see what happened. Each time he said he was not well and that he would call me in couple of days. Those couple of days never came. I then called another electrician, also referred. We scheduled a time for him to come check out what needs to be done. He too never showed. (Hmmm, I was beginning to think if it was me or quality of referrals). In any event, we called him asking why he didn't show up. His reply was that we were too far away from his place. Well, geez, one would think he could have told said that when we first spoke rather then setting an appointment and then not showing up, and not even having the courtesy to let us know he won't be coming.

This reminded me of a situation many years back where Reggie sent me an estimate request for a very small project. I promptly responded and we got the job. Over the years Reggie gave me lots of work and size of projects also became bigger and bigger. What started out as a very small project turned into a very profitable relationship over the years. One day I asked Reggie what lead him to choose me, over others, on that first request. His response: "Vinay, you were the only one responded and then followed up, as well as then stayed in touch with me".

Amazing, how true that so often it's simply a matter of showing up which leads to work. So when someone reaches out to you, do you show up?

P.S. In case you're wondering about that electrical work I needed done. We finally called a professional company. They promptly showed up and followed up with the estimate as promised. We happily gave 'em the work, and they got the job done when they said they would, did it right the first time, and they were pleasant to do business with. Perhaps that's why they are a big company today, because they simply show up and do what they say they are going to do. Pretty simple.

Magic Words Customers Love to Hear!

2011-10-22T16:23:00.000-04:00

I have a firm belief that words have immense power. So I asked myself, when it comes to serving customers, what are those magic words that contribute to building strong lasting meaningful relationships?

Based on my nearly 3 decades of serving customers, I came up with the list below. Using these with sincerity, combined with your keeping your promises and delivering high quality products and services, lets customers know you love them, that they matter to you. In turn this results in customers loving you. As a result, everyone wins. Use these words generously and often and experience for yourself the very positive results that will follow.

Thank you
Sure, no problem
We'll take care of it right away
Consider it done
I'm sorry. Will you please forgive me.
Please accept my apologies
I'll fix it right away
Problem solved
All done, taken care of
Yes, we can do that
Sure, we can do that
When you're happy, we're happy
What can I do for you?
We're on it, no worries
We're looking into it right now. We'll be back in touch very soon.
What can I do to make it right?
I don't know, but I'll be sure to find out and get back to you.

Which magic words can you add to this list? Please share so everyone reading this blog benefits. Thank you.

How Sticky Are Your Customer Relationships?

2011-10-20T18:05:00.001-04:00

I have been reviewing a training manual, for a course on developing strong customer relationships. Part of that course work includes stats which really grabbed my attention. As they are so relevant to many of my readers who are involved in getting and keeping customers, I wanted to post them here for your benefit. These stats are:

If your customer has.......The odds of keeping him or her are.......:
A checking account.......1 to 1
A savings account.........2 to 1
Checking and savings accounts........10 to 1
Checking, savings, and a loan..........20 to 1
Checking, savings, a loan and a safe-deposit box........100 to 1 (Wow, what a jump)

While this is for banking, concept applies to all businesses. Furthermore, it's important to note that stickiness increases exponentially, as increasing numbers of offerings are used by the customer. Very interesting and very powerful indeed.

By the way, what's the glue here that leads to customers buying more and buying more often? Simple. It's making sure they feel loved and cared for. That each and every interaction they have when dealing with your organization is a pleasant one.

If you agree with this, what steps are you taking to ensure each interaction your customer has with your organization is a pleasant experience?

My Very First Book, Just Published. :)

2011-10-15T16:41:00.000-04:00

Available at Amazon and Barnes 'n Noble.

Amazon: http://www.amazon.com/Customers-Love-Em-Lose-Ways/dp/146205658X

Barnes 'n Noble: http://www.barnesandnoble.com/w/customers-love-em-or-lose-em-vinay-kumar/1106019203

Check it out. Thanks.

The Kingdom of God

2011-10-09T20:15:00.000-04:00

For some time now, I have wondered what the following passage means: "Unless a man is born again, he cannot enter the Kingdom of God". I have come to finally understand what it means, to me anyways. And the more I think about it, the more it occurs to me what a profound statement it is, and one that applies to all, regardless of one's faith.

As I have experienced it, when we are first born in this physical body, many of us do not possess sufficient self-awareness nor the inner strength to make decisions that are in alignment with our true nature. In regards to career choices for example, we end up doing what others think we should do, what we think will make us look good, what will make us money, more loved, and so on. As Parker Palmer would most likely say, we end up living a life that is not our own.

Lack of self-awareness combined with strong ego that strengthens over time ultimately leads us to make choices that contribute to our living a life that is out of alignment with the life that life wants us to live. As a result, while we may become materially successful and look good on the outside, deep within we don't feel successful. Instead, we feel as if something is still missing. We experience dissatisfaction and emptiness and we long to feel fulfilled. In some cases, we even silently suffer. I know for it's a journey that I can relate to.

Ultimately we come to a fork in the road where this inner suffering either destroys us, or we come to point through surrender where the suffering destroys the ego itself, which often is itself the source of our suffering. In a sense, suffering destroys the very thing that causes it. Once this happens, we begin to realize our true nature and it begins to guide our lives from a place of wholeness.

While it's a painful journey, it is one that ultimately leads to our rebirth, to our being reborn. And we then begin to take steps towards living a live that is more authentic, being true to what we were built to be. Then as we begin to live with this alignment, life begins to feel more joyful, for we no longer feel the need to prove but rather be true to ourselves, to our inner nature.

This I believe is what Jesus meant. So the Kingdom He refers to is right here on earth and when we live in alignment with our natural being, we experience bliss right here in this life itself. And to experience that, we must first die, dissolving our ego, and thus the referral to being born again.

I have never read the Bible, so what he meant I don't know. But this is my interpretation of it. What does it mean to you? And how have you experienced it in your own life?

What Do You Mean?

2011-07-27T19:48:00.000-04:00

The other day I drove past a truck displaying the sticker "Factory Trained". It occurred to me at that moment how for the longest time I used to equate this to mean the technician is highly trained, an expert in his field. But this time I wondered, is that really so? Could it also mean that this individual simply attended say a short education program held at the factory, thus "qualifying" him to display the sticker?

As I reflected further on this, many other such commonly spoken statements came to mind and I wondered, what do they really mean. Statements such as:

Quality first
The ultimate driving machine
Best in class
World class
Original Copy
Certified Pre-owned
Genuine imitation
She is so beautiful
He is so smart
I need some space
Grow up
They are so successful

The older I get, the more I am realizing how very few things in life are absolute, and instead majority of things are relative, subject to one's assumptions and interpretations, and how much I tend to assume that what I am understand something to mean is what the other really means to convey.

As a result, more and more when I now hear such subjective statements, I am starting to ask "what do you mean". As I do this, I see the gaps in communication surface, resulting communication becomes much more effective, and misunderstandings decrease. And equally importantly, I am realizing how much my own views are limited due to my limited experience. So by asking the question, others views come out into the open and in the process I too learn and grow.

So next time you hear such subjective statements, ask "what do you mean". This will invite dialogue and as you truly listen, you will experience for yourself further learning/growth, better decisions and therefore outcomes, and stronger relationships. It's absolutely beautiful.

Go ahead, give it try. Start asking, what do you mean, by...?

What Led to My Success, and Failure?

2011-07-22T19:02:00.150-04:00

In my business life, I have experienced both tremendous success and utter failure. In both outcomes, I was the same person possessing the same habits, intellect, skills, and abilities. Therefore, I have often wondered why is it that at times I have succeeded and at other times have completely failed, by any external measure?

I have been quietly reflecting on this question for over 2 years now. I wanted to understand what was it that led to each outcome and going forward what can I learn from these experiences. I have finally come to see that when I have succeed, I have met 3 critical aspects and none have to do with my intellect, skills and abilities. Here they are:

Clear Vision: I could see clearly my desired outcomes (goals), see myself doing what needed to be done, who I was serving, what value I was delivering, how I was delivering the value, the business strategy (road map), to name just a few of these elements under vision.

Strong Belief: I firmly believed in the business, the business model, the team, the value being delivered, and how in the process I, my team, my family, and my clients were benefiting.

Outcome Oriented Focused Action: Upon the foundation of clear focused vision and strong belief, I was able to act with conviction. Bumps, while stressful at time, didn't throw me off course. And the more I succeeded, the stronger my beliefs became, energizing me even further. Nothing could shake me from my path.

On the other hand, when I have failed, I now realize that each of these aspects were missing. My vision was cloudy. I didn't have a strong sense, and therefore belief, of who I am serving, what value I am delivering, and the business model. In the absence of these factors, my efforts were half-hearted at best. No wonder I failed.

While experiencing failure by no means was a pleasant experience, and I don't wish it on anyone, looking back I am thankful for having gone through such experiences. I believe that today I am a better person because of it for I have learned invaluable lessons in the process. And I see these experiences as having provided me with inner growth and now serve as stepping stones into my next phase.

So if you're in a place where things just aren't working out, ask yourself, with brutal honesty, are you clear about your vision, do you believe in that vision as well as in yourself, and are you willing to do whatever it takes. If you lack in any of these, I urge you to step back for a moment and do the work necessary, starting with within yourself, to achieve the clarity and conviction you need and then start again from that place.

Remember, to succeed, you need all 3, and that there are no short cuts. And when you do experience set-backs, have faith that they are there for a purpose, even though you may not see it just yet.

The Human Tapestries

2011-06-11T05:59:00.002-04:00

Many years ago, visiting The Vatican, I saw numerous tapestries lining the hallways. They were so colorful and so beautiful.

Only recently it occurred to me that those images would not have been possible were it not for the fabric on which they were woven and for the knots in the back (which are covered with a cloth...hiding the not so beautiful aspects) holding the images together.

I have come to realize that it is similar with us human beings. We too are like the tapestries.

For so many reasons, understandably, we are told from early on to put our best foot forward, show only our bright side, our unique abilities, potentials, strengths, and so on. In essence, to show only the front side of the tapestry. Yet spite of all that, at times deep within many of us feel incomplete, empty, as if something is missing. Why is that and what is that we long for, I wonder.

One of the things I have learned is that we are already complete but we lose touch with that aspect. And to feel whole again, it becomes important to also recognize and embrace our dark side, which we tend to avoid, cover up as in the tapestries. These include elements such as our weaknesses, limitations, things we have become ashamed of, regrets, shortcomings, things we don't want others to know, things that pain us, and so on. But they too are an integral part of us and we must honor, respect and embrace those aspects of ourselves as well.

For example, by nature, I am not a very aggressive individual, I am not the sharpest pencil in the box, I am not very quick on my feet, and I don't have the gift of being talkative When at gatherings, I tend to be fairly quiet for I don't have the gift of, nor frankly the interest in, small talk. There was a time I used to think something is wrong with me and I wished I had these talents as I see others having.

I now see, after all these years, that there is nothing wrong with me and it is my very limitations that on the flip side allow me to create safe spaces, ask probing questions in a way that they are heard and people feel comfortable responding, and for me to truly listen to both the spoken and more importantly the unspoken.

I realize now that these are my gifts and they become possible because of my limitations. Two sides of the same coin. So by accepting both sides of myself, my limitations and my potentials, I have come to feel whole and complete and am able to live more joyfully, more at peace and do work that is more aligned with who I am. I no longer try to be someone I am not. Trust me, I have tried and its really no fun.

In addition to what I have already shared, I have come to also experience that once I was able to accept myself fully as I am, and then live in alignment with my uniqueness, not only does that bring me greater personal happiness, that then gave me greater capacity to also accept others, without judgement, as they are, how they are. And to me, that's a beautiful thing.

Thank You!

2011-06-08T20:39:00.002-04:00

Over the last couple of weeks, several of you have called asking me if I am OK, as it's been over 3 months since I have posted anything. I must say I am deeply touched by your caring. Thank you.

It seems that my mind has gone quiet and I just haven't had anything of significance surface to write about. In the past, this may have bothered me. Now though, I have come to realize that as in nature, there is a rhythm in life, to which if we can get in sync with, life become joyful. So with this in mind, if nothing surfaces to write about these days, I am at peace with it.

What am I doing these days, in case you're wondering. In addition to my work, which I am enjoying very much, I am spending more time with my family, more times in quiet reflection, as well as rereading some of the books I read during my journey over the last few years but which didn't make complete sense to me at the time. And the books I am rereading, they have been coming up in my consciousness telling me to go back and reread them. So I pick them up as and when I am called to do so.

Books I am reading include Let Your Life Speak by Parker Palmer, Living the Truth by Keith Ablow, and others like these. This time though I am finding that I am reading them through a new lens and they are making sense this time around, and it's helping me finally make sense of my journey. I can now see what a blessing the journey has been, even though when I was in the midst of it, I must admit it felt very confusing and even painful. Today, it's as if the tapestry is emerging where the various events I went through are starting to connect and a beautiful image is appearing.

I am also now giving even more of my time to volunteering, to help others heal and live more joyfully. For this, I have started to serve on the Board of The Mankind Project (www.mkp.org) DC Chapter as well as will be staffing as a volunteer more of their upcoming retreats, as well as participating at other such gatherings. Through this, not only do I continue to personally grow, it also gives me great joy when I see others experience the same. It's truly fulfilling and the feeling is priceless.

In closing, I want to share with you a portion of a beautiful piece written by May Sarton many years ago, to convey a sense of where I am today:

Now I become myself.
It's taken time, many years and places.
I have been dissolved and shaken,
Worn other people's faces...

Well, that's all for now. Till we meet again, you all take care.

Me, My Dad, and Home Depot

2011-03-05T13:01:00.000-05:00

This morning I went to Home Depot to pick-up a piece of molding strip. As I was walking towards the molding section, I ran into a group of toddlers huddled around tables happily assembling wooden toy cars, with the help of their parents. Some were still in assembly phase while others were sitting on the floor rolling their cars back and forth with their moms and dads. What a special sight that was.

As I later reflected on this, both from a human as well as business perspective, the more it occurred to me that this is one car I'll bet they will keep probably for the rest of their lives.

At the moment I am sure it's just another toy for them. Yet one day when they will look back on it, I am sure they will find themselves walking down memory lane, recalling that special moment they spent with their parents. Along the way, they'll have purchased and thrown away many expensive toys. But this little toy car, which probably cost less then couple of bucks in materials, will become priceless, a much cherished memory.

And guess who else will become part of this special memory? Home Depot and Toyota. After all, they put the car together at Home Depot and one of the logos on the car is that of Toyota Camry.

