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People skills

Attention Deficit, Part 1

There is a famous line from the movie Karate Kid (the 2010 remake) when Mr. Han, the Karate teacher, tells his pupil — who insists he is concentrating intently — that “Your focus needs more focus.” Despite the student’s insistence that he was focused, his level of focus was lacking. It is a problem that possibly everyone grapples with today. With all the diversions and noise that compete for our attention and energy in today’s world, it can be very easy to fall prey to distraction.

Do these scenarios sound familiar? Three people are in a meeting and one or more are repeatedly interrupted by incoming calls or text messages. Two colleagues are speaking by phone and suddenly one person is distracted replying to an email. Outside, a person walks down the street but is so completely immersed reading LinkedIn posts that he is almost hit by a car. Indoors and out, attention is drawn to pinging smart phones, rotating billboards, ticker-tape scrolling news feeds, bus bench ads, flashing neon signs and more, all screaming “Look at me!”. The demands for attention are everywhere.

The truth is that, for most people, their focus does need more focus. The dictionary defines focus as “the concentration of attention or energy on something.” Attention and energy are essential elements of focus. Attention describes how well you can shut out all else in order to give one thing full consideration or thought. Energy relates to how much or how long you can sustain that focus. That begs the question, just how much and how long should a person be able to focus on something without being distracted (by choice or chance)? How deeply and sharply should someone be able to concentrate on one thing without redirecting or quitting? More importantly, what — if anything — can be done to improve focus? And, if everyone is being driven to distraction, just how much is this lack of focus — by employees and customers alike — affecting businesses? Continue reading

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When to Lead, Follow or Get Out of the Way

In every organization, business or department, there are times when a leader needs to step up and lead… chart a course, share a vision, give direction, motivate, encourage and guide. There are other times when a manager or director needs to listen to the wise counsel of one who knows more, hand the reigns over and follow his/her lead. And then there are times when management just needs to get out of the way and allow the company stakeholders to move forward… let a group function or allow a process to unfold.

It takes skill and talent to lead others. It takes earned trust and respect to follow someone else’s lead. And it takes faith to get out of the way and allow all the cogs in the machinery to turn as they should. The real challenge is to understand when to do each. That discernment is what differentiates great leaders from mediocre ones. So how does a team leader, department manager, division director or c-suite exec develop the discernment to know when to lead, follow or get out of the way? It takes practice, intuition, patience, trust and a sizeable measure of experience. Continue reading

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Forget the ‘Sales Pitch’… The Seven Cs of Collaborative Sales Conversations

Every company or business must ‘sell’ its products or services to survive. As long as there is competition, there is a need for sales. It used to be that salespeople would lob fast balls of information about a product or service at a customer to make a sale. Hence the term sales ‘pitch.’ The problem with pitching information is that the customer’s response is to either swing to bat it away or duck to avoid it. Perhaps that is why the old-fashioned ‘sales pitch’ is being replaced with a better approach.

Whether face-to-face, on the phone or via some form of messaging or social networking, the method of selling in which information is spewed at a customer like a fire hose is largely ineffective in part because the pitch approach is a monologue, not a dialogue. Those still using that approach might consider ditching the “pitch” and instead treating the sales process as a collaborative conversation…. a dialogue in which the salesperson asks thoughtful questions, listens carefully to the customer’s answers, seeks to understand the customer’s needs, and offers a valuable solution to a problem. Here are the qualities of a great collaborative sales conversation.
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Sales 2014 – Part 2

There are four basic elements that impact whether a sale will close. First, a salesperson must connect with the prospective client and be able to step into his/her ‘shoes.’ Second, the salesperson must determine the prospect’s needs… the factors that will motivate or drive him/her to listen with the intent of purchasing. Third, the salesperson needs to understand how much weight the prospective client assigns to the product or service being sold or its benefits or time frame. Lastly, the salesperson needs to gain the potential client’s trust, projecting credibility while removing doubts.

It is the second factor which is often most important in driving the sale. The salesperson must identify the potential client’s needs and determine what is driving his/her underlying desire to purchase. In the sales process, a salesperson may discover that a potential customer has a long list of needs, but there is usually one factor that will get the person to buy. That is the customer’s ‘hot button.’ The hot button is the trigger that provokes action. It is often an emotional, rather than a practical, need. So how does a salesperson identify a potential customer’s hot button? Continue reading

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Five Goals for Your Workplace in 2014

Beyond the normal competencies that every business seeks to improve year-over-year – such as growing sales leads and conversions, increasing efficiency, reducing costs and minimizing waste – forward-thinking companies should focus on the up-and-coming core values of today’s marketplace. Those include being more trustworthy, transparent, ethical, collaborative and mindful of its employee needs. Companies that improve these are destined to be more successful in 2014.

