David Sidwell Golden Bullets

How to run an Exhibition Stand

2012-02-01T01:15:00.000-08:00

I've run more exhibition stands than I can remember: here's what I've learned...

DON'T

waste money advertising the show or your presence at it: why spend your hard-earned marketing dollars inviting people to see competition ?
waste money on branded pens, stress dolphins and all the other crap that only ends up i) in a waste bin outside or ii) in their kids' bedrooms
do demos on the stand: by definition they're a waste of time to a time-waster, and would you ever dream of doing a demo to a properly qualified prospect in a train station concourse ? No.

DO:

Make your presence strong, memorable, but above all SIMPLE. No datasheets as posters, just single words or phrases about what you do - they must be so big that they can easily be read from 20 metres away. If appropriate, have pictures of customers, with quotes (10 words max.) of what they say about you - these should be readable from 5 metres. I once saw a great stand backdrop which was a parade of life size pictures of all the employees at the show, their name (2 words), job role (2 words), and what they do for customers (10 words). Very effective, and was massively motivating for the staff, too, because...
THE MOST IMPORTANT THING: don't aim to have the best stand - aim to have the most motivated, smart people at the show. Run it like a military operation. No cosy huddles, staff chatting in defensive groups, blocking the stand. Identify and train two types of people...
Greeters: friendly, attractive, likeable people. Have them stand in the corridors, in front of the other stands blocking the opposition, and your stand has clear sightlines from all angles. Greeters engage with everyone who walks by, asking engaging, chatty questions like "errr....so, why have you come to this show ?". Their job is to pre-qualify, moving the tyre kickers along to waste everyone else's time, and guiding real suspects to the Meeters. Greeters have a big incentive scheme for the day and the whole show: spend the money you didn't spend on branded Rubix cubes on a prize weekend for two at a country hotel for the person who i) met with the most people ii) produced the highest number of well qualified suspects.
Meeters don't work the corridors, the stay to one side of the stand, only talking to those the Greeters have pre-qualified, picking up the part completed clipboard form from the Greeter and completing it seamlessly. Meeters are those who can talk intelligently about what you do, but they MUST NOT get into 20 minute selling conversations: their job is to further qualify, and if this one's a prospect, make them feel special, and arrange a followup meeting, demo, whatever.

GENERAL:

Aim to have at least 3 or 4 times as many Greeters as Meeters - but some of the best shows I've run are where we've had Meeters at all: the Greeters were well prepared, and handled the whole conversation. This is only an exhibition, isn't it ? You're looking for qualified leads, aren't you ? Proper sales activity comes later.

Then make sure after the show you take everyone out, drink the local bar dry, hand out the best performer awards, and stop over in a local hotel: if you can avoid it, don't let them stop over the night before (curry and beer are nice but the worst show fuel). Shows run well are very, very hard work and need to be rewarded - but only afterwards.

The 10 interview questions you shouldn't ask

2012-01-09T07:09:00.000-08:00

If you're interviewing, beware....according to the Which ? CV and Interview Handbook, you can't ask:

How old are you (unless you're interviewing for police or armed forces) ?
Are you married ?
Are you gay ?
Are you planning to start a family soon ?
What are your childcare arrangements ?
Are you a member of a trade union ?
What political party do you support ?
What is your religion ?
Where were you born ?
Do you have any disabilities that could affect you doing the job ?

...you have been warned !

The Seven Habits of Spectacularly Unsuccessful Executives

2012-01-02T12:04:00.000-08:00

Sydney Finkelstein researched why 50 former high-flying companies failed, and defined the Seven Habits of Spectacularly Unsuccessful Executives (SUEs) . . .

Habit # 1: SUEs see themselves and their companies as dominating their environment
SUEs vastly overestimate their influence over events and vastly underestimate the role of chance and circumstance in their success. They believe that everyone else in the company is there to execute the SUE’s personal vision for the company.
Warning Sign for #1: A lack of respect

Habit #2: SUEs see no boundary between their personal interests and their corporation’s interests
SUEs use their companies as private empires, and act as if they are king of their own country, free to spend any amount they choose on themselves.
Warning Sign for #2: A question of character

Habit #3: SUEs think they have all the answers
All executives have to develop rapid decision making skills, handle many crises simultaneously, and quickly size up situations that have stumped everyone else for days. But SUEs only listen to their own words, shut out other points of view and are closed to learning anything new at all.
Warning Sign for #3: A leader without followers.

Habit #4: SUEs ruthlessly eliminate anyone who isn’t completely behind them
By eliminating all dissenting and contrasting viewpoints, SUEs cut themselves off from reality. And with only yes-men left, who’s there to warn them that the world’s not as they would like it to be ? Or come up with a new and different approach ?
Warning Sign for #4: Executive departures

Habit #5: SUEs are consummate spokespersons, obsessed with the company image
Beware high-profile executives, constantly in the public eye, with little time for operational details.
Warning Sign of #5: Blatant attention-seeking

Habit #6: SUEs underestimate obstacles
SUEs are afraid of appearing fallible, so they avoid admitting mistakes at all costs. They’ll especially avoid accepting that the obstacles they casually waved aside are more troublesome than anticipated.
Warning Sign of #6: Excessive hype

Habit #7: SUEs stubbornly rely on what worked for them in the past
Many SUEs owe their careers to a “defining moment”: the one thing they’re known for and what gets them all their subsequent jobs. This, combined with some or all of Habits 1-6, means they have only one point of reference, and don’t consider the wider range of options needed to address new circumstances.
Warning Sign of #7: Constantly referring to what worked in the past

Finkelstein’s bottom line: If you exhibit several of these traits, now is the time to stamp them out. If your boss or several senior executives at your company show them, start looking for a new job.

Three simple negotiation rules

2011-12-17T00:34:00.000-08:00

I have a shelf full of books on negotiation, all promising to change my life. But sometimes you find a simple rule set that really helps.

Recently I came across Larry Brilliant’s 3 rules of How to Negotiate. Google him if you’ve never heard of him, but they’re dead simple, and dead right:

A) Have more points to discuss than the other side.
In wanting a conclusion, it’s only too easy to run out of big things to talk about, and then the other side can start pressuring you for a close. If you’ve lots of points important to you, you always have another reason to call, more concessions to offer (make them small !), and stay centre stage right to the end.