I wouldn't be surprised if one day these very kiddies find themselves driving Camry's and shopping at Home Depot, with one of the subconscious reasons being that they come to associate these companies with the special happy experience they had with their parents. What a great example of doing good and doing well.

Oh, yes, one more thing. Overcoming my initial hesitation, given I was so much older then these kiddies, I finally decided to ask the Home Depot man if I too could make a car for myself. While he looked me a bit funny at first, he then smiled and handed me a kit too. And I sat there right along side those kiddies making a car for myself too. What a joyful experience that way. And here's a picture of my very own masterpiece which I am sure will become part of my office for years to come. Thank you Home Depot and Toyota.

Moments of Truth

2011-03-01T21:39:00.000-05:00

In 1987, Jan Carlzon, then President of Scandinavian Airlines wrote Moments of Truth, one of my favorite books. In it one of the statements he makes is that "Coffee stains on the flip tray suggest to the customer that we do not service our engines properly." I read this book when it came out and this statement has always stuck with me. While I understood it, I never quite experienced it as strongly until the last weekend.

My wife and were recently in Pittsburgh where we stayed at the Holiday Inn, located on the University of Pittsburgh campus. It's a nice clean facility with overall friendly service and reasonable rates. We have stayed there many times and we certainly plan to stay there many more times.

On this recent visit though, we decided to have dinner at the restaurant located inside the hotel. When the server brought out the salad, they used the tray shown in pictures above. It had plops of dressing, beacon crumbs, salad droppings, etc. all over the tray. What an unappetizing site it was.

As I saw this, while logically it may not make sense, I wondered if this is how they serve food out in the open, then how must they handle food in the back, how dirty must the kitchen be, how dirty must the rooms be, and so on. What started out as just a dirty tray turned into my questioning how they must maintain their entire facility.

This particular incident really hit home the message of Moments of Truth. That being it isn't the big things but rather little things that lead to big impacts. If you haven't read the book, it is a very worthwhile reading. Apply what is presented in the book and watch your business grow. It certainly worked for me when I was in my own business. It was in fact one of the big secrets behind the growth we experienced. I am confident it can have the same impact for you.

Do You Love The Work But Hate to Sell?

2011-02-27T08:08:00.003-05:00

From time to time, I am asked the following question: Vinay, I love what I do, but I hate the selling part. What do I do?

If you're like me, you don't particularly enjoy selling, nor the constant pressure of having to chase and close deals. While I understand the sales process and the need to drive revenue, the use of war like language often used in sales (closing, chasing deals, breakthrough resistance, get 'em to say yes, etc.) is a turn off for me.

I am certainly not implying it's wrong but just that it doesn't work for me. You see, to me people aren't to be conquered, nor are they just deals to be closed, trophies to be won. Rather they are real living human beings, just like you and I and therefore deserve to be served, to be helped. To me "selling" is the start of a relationship, not the ending, the closing.

While I don't particularly enjoy selling per se, I do love helping people. I love becoming an expert in something and then sharing that expertise with others as well as using it to help. So if you're like me, I say to you, stop selling and start helping. Here are some of the ways you can do that:

Write: Write articles, start a blog, participate in various electronic discussion groups in which your target audience participate, write books, short booklets, and tips.
Teach: Develop and deliver educational programs.
Present. Develop short talks. Speak at conferences and other various gatherings.
Serve: Get involved, serve on committees, boards, and other such groups.

As you get in front of those you want to serve and share your expertise in these various ways, you'll start to get to know people, and more importantly people will start to get to know you. Through such efforts, your network will grow, leading to conversations, some of which you'll initiate and some others will initiate. In due time work will flow to you. Working this way not only leads to work, it also leads to more joy and fulfillment, for both you and the people you help.

Now some may question if this just a mind game for at the end of the day we still have to drive revenue. After all, just helping with no returns doesn't work for too long either. What I do know and have experienced is that if you love your work but hate to sell, shifting the mindset from selling to helping can make all the difference, in both your own success as well as those you help. So stop selling and start helping and you'll be well on your way.

Little Things Lead to Big Things!

2011-02-22T20:45:00.000-05:00

When I was in printing, we did our best to ensure our products were done right, done beautifully and delivered on time. Yet some customers were still unhappy with us. What gives we wondered. After all, we delivered what we promised.

That's when we learned an important business lesson, among many others.

Over 90% of our clients were women in their 20's to 40's. Many were busy, going to school at night, raising families, juggling many things. And many wore dresses and shoes with high heels. As this became clearer, our thinking began to shift and we started to see our business in a new light, came to realize what business we were really in. It wasn't just about delivering the products but also how we delivered what we did. In other words, product delivery was only part of the overall total experience that was important to the customers.

As one example, in-terms of delivering our products, we would be packing them in big boxes, making them very happy to lift and move around. They were heavy for men too, but they didn't say anything. We would also label the boxes on the side. This made it difficult for women, particularly those who wore tight skirts to bend and read the label.

Once we realized who are real clients were and the challenges they face, we started to shift how we looked at our business. Connected to the example I just shared, we started to use smaller boxes, ensured our drivers placed the boxes at client sites where the customers wanted them placed, and began to label the boxes on the side and on the top.

Result being through many such small steps, our client became happier with our service, thus helping us stand apart from other providers. While we weren't always perfect and we made our share of mistakes, each and every day we strove to do better then we did yesterday. Overtime, small on-going improvements added up to big impacts. Even in the competitive landscape, we became known for service and as a result, our clients stayed with us for long periods of time, purchased more and more, paid higher prices and provided numerous referrals.

The foundation for this shift though had to first take place in our minds. We began to ask our clients what's important to them, beyond just getting products done right and on time. We started to look at our business through their eyes, finding out what they wanted and what were those little things that frustrated them. In fact, I would turn to spending more and more of my time with clients, then internally. I wanted my fingers on the pulse at all time, getting first hand knowledge.

We also shifted our thinking realizing that we really weren't in the business of printing. While that's what we produced, we saw our business more as reducing stress, reducing anxiety, making life easier for our busy clients. Once we saw our business through this new lens, what our business was really about, we continued to look at each and every aspect of our business, all with the goal of making our clients life easy and stress free as possible. Rest, as they say was history.

So, what business are you really in? What do your customers want? What are those little things that you can do and do more of that can lead to big impacts for you and your customers? If you're unsure, I encourage you to talk to your clients. Ask them, and they'll happily tell you. Then apply what they tell you and watch your business and your profits grow. It's that simple.

After all, success is the sum of small efforts, done over and over on a consistent basis and in the process big things emerge from those little things.

Which Stool is More Stable?

2011-02-20T09:06:00.000-05:00

Naturally, the 3-legged stool is more stable and more difficult to knock over. Same applies to those who sell. Too many sales people rest on their laurels thinking they have a strong foot hold when they have an excellent relationship with their contact at their customer's organization. But what happens when that person leaves, or has a change of heart?

If your relationship with a customer rests on a single contact, you could easily be pushed out. While certainly enjoy the relationship, be sure to also cultivate additional relationships. Do this both vertically and horizontally, going high, deep and wide. This will give you a much stronger foot hold, as well as potentially lead to additional revenue opportunities. And the more people you know, the more referral potential as well.

I strongly urge you to review your client list and ask yourself, in which organizations is your relationship like a 1-legged stool and then identify steps can you begin take to convert those to more like a 3-legged stool. It's well worth the investment. Don't delay. Do today, as if your future depends on it, cause it very well may.

PS Similarly, actively strive to get more and more of your products and services into your customers organizations for this too makes it harder for a competitor to enter your space as well as for your customer to displace you. Moreover, it's easier to sell more to your existing clients then to get new ones.

Box of Chocolates or Unpleasant Surprises?

2011-02-19T07:55:00.000-05:00

“Life is like a box of chocolates...you never know what you're gonna get.", said Forrest Gump. While I certainly admire Mr. Gump's positive outlook, when it comes to customer service however, there is perhaps another saying that is more apt. That is "Better the devil you know, then the devil you don't."

Nothing upsets customers more then receiving inconsistent service, never knowing what they're going to get. While occasional unexpected pleasant surprises are nice, overall though, it's far better to provide consistent and predictable service.

Case in point. My wife and I run long distances over the weekends. Given the times involved, naturally we have to make pit stops along the way. On some of the "trails", along the way are 7-11s which also serve as a nice rest areas. But that's when it all changes.

Some have facilities for public use, some don't; some have them placed such that they are openly and easily accessible and some in the back hidden; some allow customers to use their facilities, others don't; some allow you to use their facilities regardless of placement (out in the open or in the back somewhere), others require you to first seek permission from the staff (talk about feeling as if I am back in kindergarten). You just never know what you're gonna find. Depending on the situation, what otherwise is no bid deal can turn into a painful experience.

I would think for a national chain such as 7-11, it would provide a consistent experience, regardless of location. This is where chains such as McDonald's shine for no matter where you go, the offerings and service are consistent. But even if you're not a chain, it's still important to be consistent, boringly predictable even for there is great comfort in that.

So, how consistent are you in the service you provide to your customers? Can they depend on you completely, or are they never really sure what they will receive at any given time? If the later, what actions can you start to take to provide more consistent dependable experiences?

How Responsive Are You?

2011-02-17T08:54:00.000-05:00

Many years ago, I received a bid request for a very small project, valued at only couple of hundred dollars. Given my service orientation and nature to be responsive, I quickly called the requester for additional information and then followed-up with an estimate, in my usual very timely manner.

As it's something I have experienced with numerous organizations over the years, what started out with a small project, many more projects then followed, and became bigger over time. Turning back to the client I refer to, not only did I keep him, as he moved around to other organizations, he took me with him, leading to additional clients over the years, as well as many referrals.

One day I asked Reggi what lead him to choose me on that original bid request. His response: "You were the only one who responded." Imagine, if I had ignored his request, I would have missed out on a beautiful friendship that we developed over the years, lost ten's of thousands in very profitable revenue, as well as numerous referrals.

I am reminded of this because earlier this week, in my search for a ghost writer, I sent emails to 3 firms in New York City requesting additional information on their services, and a request for a phone conversation.

Nearly 3 days later, 2 have yet to respond, and the one who did, did so in a very timely manner, responding with a very thoughtful reply and detailed information with what I requested. Since then we have exchanged several emails, all before we have even talked, and each of his responses have been timely, thorough and warm. From what I can tell from his communications, his firm is very successful. Perhaps it's because one of his traits is simply that he follows-up on requests, whereas others don't?

So, how responsive are you to the various requests you receive? If you're not, what could you be missing out on? And if you were, what more would be possible for you and your business?

Lesson in Service Recovery!

2011-02-14T21:33:00.000-05:00

No matter how good a systems and people are put in place, mistakes happen. After all, to err is human. So what is one to do when something goes off course?

To me a sign of a service minded organization is not that they are perfect but more how they respond when something goes off course. Do they fail to respond? Do they play the blame game? Or do they step-up thank the customer for letting them know about the issue, apologize and offer to make it right, all in a timely manner? The later is what I refer to as Service Recovery and it is a sign of a service minded organization. In fact, here's real example from today that I want to share with you.

This morning you received my post entitled "What's Your Customer Experience Score?" In it I site two examples, Sport & Health and Verizon. Well, to my pleasant surprise, within 12 hours of that post going out, I received a thoughtful email from Colleen Wolak, Email Marketing & Social Media Director at Sport & Health thanking me, apologizing for the indifference I wrote about and letting me know they are working on improving their service. A great example of Service Recovery. Thank you Colleen.

Now, as for Verizon? Nothing. Sounds to me they need to speak with the folks at Sport & Health and learn about service.

What's Your Customer Experience Score?

2011-02-13T08:02:00.006-05:00

A chain is only as strong as it's weakest link. Similarly, when it comes to providing outstanding customer experience, it is only as good as the weakest link in your service chain (series of customer touch points). Please allow me to elaborate.

I belong to Sport & Health, a local gym chain. Equipment is the latest, facilities are clean and well stocked, instructors are experienced and make exercising enjoyable. Yet the person I see first nearly every time I enter the gym at this particular location has an attitude of indifference.

Too frequently she has her head buried in a book and therefore when I check in, I feel as if I am intruding. Rarely does she smile, say hello, welcome, have a great work out, have a nice day. In fact, she often doesn't even look up, no eye contact, no smile. It's simply a transaction where she scans my entry card and she is so good she can do it without ever taking her head out of the book. I hate it for it feels so cold to me. No warm and fuzzes what so ever. What otherwise is a good experience is dampened for me as I enter as well as when I leave. Please note that this does not mean she is a bad person. In fact, I have found her to be a very warm and genuine soul whenever I have engaged in a conversation. Perhaps it's just a matter of wrong role fit,or lack of training, and so on. But that's another topic for another time.

As another example, we use Verizon Wireless at home for our phone, cable and internet service. Verizon spends millions each year promoting their services. And their network technology is excellent, very reliable, which is important to me. Yet rarely does a month go by when I don't experience billing errors.

For Sport & Health, their front desk reception and for Verizon Wireless, their billing system are the weak links in what otherwise are fine organizations. Improve those areas and the overall customer experience score would increase significantly-at least from my vantage point. Therefore, to improve your overall customer experience, a great place to begin is to identify your weak links and begin to strengthen them.

So, how do you identify your weak links?

Easy, interview your customers. They'll happily tell you, if you ask. And as you have interview your customers, patterns will begin to emerge providing you invaluable insights on where to begin. As you start to improve those areas, your service chain will begin to strengthen, leading to better overall customer experiences, and ultimately higher retention and profitability. It's the right thing to do and it's good business. Everyone wins.

Go ahead, do it. It's a great invest of time and resources and the rewards well worth it. I guarantee it.

Watch Your Language, Please!

2011-02-12T13:00:00.040-05:00

An old saying goes: "Sticks and stones may break my bones, but words will never hurt me". From my experience, nothing is farther from the truth. While physical wounds heal and are long forgotten, ill chosen words cut deep, with some such inflicted wounds never to heal.

I have found over the years that using positive words doesn't cost any more. And using negative words doesn't cost any less. Yet the impact each has, positive or negative, is huge. Let's look at a business example.

In working with an organization some years back, a team spent some time reviewing various templates used in customer communications. The wording in one of them really jumped out, worded roughly as follows (and the other templates weren't much different in tone):

ABC Manufacturing has reviewed your request and has determined that it does not meet our strategy. Therefore we will not consider this request now, nor in the future. We are closing out the request. (Name of the client and wording have been changed/modified while preserving the essence.)

I don't know what your reaction was reading this but for me it felt like a door being slammed in my face. It pained me just reading it - and it was not even a response to my request. I can only imagine what the clients must have felt, when receiving such a response, and the (adverse) impact that must have had on the customer relationships and the business.

I am wondering if there would be another way to word this. For example, something like this: "Hello , thank you for your request. I have reviewed your request and unfortunately at this point in time, it does not fit the product strategy and therefore I am unable to address it through our regular support mechanism. Having said that, I like to suggest our having a conversation so we can better understand what it is you're trying to achieve and then perhaps there may be another way we can help you achieve your desired outcomes. If you agree, please advise when would be a convenient time for us to speak. I'll wait to hear from you then. Thank you kindly."

While this suggested reply is wordier and takes few more moments to write, don't you think it's much warmer, invites dialogue and leaves room for exploration and future opportunities as well as contributes to stronger relationship formation?

If you agree with the message of this post, perhaps it may be worthwhile for you and your team to review your own communications that take place with your customers, internal and external, and identifying ways they can be made more customer friendly, so they lead to more positive outcomes, for you and your clients? In my experience, this is one of the ways to have a huge positive impact on your relationships and your bottom line, without spending a single additional penny.

What are your thoughts and experiences in this regards? I would love to hear from you. Won't you please take a few moments to respond? Thank you so kindly in advance for your reading this post and for taking the time to comment and share your thoughts and experiences. - Vinay

Why Hire Professional Services?

2011-01-29T09:44:00.002-05:00

My dear friend of many years, Tony Rossell, Vice-President (and Membership Marketing Guru) at Marketing General recently wrote a very informative post entitled Why Hire A Marketing Agency. While Tony wrote in the context of outsourcing marketing services, points he shares I believe apply to hiring of professional services in general.

As many of you from time to time outsource, hire professional services, I thought you would find his post worthwhile reading. Therefore, I wanted to bring it to your awareness. (Btw, in the picture above, that's Tony on the right hand side, along with his son. Tony is a huge baseball fan as well as coaches a local baseball team. A great friend to have in your corner.)

What Do Customers Really Want?

2011-01-27T21:00:00.000-05:00

Recently I came across answers to what customers really want, in a book entitled "Sales Secrets from Your Customers" by Barry J. Farber. Farber lists 25 points that customers made during interviews on how sales people should sell to them. Given my own over 20 years of business development experience in B2B setting, I thought it was an excellent list. Much of what he shares I can back up with my own sales success. Therefore I wanted to share this list with you all. If you're in sales, I think you'll find it very useful.

But first, a special note for my fellow introverts who find themselves in sales. As I once used to, in this extroverted dominated field, many introverts often feel they are not cut out for selling, doubting their own sales abilities.

Speaking from personal experience, however, when it comes to complex solution selling, where success is a function of long-term relationship building, I firmly believe that introverts truly rock. With this in mind, as you read this list, you'll note that many of the items listed actually play to your introverted strengths. So my introverted friends, never never undermine yourself as a sales person. Tap into your special abilities, apply this list in how you serve your clients, and success is yours to be had. Now read on.

Don't sell me products-sell me solutions.
Understand my business, my industry, my market.
Understand your products or services thoroughly so that you know every conceivable way it might help me solve my problems or meet my goals.
Know everything about your competition. I have to make decisions about which product is best, and I need to know what makes your the best choice for me.
Watch what you say about the competition. I want to know why your product is the best choice, but I don't want you to knock the competition. Concentrate on your strengths, not their weaknesses.
Don't give me a canned, generic pitch. Appreciate my unique qualities and challenges.
Have my best interest at heart.
Make me feel important. Make me believe I'm the only customer you have--even though I know it's not true.
Have a purpose for every call.
Organize your materials so that when I ask to see information, you have it easily accessible.
Return my calls promptly. I expect that you'll be as available to talk to me now as you were before the sale was completed.
Let me know how to reach you. If I can't find you, I'll go with someone else.
Help me solve a problem, even if it's my fault, and I'll most likely remain a loyal customer.
I'm looking for a sales rep I can consider a partner-almost an employee. When you help me find solutions to run my business better, it's easier for me to see you in that light.
Keep your promises. If you say you'll get back to me, do it.
Anyone can make a one-time sale. It's the follow-through that keeps me coming back for more.
If you don't have an immediate answer, don't try to fake it or make one up. I'd rather you say, "I don't know, but I'll find out." Of course, once you say that, you must get back to me with the answer as soon as possible.
Let me know that you're interested in my success. If that means that you sometimes recommend the competition or tell me I'm better off with the product or service I now have, I'll respect you greatly and find a way to do business with you in the future.
Be my consultant. Show me how others in my field have been successful. Become a resource for me so that I can call on you when I'm in a bind and need advice-even if it's got nothing to do with your product or service.
Create added value. Price is not my only criterion. The extra service and special attention you give me is worth more than dollars in many instances.
Exceed my expectations. Let me know that you are willing to go beyond the norm, to make that extra effort it takes to ensure success-mine and yours.
Don't keep me waiting. If you're going to be late, call me.
Exhibit a positive attitude and enthusiasm about your job and your product. If you don't believe in yourself, I won't believe in you either.
Don't argue with me or be too aggressive. If I feel like I'm being pushed into a sale, I know you're interested in your commissions, not your customers.
Be honest with me in all situations. If there are problems, let me know so that together we can begin to think of solutions.

Are You Leaving Money on the Table?

2011-01-26T18:30:00.001-05:00

Many years ago, I learned a very valuable sales lesson, that I want to share today. The example I'll use involved turning an initial inquiry worth only few hundred dollars into an over $25,000 order--and it all started with one simple question. Before I share though, please know that I post this not to brag but as a way of sharing something I learned through experience--with hopes it'll help you too, as it has me. So here we go.

A client, whom I'll call Mary had called me to get a price on 1,000 sets of index dividers. Being of service mindset and having a curious mind, I responded saying "Mary, thanks, I'll be glad to get a price over to you very shortly. If you don't mind though, may I please ask you a question. That is, how do you plan to use these, what will you do with them? Upon hearing this, she explained that they are in the process of putting together 1,000 conference binders for an upcoming event. Of course, this lead me to then say "Wow, that's fantastic Mary. Please tell me more about these binders and how you're going about getting them produced."

Mary went onto explain that they will be getting tabs through us, ordering the empty binders through another company, copying through yet another outfit, and then she and her staff will all get together in their conference room and assemble them. Knowing she is super busy, I asked if it would help her if she could get all that done in one-place, i.e. one-stop shop. Given my relationship, I even then mentioned we do such work now and if she would be open to us doing the whole thing for her. Long and short of it is that what started out as a small order turned into a major project for us, and over time more such project followed, from this client as well as many others. In the case of Mary, she won through convenience and we generated more revenue and profits for ourselves. Both won. Win-Win.

For me, two key lessons came out of this experience. One, be curious, don't assume anything, ask probing questions for they can and often do lead to greater learning and opportunities. Secondly, clients don't always know and/or remember what all services and products their suppliers provide. They have so much on their minds that they are not sitting their thinking about you. Therefore you must continually inform and educate your clients (and prospects too), to maintain top of mind awareness. So when they do need your services, you want to be the first one they think of.

So let me ask you, are you leaving money on the table, missing sales opportunities that are right in front of you? If you are, what steps can you start to take right now, what probing question can you start to ask, with the ultimate goal of uncovering opportunities, better serving your clients, and in the process making more money for yourself, and your company?

Do People Skills Drive Business Results?

2011-01-25T20:42:00.000-05:00

Meet Will. Every Tuesday morning, I attend his spinning class at Tyson's Sport & Health. His class starts at 6 am sharp and for me to get a spot, I frequently have to get there by around 5:30 cause people start to show up early.

Recently Will had to take a 3 month break from teaching spinning. Result? People can now show up, even after 6, and there are plenty of bikes to choose from. It's not that the substitute spinning instructors are not competent. They are highly trained and very good for at Sport & Health, pretty much all the instructors are highly qualified. But these subs in spinning, while good technically, they are not Will.

Will pushes us hard, kicks our butts, makes us sweat 'till we can't take it any longer, and then he pushes yet harder. And he does it all with a smile and a great attitude. It's a pleasure to be in his presence. I miss Will and I can hardly wait for him to return. Sure the subs also give me a good work out, but it's just not the same.

I have been a member of Sport & Health for many years and over the years I have noticed that classes which regularly fill up, those that develop a very loyal following, those classes tend to be lead by instructors who have great people skills. Those who don't, even though they are equally, if not more technically qualified, just don't seem to develop any type of following and their classes always have plenty of spaces in them. In fact, I have observed this not just in sports, but in numerous other settings too.

Therefore my strong belief is that given nearly equal technical competency, and perhaps even a bit on the lesser side, people choose to work with those who possess people skills over those who don't. And they are more patient, more accommodating and more forgiving to those who have good people skills. Therefore, with perhaps some rare exceptions such as highly qualified surgeon, I am a firm believer that there is a strong correlation between strong people skills and strong business results.

What are your experiences and thoughts on this? Do people skills drive business results?

Isn't Everyone Gifted?

2011-01-23T08:05:00.038-05:00

Meet Ngoc. Her job is doing handwork in a lettershop, which often involves tasks like stuffing thousands of envelopes. It is something I would not last doing for more then 30 seconds before my mind would go numb. Yet she has the patients of a saint, manual dexterity of a surgeon, and can carry on such tasks for hours on end, all the while smiling and enjoying her work.

At another time at another place, I had the pleasure of talking with and closely observing software developers and engineer types. While people skills as well as their comfort level in people dealings wasn't their primary gift from what I could observe, when it came to sitting in front of multiple computer screens for long periods of time coding software and solving very complex technical issues, they rocked.

Then there is my good friend Samantha. If she had to write and code software, I am sure that would drive her up the wall. But when it comes to driving business deals, she has the tenacity and the drive like no one else I know. She is simply one of the best when it comes to making the sale, and she absolutely loves it.

As I move around, I observe every single day that each and every person on this earth has their own unique blend of talents and abilities. Each is special in their own unique way and each and everyone adds value in some shape and form.

So whenever I see a sign like the one above, or I hear talk of some gifted individuals, I am left wondering what exactly does being gifted mean. Afterall, isn't everyone gifted?

What do you think?

What Business Are You Really In?

2011-01-22T12:12:00.003-05:00

I have been reading this much talked about recently published book entitled Delivering Happiness by Tony Hsieh, CEO of Zappos. In many conversations lately this book has come up and I hear that some are even making special visits to Zappos operations, to learn how they create happiness.

While Zappos is getting much attention since the release of this book, the more I think about it, are we not all ultimately in the business of delivering happiness? While our products and services differ, ultimately, is not our success determined by how happy our customers are, by our offerings and our service? And is this also not true for all of our various relationships, personal and professional?

Along this topic, in another recently book, Business of Happiness by Ted Leonsis, Ted states that while success does not lead to happiness, happiness surely leads to success. Perhaps there is another point. That it is if we are happy, then we are already truly successful. So when all is said and done, are we not all in the business of delivering happiness for we all want to be successful and the ultimate success is being happy?

So I am wondering out loud: How do you create happiness, and create even more of it, for others, as well as for yourself?

Remembering Dad

2011-01-15T12:12:00.053-05:00

This year is the 100th anniversary of Ronald Reagan. In his celebration, this weekend Parade magazine is running a piece entitled "Remembering my Father", with a picture of President Reagan and his family on the cover.

As my dad was a strong Reagan supporter, today I am remembering (and missing) my dad, which I do often. When I look back, frequently I wonder where the time went and how I missed so many opportunities to spend more time with him and to be a better son. As I myself get older, face my own life's many trials and tribulations, I become increasingly appreciative of how much he (with my moms support) accomplished in life and how so many lives he touched in a very positive way. If I can achieve and do for others even 1% of what all he did, I would consider myself very fortunate and blessed.

So today, to all the dads and sons (and mothers and daughters too), I want to invite you to stop whatever you are doing and take just a few moments to listen to this very special song called Cats and the Cradel by Harry Chapin. Cats and Cradel is one my favorite songs and each time I hear it, it stops me in my tracks, bringing tears, reminding me what's truly important and meaningful. I think you'll feel the same.

To listen to it, go to this link: http://www.youtube.com/watch?v=zH46SmVv8SU. Then do whatever you're moved to do. We don't have to wait for any specific days such as Father's and Mother's Day. Why not make today, this moment, special by reaching out to those in your lives and doing something special for them, even if it's just a quick call or email letting them know how much you love them and how much they mean to you. What a beautiful way to start a new year.

Have Your Sales Hit a Brick Wall?

2011-01-06T14:58:00.071-05:00

In many businesses, a point comes when revenue flattens out. Team continues to work hard yet revenue increase is nowhere in sight. You feel like a gerbil on a wheel, running harder and faster, yet not making any significant progress.

What are you to do?

If this sounds like your situation, here are two solutions to consider, that may help you get unstuck and back on the growth path.

1. Refocus: Over time nearly every business picks up variety of customers who have various needs. While each provides revenue, not all revenue is the same. Some customers actually cost more to serve then the revenue they provide.

For example, for a printing company, a customer who continuously purchases only small print jobs that are not in line with their core offering, those projects can actually consume significant resources, using up valuable staff time and energy that could otherwise be spent on serving your core/best customers as well as acquiring more like them.

Therefore as you begin this new year and your sales have hit a wall, it may be time to reevaluate your customer base and projects you are taking on, and then make adjustments accordingly. In the short run this may cost you some revenue. Fear not. By refocusing, you will more then come out ahead. For more on this, check out my post "Sweet Spot" that I wrote back in January 2009.

This will help you work smarter, leading to much greater returns. Think of it as "sharpening your saw", as Steven Covey once said.

2. Reexamine: Ask "What business are you really in?". How you see your business determines your outlook which in turn impacts decisions, actions and ultimately outcomes. Therefore if you see your business in a new light, that inner shift may lead to expansion, identifying additional service opportunities, right within your existing customer base. After all one of the keys to growth and greater profitability is to do more for your existing clients, since it's much easier to sell more stuff to them then to get new ones. When you do that, it further strengthens the relationship and deepens the value you provide. Both win.

Let's look at some examples:

Say you're a marketing company. Are you in the business of helping your clients acquire new customers, or are you helping them drive revenue growth and helping get new customers is just one of the ways you help them grow revenue?

If you're a printing and mailing company, are you in the printing mailing business or are you in the business of helping your customers move information, move communications?

If you're a promotional products company, are you in the business of selling promotional products or are you in the business of helping your customers build & strengthen relationships, increase client acquisition, drive profits, and improve client retention?