B) Have a mathematical formula.
Invent a calculation that justifies your desired outcome. It will of course be high: not too scary, but definitely ballsy. Of course it will be challenged, and you can discuss the assumptions, the multipliers, the variables, and any qualifying factors. But your initial, calculated (and hopefully daringly high) start point anchors a value in peoples' minds, and stops them replacing your value with theirs.

C) Have alternative outcomes.
If you don’t have walk away options, you will lose out. If you're selling a business, have other financing or exit options. If you're selling products and services, work as hard as you can to build a full pipeline.

Handling interruptions

2011-12-16T23:40:00.000-08:00

To keep costs down, I asked our receptionists one time if they could answer customer queries and complete simple documentation. I was taken aback when they said "No, definitely not". They were adamant that the constant interruptions from phone calls and visitors would result in errors, and they weren't prepared to do a bad job for me. They said: "If you don't believe us, do it yourself."

So I did, and sat on reception. And they were right: it was impossible to concentrate, and in 4 hours I completed one task only, when normally I'd have flown through dozens. It reminded me of my early days programming: if you lost your thread of thought, it took ages to get it back, and sometimes you'd lost a good idea for ever.

A recent article in Forbes magazine brought this all flooding back, as it described how you could measure interruptions. The quoted studies showed each time flow state is disrupted it takes fifteen minutes to get back into it, and that programmers who work in the top quartile of proper (ie uninterrupted) work environments are several times more productive than those who don’t.

To measure the Flow State Percentage, you need to ask workers to track for a few days how many hours each day are they in flow, divided by the number of total hours they’re at the office. And then brainstorm ways the team can move this number up. For example: a sign at each person’s desk that says “Please don't interrupt me, I’m in flow.” Or maybe you have periods where one person fields all calls. Or agree that for half a day, everyone turns off Outlook.

The modern disease of low attention spans is only made worse by smartphones picking up email. So why not just turn it off, and pick up email every 3-4 hours ? You'll feel less pressure, and suddenly you'll have more time to get things done.

Go on, just try it. Turn off your email, I dare you...

Motivating management

2011-12-07T08:12:00.000-08:00

Money is a hygiene factor: get it wrong, and your employees can never get it off their minds. But once their money's about right, it ceases to be a motivator...so what is ?

Feedback, feedback, feedback, all the time. Tell people when you're pleased, in very specific terms. It's even more important to let them know when things aren't the way you want them. Remember the magic structure of feedback:

What's working for me right now is...
What's not working for me right now is....
What's missing for me right now is...

Coach rather than direct: use the GROW model:

Goals: Help them define them with questions: "How will you know the problem's solved ?"
Reality: "Where are we now ? Who, what, when, how - how can you measure it ?"
Options: "What choices do you have ? What if constraints were removed ? How will you weight up the options and choose the right thing to do ?"
Will: "What will you do, and when ? What could stop you ? How exactly will you know when you've succeeded ?"

Communicate on a very regular basis: Show everyone the numbers, share your strategy, let them know the issues you feel strongly about, ask them for input where you're less certain. Do this every quarter without fail, but update everyone at least every month. Make sure they see how their work contributes to the greater good, and how important it is they co-ordinate their work and continually communicate themselves. Tell the truth. Don't airbrush difficulty; share it - you'll be amazed how many of your team want things to be better too.

Enjoy yourself, and have fun. Company competitions, raffles, contests, Performer of the Quarter, Mistake of the Month, Best Quote of the Week awards all add to making things feel less like work.

I recently read an article where it recommended taking an employee to lunch once a week: not a bad shout, this. They get a hour or two of uninterrupted time with you, and you get chance to relax a little for an hour.

Today's selling hint

2011-10-10T21:45:00.000-07:00

Today, when you’re tempted to say something in a meeting or phone call, bite your tongue.

Think: would it be better phrased as a question ?

So for example, rather than saying “this service achieves xyz benefit” you could say “given that this service typically delivers xyz benefit, what would that mean for your organisation ?”

Much more powerful behaviour: it means your prospect will be selling your services to themselves. And it means you talk less (....always a good thing :-) and you've earned the time to think about your next question, and move closer to close

You know it makes sense.

How to handle media interviews

2011-07-26T07:39:00.001-07:00

It's been a while since I did live TV, but I still remember how surprised I was that they don't give you advance warning of the questions you'll be asked. If you have to deal with papers, radio or TV, it'll be the same: "30 seconds Mr. Sidwell....then 5-4-3-2-1 and you're live !"

So here are the rules of engagement.

1 Understand that journalists are focussed on the story: they don't care about you. It's taken you a lifetime to build up your reputation, and an unguarded public statement can destroy it in seconds.

2 Don't, whatever you do, answer the journalist's questions ! No, no, no. You're being interviewed, right ? So you decide what's said, don't you ? So before you start, think carefully of the 3 main points you want to make. Ideally they will be based on strong facts, benefits, good news, etc. The really good news. Write down the key words for the 3 points, and either sellotape them under the camera lens or write them on your cuff. Now, this is really important: whatever question you're asked, pick the point that most nearly answers it, and spin it as the answer. Then when question two comes, you have two answers to choose from. And yes, question three gets the final remaining message. If there are further questions, don't go off piste: choose the most appropriate of your three points, and repeat it, just changing the words slightly. Only give the answers you want to give.

3 Never, never, ever, say yes in an interview. If you say yes, you'll find the journalists take their ambiguous, multi-dimensional question, rephrased and reinterpreted as if you'd said it. In interviews, whatever the journalist says, even if you 100% agree with it, always say No. Even if you then say exactly the same thing in your own words.

4 Be very careful with your choice of words, particularly if you're handling a difficult situation. Issue, situation, position are all excellent words - even if they're quoted out of context they're not interesting enough to be news. You can acknowledge the seriousness of the situation, and fully understand people's concerns blah blah blah. But do not use words like problem, worry, concern, or broken: they make wonderfully attention grabbing headlines and invite only more questions.

5 It's best not to go off record.Yes, sometimes, it helps no end if you can explain something tricky off the record, before going on the record once the journo understands. But in reality, it's best not to do this: if it's juicy enough, they'll find some other way of corroborating your private explanation, and you're sunk just as surely as if you'd blurted it out in a bar.

6 At all times stay icy calm, and don't get into an argument. You can say: "No, that's not the way I see it and then explain your point of view (see point 2 above). But don't argue. Keep in mind the old advice warning of the dangers of arguing with a pig: you'll both get dirty, but the pig likes it.