If you're an association, are you in the business of serving the profession, the industry, or your members?

You get the idea.

If you have hit a wall, this is a great time to refocus as well as reexamine what business you're in with a fresh pair of eyes. You may be very pleasantly surprised at the outcome. Give it a try.

FOCUS!

2011-01-05T12:13:00.010-05:00

The holiday festivities are over. It's time now to begin work that will lead to 2011 becoming a great year. But, where do you start? Where should resources be applied? What exactly needs to be done?

If you're unsure, a great starting point is asking, among your leadership team as well as with involvement of other key players, 5 key questions. It is through these critical conversations focus, alignment, direction and next steps will emerge. These questions are:

1. Who is that we serve? What does our ideal customer look like?

2. For our core customers, what problem do we solve, pain we take away, and value we deliver?

3. Why is solving this problem important to our clients, and to us?

4. What are the 3 critical "things" we must accomplish this year?

5. What work needs to be done to accomplish these, i.e. who will do what by when, and what resources are needed.

Best wishes!

Thank You & Happy New Year!

2010-12-30T10:31:00.014-05:00

It was exactly one year ago that I started this blog, at the request and urging of many. Honestly, for the longest time I resisted the idea of blogging, thinking what in the world would I write about, fear of running out of topics, and so on.

I finally decided to give it a go, do it for a year and then revisit. Well, 89 posts later, topics continue to emerge and readership continues to rise. So today I wanted to say THANKS to all of you for being part of my community and for subscribing to my blog. I do hope you have gotten some value from it. I certainly have enjoyed writing each and every post and in each post I have tried to share something practical that will be of use. Atleast that was my intent.

Of course, if you have any feedback for me, I would love to hear. This is a new experience for me and I am learning as I go. So any and all feedback is much desired and welcomed. Please write to me at vinay.vk.kumar@gmail.com.

In the meantime, through these blog writings, 3 ebooks emerged this year. They are:

1. 51 Ways to Love Your Customers
2. Race Pace: The Winning Formula to Achieve Maximum Growth & Profits
3. Why Don't Some People Get Along? (This one was written with my good friend Kara Scanlon Mckinn

If you would like copies, send me an email and I'll be happy to forward them to you. It's another way for me to say thanks.

I am now in the process of writing my 4th ebook roughly entitled "Thrive", with my long-time close friend Joe Isaacs. Joe is an association executive so this one will be targeted specifically to associations. I'll post something here on that when it's ready.

Well, that's all for now. Thanks again for everything and wishing each and every one of you and your loved ones much success, good health and happiness in the year ahead, and beyond.

Getting Aligned!

2010-11-26T16:05:00.083-05:00

To win the race, members of the crew team must row in sync, towards the same destination, utilizing and leveraging each others inherent strengths as much as possible. As in sports, those in family businesses (owners, family members, and employees) must similarly align and work together to ensure family and business success.

Yet alignment is frequently questionable in family businesses. This leads to further conflict and ultimate decline, even death of the business. Additional impacts over time from this include increased tension and distance within the family relationships.

The root cause for much of this in my experience has to do with lack of "real and open" conversations, for balancing family and business needs is not always easy. One is constantly pulled in two different, often opposing, directions. Each member has different ideas on how to run the business, it's direction, it's purpose, and so on.

Rather then talk about such "hot" issues, they are often pushed aside, hoping they'll go away, which of course they never do. Secondly, even if the members were to communicate, it's also lack of understanding what exactly they would discuss, to achieve such alignment.

Having given much thought, I believe there are 7 key areas that contribute to achieving alignment, which can be effectively meaningfully discussed, once more effective open communication is established. And it is alignment that leads to long-term success, of both business and family relationships, both of which are so intertwined in a family business.

These key factors include:

Within
Purpose (Internal and External)
Vision
Values
Strategic Focus
Goals
Role

In my upcoming posts, I will expand on each of these areas. As you read this post, as well others, I would most welcome your thoughts, your input.

How Healthy is Your Family Business?

2010-11-23T12:08:00.087-05:00

Following my recent post "Getting Along, Getting Aligned, Getting Ahead", I just finished writing series of posts on behaviors and motivators. The better that is understood and applied, the better we do at getting along with others, which in turn contributes to more effective communication and to then more effective alignment. But what do we exactly mean by alignment? What does that include? How do we make that happen? I'll be writing on this topic in my upcoming posts.

Before moving onto that topic however, as we're about to enter the new year and therefore thinking this will be a great time to do a heath check on your family business, I wanted to share with you the "Family Business Health Check" that I just designed. See below. Go ahead, give your family business a physical and determine it's health. From this, you'll a sense of where additional work is needed to improve the health of your business, and the health with family members who are directly and indirectly related to your business.

To start, please answer the following questions to the best of your knowledge. Then follow explanation below.

1. All of the family members involved in the business, directly and indirectly, understand and are aligned with the business’ purpose, vision, mission, values, and goals?

2. Everyone knows what each family members wants?

3. You are able to openly share concerns, differences of opinions, and issues with your family members and we are able to resolve our differences?

4. Your business is run professionally, without family issues or dynamics negatively impacting or complicating business matters?

5. Family members, and non-family members in key positions, challenge each other, in a productive way, to build healthier business and stronger relationship, with family members and non-family members?

6. Your family has regular meetings and retreats to deal with family business issues, in a safe environment?

7. Your family has clear guidelines for family members and their conduct within the business?

8. The senior generation in your business shares their philosophy their plans for succession and is open to new ideas and ways?

9. Family members inside and outside of your business communicate openly and bring up issues so that they can be discussed and resolved without any animosity?

10. Family members are clear about their roles and responsibilities and those are aligned with each individual’ inherent strengths and intrinsic motivations?

11. Family members hold themselves and each other accountable?

12. Family participates in long-range planning and is aligned with the direction, strategic focus and base strategy?

13. Family members are kept informed of business performance, challenges being faced, and other matters?

14. Family members are in the business by choice, not out of obligation, guilt and other related feelings?

15. Family members effectively communicate and manage & leverage each other’ differences for greater individual and joint success?

16. Family members are continuously learning and growing?

17. Family members genuinely care for, support, trust and respect each other?

18. Family members maintain healthy boundaries between home and business?

19. Family members understand and respect what each contributes to the business?

20. Family members participate in both shared activities as well as activities that give them their own space?

21. Family members understand and respect family values and traditions?

22. Family members feel they are treated fairly, heard and appreciated?

23. Family members are encouraged to seek experience outside of the family business for their further development and growth?

24. You have a clear process for making different types of decisions, especially as it involves family?

25. Family members effectively manage boundaries between family roles and business roles?

So, how did you do? How many no's? Yes's? The more no's, the greater the chances of your business failing, and most likely when you least expect it. Don't let this happen to you and your business.

*****

P.S. To get even greater value from this Family Business Health Check, do the following:

For each question, instead of yes and no answers, assign a numerical range. For example, for each question, ask them to respond on scale of 1-10, with 1 being strongly disagree to 10 being strongly agree. On questions where there is a wide gap between some answering say as opposed to 10, or where you have consistently high scores, they may give you insights into potential issues that need/must be addressed.

Motivator #6: Passion for Tradition

2010-11-19T13:25:00.014-05:00

The other day, I was at a gathering of retired army officers, which took place at the home of my brother-in-law who himself is retired from Army. I observed that many came proudly wearing their uniforms and they continue to follow army traditions, protocols, even after retirement. Their language consists of topics related to ranks, operating procedures, strong values and believe in the cause.

These army officers were exhibiting passion for tradition.

Folks who score high on this passion work hard, and many even giving their lives, for causes they strongly believe in. For example, they are say either Republicans or Democrats, Prolife or Prochoice, vegetation or non-vegetarian, and so on. And if you share beliefs, it's great. If not, it can be challenging.

Who do you know who shares this passion? Where and how do you see them adding value? And knowing what you now know, how would you motivate them, so you get the best out of them?

Motivation #5: Passion to Lead

2010-11-19T13:20:00.013-05:00

I have a dear friend, whose nickname at home is "The General". At her family gatherings, no matter what the event, she takes charge.

Another friend of mine loves to sell. She is Type A, driven to achieve. I one day asked her why is all that achievement important to her because I know internally she is not driven by money. Her reply, I like being #1. Pretty clear.

These people share the passion to lead.

Who do you know who has this passion? Where and how do you see them adding value? And knowing what you now know, how would you motivate them, so you get the best out of them?

Motivation #4: Passion to Serve

2010-11-19T13:13:00.020-05:00

Do know those who love to volunteer, to help others, to teach, coach and mentor? They just can't resist not helping someone in need? They are caring souls who want to make the world a better place.

The other day I was a Rotary Club gathering . Rotarian's mission is service - in the community and throughout the world. Rotarians build goodwill and peace, provide humanitarian service and encourage high ethical standards in all vocations. The Rotary motto is "Service Above Self". For me personally also, this speaks to my heart and when I am with such people, I feel so much at home.

Clearly, Rotarians, as well as I, share a strong passion to serve, motivator #4.

Who do you know who has this passion?
Where and how do you see them adding value?
How would you motivate them, so you get the best out of them?

Motivator #3: Passion for Beauty and Balance

2010-11-19T13:07:00.038-05:00

Do you know people who have a deep appreciation for nature, beauty and harmony? Who absolutely need down time to re-energize? They crave work/life balance--as opposed to workaholics?

They are also very protective of our natural resources, our environment. For example, to save trees you'll find them printing documents 2-sided and they are big into recycling, etc. They also tend to be creative, artistic. You'll find them in the arts, decorating, designing, and other creative endeavors.

These folks have a passion for beauty and balance.

Who do you know who has this passion?
Where and how do you see them adding value?
How would you motivate them, so you get the best out of them?

Motivator #2: Passion for Results

2010-11-19T13:02:00.012-05:00

Do you know folks who are internally driven to achieve? Bottom line oriented? Want to squeeze the most out of every resource they have? They think in-terms of ROI? They love to invest, to earn, and are very conscious of how they use their time?

These folks have a passion for results.

Who do you know who has this passion?
Where and how do you see them adding value?
How would you motivate them, so you get the best out of them?
How would you sell to someone who has this passion as their top driver?

Motivator #1: Passion for Learning

2010-11-19T12:56:00.013-05:00

Do you know people who love learn? They are continuously reading about variety of subjects, participating in webinars, taking courses, and so on?

They are curious, they seek to understand, to gain deeper knowledge. These people have a passion for learning. Afterall, as the famous saying goes, "a mind is a terrible thing to waste".

Who do you know who has this passion? Where and how do you see them adding value? And knowing what you now know, how would you motivate them, so you get the best out of them?

Or let's say you had a prospect, or customer, who is high on this passion. How would you sell to them? What words would you use? How would you craft your offering, etc.?

As you read about motivations, in this post above as well as upcoming 5 more posts on these motivations, after reading the description of each, reflect on the questions above.

Why Do You Work? What Moves You?

2010-11-19T12:36:00.041-05:00

What gets you pumped, energized, jumping into action?
What gets you out of bed each morning?
What gets your team members out of bed each morning?
What would it be like if you and each your team members knew and each were doing more work that is aligned with the inner passions?

Sure, we need to earn, to pay bills, and so on. Very simplistically speaking, we are born, we get an education, we get a job, we earn, we pay bills, and then bang, one day we're done. But is that it? I think not.

In my recent posts, I have written about the 4 behavior styles, which are important for that understanding, and application, significantly contributes to:

Improved communication
Improved personal and professional relationships
Higher levels of workplace engagement
Greater productivity and performance

To further strengthen relationships as well as live more fulfilled lives, it's also important to understand what at our core moves us. Then when we do work that is more in alignment with that deeper passion, work and life become more enjoyable and we're more successful too. With that in mind, over the next 6 posts, as promised, I'll share with you some insights into each of the 6 workplace motivators.

Of course, as with behaviors, please note that each of these motivators which you are about to learn are present within every individual. Only the degree of each varys and that they all interact in various ways to move people into action. Therefore, in a nutshell, it's important to understand these behaviors and motivations in totality rather then each in isolation of the other.

So what I am sharing with you is a very simplistic overview of each of the motivators. To better understand what moves you and your team members into action, and how they then carry out those actions, it's important to take the assessment and have it professionally interpreted.

In the meantime, my hope is by your gaining these basic insights alone will start to help you in various ways. Of course, if you have any questions, please just ask.

Pop Quiz on Behaviors :)

2010-11-17T21:24:00.020-05:00

OK gang, you just finished learning about the 4 behavioral styles. Let's practice applying what you have learned over the last 4 days.

Here are 4 different scenarios. Can you identify the style of each of these individuals?

1. John is a successful engineer. He is very precise, patient, logical. Great with details and can communicate them clearly and exactly. He avoids conflicts and functions best when working alone. In his field, he is an expert.

2. Sally is strong-willed, results focused, tries her best to get everyone to focus on achieving her goals. Hates taking care of details. She took a huge risk to start her own business in a very competitive industry. She is determined to succeed.

3. Jimmy is very social, loves to talk, and glad to help people, and enjoys getting attention. He is the one who loves to go to social gatherings, pays lot of attention to how he looks and is great to cheering people on. When it comes to details however, that can be a problem for he missed on critical details.

4. Suzie is a calm, logical person who does not like sudden changes. She likes clear instructions and what's expected from her. While she can work alone, she does like being part of a team, around people and values honesty and a logical well thought out approach. Before starting any project, she likes to plan it out in details step by step before diving in. She is loyal and hard working and is able to also focus on details of the task while also being at the same time sensitive to the people around.

Behavior Style #4: Compliar

2010-11-17T20:59:00.047-05:00

Think Al Gore, Monica Geller on Friends, Accountants, Auditors.

These folks are critical thinkers, direct and to the point in their communications, very detail and fact oriented, precise, accurate, compliant, logical and meticulous. They see the holes before the net, they fear being wrong, they tend to avoid conflict and they love to ask questions.

On the other hand, by some they are viewed pessimistic, cold, distant, picky, fussy, hard-to-please. But hey, you want them on your team for they'll catch potential critical mistakes before they happen, so they can be prevented.

For them a famous saying could be "In God we Trust, All Others Use Data". They like to test things out for they want proof. And if High Cs are reading this, I am sure they must have found my typos in this post already and that they already have long list of questions on what I have written, and on this topic in general.

Oh, one critical piece of data. This style in particular is not comfortable with physical contact, specially from strangers. So when you come into "contact" with them, I recommend you keep some distance, giving them their space.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #3: Steady

2010-11-17T20:50:00.035-05:00

Think Laura Bush, Mr. Rogers.

These folks are absolutely wonderful for they serve as a calming force when it seems all hell is breaking loose. Plus they are extremely loyal and very dependable, getting done what they commit to. They are the rock you can count on to be there when you need them. But don't let the calm easy going nature fool you. They have strong opinions but they just don't express them vocally.

In addition, they are great listeners, consistent, patient, quietly persistent, highly sensitive, tolerant, friendly, tactful, diplomatic, amiable, stable, understanding and team players. They love to build long-term relationships.

They are also great at reconciling factions, and they serve as a stabilizing force. Before they start on a project, they love to plan it out, draw it, and then think and act step wise. Start one task, finish and then move onto next. For example, they'll read a book start to finish before staring another one.

By some though, they can be viewed as unconcerned, as if they are not with the program, hesitant, inflexible, stubborn, detached, indecisive, resistant change, overly sensitive. It's just that they time to ponder alternatives and make decisions.

For these people, they do fear personal rejection and loss of stability so be sensitive to this when dealing with them. As for emotions, they are pretty good at hiding their emotions so you gotta be very attuned and sensitive to know what they are really feeling and thinking under that cool calm collected surface. For they'll quietly tolerate conflict, till one day it builds to a level that it can erupt like a volcano, leaving everyone stunned and surprised.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #2: Influencer

2010-11-17T20:30:00.062-05:00

Think Bill Clinton, Robin Williams, Cheerleaders.

Without these people, life would be dull. They bring fun, high energy, cheerfulness where ever they go. They are people people, life of the party, friendly, excited, enthusiastic, persuasive, optimistic, trusting, entertaining, talkative, lively, confident, inspiring, to name just a few.

They are comfortable with touch, with physical contact, and they tend to make decisions very quickly. Sometimes they appear disorganized and they have a tendency to throw around names. It's just how they are wired.

By some though, they can be viewed as say unrealistic, poor listeners, self-promoting, chatterboxes, scattered.

Yet when you need someone who is great at networking, to liven things up, to promote an idea, make connections, get your message out to lots of people, these are great people to have on the team. If they like you and what you have to offer, they will actively promote you.

With these folks though, make sure you make time to socialize first and then get to business, stay away from hard facts and don't focus too much on details. Details is not their thing. As for their fear , it is social rejection and when it comes to conflict, they run from it.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #1: Dominance

2010-11-17T20:11:00.079-05:00

Think Donald Trump, George W. Bush, Hiliary Clinton, Michael Jordon, Barbara Walters.

Cut to the chase
Get it done, now
Move on

If you're a high D, you got the gist and are ready to log off this post at this point I am sure. No problem. All other types, I am sure will continue reading.

This style shows up as very competitive, independent, decisive, direct, results oriented, take charge, loves big challenges, fearless, blunt, head strong, impatient. Many times they are labeled as Type A, Alpha Males (applies to women too). This is how they are naturally wired.

While it's not High Ds intent, some view them as demanding, pushy, aggressive, egotistical, abrasive and other similar choice words. In the right role and situation though, they add tremendous value to the team for they are not afraid to take on tough challenges. In fact, they thrive on them.

These individuals are forward looking, great in situations where quick decisions are needed, where one needs to say take on a tough competitor, make the impossible possible. And they love change and in conflicts, they'll fight back. So never back them into a corner for they don't like to loose control or to loose.

Can you visualize those within your circle who fit these characteristics?

Don't Judge a Book By It's...

2010-11-16T07:46:00.055-05:00

Yes, you said it...cover.

Yesterday I mentioned I'll be writing over the next 10 days about 4 different behavior styles and 6 different workplace motivators. Before I dive into that, I want to bring up two additional very important points.

First is human beings are way to complex to define by any one label. So while the information I will share with you will help you in gaining a deeper understanding and appreciation of yourself as well as others, please be mindful that there is so much more to each of us. Secondly, recognize that behaviors and motivators interplay.

For example, let's look at Joe (a real person, a dear friend of mine, whose name I have changed here as I don't share personal information about anyone on these blogs, aside from my own).

Joe on the surface (behavior) comes across as a pushy, dominating, aggressive individual. For those who are turned off by such behavior, as I too was at first, they often miss out by what he has to offer for deep in his heart, he has a heart of gold. You see, he has a strong drive to serve, to help others succeed. So if you get Joe in your corner, you have someone who will go to great lengths to help you get what you want.

Then there is Jane. On the surface she comes across as friendly, as charming, as someone who is there to help you. Yet on the inside she is driven very little by need to help others and instead her real drivers are power and prestige. In the right situation and role, she is a huge asset.

Therefore, as you gain greater insights into behaviors and motivators through my upcoming posts, please recognize that they do interplay, and therefore avoid the tendency to "judge a book by it's cover" alone.

Getting Along, Getting Aligned, Getting Ahead

2010-11-16T04:38:00.015-05:00

As we're about to enter the holidays when there will be many gatherings, I wanted to continue on the post "Why Can't People Get Along", that I had written back in January of this year.

In my experience, a big reason for disagreements, distance between people, lost productivity, low engagement, turnover, etc. is simply because people can't get along. That often happens when people don't understand each other.

When they do get along and enjoy being with each other, they more effectively align, and it's simply amazing what they then can achieve. This is true not just in business but also in our lives outside of work as well. In fact, here's the formula to achieve nearly anything in life:

Simple Strategy + Systems/Processes + People + Action ===> Success

So no matter how good the strategy and systems and processes you have, nothing happens till people make it happen. And that doesn't happen 'till they are engaged in their work and with each other.

Therefore over the next 10 days, I am going to share with you, one each day, key pieces of information on each of the 4 basic personality styles and 6 key workplace motivators. Personality is what you can observe and motivators are what "internally" moves one into action. As you gain a deeper understanding of these and begin to apply this knowledge in your various personal and professional relationships, I am confident you're going to experience stronger connections, better results and greater joy.

One point to note though is that as you learn about these styles and motivators, it's important to recognize that there is no one style or motivator that is better then the other. Each style is important for everyone adds value. In addition, majority of individuals while they tend to exhibit one primary style, we're all complex beings and therefore we each have a mix of all styles generally and which one shows up more often depends on a given situation.

In any event, as you gain deeper understanding and apply of this knowledge, my hope is it will help you in numerous ways, as it has helped me. So for the next 10 days, I'll send you one post each day. (I'll do my best to keep 'em short and to the point.)

Five Ways to Fight Your Fear of Sales

2010-11-11T19:23:00.024-05:00

My dear friend Kara S. McKinn and I recently published another article in the September/October 2010 issue of Association Now, publication of the American Society of Association Executives (ASAE). The article is entitled Five Ways to Fight Your Fear of Sales. For my blog readers, it is reposted below. Enjoy!

Many association executives have a secret: They don't like to sell. Stereotyped images of slick salespeople backing customers into the proverbial corner or dreaded repeat phone calls from someone who considers you a "hot lead" come to mind when we hear the word "sales."

In the "good old days," those of us who didn't like sales could often avoid it. But in today's economic reality, products and programs that used to almost sell themselves are hurting, and staff in departments as disparate as membership, certification, professional development, and conventions have added sales to their burgeoning to-do lists.

Selling in our experience can actually be a satisfyingly enriching experience. Making the switch from dread to success is often simply a matter of realigning your thoughts and actions. Here are some ideas to help you get started.

1. Understand what selling really is. Selling is simply fulfilling your members' needs with products and services that will help them meet their needs. It's matching problems to solutions.

2. Think in terms of connections and networks. As association professionals, we know how to connect with our members, nurturing helpful networks of like-minded people. This action of catalyzing connection and sharing is just selling by another name.

3. Ask and listen. In associations, we know how to ask great questions, to probe, and to listen to what members really need. We possess a thorough understanding of our products and services that will help our members achieve their desired outcomes. All we need to do is make the connection between members' needs and our solutions.

4. Invite and ask. Once you've asked probing questions, listened to members' or customers' answers, and discovered the connection between their needs and your offerings, it's time to invite and ask them to make the purchase—"invite" and "ask" being the key words. We can't really sell anyone what they don't need, at least not if we want to establish long-term relationships, which are essential to associations. We care about our members' success. And that's what professional selling is all about—helping others succeed.

5. Leverage your personal strengths. There is no one right way to do sales, so just be your authentic, natural self. Some people become subject-matter experts. Others enjoy picking up the phone and initiating conversations. Leverage your unique strengths to drive sales in a way that's comfortable for you. Otherwise, it can be hard to generate internal energy, which often leads to inaction. When you leverage your unique strengths and motivations, the inner energy naturally flows to provide the fuel necessary to do sales.

Once you make this mental shift, you can see that selling is really about establishing and enriching long-term relationships that help others succeed. Even the most sales averse among us can find that process to be fulfilling, deeply satisfying, and even joyous.

*****

To view the article on ASAE's site, go to: http://www.asaecenter.org/Resources/ANowDetail.cfm?ItemNumber=52801

When Do You Need an Outside Facilitator?

2010-11-11T14:50:00.086-05:00

In my recent posts, I have emphasized the need for regular communication between business partners, and even more so in businesses where family members are involved. I have also written much about the need to have an outside facilitator, someone who is objective and neutral. But how do you know when such a person is necessary, even crucial, and what do you look for in such a person?

Here are some key signs indicating you need external help:

Emotions run hot;
Some dominate the conversations, stalling participation from others;
Conversely, people remain quiet, saying very little;
People appear to be walking on egg shells, dancing around sensitive yet critical issues, which never seem to get resolved;
When healthy dialogue is missing. People roll their eyes, looking here and there, and appear to agree readily;
You know you need to communicate but you just can't seem to get to it, or are not sure what to do, or are uncomfortable for whatever reason;
You need greater objectivity in the conversations.

Here are some key elements to look for in the facilitator:

Must have deep understanding, preferably through real experience, of both business AND family/partnership dynamics;
Is sensitive to group dynamics, not only among partners and among family business owners, but also dynamics that occur between owners and non-owners, non-owners and non-owner family members--yes, it's very complex;
Strong at picking up undercurrents, the unspoken;
Is an excellent listener, observer and has good communication skills;
Can keep the conversation focused and on track;
Can manage conflict and emotional vulnerability;
Is objective and neutral while being respectful and understanding of various inputs.

If you are experiencing any of the signs above, get some help, NOW. Don't brush issues under the carpet, hoping they'll go away and all will work out just fine. If people are walking on egg shells, it's only a matter of time before stress fractures occur and the eggs crack. It's not a question of if, but when. Speaking from experience, before it's too late, get some help. You'll be thankful.

Sherpa Passang, From Tragedy to Triumph

2010-11-07T10:36:00.034-05:00

On our way to Everest Base Camp, we stayed overnight at a tea house in Thamol. As we were sitting around, a man approached me, selling paintings he claimed to have painted himself. What caught my attention though were his hands. On his left hand, all fingers were gone and on the right, only small stubs of his fingers remained.

Having traveled enough in that region, I was skeptical. I "assumed" he had purchased them from some group and was selling them to tourists, capitalizing on their sympathy. While I sent him away, without a sale, something kept nagging me, telling me he was sincere. Unable to put him behind me, I inquired about him and came to know his story.

He was once a Climbing Sherpa, which means he would help climbers get to top of various mountains in the region. And on one of the treks, he had met with an accident and lost his fingers. His story touched my heart so deeply that I requested one of the local men to find his home and take me there, which he did early following morning.

To be perfectly honest, in someway I was looking for answers for myself, for I know all too well the inner struggle one faces when restarting oneself after having a successful career. I wanted to learn from his story, e.g. what he went through after the accident, of all possible careers how did he decide to paint, and how and from where did he find the inner strength to push forth to reestablish himself.

At his home, I met his wonderful family and saw where he lives and works. Given the language challenges, I got some sense of his story over a wonderful cup of tea his wife made for us. At the end of the conversation, I happily purchased one of his largest paintings for to me it's a testimony to the human spirit, how with the right frame of mind one can overcome great adversity.

Today, whenever I look upon my own journey and I feel the emotional ups and downs given the challenges of restarting, I find great strength when I see his painting and when I think of him. Sherpa Passang, you're my hero. Thank you.

First Who, Then What!

2010-10-29T05:34:00.047-04:00

I recently received an email from an old friend saying "Vinay, help. No matter what I do, I seem to constantly feel dissatisfied in my work. What's wrong with me? What do I do?".

To be completely honest, this question hit me right between eyes for it so resonated with me since I have been in a similar state myself for the last 2-1/2 years. No matter what I do, something doesn't feel right. I keep thinking if I did something else, I would be happy but that never seems to happen.

When I reflect back, my most successful, happiest work days were when I was in business. I used to work 50-60 hours weeks, doing variety of things, and used to love every minute of it. In fact, each and every day, I could hardly wait to get out of bed and get to work. Even when I would be on vacation, I would be thinking of work and when I would return, I would run straight to office.

So I been asking myself, what's changed? I am still the same person, same brain, same heart, and so on. Well, I found the answer on my trek to Everest Base Camp, that I want to share it with you in case it's helpful to you or to someone you know.

You see, very simplistically speaking, there are 3 types of people. Those who are primarily task oriented, those who are mainly people oriented, and those who are somewhere in between.

For the primarily task oriented, it tends to be much more about what they are doing, tasks they are performing. For example, I know of a place where nearly every day people come to office, go straight to their desks, work all day-with very little people interaction-and then go home at end of the day. They are nicest people I know but they are still hardly interact among themselves during work days. They are clearly very task oriented.

Then there are those who are people oriented. They have to be around people. As flowers need sunlight, they need people for without, they wither.

Then there are those who are in the middle, both task and people oriented. I am one of these types. When I have some structure, have a sense of what needs to be achieved, have the creative freedom to achieve it, and am around and working with and helping people, I am extremely engaged and happy. In many cases, it doesn't even truly matter what I am doing. It's more that I am creating, within a structure, and am around and helping/working with people. In fact, nothing makes me come more alive then when I hear the words "Vinay, I need your help with something".

So for example, on the Everest Trek, there were 11 of us. We had somewhat of a daily structure for we had to make certain amount of daily progress to reach our destination on schedule. There were days we would hike up grueling steep paths for 6-8 hours daily. Yet what I remember is that along the way, had lot of great conversations, enjoyed each others company, and just loved being together. Though trekking was hard, it didn't feel like it, cause we were a great team. There were times we pushed each other, when we just sat around quietly reading, or sharing meals, and so on. Frankly, for me, I was around people, I was part of a team that knew what had to be done and we were doing it together. Come to think of it, we could have been cleaning bathrooms for all that matter, and I would have been OK.