7 If your back is really against the wall, be silent. Don't say No comment, or respond in any way. Shut the door, walk away, look down, show no emotion, be completely passive: don't give them anything to hang a story on.

Be careful out there.....

Seven Personality Traits of Top Salespeople

2011-07-05T13:39:00.000-07:00

A recent article in the Harvard Business Review published the results of research into the personality differences between top and average performing salespeople. The top performers had the following personality attributes:.

1. Modesty. Contrary to conventional stereotype of salespeople as pushy and egotistical, 91% of top salespeople had medium to high scores of modesty and humility. Results suggested that ostentatious salespeople who are full of bravado alienate far more customers than they win over.

Selling Style Impact: Team Orientation. As opposed to establishing themselves as the focal point of the purchase decision, top salespeople position the team (presales technical engineers, consulting, and management) that will help them win the account as the centrepiece.

2. Conscientiousness. 85% of top salespeople had high levels of conscientiousness, responsibility and reliability, with a strong sense of duty. They take their jobs very seriously and feel deeply responsible for the results.

Selling Style Impact: Account Control. The worst position for salespeople to be in is to have relinquished account control and to be operating at the direction of the customer, or worse yet, a competitor. Conversely, top salespeople take command of the sales cycle process in order to control their own destiny.

3. Achievement Orientation. 84% of the top performers tested scored very high in achievement orientation. They are fixated on achieving goals and continuously measure their performance in comparison to their goals.

Selling Style Impact: Political Orientation. During sales cycles, top sales, performers seek to understand the politics of customer decision-making. Their goal orientation instinctively drives them to meet with key decision-makers. They focus on the people they are selling to, and how the products they're selling fit into the organization, rather than the functionality of the products themselves.

4. Curiosity. Curiosity can be described as a person's hunger for knowledge and information. 82% of top salespeople scored extremely high curiosity levels. Top salespeople are naturally more curious than their lesser performing counterparts.

Selling Style Impact: Inquisitiveness. They ask customers difficult and uncomfortable questions in order to close gaps in information. Top salespeople want to know if they can win the business, and they want to know the truth as soon as possible.

5. Lack of Gregariousness. Top performers scored 30% lower in gregariousness (preference for being with people and friendliness) than below average performers.

Selling Style Impact: Dominance. The results indicate that overly friendly salespeople are too close to their customers and have difficulty establishing dominance, and their recommendations and advice are not followed.

6. Lack of Discouragement. 90% of successful salespeople were rarely discouraged and only occasionally sad. Less than 10% of top salespeople were classified as having high levels of discouragement and being frequently overwhelmed with sadness.

Selling Style Impact: Competitiveness. Top performers are able to handle emotional disappointments, bounce back from losses, and mentally prepare themselves for the next opportunity to compete.

7. Lack of Self-Consciousness. Over 95% of top performers were not easily embarrassed: they weren’t bashful or inhibited in their behaviours.

Selling Style Impact: Aggressiveness. Top salespeople are comfortable fighting for their cause and are not afraid of rankling customers in the process. They are action-oriented and unafraid to call high in their accounts or courageously cold call new prospects.

How to find at least another hour every day

2011-04-13T01:30:00.000-07:00

There’s nothing new in the world: Peter Drucker in 1967 recommended that you should “…reserve large blocks of time on your calendar, don’t answer the phone, and return calls in short bursts once or twice a day.”

I recently turned off remote email access on my iPhone. It's as if I have another hour every day. Why ?

Rather like not missing TV when you're on holiday, you just don't miss your email when it's not available. It means your attention is not fragmented, and you can focus 100% and be fully engaged with the moment.
Reading email on the phone was pointless: only very rarely did I reply to it remotely, but waited till I was in front of a proper keyboard...so why process messages twice ? And if anyone wants me urgently, then text or phone call is much, much better in all cases.
And above all this, I found I was becoming hooked on checking it, simply because I could. I am much happier now I've taken back control of my behaviour.

Go on, try it, what's the worst that could happen ? It won't hurt, I promise. You'll have more time, and be happier too. How many pieces of free advice can deliver that so easily ?

No-one is indispensable

2011-03-18T09:09:00.000-07:00

There are plenty of indispensable people in the grave yard, even those who thought they were the most powerful.....

A farmer has an ox and a mule pulling his plough. The soil is stony, and life is hard. The ox is clearly the biggest and strongest animal, but is tired of shouldering more of the burden than the mule.

One winter's morning, it's dark and frosty outside, and the ox decides to throw a sickie. It lies in the hay, pretending to be ill. The farmer is full of concern, mixes up a bucket of warm oats, wraps him up in a blanket, and sets off with the mule to plough the fields. That evening when the mule returns, the ox says "Did the farmer say anything about me ?" The mule replied, "No, not a word. He helped me pull the plough, and it's late now but we got the work done."

Next morning, the ox was warm and comfortable in the hay, and decides to act ill again. The farmer wraps him up warm and leaves him hot oats, and spends the day with the mule in the fields. When the mule returns, tired out, the ox asks again: "Did the farmer say anything about me ?" The mule replied, "No, not a word. But he did have a long talk with the butcher on the way home."

How to set up a productive strategy/planning session

2011-03-05T23:40:00.000-08:00

Some people shudder when they hear the word strategy. To them it means expensive days away in chain hotels, management consultancy jargon, endless opinionated chatter, well-rehearsed disagreements, and back in the real world nothing changes. Because poorly managed planning sessions can be so frustrating and pointless, they avoid them, and stick with the day job: however hard it is, it's easier than herding cats on a strategy day.

But without plans, things only change by accident, or when they're so broken it's easier to change than not. Many companies are like a ship of fools, management's perpetually rushing around, doing what they’ve always done, busy working in the business, but with no time to work on the business. I actually heard someone say once: ‘Yes, I have a plan, I just haven’t written it down yet.’

However, if you keep the language simple, and reframe the word strategy for both yourself and your team it’s possible to reset attitudes and arrange a positive, productive planning session.

Reframing for you: ask yourself: ‘Does my company respond to strategy, or pain ?’ Of course you want it to respond to strategy: instant attitude shift.
Reframing for your team: Don’t describe the day as a strategy day: in the invitation, call it ‘A meeting where we’re going to agree what we will do differently’.