Therefore, when people are unhappy in work, their first tendency is to want to do something else. If my experience holds true, dissatisfaction often has less to do with what one does and more to do with workplace relationships (with colleagues, boss, and so on), lack of clarity on expectations, etc.

So next time you experience dissatisfaction, or know someone who is, dig deeper. Ask probing questions and then guide them accordingly. Before changing the "what", find out the real cause and address that first.

I am off to Base Camp at Mt. Everest

2010-09-29T12:21:00.019-04:00

First, I want to thank you for reading my blog posts. I hope you find them useful. If ever you have suggestions on what I can do to make this blog more useful to you, please do share your thoughts with me. I really want to know and I welcome your suggestions. This is my first time at having a blog, which I started as many of you had encouraged me to start one and therefore I want this to be of use to you.

Secondly, I wanted to mention that most likely you will not see any posts from me this coming month of October. I am off to Nepal, trekking to Base Camp and there I will have very limited access to the net. I'll be back end of October and will resume at that time.

Till then, take care everyone and thanks again for subscribing and for being part of my community.

How to Make More Money, with Less Time and Effort

2010-09-25T13:14:00.115-04:00

Are you feeling stretched, and stressed?

Are you feeling stuck, want to earn more but not sure what to do?

Are you sick and tired of working long hours, saying to yourself, this is not why you went into business for yourself?

Through my own experience, as well as what I have learned through the process of helping others develop their business plans (a MUST, if you don't have one for yourself), the problem I find is not that they are not doing enough, but rather they are trying to do too much for too many people. In essence, they lack focus. They are generic, a small fish in a big pond.

So if you answered yes to the above questions, then I have a suggestion for you. Over the next 4 weeks, do the following.

1. Determine the profile of your ideal client. This is the person with whom you enjoy doing business and it allows you to generate your desired revenue with relative minimal effort (in doing the work and marketing wise, as couple of factors to take into account). This includes profiling both the organization as well as the individual client. Once you know who this is, then you can actively spend time in a more focused way.

For example, let's say you're an executive coach offering leadership development. While this is nice, imagine being an executive coach to introverted engineers within the aerospace industry. By focusing and niching, you just went from being a small fish in a big pond to a big fish in a small pond. From being a general "generic" surgeon to a heart surgeon specializing in repairing damaged aortic valves. Now more of the clients will seek you out, paying you more $$$ per unit of time for now you're a specialist.

2. Review what products and services are giving you the greatest revenue and profits. Indirectly you'll get a sense of what's in demand, and what are the biggest challenges your clients are facing, and therefore buying what they are buying from you.

If you like to see how we applied this to the business I was a co-owner in, that we grew 28 folds, while at the same time increasing profitability, client retention, and having better quality of life, read my post entitled Sweet Spot: Maximizing Business Growth and Profitability.

Taking the time to determine your Ideal Client Profile (ICP) and narrowing your offerings down to say 2-3 key offerings will help you get focused. From that will emerge list of action items and where to spend your valuable time. You'll not only make more money, you'll also find you have more time for things you love to do.

Work Smart, Not Hard!

Don't Let this Tear Your Business Apart

2010-09-24T14:46:00.080-04:00

In business, after some initial success, partners and family members who are in business together at times start to go in different directions. It's not intentional. Just that each has their own vision of the future. If this is not brought to surface and resolved, it can turn into a tug-of-war, wasting precious resources. It can even tear apart the business. Everyone looses.

Let's dig deeper and look at what happens.

In business, according to Bradford, Duncan and Tarcy, authors of Simplified Strategic Planning (an excellent read) there are six different strategic focus areas by which one can lead the business. These include:

1. Product/Service
2. Market/Customers
3. Technology
4. Raw Materials
5. Distribution Channel
6. Capabilities

For the business to be successful, while it may contain elements of more then one of these, only one can be the primary driver. If the primary driver/focus is not chosen and agreed upon, significant resources end up being wasted in the tug-of-war that follows. For the purposes of this post, I want to focus on two of the six:

1. Market/Customer Focus
2. Product/Service Focus

In market/customer focus, the focus is more on serving the target market. If say one partner feels really connected with a specific space, s/he will want to go deeper into this space. For example, let's assume a partner serves the dental market, supplying tooth brushes. Given the excellent relationships she experiences with those she serves, she may choose to also sell other products to this market, such as floss, tooth paste, x-ray film, office equipment, and so on. She simply loves her clients and want to do more for them. It's more about the market then what is sold.

In product/service focus, say for the other partner, it's not about the dental market but that he just loves brushes. His view is if dental offices buy brushes, then he can expand his product line to include other kinds of brushes and expand into for other markets. For example, this could include selling brushes to auto repair shops, to manufacturing facilities, and so on. He simply loves brushes regardless of type of brushes and who they are sold to. It's more about what is sold then the market.

When this difference surfaces, if partners are not aware of what's happening here, they may conclude something like that the other is just stubborn, just doesn't get it, and so on. Before you know it, wedge has been driven, going deeper and deeper overtime, and eventually leading to the partnership being split. Alternatively, they continue to have this tug-of-war, wasting precious resources and experiencing stress as well.

If you are experiencing this situation or know of business partners who are, it's important to discuss this objectively and settle on one strategic focus, for the sake of the business and the partnership.

10 Tips for Making The Family Business Work

2010-09-22T20:07:00.122-04:00

(I had written this prior to leaving for vacation, but in rush of things forgot to post. Anyways, posting it now).

Many when they hear of a family business, they imagine family members happily working side by side singing songs, floating through the days, happily ever after. While are there certainly numerous benefits of being in a family business, families in business together also experience tremendous stress, something those on the "outside" don't see nor experience.

It's hard enough to exist peacefully in a family. Add to that a successful yet very demanding business, things get really complicated. Business meetings at work turn into family meeting and home gathering become business discussions, often leaving those who are not involved feeling left out. And home tensions go into the workplace and tough decision made at work leads to feeling isolated at home with one getting "the stares, glares, the looks". It never stops. At time it can feel as if walking on a mine field.

If you're experiencing stress being in the family business (or partnership), here are 10 tips, to keep you and the business healthy:

1. Get involved in some group that nourishes your soul, something that has nothing to do with business and something in which you can participate without other family members involved. Some separation and break is healthy.

2. Exercise regularly and eat healthy. It'll relieve the stress and keep you healthy. You must stay in shape for family business is not for the weak.

3. Have a sounding board, a thought partner. In such a business setting, it's easy for one to feel isolated. I know I used to feel that very often, isolated and frustrated, wondering who to talk to freely, without causing waves. Have someone in your corner with whom you can have on-going conversations, to help you think through your challenges, help you see things from a different perspective, help you stay focused and sane, listen to you without judging and trying to fix you. This person must be someone who understands family business dynamics and is an "outsider", is objective, neutral, and has nothing to gain or loose.

4. Have regular meetings. You can never have too much communication. If you think regular meetings aren't needed, and you assume everyone is on the same page, you're wrong. Many business problems in family businesses find their roots in lack of communication.

5. Hold at least once every year an off-site retreat, preferably facilitated by an outside moderator, who can keep the conversation moving forward while keeping everyone together.

6. Be always watchful of unexpressed expectations, mood changes, issues brewing under the surface. When you detect them, resolve them before they turn into volcanoes for if situations reach that stage, it becomes very difficult to resolve even the seemingly simplest issues.

7. Run personality profiles on each family involved in the business and have the results discussed among the members, with the discussion being led by someone who is an expert in this. This leads to structured conversations and then the better everyone understands each other, the more effectively everyone can appreciate and leverage each others differences rather then have those differences tear the group apart.

8. Take the necessary time to establish clear roles, responsibilities and accountability for each family member who is involved in the business. While these may not be set in stone, it will lead to greater clarity for everyone.

9. Separate as much as possible, family roles from business roles. While this is far easier said then done, it's an important element to lasting success and peace. For example, if you're a couple in business, be the couple at home but when you're at work, be the professionals you are supposed be, doing what your roles require of you.

10. Last but not least. As business changes and grows, so do the family members. While they may have started with a similar vision and goals, overtime their own visions and desires change. To keep everyone on the same page, once each year, set aside time away from the office for business planning. Such planning is not only important for business success, it provides a forum for having structured conversations, which are vital to keeping everyone together, focused and aligned.

2 Ways to Minimize Costly Hiring Mistakes

2010-09-22T16:17:00.133-04:00

No matter how solid the business plan, it's simply hard to execute it without good people. Yet one of the biggest challenges we faced in our family business was in the area of hiring, in particular hiring sales and customer service reps. Literally we lost hundreds of thousands over the years due to bad hires, let alone the mental stress we experienced due to it.

Many of the candidates looked good, sounded good, seemed to have the right skills and experience, yet didn't work out. Not only was it costly in-terms of money lost, it was also tiring because of all the hours lost that went into training and getting them up to speed. Over the years, I gained important insights which I'll share with you here, to help you make better hiring decisions.

While we can't bat 100%, though we like to, I like to share two suggestions that will help you increase your batting average.

1. Use Personality Profiles

The one I use is called TriMetrix and it looks at individuals through 3 different lenses. The assessment identifies, objectively and neutrally, behavioral strengths and blind spots, what the individual focuses on, as well as what moves 'em into action. If you find there is a significant gap between what you need and what this individual has to offer, inspite of their experience and skills, I would think seriously before making the hire. This small investment upfront can save you literally thousands of dollars, as well as your valuable time and energy. Not using this in my judgment is penny wise, pound foolish.

2. Ask These 4 Essential Questions

In the interview, questions often revolve around skills and experience. While these are important, they alone are not enough. For example, just because someone was successful in sales at another organization doesn't mean they'll succeed in yours. There are many factors that lead to success. Therefore, in addition to the usual questions, I would also ask the following types of questions:

A. What are some of your values, guiding principals? You want to look for a reasonably close match to ensure their values match to your organizations.

B. What's your vision for your own life? In other words, probe to learn what matters to them, what do they want to create, how do they enjoy spending their time, what motivates them, what their dreams are.

C. How do you see this job, this role, helping you live the life you want, helping you make your dreams come true?

D. Share with them your vision, your values, who you serve, why your clients do business with you. Also share openly some of the challenges people in your company currently face. Then ask the interviewee this question: Given what I have shared with you, how do you see yourself fitting into this organization?

It's important to hire people who get excited by your vision and connect with your values. The greater the match, the greater the chances of success. And it's not just for your own benefit but also the benefit of candidates. When bad hiring happens, both suffer. By investing time upfront to ensure good fit, everyone wins.

Getting Along with Your Business Partners

2010-09-21T15:22:00.067-04:00

In my experience, majority of business problems, especially in partnership based businesses find their roots in communication breakdowns. When business partners don't get along or are not working effectively, and this is even more true for businesses involving family members, you'll find gaps in communication. What then takes place is "I said, you said...I thought, you thought...". Moles turn into mountains, no one wins.

The solution is very clear - communicate, communicate, communicate! Communicate expectations, roles & responsibilities, vision, values, purpose, base strategy and strategic focus, critical success factors, and so on.

Sounds pretty easy, right? Yeah. Sounds easy but tough to do.

In today's fast pace, we get so caught up in day-to-day tasks that we don't make time for such important conversations. This is even more true for family businesses where they don't incorporate regular meetings. It also happens because sometime we don't know how to start and have such conversations. And the more delicate the issue, the tougher and therefore even more critical to have communication.

Otherwise, while everyone may think everything is progressing smoothly and that everyone is on the same page, likely there are unresolved issues stewing underneath that hamper future business and relations. Furthermore, when such dialogue is missing, "grapevine" runs rampant, organization lacks focus and alignment, valuable resources are split into multiple directions, to name just a few.

If you want your business to last, on-going communications are vital. If you are at a point where emotions run hot during your meetings, make the investment in an outside moderator, a facilitator, someone who understands the unique challenges associated with partnership and family based businesses. They, being neutral and objective, can help you manage conflicts and keep conversations on track.

On-going communication is one of the best investments any partnership and family business can make to ensure lasting success. Whatever you do, please make time to regularly communicate. It's vital to your success.

How to Rebuild Business Relationships

2010-09-18T06:49:00.130-04:00

Do you know couples, siblings, friends, families who are in business together? And in spite of having achieved business success, now they can't seem to get along and they are constantly going at each other?

I grew up in a family business environment as well as have been in one. In addition to having experienced the joys of partnership and family business, I also have experienced the struggles and the pain. I have seen up close way too many relationships fall apart, among those who are otherwise good kind loving individuals, each doing their very best. It's painful to watch and to experience it.

It doesn't have to be that way.

Business relationships can fall apart for many reasons: miscommunication, lack of communication, lack of understanding, behavioral differences, apathy, separate schedules, busy schedules, or disagreements. Sometimes blow ups happen and other times the relationship just slowly falls apart.

The challenge becomes even greater in family businesses where members are unable to communicate about sensitive or heated subjects without ending up in some kind of an argument. One person may yell while another may shut down, and yet a third may storm out of the room. Each reacts differently, and no one understands why the others don't see the situation his or her way.

While it's true that every family and every business group has disagreements, when you mix family members with business issues, the conflicts are more intense and more frequent. Specially since family members know how to push each other's buttons, and they do can do so, and do, freely.

I know when I was in business, I yearned for a way of addressing heated topics with family members in a manner that does not impede on the company's success, and vice versa. Not knowing how at the time, I used to often feel very isolated and frustrated.

As they say, if I knew then what I know now.

When my own business relationship fell apart, after being together for nearly 20 years, I silently wowed to figure out how this happens and how it can be fixed, or prevented in the first place. After spending nearly 3 years delving into this, I believe through real life application, that nearly every business relationship can be repaired, or reinstated. While there are many ways of doing that, I will discuss one of those ways here.

When a relationship has gone south, one of the biggest challenges is how to open up the dialogue. One of ways to open up and restart the conversation, first step to repair, is via the use of personality profiles. The one I myself use with business partners and business teams is called The Trimetrix, and it's one of the most powerful instruments I have come to use.

What's valuable is not just what the reports provide, and do so in an objective neutral way, it's that they provide a means through which conversation can begin. As the results from these profiles are discussed, first individually and then as a group, I have experienced over and over that conversation once again begins to flow, people start to open up, misunderstandings start to turn into understandings, conflicts begin to turn into synergy, participants start to release long held thoughts, their perspectives start to shift, to name just a few of the many benefits.

Key to make this work is to have an outside expert administer the assessments and conduct the debriefs individually as well as facilitate the group conversation when conducting the group debrief. In addition to the expertise, they are neutral and objective and keep the group together and moving forward. Also, as an added benefit, these profiles also provide a common language for communication and that's often very helpful.

If you are experiencing tensions, communication breakdowns, cold war, or open heated arguments, I urge you to seriously consider the use of personality profiles and follow what I am suggesting. It's one of the best investments you'll make. In addition to getting your relationships back on track, you'll begin to also notice the very positive impact this will have on your business as well as other aspects of your life.

If you have any questions, please just ask. I wish you the very best.

11 Keys to Building Strong Partnerships

2010-09-12T20:57:00.160-04:00

Have you ever gone on a vacation with someone who is very different from you? One wants to experience everything under the sun while the other wants to just chill out. One wants to plan the day down to the minute while the other likes to figure out what to do as the day goes by. One wants to go left, the other right. One wants window down and put the peddle to the metal while the other likes the windows up and keeps tapping the break peddle. Now just imagine, being in partnership with this person who has very different preferences. What would that be like?

I am sure you get the picture.

Therefore, in choosing your business partner(s) it's crucial to, for both long-term success and to having an enjoyable experience, here are 11 key factors of consider:

1. Shared Vision. Metaphorically speaking, what will happen if one wants to go to California while the other Florida? One envisions a chain of big box stores while the other a small boutique? It's important to share common definition of success, your desired destination, what you want to sell, and to whom. Otherwise, it'll be a constant push-n-pull, tug-of-war.

2. Shared Values. Do you share values that will guide you in your decision making, in your day to day activities? For example, how will you function say if one views employees as those who can be easily hired and fired at will while you view them as family? One has no problem taking on debt while you are terrified by it?

3. Shared Work Ethic. Will you both put in your best efforts or is one a slacker while the other carries the load?

4. Shared Base Strategy. Of the 4 types, do you both share where you want to be ultimately?

Small Fish, Small Pond
Small Fish, Big Pond
Big Fish, Small Pond
Big Fish, Big Pond

Similar to example given in #1 above, what will happen if one wants to build a business say selling commodities in high volume low margins and the other wants to pursue a strategy of a specialty selling low volume high margins?

5. Aligned in what you lead with. What happens say if one wants to be the low cost supplier while the one wants to be known for outstanding quality, customer service and charge high prices?

Innovation, Cutting Edge
Customer Service
Quality, Tried and True
Low Price Seller

For example, what will happen if one wants to be known for high quality, outstanding service while the other wants to sell on price and quality isn't as important?

6. Leveraging Strengths. Here, differences are actually healthy. If say one is outgoing, aggressive and quick to act, it's important to have someone who is reflective, more thoughtful and reserved. Or one is more task focused, it's important to have the other be most people focused. It's the Ying and Yang, left brain and right brain. Both are needed.

7. Complimentary Skills. Overall, to run a successful business, skills in administration (e.g, HR, IT, Accounting), Sales/Marketing, and Operations are needed. Do the partners bring a mix of skill sets? Here again, you need to ensure everyone brings something to the mix so all bases are covered. You want someone who will fill in for your weaknesses and you do the same for the other. No one is good at everything. It takes all types to make business work.

8. Do you enjoy being together. In business, you will spend lots of time together and therefore it's very important you enjoy each others company, and have the ability to have open honest conversations, no matter how tough the issues.

9. Commitment: There will be good times, there will be rough times. Are all of you committed to the partnership, to see it through, no matter what you all face. One for all, all for one.

10. Personal Responsibility: When something goes wrong, will you play the blame game or are you strong enough to also look within and see how you contribute to the situation. This was a lesson for me. It took me a long time to accept that in my own partnership coming apart, I too had a huge role. Until we are willing to looking within ourselves also, we'll play the victim game and that doesn't contribute to healthy partnerships.

11. Trust & Respect: Last but not least, do you trust and respect each other. You want someone on whom you can count on, completely trust, someone who has your back covered as you have theirs, someone you respect. All successful lasting relationships are built on foundation of trust and mutual respect.

Having said all this, I want to stress that there is no one right or wrong, better or worse. There is a place for everyone. Important thing in partnerships is that there be alignment. If it's missing, your partnership is destined to difficulties. Therefore, when choosing your business partner(s), be sure to pay critical attention to these factors.

Also, as a final word for now, it's important to note that it's unlikely to ever find a perfect match. We are humans afterall and we each have our uniqueness's. What's important is to be aware of where you align, where you don't, and to work through those differences, and to recognize that there is always some benefits in those differences.

What Leads to Partnerships Breaking Up?

2010-09-12T19:03:00.203-04:00

Do you know couples, siblings, friends who went into business together with great hopes and excitement but now they are constantly going at each other? Being in business together can tear apart not only relationships, but also their business.

Same happens in corporations where executives aren't aligned, each member rowing in a different direction, following his/her own agenda, leaving others confused and drained.

Do you ever wonder what's the cause? And more importantly, how can this be prevented, for there is tremendous power in partnerships, when leadership teams are aligned, all rowing together in the same direction?

To use a metaphor, effective partnerships are like the hand. When five digits work together, they are exponentially more powerful then the sum of each individual digit. As my uncle says, when it comes to partnerships, 1 + 1 = 11.

After many years of reflection, observation, and self-study, I believe I finally have the answers to the questions I raise above, which I will share with you here.

First, what leads to the breaking.

Loss of Collective Vision: Everything in life, manifested by humans, originates in thought and those thoughts are ever changing. At some point in time, thoughts of two or more individuals come together and partnership is formed. Overtime, however, thoughts change, they shift, resulting in partners slowly drifting apart. And due to lack of effective on-going communication, either due to being so caught up in day to day operations or more likely that in many cases hey don't know how to have such conversations, the impact of such drifting apart does not surface, 'till it's too late, leaving everyone asking "what happened?". Or their is constant fighting and those observing watch helplessly wanting to help but not sure what to do.

Lack of Human Understanding: Human beings are complex beings with ever changing thoughts, feelings, behaviors, and motivations. In the absence of such understanding, what ultimately happens to the unaware, these small differences end up driving a big wedge into the relationships. Friction takes place, communication breaks down, moles become mountains. Rather then understanding and leveraging differences for greater individual and joint success, they are often misinterpreted (intention vs. impact), only leading to further divisions.

So, what's the solution?

I have come to believe the solution resides in two actions, both of which must take on an on-going basis. They are:

Executive Alignment: Just as tires need realignment from time to time, so do executive teams. In the executive suite, this is done via regularly schedule meetings that must be facilitated by someone from the outside, who is neutral and objective, has nothing to gain or loose. Goal in these meetings is to have both strategic conversations as well as cover other materials to ensure everyone stays on the same page so that everyone continues to row together in the same direction.

Executive Tune Up: Via use of personality assessments, which provide deep insights into each individual's strengths and blind spots, in an objective and neutral way, understanding and therefore communication improves, misunderstanding begin to get flushed out, leading to less friction and greater performance. When these assessment results are presented by an expert who is an outsider, these "debriefings" of results lead to powerful conversations, partners come to better and more effectively understand of each other, as well as understand how to leverage each others differences for greater joint success.

Net result being acceleration of business performance AND strengthening of the partnership. It's one of the best investment any partnership and executive leadership team can make, to ensure long-term success and enjoy the many benefits partnerships offer.

What's Possible When Everyone Shares a Collective Vision?

2010-09-11T13:35:00.134-04:00

How in sync is your team? Is everyone moving together smoothly in the same direction? Or does it feel more like a constant tug-of-war, push-n-pull, each tripping over the other? Do you experience conflicting goals, conflicting agendas, constantly changing priorities, flavors of the day, feeling stretched and confused?

In my experience, businesses, specially business partners and families who are in business together, they start off with a fairly a clear focus, direction and desired outcome. As times goes on however, individuals begin to drift apart. Each focusing on their own thing, they are busy and less and less communication. In the absence of on-going communications about vision, desired outcomes, planning, etc. misunderstandings, friction, breakdowns, inefficiencies begin to take place, all negatively impacting overall performance.

If you like to find out what the situation is in your organization, here's a simple test. Results will show you how well aligned is your team, to what degree they share a collective vision, and if they are all working towards the same desired outcome.

Have one person, preferably someone from the outside who is neutral and objective, and someone who has nothing to gain or loose by the findings, start interviewing, individually, key members of your team. Have this person, who should be good in asking questions, listening and probing, ask each interviewee the following 7 questions:

1. What business is your company in and why does it exist (purpose)?
2. What does your company sell?
3. Who are your target customers?
4. Who are your top 10 clients?
5. Why do they do business with your company?
6. What do your clients most appreciate about doing business with your company?
7. How is success defined and measured at your company?

Of course, before diving into these questions listed above, the interviewer will have to first set the stage as well as warm up the conversation by asking couple of other questions, to get the conversation flowing and putting the interviewee at ease.

When asking these 7 questions, go in depth. For example, for the question "who are your target customers?" don't just accept for example, our customers are associations. Probe and dig deeper. Never settle for the first response. Ask each interviewee to share for example, what does the "optimum" customer "look" like, e.g. approximate age, gender, title, size and type of organization, location, and so on.

As a suggestion, start these interviews first with your leadership team. Often misalignment starts right there. If you find they aren't aligned, then what do you think are the chances rest of your team members being aligned and moving in the same direction? And if they aren't, what impact is that having on the organization? Then imagine, if they were all aligned and shared a collective vision, working together towards the same destination, what would be possible?

Go ahead, give this simple yet powerful exercise a try and see what you find out. I can guarantee you'll be glad to have done this.

Path to Success

2010-09-10T18:54:00.042-04:00

One of the leading causes of business failure, or any kind of undertaking for that matter, is lack of proper planning. Yet too often I run into people who spend more time planning their weekend outing then their business, all the while wondering why they aren't achieving the success they desire.

In my own life, I have experienced both success and failure. Looking back, whenever I have been successful, in each instance, I have had a clear and focused plan. When I didn't take the time to plan, it was disastrous. Therefore I am more convinced then ever in the value of planning, and in business, strategic business planning.

Having said this, I think most people make planning way too complicated then it has to be. For great many businesses, especially for the smaller ones, setting aside say 10 or so hours, answering some key questions alone will provide a meaningful road map for success. Some of these key questions include:

DESTINATION: What does your desired destination (success) look like? How will you, and those on your team, know when that destination has been reached?

PURPOSE: Why do you want to get there? What will it give you? And what will happen if you don't get there? As in any journey, if your purpose is unclear, and/or desire weak, you are likely to turn back when you hit roadblocks. Therefore, before starting your journey, be clear why you're wanting to go there and ensure it's something you really want.

HOW: What "road" will you take to reach your desired destination? What do you need to get done, day by day, week by week, month by month? For businesses, break down what needs to get done in the three key areas: administration, operations, and sales & marketing. Who will do what by when and how?

SIGNPOSTS: How will you know you're on track, individually and collectively? What measures will serve as "mile markers" and "sign posts"?

OBSTACLES: As in any journey, it's not always smooth sailing. Sometimes you hit road blocks, you get a flat tire. When that happens, will you know what to do?

OPPORTUNITIES: Sometimes along the way, you may run into pleasant surprises that will help you get to your destination quicker, such as you discover a short cut. How will you recognize these opportunities when you see them?

If you don't have a plan in place, I urge you to take some time, and prepare one. It's not rocket science. Answering some key basic questions as presented above alone will get you well on your way.

But don't be fooled by the simplicity of the questions. While the questions are easy, to arrive at meaningful answers requires deep reflection and thought. As you do that, you'll be amazed by the benefits you'll experience with the associated and focus that emerges in the process. And if you have multiple partners in the business, this then is even more important. Without it, it'll be like driving a car without proper tire alignment, with each tire moving in a different direction.

It really is so that "Proper Planning Prevents Poor Performance".

15 Essential Questions To Achieve Success in Selling

2010-08-29T22:13:00.076-04:00

While there are many factors, I have found that much of the long-term success in selling is due more to consistently and persistently following a sales process, a system, and establishing a reputation of being an expert, a trusted advisor to the clients and the marketplace, rather then having any "magic bullets".

In addition, in my experience, much of that sales success begins with having clear answers to some key questions. Some of those are:

1. What do sell? Think not just in-terms of your products and service (tangibles) but also what the perceived value is to your clients (intangibles). Ask yourself, what business are you really in.

2. How strongly do you believe in what you are selling? In other words, would you say sell it to your mother?

3. How does selling what you're selling and for whom you're selling help you live the life you want to live?

4. Who do you want sell to?

5. Where will you find those you want to sell to?

6. How will you get your message to them, of what you have to offer and the associated value? For example, where will you speak? network? How will you reply to the commonly asked question, what do you do?

7. Why should they buy your products/services, and why should they buy from you?

8. How will you get your first meeting?

9. What questions will you ask and what will you say in your first meeting to move the conversation forward?

10. If/when they don't buy from you right away, which is quite often the case specially in B2B sales, how will you stay in touch, maintaining top of mind awareness and building the relationships?

11. How will you get them to try you?

12. Once they do buy, how will you serve them, engage them, move the relationship forward, so they buy from you again?

13. When something goes wrong, which invariably will at one point or another, how will you handle it?

14. How will you ask them to refer you to others?

15. Last but not least, have clarity on what success looks like, how you will know if you're on track as you do the necessary day-to-day work, and how you will know when you have achieved it?

What has lead to your success in selling? What's your best sales tip?

Who Do You Trust?

2010-08-29T14:35:00.070-04:00

Would you let a doctor operate on you if you didn't trust him?

Would you eat at a restaurant if you didn't trust the food to be safe and clean?

Would you invest your hard earned money in a financial institution that you didn't trust?

In the Washington Post recently, there was an article entitled "Soldier Dies, Insurer Profits". It shared how some major insurance companies mislead (not fully & correctly disclosing key pieces of information) insurers and their beneficiaries.

As I had significant amounts of money (for me anyways) in one of these financial institutions mentioned, reading the article shook my faith and confidence in the institution and I immediately pulled out my funds. Logically, I am sure they were safe and sound but deep inside of me, in essence, regardless of all logic, I simply lost trust in the institution. I can't help but wonder how many others felt the same and took similar steps.

I then further realized how strong a factor trust is in in our lives, not only personally but also professionally and for our enterprises. Without trust, we have nothing. When it really comes down to it, all meaningful and lasting relationships are built on trust. When trust is strong, everyone wins and grows. When it breaks down, eventually everything breaks down cause all successful relationships and enterprises are built on the foundation of trust.