As you start the meeting, insist on laptops and phones being turned off. Then...

Go round the room, and ensure everyone (including you !) has 10 minutes to say whatever they want. Ensure everyone can speak their mind without interruptions or discussions (although questions for clarification are ok).
After each 10 minutes, summarise their input and get their agreement you’ve understood.
Then have a 5 minute tea and pee break to get your thoughts together.
When you get back, summarise everyone’s thoughts, and set the agenda for the meeting using the theme ‘Here are the areas where we're going to do things differently.”

What to do if good staff aren’t performing

2011-03-05T22:47:00.000-08:00

If something in your car is broken, you can press and press the accelerator and all you get is more engine revs, but no movement: something may be broken in the machinery.

This happens with even the best people: for no apparent reason they can sometimes become less effective, and you know your words aren’t making any difference.

Sometimes…

peoples’ attention is fragmented, continuous swapping between jobs means lower output: they need help in shutting themselves away, preventing interruptions, taking control – or possibly you’re putting them in an impossible position, and you need to make changes elsewhere to reduce the interruptions
people have information overload and are confused: perhaps you need to help them rationalise the data and refresh their plan and deliverables
even the best people can be overwhelmed, and their wheels start spinning, they start to flap and productivity drops: they need help prioritising, and then setting others’ expectations of when deliverables will be appearing
people trying to please impatient bosses end up letting them down because they hadn’t been briefed properly (or didn’t ask the right questions) but now don’t want to admit they weren’t really ready to start.

Time to take a different tack. Take the person to a quiet room, with the list of what was expected of them, and go through it, slowly, one by one:

Was she briefed well enough for each task ?
How long did she think it would take her ?
How long did it actually take her ?
If it took longer, then why ?

Once you properly understand the detail, rebuild their work plan with them, change processes if you need to, and refocus them. Yes, this takes time. But you’re a good manager aren’t you ? You’re in control of your time, aren’t you ?

How to make big changes happen when you're busy

2011-03-05T00:54:00.000-08:00

A Zen master was asked how to make big changes happen in a busy world.

The master began by putting large rocks in a pot. Only three would fit. He asked his pupils if it was full, and they said ‘Yes Master’. So he took some stones, and used them to fill in the space around the rocks. Again, he said: ‘Is the pot full ?’, and the answer came back ‘Yes Master’. So he poured some gravel into the pot. By this time the students hesitated when he asked if the pot was full, but still said ‘Yes’. So the Master piled sand onto the rocks, and shook the pot till the surface was completely level. ‘Is the pot full now ?’ ‘Oh yes Master’ they said, but were amazed when he poured water into the pot and it took a surprisingly long time before it started spilling over the edge.

‘Students,’ said the Master, ‘the pot is now full. But what is the moral of my story ?’

One student replied ‘No day is so busy that we cannot achieve more.’ ‘Yes,’ said the Master ‘that is true, but not my real point. The really important point is that if you don’t put the big rocks in first, they will never go in at all.’

And in today’s business world, with phones and emails and texts, being busy can take up all our time. If we want to achieve major change, and make big, important differences, we must regularly turn our phone off, shut down the email, and focus uninterrupted time on the big, different things we want to happen.

Be careful !

2011-02-21T09:40:00.000-08:00

A pen and pencil together cost £1.10. The pen costs £1 more than the pencil. How much does the pencil cost ?

Most people's gut answer is 10p, but they'd be wrong.

Very few of the really good business people I've met would have been fooled. Not because they're better at maths, but because they don't take things at face value. They question, query, seek to understand, reach answers for themselves, and are not swayed by others' opinions.

Only when they feel they have a good grip of the situation do they come to a conclusion.

Got the right answer yet ?

Great interviewing questions

2011-02-06T14:04:00.000-08:00

If you've read my previous post on great recruitment interviews, you shouldn't need these, but it never hurts to ask a few tricky questions, to gauge how they handle awkward situations.

1 What are seven sevens ? Yep, you already know it's 49, but if they don't answer it in a flash, they can't add up, and don't hire them.

2 How do you spell accommodation ? OK, here it's not so critical they get the answer right, but you'll be amazed by how many flap when asked this. And you don't want to hire someone who can't handle a bit of stress, and fear failure, do you ?

3 What shouldn't I know about you ?

4 If I were to ask your previous bosses about you, what would they say were your strengths ? your weaknesses ?

5 Describe the person you have least liked working with. How did you adapt to working with them ?

6 Let's imagine that you have increased profitability by 15% and you can increase this to 30% by shedding staff. What do you do ?

7 It's human nature to play up your strengths and play down your weaknesses...which traits are you playing up right now ?

A final tip. If you want a straight answer to a question, such as their actual earnings last year, ask it completely out of context, to give them no warning that it's coming. Eg, "Do you take milk in your tea ? Sugar ? What did you earn last year ?" You'll tell straight away if they're telling the truth (the answer will come without hesitation) or avoiding the truth (they'll hesitate). I once asked this question when a candidate was driving me to the station and he nearly crashed the car.

Great recruitment interviews

2011-02-06T13:48:00.000-08:00

Recruitment isn't easy. How can you predict how good someone will be until they've been doing it a while ? But there are some tried and tested ways to weed out wrong folks early.

1 Ask the receptionist. If the candidate doesn't leave a good impression with your receptionist, don't hire them. If they aren't able to make a good impression when they're really trying, they'll be hopeless when they relax.

2 During the interview, don't ask how should, how would, and how could you questions. All they teach you is how good the candidate is at answering hypothetical questions. Try instead to get stories about how they've reacted under specific circumstances in the past. Ask "Tell me about something in your career you're proud of." Then drill down, look for STARs:

Situation: what was the position before ?
Task: What needed to be done ?
Action: What did you do ? (keep asking: no, you personally, what was your exact contribution ? and if they say "we did this", "we did that, be especially nosy)
Result: What was the outcome ?

Now ask ""Tell me about something in your career when things went horribly wrong." Then drill down again, look for STARs, but in this instance you'll find out how they reacted to stress, turned things from negative to positive.

3 Do they talk with interest and authority about your industry and market sector ? The folks you really don't want are those for whom this will be just another job. Good people are interested in the trends in the sector, how your market works, the products in it. With the really good ones, you're just privileged to pay their wages while their career passes through your company.

4 Ask yourself: Would I like to spend an hour in the pub with this person ? If not, then will your existing staff, prospects and customers like them ? Probably not - so are they a good bet as an employee ?

Good interviewing doesn't mean you spot the great ones easier, but it does mean you can weed out the wrong ones with much greater certainty.

How to increase email response rates

2011-02-04T22:06:00.000-08:00

Does it frustrate you occasionally that important emails, calling for action, aren't answered ? Is it because you're writing to multiple people with one mail ?

There is an identified social phenomenon known as the Bystander Effect. Test after test has proven that groups of people do not act, but individuals do. For example, in a study done at Princeton University where an actor faked an epileptic fit in the street, if over 5 people were present, there was only a 1 in 3 chance that someone would stop and help: most hurried on by, not wanting to stand out from everyone else. But when only one person was walking by, there was an 85% chance they would stop and help.

So how to get maximum response to your important emails ?

Send it to only one person at a time.

Measuring Customer Satisfaction

2011-01-28T09:10:00.001-08:00

There are some things that sound easy but quickly become really challenging, and one of them is measuring customer satisfaction.

It's easy to become mired in weighted averages, and median responses, and what do they really mean by satisfaction ? The more accurate you try to make the data, the more unreliable it seems to become, especially if you're trying to use it as a trigger, for example to make staff bonus payments.

And let's not talk about how the scope can start creeping into how can we turn them into advocates, or and tap them for case studies or referred leads.

Just One Question

So let's keep it simple. Let's ask just one question. And how much simpler could it be ?...

Ask: On a scale of 1 to 10, how much do you like us ?

The average response to this question over time will tell you if what you're doing is working or not. Dead easy.

Now we don't want to make work for ourselves do we, but could also take the opportunity to ask a second question.

Ask: Why ?

...and this'll save us from having to think too much about what to do next.

Why do things the difficult way ?

The harder you work the luckier you get

2010-12-20T06:08:00.000-08:00

Check out this loser...

* 1831 - Lost his job

* 1832 - Defeated in run for Illinois State Legislature

* 1833 - Failed in business

* 1835 - Sweetheart died

* 1836 - Had nervous breakdown

* 1838 - Defeated in run for Illinois House Speaker

* 1843 - Defeated in run for nomination for U.S. Congress

* 1848 - Lost re-nomination

* 1849 - Rejected for land officer position

* 1854 - Defeated in run for U.S. Senate

* 1856 - Defeated in run for nomination for Vice President

* 1858 - Again defeated in run for U.S. Senate

So who failed this often ?

Meet Abraham Lincoln, elected President of the United States of America 1860.

Answering difficult questions

2010-10-10T02:06:00.001-07:00

It happens to us all: things are going so well, and then suddenly a question arises we have no idea how to answer - sometimes you genuinely don't know the answer, other times you definitely don't like the direction the question will take the conversation.

One word is all you need to remember: REFRAMING...

Step 1: Repeat the question, check you've understood tight (you know most people like the sound of their own voices, they sometimes let you off the hook by just carrying on talking...:-)

Step 2: If it's still up to you, then reframe the question: go back in time, how did we get into this position ? what are the real issues at stake ? what did we both want out of this situation in the first place ? what's changed since then ? then you can say: so perhaps the real question is.....and ask it in its new shape.

At least then it's a question you'll be happier to answer.

Take Theo's advice

2010-02-17T03:51:00.001-08:00

Having just read Theo Paphitis' 10 Rules for Business Success, thought you might find them inspiring and very practical too....

1 Reduce risk (get all the information)

2 Don't fool yourself (don't believe your own bullshit, check the facts)

3 Cash is King (you can live without profit but you can't live without cash)

4 Embrace change (sell on the Internet)

5 Make decisions (don't hesitate, ask for help, just don't stop making decisions)

6 Weigh up the opposition (don't underestimate them) and yourself (don't overestimate...)

7 Start small (DIY so you know everything first)

8 Get your staff on board (most important people in any business ? not owner, not customer, but the staff)

9 Capitalise on others' ideas (active execution is much more important than having the idea)

10 Turn your dreams into reality (go for it, determination is the difference).

You can find the original at http://www.smarta.com/advice/general/theo-paphitis-10-rules-for-business-success

How to handle stressful situations

2010-01-14T20:42:00.000-08:00

Life is a continuous challenge, and sometimes we face a big one, and feel unprepared for it. Here's how to approach an unfamiliar, stressful problem: just remember the mnemonic STRAIN....

Scale: on a scale of 1-10, how big is this problem ? is it a real problem (cancer, death, divorce ?) or an inconvenience (difficult customer, bad debt ?). This helps put the issue into proportion, along with...
Time: how big an issue will this be in 6 months' time ? how will I feel about it then ?
Response: now review the suitability and value of your approach so far. Has my response to date been appropriate ? has your approach been effective ?
Action: ok, something bad's happened: but it's happened, so move on. What action is right from here forwards ? Perhaps we need to accept that that was then and this is now, so move on, and take a different approach.
Implications: What would you do differently next time ? How can you take action to avoid or even prevent this happening in the future ?
Nourish: ok, it's over now, and won't happen again. So what have you learned ? Take the positive message that you have survived, a stronger and better person.

Good luck !

How to Prevent the Price Objection (2)

2009-08-04T01:57:00.000-07:00

My previous Blog on Objection Prevention talked about positioning: setting the landscape so your price is viewed in perspective.

Here’s a magic question to ask that complements that approach perfectly, that enables you to turn the tables on the buyer, make them feel awkward about price for once.

During the probe, look the prospect in the eyes and ask: “so….er…do you mind sharing your budget with me in round figures ?” You’ll get one of three reactions:

“Yes, it’s £x”. One in a million will be telling you the truth, the rest are lying: undercutting to give you a hard time. Whatever they say, it’s nowhere near enough. Look thoughtful, perhaps even a little shocked: “Mmmmm, that’s not really enough to really achieve what you want…” or “that’s right at the bottom end of what’s needed, you won’t get x, or y, for that amount”

“I don’t have a budget.” Yep, lying again. “OK, wouldn’t expect you have a detailed budget at this stage, but broadly speaking, what would be reasonable given the problem, and it’s likely impact on the business ?”

“I’m not telling you !” “OK, I understand, but I don’t want to waste either of our time….so broadly speaking, what would be a reasonable amount to consider, given the problem, and it’s real impact on the business ?”