So, how does one go about building trust? After much reflection, I come up with several key elements that provide the foundation to building trust. Here they are:

1. Communication & Accountability: Do you communicate clearly, authentically, honestly, fully, and consistently? Do you hold yourself accountable, doing what you say you're going to do? Do you keep your words?

2. Understanding Each Other: I find that many of us do not truly understand human behavior, and therefore each other. For example, if someone say is being "aggressive", in the absence of proper understanding, such folks are frequently labeled as being pushy, a jerk rather then for the true gift they offer. It's often a question of intention vs. impact, fact vs. judgment. As an aside, it is this lack of understanding that often leads to misunderstandings and leads to disengagement which in turn has significant negative impacts on our enterprises and our various relationships, personal and professional.

3. Walk and Talk Alignment. Are your words, deeds, decisions, behaviors & actions aligned?

4. Systems & Processes: Do you have systems and processes in place that provide forums actively seeking open & honest feedback? And when feedback is provided, do you do something with it as well as communicate with those who provided the feedback that you heard them and took appropriate actions?

In the end, trust is built by the little things, such as the the words you speak, your behavior, your actions, your body language, your tone. And when we have trust, organizationally speaking, as the graphic above depicts, it leads authentic conversations, stronger relationships, genuine engagement rather then just going through the motions, some risk taking in the spirit of innovation, real caring service and all that ultimately leads to on-going renewal and growth. Everyone wins.

For those you trust, what is it about them that leads you to trust them?

How The Mighty Fall?

2010-08-14T08:17:00.019-04:00

Jim Collins in his recent book "How The Mighty Fall" presents the five step-wise stages of decline. They are:

1. Hubris Born of Success
2. Undisciplined Pursuit of More
3. Denial of Risk and Peril
4. Grasping for Salvation
5. Capitulation to Irrelevance or Death

While this may apply to specific organizations, what I have been reflecting on is how does an entire industry fall? What keeps them from reinventing themselves? Does the answer lie in how they define their business and the unit of measure they use to measure success? Please allow me to elaborate.

For example, thinking of the music industry, in connection to the graph above, here's what comes in my thoughts:

WHY: To record and distribute music
WHO: Target markets for various types of music
HOW: Sign-on artists with various labels
WHAT: To distribute music via various mediums. Initially the record, then tapes, CDs and now electronic distribution.
IMPACT: Enjoyment by music by many while achieving business success

So where did they go off-course? The more I reflect on it, the more I believe it's in how they defined their businesses. For example, we use to hear terms like: record stores, which record label did a musician sign with, how many records sold, and so on. And profits were tied to number of records sold and therefore infrastructures were developed to sign on popular artists with the express purpose of selling more and more records. Thus the measure of success was number of records sold.

In other words, they were in the record business and success & profitability was defined and measures by how many records were sold (and later tapes and CDs). Then came in MP3 players and as they say, rest is history.

I wonder how would they have functioned and where they would be today if they had defined themselves as more as being in the music business and measured success by number of songs sold, rather then being defined by the medium through which music was recorded and distributed?

What are your thoughts? What business are you in? How do you define and measure success for your organization?

What Were Your Early Jobs? What Lessons Did You Learn?

2010-07-31T14:03:00.094-04:00

As Labor Day approaches, I am reflecting on some of the jobs I held early in life when I was new to this country, and what lessons I learned that continue to serve me to this day. I like to share some of them with you as well as like to request you to share also.

My early jobs, included newspaper route, dish washing, cleaning offices, warehouse clerk, store clerk and pizza maker. Here are some of my lessons:

1. Good service pays: When delivering newspapers to the elderly up in Johnson City, NY, I used to make it a point to always deliver their paper right to their door. As a result, when came time for collections, I was frequently invited in for milk and cookies, had many great conversations, learned a lot, developed many friendships, and invariably left with great tips too, consisting of nickles, dimes and quarters. Big money for a kid in those days.

2. Everyone counts and everything matters. No job and detail is too big or too small. Imagine, for example, great servers and greeters, nice clean surroundings, and tasty pizza-but delivered in dirty dishes. A chain is only as strong as it's weakest link.

3. Be dependable. When someone doesn't show up, others have to carry the load. Be the solution, not the problem. Others are counting on you.

4. Help others succeed. Always be asking "How can I help you?". Look for opportunities to serve, both internally and externally. While don't expect it, my experience is that when you help others, they will help you when you need it.

5. If you make a mistake, just apologize and ask "what can I do to make it right?", and then just fix it. Don't play the blame game for no one wins. Make it right and everyone wins and very importantly you feel good knowing you did your very best and that you did the right thing.

6. Be an expert in what you do. Once a customer came into store asking for a shirt with European cut. Not having any idea what that meant, boy did he chew me out-and I deserved it. Know your stuff for then you know what questions to ask, to determine what the customers really want, and then help them get it. For example, this guy didn't want just a European cut-what he really wanted was to be comfortable and to look good.

7. It's OK to ask for help. Not everyone knows everything. Asking for help in not a sign of weakness but of strength.

8. Dignity of labor. No job is beneath any one. Never ask others to do what you wouldn't do yourself.

9. Talk less, listen more. This leads to new learning, to new growth.

10. Treat everyone with respect. We all have similar dreams, we're all human, we all matter. It's takes everyone to make this world go around.

What Were Your Early Jobs? What Lessons Did You Learn?

What Are You Responsible For?

2010-07-25T17:23:00.054-04:00

This weekend, we stayed at a Hilton Property in New Jersey. As we were having breakfast at the restaurant, we experienced lots of hustle bustle, sensed tension between the staff and the restaurant manager, and the manager was running here and here, talking quickly and abruptly to staff and guests.

Her intent from what I could sense was to be efficient, get the guests in, feed 'em and get 'em out. While the food was fine and prices reasonable, we left not feeling good. Somehow it dampened the experience, not just related to the restaurant for the overall experience. As we were leaving the restaurant, I overhead her on the phone saying she was responsible for the restaurant.

As I reflected on her self-view of her role, I wondered how she would have managed herself and her team had she seen her role as not only being responsible for the restaurant but also being responsible for and contributing to the overall guests experience, as being part of a larger system delivering on the Hilton's brand promise. Clearly while she was in management, it became apparent she saw her role in a very narrow way, as if the restaurant was somehow apart from rest of the system.

I then recalled hearing of an incident from the 1960's where President Kennedy was visiting a NASA facility. During this visit when he met a janitor and he asked him what he did. The janitor proudly replied, "I am putting a man on the moon". The janitor clearly saw the bigger picture and his role as part of a much larger mission.

As many of us move through our days, I am left wondering, what would we do differently, how would we fulfill our roles and carry out our responsibilities if we better understood and saw ourselves not just as our individual roles but as being part of something much larger? In other words, as individuals, what do we see as our responsibilities?

Customer Service. Why Bother?

2010-07-23T08:00:00.061-04:00

3 years ago, we purchased a car for my older daughter. As my family has driven Toyotas for many years, we naturally took her to a nearby Toyota dealer first.

Initially, the sales rep was acting friendly and showed us around. Then at one point he asked us if we will be purchasing that very day. As soon as we said no, mentioning that we had just started to look, his attitude suddenly changed. He appeared to lost interest, becoming indifferent–a total turnoff, especially for my daughter.

We then went across the street to the Honda dealer. There the experience was very different. We were asked a similar question as we were being shown around and we gave the same response. Yet this time the sales rep's response, tone and body language were very different.

The sales rep replied, that’s perfectly understandable and he still continued to patiently show us around. As we were leaving, all he said was that if we did decide to buy a Honda, he kindly requested we buy it from them. He further went onto say that if we had any questions at anytime as we were looking around, we ought to feel free to contact him, he'll be glad to answer our questions, and gave us his card. Much better service.

Quality of both cars being nearly equal, we decided to buy the Honda, in which the sales rep's attitude had an important role. We simply felt much more comfortable with the way we were treated by the Honda rep and the dealership overall.

Fast forward 3 years later, we had a similar experience all over again. Same two dealers, different sales reps, similar experience. Our younger daughter too went with the Honda.

In total we spent about US $5o,000 on both cars. More importantly, given the life time value of customers, Honda gained big for I am sure the girls alone will purchase many cars over their life time, and even more expensive ones, as they get established in life. AND as an aside, whenever the conversation comes up in regards to cars, they encourage their friends to buy Hondas too. What a loss to Toyota, much of it due to attitude.

Here’s the kicker. Good service doesn’t cost more and bad service doesn’t cost less. Yet the direction of the paths they set businesses on is vastly far apart. One leads to customer loyalty, growth and profitability while the towards other decline. Therefore, as I see it, building a culture of superior service is what ensures a sustainable competitive advantage.

What are your experiences and thoughts in regards to service?

Keys to Career Satisfaction & Success

2010-07-22T10:54:00.095-04:00

When an individual is unhappy in their job, a common first reaction is something like "I need to do something else, go back to school, start another career". In my experience, this is the last move one should make before taking such a step as moving into a new direction.

There are many factors that contribute to career satisfaction and success. In this post, I want to share with you the key factors that I have come to realize through my own journey. If you are unhappy in your job, I encourage you to look at each one in depth and find out where your dissatisfaction lies before you make major changes. In addition, I invite you to share your experiences and lessons learned as well so that we all may learn and grow through each others experiences.

As I have come to understand it, the factors that contribute to satisfaction and success can we summed under the groupings listed here. Let's look at these and then I'll go a bit deeper into each one. They are:

1. Why
2. How
3. What
4. Where
5. Type

WHY

Is the work you're doing aligned with your values, beliefs, mission, and your life's purpose?
Are your intrinsic motivations being satisfied?

HOW

We each have a unique energy and when our work is aligned with our natural inherent strengths, our natural talents and abilities, we find "flow" in our work. For example, some are reserved while others are outgoing, and some are more task focused while others are more people focused. So say we put a very reserved in a role that required very outgoing personality, it leads to tension and on one wins.

WHAT

Every organization can be divided into some common areas. Major ones include:

Leadership
Management
Operations
Customer relations
Sales/marketing
Customer service
Accounting
Human resources
IT
Research

Are you working in an area that is aligned with who you are?

WHERE

In my experience, when there is dissatisfaction, assuming you are in the right role for you, this is the area where majority of dissatisfaction arises from. Let's look at these.

Are your values aligned with the values of your organization?
Do you have confidence and trust in your management and your colleagues?
Do you feel respected, recognized and rewarded?
Are you satisfied with your role and that it's a good fit?
Are you given opportunities for personal growth and development?
Do you take pride in your organization?

TYPE

There are 4 types of businesses and each of have their own unique cultures and ways of working. Which type most resonates with you?

Low Cost: Aim is to be the low cost provider of products and services. Given tight margins, they must be operationally efficient and that's where their focus is.
Product Innovation: Aim is to stay ahead of the curve in-terms of new product development and therefore they tend to be more entrepreneurial.
Product Quality: Aim is to continuously improve the quality of it's products rather then develop new ones as in product innovation.
Service: Aim is to provide the best possible service, both to internal and external customers.

These are the key factors in my experience. Of course, it can be difficult to find a situation where one gets all of these matched perfectly. However the greater number of these you can match, the more satisfied you are likely to be. And the more satisfied you are, the more you will put into your work which then leads to both career success for you AND business success for your employer.

Therefore, before you embark on any major changes, review first each of these factors to find the source of your dissatisfaction and then see where you can work to make improvements that will contribute to overall increased satisfaction for you. If you are considering potential careers, give each of there factors careful consideration for in the end, it's not just what you do but also about the many factors that are presented above.

I wish you the very best on your journey!

What Leads to Success?

2010-07-21T11:21:00.036-04:00

In my professional life, I have experienced both tremendous success, as well as complete failure where no matter what I tried, I was not able to succeed. Spending significant time in reflection as to what in the past lead to success for me, I came to some realizations. I would like to share them with you as well as seek your thoughts on what has lead to your success, however you choose to define success.

For me, I can attribute success to 3 main factors, which are:

1. Clarity

2. Focused Persistent Patient Action

3. Support

Please allow me to expand on this. When I think of clarity, 5 aspects come to mind:

A. WHY am I doing what I am doing. What is the purpose, the driving force. This is important for at one point or another obstacles do surface and it is this clarity which provides the necessary fuel to persevere.

B. WHO am I serving. This allows me to spend my time and energy in the relevant places.

C. HOW I will reach my desired destination and clarity of what that desination looks like, i.e. roadmap.

D. WHAT are my primary products and services and of course having expertise on these.

E. IMPACT I want to have for when their is alignment between WHY and desired IMPACT, immense internal energy arises and it keeps us going in the face of difficulties.

In regards to Focused Persistent Patient Action, success takes time and it's important to spend one's time and energy in a focused way and to persist in the face of obstacles.

Finally, Support. As Brian Tracey once said, no one does it alone. It really helps to have people who not only wish us well but also put in the time and energy in helping us succeed.

What has to lead to your success? What lessons have you learned through your own trials and tribulations?

Climbing the Ladder, at What Cost?

2010-07-12T19:43:00.005-04:00

How Much is Enough?

2010-07-12T17:26:00.030-04:00

What If?

2010-07-11T07:38:00.021-04:00

Do you ever wonder what the world would be like, if:

1. To our children, we more often said "yes" , then "no"?

2. In our schools, when grading papers, teachers wrote scores on tests and quizzes in-terms of how many the students got right, rather then wrong? For example, write in big bold letter +93, instead of -7?

3. During parent-teacher meetings and later during performance appraisals at work, much more focus was given on what the individual is doing well, what makes them truly special, where and how they add value, and much less focus on weaknesses and where they need to improve?

4. If each person gave just a tad more then they took?

5. If each person left each place they visited just a tad cleaner then when they found it?

6. If we thought more in-terms of what's possible, rather then what if it doesn't work out?

7. If we recognized and rewarded failure, someone taking a risk, trying something new?

What if?

Get Out of a Career Rut & How Introverts are Finding Their Way

2010-07-09T05:13:00.018-04:00

I just had 2 articles published in ASSOCIATIONS NOW, a monthly magazine published by The American Society of Association Executives (ASAE). Check them out at:

1. Get Out of a Career Rut: If you’re feeling stuck in your current job, these seven steps will help you move forward and find success. ASSOCIATIONS NOW, March 2010 http://lnkd.in/Tx5PQE.

2. How Introverts are Finding Their Way in Associations: A professed introvert tells how the rise of online social networking tools is giving him and his fellow introverts a comfortable way to express themselves and connect with their communities. ASSOCIATIONS NOW, July 2010 http://lnkd.in/PXGuRX.