You need to be careful not to be too confrontational with this one, keep the tone of voice gentle, but when it works it raises the discussion onto business levels, and away from your price in isolation.

How to Prevent the Price Objection

2009-08-04T01:32:00.000-07:00

All buyers do it. In front of the mirror every morning, they practice saying “So….how much ?” and then knotting their brows, saying “How much ?!!!”. And you know when that happens to you, it’s all about price from then on, whatever you’re selling, they’ve got you on the run.

There are hundreds of sales techniques for handling objections, but they all make you sound evasive when it comes to price. It’s far better to prevent the price Objection, and drop in one or both of my all-purpose Price Objection Preventers. Let’s say you’re selling IT Consulting or Support…...

Preventer #1: Set the bar really high

In the middle of describing what your company does, and what the benefits are, just drop in the phrase “…..now to achieve that, you might well have to pay two grand a day with IBM or Accenture….” and don’t stop, just carry on with the benefits. They’ll invariably say “….so what do you charge then ?” and you can honestly say, “….ooooh, a lot less than that, and the benefits are proven in organisations just like yours. Let me give you an example….”

Preventer #2: Ensure they’re comparing your cost with the real cost of doing it themselves.

Again, while you’re describing what you do and the benefits, just drop in “…..now to achieve that using just your people alone would cost hundreds of thousands of pounds…” and carry on fast with the benefits of you doing it. Yes, they’ll break in with “no it won’t my people are free, they’re already employed….” and then you can have an intelligent discussion about the real costs (and the opportunity costs) of them doing it themselves.

Both these preventers show you’re not afraid to talk money….but they give you the chance to talk about it in the way you want to, comparing it with other approaches to the problem, not just an absolute amount.

How to make all your Meetings really effective

2009-07-22T23:21:00.000-07:00

We’ve all been in meetings that never seemed to get going, meetings that drivelled into existence, where everyone was instantly bored and passive.

So here’s a foolproof method for getting any meeting off to a good start and keeping it on track. Take control by asking and agreeing the answers to four key questions …..

Where have we got to now ? …unite everyone by recalling the outcome of previous meetings, and previous group involvement
What was the purpose of that work ? remind everyone of what we’re supposed to be doing. It helps here to recall specific fun moments. Don’t forget the misery moments too: where you don’t want to go again !
What are we doing now ? …specific purpose of today
How are we going to achieve it and how long are we going to take over it ? …the possible methods to be used (brainstorming, workshops, etc) – but beware of letting the meeting start until you’ve completed the opening with…..
Where will this leave us ? What’s our desired end state ?

Only then can the meeting start. But for a meeting to be really successful, you need to close it with two more questions…..

Who’s going to do what ? Write down the action items, owners and delivery dates
When shall we meet again ? Agree follow up date

Sounds like management to me !

How to inspire a positive mood – in yourself and others !

2009-07-22T22:58:00.000-07:00

It’s hard to be on top form every day. But as a Leader it's your job to get yourself – and everyone around you – to that 10/10 feeling that'is essential for top performance.

So if you feel your mood needs a lift, here's what to do.....actively, consciously break the pattern: don’t just sit there ! Do something different to pro-actively lift your mood …

Ideas to get yourself to a 10….
Rewrite your ToDo List, put the kettle on, have a fag, eat some chocolate, tell a joke, get momentum by doing an easy thing first, get momentum by doing a hard thing, go for a short walk, ask “What would the best manager in the world do right now ?”

Ideas to get others to a 10….
Compliment them (“….been meaning to mention how well you….” Then “How’s project X going ?”), involve them in problem definition, break the pattern (go outside, move to the canteen), introduce a game or competition (“who can define the most options ? and buy the winner lunch), ask people to run five minute courses on their specialist topics.

Whatever you do, sieze the moment !

How to run the Perfect User Group/Reseller Meeting

2009-07-19T09:14:00.000-07:00

It’s always great to get resellers, or users, together to review and discuss issues. And as long as it's in an interesting/comfortabled venue providing decent food and drink, and you put on some entertainment and fun, they’re a a captive audience for your latest sales pitch.

But what to present ? Rather than the usual boring old list of product features delivered by each Product Manager, how’s about….?
· The Marketplace: analysis of current market needs, the competition and your positioning
· Peek into the Future from R&D
· Product Strategy - the big industry and business trends and how you satisfy them
· User stories (preferably given by the users themselves)
· The Ideal Prospect: a workshop to define the perfect user (you can use it to define questions to identify them !)

When you’re preparing, remember to:
· Poll all attendees asking them what they’d like to see, or vote on possible topics
· Create special interest groups and workshops to break things up
· Run parallel tracks for sale and technical: cross-train each group (but don’t tell the techs you’re giving them sales techniques, they’ll tell you their integrity will be compromised: tell them SPIN is a consultative approach used by doctors and therapists).

During the meeting:
· have a Twitter feed on a large projector screen in everyone’s view so a proper many-to-many dialogue can take place
· old-fashioned flip charts are also still essential for recording actions/key concerns that arise, so the meeting leader can refer to them in their closing speech.

Make sure the Closing Address is impressive. Recut your last Company Kick Off presentations (see previous Blog) into a suitable form for this more specialised audience: call it a company update to disguise the selling :-)

How to run the Perfect Kick Off Meeting

2009-07-19T09:02:00.000-07:00

They just come round too often: quarterly and yearly Kick Off meetings. What to say this time ? In 30 years I’ve been to many hundreds of KOs. Here’s a long list of possible topics: keep roughly to this order and you won’t go wrong….

· Our market:
o definitions of technologies and markets and why we exist
o vision of industry and wide perspective
o market research/industry trends

· Last Year:
o How did we start ? issues/Critical Success factors/plans
o What was our product fit and strategy ?
o What were the expectations ? up/downsides ?
o What was our approach ? what we did/who did it
o Numbers/highlights
o Prizes – recognition for top performers/contributors and jokes/wooden spoons for idiots
o Conclusions on last year/period

· This Year
o Where are we now ? Any new factors/issues/technologies/opportunities
o New products and services overview
o New strategy ? What’s the big story ?
o What do we have to do ?
o What’s the new Plan: who/what/when, activities and performance expected

· Reaffirm Mission of company
o Critical Success Factors
o Why this is a good business to be in
o We are part of the future of the industry (link back to the start)

And the best Kick Off line of all……the bar is now open!

How to give bad news - and be thanked for it !

2009-07-08T02:02:00.000-07:00

It’s unavoidable, there are times in business when things aren’t going well, when we need to deliver not-so-good feedback, or full-on bad news to people about what they’re doing, or how they do it. The subject may be difficult enough, but in some cases the people aren’t easy communicators either.

So here’s a simple formula for delivering negative feedback in a way that never causes offence. You say:

“What’s working for me right now is…..”
then
“What’s not working for me right now is….”
then
“What’s missing for me right now is….”

It’s critically important that you include the words “for me…”: if you don’t, you’re just saying What’s not working, which is invites discussion and argument about your judgement. But saying “…for me…” isn’t something they can argue with. And saying “What’s missing for me right now….” is the most positive possible way to invite them to suggest improvements.

How to talk directly and openly with a Sales Director

2009-07-06T02:43:00.000-07:00

Most Sales Directors are very confident, and strong communicators, focussed on building a very positive feeling with customers. But sometimes you need to get beneath the surface, and understand what’s working and what’s not working. They don’t like admitting weakness in their own organisations at all: their professional training kicks in and your questions are treated as objections to be countered and sold round.

So if you have to interview a Sales Director or Manager, use the fact that no-one can do, know and control everything to your advantage. Ask for facts. Politely deflect their sales lines, opinions and ego riffs, and just keep drilling down into the detail. Even the best of them will reach a point where they have to admit they don’t know everything, and then you can have a much more direct, open, constructive conversation…

1 Start with the Top 10 deals (…good ones sail through this). For each deal, ask: What’s the decision making process ? Where are you in it ? When was your last personal contact with the account ? When's your next ? What ‘s the closing plan ? Do you have a Plan B ?

2 Ask to see their Ideal Salesperson definition in terms of skills and qualities (see my other Blog on Ideal Salesperson Definition). They should have one of these too, and be able to talk you through how each of their team compares.

By now, you’ve sorted out the bluffers from the serious boys. Now for the detail…..ask them to divide their team into three:

3a Top performers (on target, good pipeline)
How do you reward and recognise excellence ? What’s their territory plan ? What’s the enhancement plan ? Will they get a trainee ? Who’s offering them a job right now ? Why will they stay ?

3b Just good enough performers (patchy, off form)
What’s the development/coaching plan ? Timescale for improvement ? Do they know it ? Is their territory right for them ? Is the product right for them ? Should they become specific hunters or farmers instead ?

3c Those below your belief threshold (long term under performers)
Why are they still here ? Are they investments in managerial ego ?

4 And now the killers….for each salesperson….
What are their stats (calls made, conversion rates, RoI)
When was last phone call you listened in to from them ? how did they perform ?
When was last meeting you made with them ? When, which client, how did they perform ?

How to define your Ideal Salesperson

2009-07-04T23:46:00.000-07:00

When asked to do this recently, I thought, easy: Question 1: What’s their track record ? Question 2: Are they a natural salesperson ? We all think we can spot ‘natural’ salespeople, but defining it isn’t easy at all. And how then to measure skills and qualities ? A month on, I reckon I have a pretty good start point. I ended up with five categories, each broken down, with a single summarising quality:

COMMUNICATIONS AND PERSUASION SKILLS	Networking Cold calling Rapport building Managing meetings Questioning Probing Listening	Charisma: are you fully engaged by them ?
PRODUCT AND SERVICE CAPABILITY	Understanding of market/competition Depth of product knowledge Appropriate use of knowledge Crispness of summaries Use of case studies	Problem solving: do they pull it all together into a compelling, unifying solution ?
SALES SKILLS	Presentation skills Handling objections Managing deals and pipeline Qualification skills Accurate forecasting Negotiating Closing	Grip: do they know their numbers and current state of deals ?
PERSONAL SKILLS	Curiosity and nosiness Attention to detail Project management Writing skills Goal directed Stress Tolerance and Resilience	Planning and organisation: do they have control of time and task management ?
PERSONAL QUALITIES	Look and feel Warmth Self awareness Judgement	Interpersonal Sensitivity: how fast do they tune in to you ? do they validate your feelings ?

Next problem: how to measure each of these….I’ll cover this in a future blog

How to Command Action

2009-07-03T00:43:00.000-07:00

OK, you have a plan, but how to communicate it without any ambiguity and as crisply as possible ? Perhaps we can learn from the military – they use the acronym SMEAC to communicate and direct action.

SITUATION: ….where are we, what’s happening ?

MISSION: ….what are our goals, what’s our purpose ?

EXECUTION: ….here’s what I want you to do

ADMINISTRATION: ….specifics: who’s going to do what, how you’ll work together, what supplies will be needed, and how you’ll get them

COMMAND AND CONTROL: ….what to communicate, when, how to do it, what authority you have if you can’t ask.

It gives me confidence using a technique that’s proven on battlefields all over the world !

How to communicate and persuade in three easy steps

2009-06-16T07:05:00.001-07:00

Some people are just naturally persuasive: but it’s strange, all the studies show they talk less than others. So why are they so persuasive ? Why do they win a hearing when others don’t ? How do they communicate so effectively ?

It’s by actively listening, and clearly showing they understand others’ pain.

Step 1: They’re properly engaged: You know their whole attention is on you, from eye contact, from posture, their expression. They seem to act like you: their body language often matches(arms in same position, leaning forward/back, etc). Parrotting is critical: they repeat key words back to you, (“… problem ?” “….concern ?”) and you find yourself explaining more and more.

Step 2: They ask short, simple, logical questions, such as who, why, what, where, when, how. They want to fully understand your story, and get to the bottom of the problem.

Step 3: They summarise well: they deliver a crisp and accurate replay to ensure you know they understand. But here’s the twist: your problem has been reframed positively as an opportunity, so the next steps are much clearer.

Three steps to empathy: you know it makes sense.

How to close in three easy ways

2009-06-16T05:17:00.000-07:00

We've all heard about The Great Closer, Mister Big, the salesperson extraordinaire: “...will you sign before lunch, or are you not hungry ?”.

Having spent a lifetime in sales, I have learned that closing should be natural, easy, and without conflict for both you and the buyer. Great Closing is a Big Myth: sharp, hard closing puts people off: it actually ruins long term relationships. If anyone tries to close me I say "If I have to make a decision today, the answer's No.".

Here are three gentle and effective ways of moving a deal to close that don’t cause offence:

Summarise your offer and then ask how they feel:
“So adding it all up, it'll save you at least £25,000 every year....how’s that sound to you ?”
Or....“....how do you feel about that ?”
Or....“...if we could sort that out.....is that something that would work for you ?”

Summarise your offer and then ask about their next steps:
“Ok,....so how do we move to the next stage ?”
“Let’s assume this is all ok, what would your next steps be ?”

Work back from their chosen timescale:
“By when do you want the whole project completed ?…so that means we’ll need xxx done by yyy, and yyy done by zzz….which means we’ll need the formal go-ahead by Friday 23rd – are you in a position to sort that out ?”

Keep the tone easy and conversational, that way it’ll be comfortable for both of you. Just always, ALWAYS, leave a silence to let them answer. And if they don't give you a full answer, stay quiet, let the silence work for you for once...

How to Make Time

2009-06-04T06:42:00.000-07:00

I have a collection of glossy, sexy, life-changing Time Management books. All are gathering dust.

Why ? Because you don’t change your habits just by reading a book. To change long-practised behaviour and instinctive responses is extremely difficult. It’s been said that you need to do something differently for 18 days running before your brain grows new synapses, and you can call it a habit.

So let’s keep it simple. Let’s make some time, and then use it wisely…..on one sheet of paper:

· First, define your TIME THIEVES: then work to eliminate them

o In 5 minutes, write down the things that steal your time

o Next to them, write down tactics/strategies to prevent/control/manage/avoid each one

· Second, define your GOALS

o Write down on one page the essential/critical things you want to achieve by when.

o Carry this with you everywhere. Review it every day. Put a copy on the board behind your screen. Make it your screen desktop.

And remember these wise words from Thomas Huxley, Biologist (1825-1895): “Perhaps the most valuable result of all education is the ability to make yourself do the thing you have to do, when it ought to be done, whether you like it or not; it is the first lesson that ought to be learned; and however early a man’s training begins, it is probably the last lesson that he learns thoroughly.”

How a great manager can become a great leader

2009-06-01T22:55:00.001-07:00

Ok, you have a great grip on detail, you delegate well, your task definitions are models of clarity, and no-one, but no-one, can divert you from your goals. You’re a great Manager.

But there’s this thing called Leadership. Can I be good at that as well ? The answer is Yes: but you need to accept that Leadership is completely different from Management.

Great Leaders have four characteristics:

Clarity: their Elevator Pitch is better than anyone’s. As General Colin Powell said: "...they cut through argument, debate, and doubt and offer a solution everyone can understand."

Focus: there’s no time wasting or prevarication. As Peter Drucker said: “Focus: 1. What to do. 2. How to do it. 3. Do it.”

Self-knowledge and integrity: they know themselves and their cause: following a great leader is often a spiritual experience, more like a moral crusade

Bravery: great leaders take difficult decisions, and take them early - there’s no-one with more belief and courage

Above all, leadership isn’t measurable: your task is to get everyone working seriously on their stuff, motivated and happy. No small challenge, but no-one ever said it was going to be easy !

How a great leader can become a great manager

2009-06-01T00:18:00.000-07:00

Ok, you’re inspiring, focussed on success, driving progress with self-belief and integrity - there’s no-one with more belief and courage than you. You’re a Leader.

But there’s this thing called Management. Can I be good at that as well ? The answer is Yes: but you need to accept that Management is completely different from Leadership.

Great Managers have four characteristics:

Grip of detail: they know their numbers, and are never caught out on facts

Work through their people: they’re not self-appointed universal task experts, they delegate tasks for others to achieve

Clear task definition and co-ordination: they think through plans and remove ambiguity – everyone knows what’s expected of them by when

Perseverance: they approach all tasks the same, with an unswerving determination

Above all, management is measurable: every step is planned and can be counted. No small challenge, but no-one ever said it was going to be easy !

How to answer all objections with a Yes

2009-05-28T10:42:00.000-07:00

In all roles we have to work with other people, and gain their agreement: but it’s often hard to avoid saying no. Here are five proven ways to handle objections by saying Yes.

1. Just say Yes and no more ! Nod wisely. Pause for reflection. Then completely ignore whatever they said. (Sounds weird but try it – it works !)

2. Feel-felt-found….”Yes, lots of people feel that way....my client ABC felt that way....but they found that…”. This validates their objection while answering it with a reference story

3. Yes but…“Yes. Good point. But that’s more than compensated by the fact that ...”. This counterbalances their issue with a benefit.

4. Yes...however that will hurt you more than me....“…lower cost means reduced support, lower certainty…” or “…if we miss the deadline, we lose the benefits…”. Bit cheeky, but very effective.

5. Yes, that's true...are there any other reasons why that’s a good idea....? Then keep asking till they give you a bad idea, and use it to bury their whole point.

Yes ! Yes !! Yes !!!

How to avoid the “I’ll think about it” blocker

2009-05-28T08:00:00.000-07:00

It’s happened to all of us: we’re selling, or driving a new project, proposing change, and the other party hear all your arguments and then say “I’ll think about it”. You just know it’s an excuse for avoiding a decision. Grrrrr.

Here’s a simple and very effective method for avoiding “I’ll think about it”.

Step 1: As early as possible, say “…to make sure our final agreement is exactly right for you, we’ll work through a series of draft proposals together….we call them Pre-Proposal Reviews”

Steps 2,3,4, etc: At each meeting and review, write DRAFT in big letters across your documents. Discuss them, change them, but never agree it’s final. You never have a final document: there’s always the need for another meeting to finalise the Proposal.

So when they say “I’ll have to think about it” you can say “Yes, so do I…let’s agree a date to review the next draft…”

You have just 2 minutes….

2009-05-28T07:53:00.000-07:00

2 MINUTES to take action on immediate requests (phone, email, chat)
...handle it quickly or move it on

2 HOURS to hold face-to-face meetings

...if it takes longer than that, you’re not planning

2 DAYS to respond to electronic requests

...if you can’t get to it by then, you’re wasting your own time and everyone else’s

2 WEEKS to assemble a work team and commit to a plan

...without the right people, or the right plan by then, it will fail

2 MONTHS identify a business opportunity and test it with customers

...if you can’t do it by then, your competition can

...2 YEARS to do nothing at all

...if your plans reach out too far into the future, the world will have passed you by

From The Future of Work by Charles Grantham