However, of those five goals, being mindful of employee needs is the one that is least likely to be addressed in any real, tangible way by most companies. While being mindful of employees’ needs is an honorable goal in theory, it is a tall order. What does it mean to be ‘mindful of employee needs’? What does that look like in practice? How does that translate into actual HR rules and practices? It can mean many different things to business owners and leaders, and even more to the employees themselves. That makes it hard to qualify or quantify, and even harder to achieve. But make no mistake that being mindful of employee needs does impact the bottom line. A company is only as good as its people. For businesses, keeping teams moving forward together in harmony is the difference between succeeding and failing. The most successful businesses are the ones that work the hardest to please their employees. So what should companies that want to be mindful of their employees do? Continue reading

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Five Goals for Your Workplace in 2014

It’s been said that two heads are better than one. This idiom makes the point about the value of teamwork. Teamwork is neither new nor original. It can even be seen in nature. A flock of birds has a greater flying range in formation than a single bird has on its own. When it comes to business, though, teamwork – specifically collaborative teamwork — has become critical to business success more than ever before. Why? An increasingly complex world means increasingly complex problems. The types of problems that businesses have to solve today are more diverse, complicated and intricate than ever – whether its finding ways to properly secure digital data or deciding whether to pursue a new business venture or developing new products or services that will resonate in today’s ever-changing marketplace.

To solve such complex problems requires input from diverse skill-sets, viewpoints and methods. Left-brain and right-brain people. Visionaries and pencil-pushers. Soaring idealists and stubborn realists. Traditionalists and non-conformists. Bean counters and free thinkers. Only by bringing together and cultivating assorted ideas, personalities and talents can the best solutions for the toughest problems emerge. That is collaboration. But throwing a mixed bag of people and problems together in a room does necessarily produce collaboration. Collaboration doesn’t just happen on its own. In fact, often when teams, departments or divisions think they are collaborating, they actually aren’t. It is important to understand what collaboration is (and is not), and then prepare and plan for real collaboration. Continue reading

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The Power of Personal Involvement

As 2013 comes to an end and 2014 appears on the horizon, business leaders are thinking about how to take their company, division or department to the next level. Those leaders wanting to ‘kick it up a notch’ are thinking about processes, goals and objectives. They are looking at how to improve their staff performance, organizational structure and sales and marketing strategies. While that is all good, perhaps it is also time for some self-examination. The top brass might start by considering its own impact on the team.

After all, just how much impact does a leader or owner of a business have on the success of his or her team, staff and direct reports? Can the employees of a business or division be just as successful functioning on their own as with a leader interacting with them? Just how necessary and important is the top leadership to a team’s productivity? That depends on their involvement and presence. It turns out that one of the best ways an executive leader can help a department succeed is by being present and available. Continue reading

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Choosing the Right Employee Performance Review Method… or Methods

Every so often, the business world rethinks its methods for evaluating employee performance. Old approaches are replaced with new ones. Then, in time, those are tossed aside for yet newer methods of assessing worker efficiency, output, creativity, and attitude. Because employee performance is – by its very nature – tied to a company’s productivity and thus its bottom line and long-term success, methods for evaluating employee performance are constantly being considered and reconsidered… a pendulum swinging from one end of the spectrum to the other.

At one end of the scale are harsh assessment methods, such as the stack ranking approach that General Electric CEO Jack Welch employed in the 1980s. On the other end of the continuum is the “no evaluation” method in which employees are never formally evaluated at all. Between one extreme and the other, of course, are many strategies with varying degrees of rigor and results. If you’re wondering which method of performance reviews helps motivate and improve employee performance most, it depends. It helps to start by looking at what methods have failed or succeeded for other companies.
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Profiting from Mistakes

People make mistakes. That is why they put erasers on pencils. Sometimes those mistakes are small and can be easily erased or corrected. Sometimes mistakes have a bigger impact. And some mistakes are so big that they are considered failures. Regardless of the magnitude of the error, one thing is certain. While it is human to make mistakes and fail, no one is ever glad or happy about it. In the moment, no one thinks “Oh, I am so glad I made that error.” But what if failure is actually a good thing? What if failures and mistakes are actually necessary in order to succeed?

There are countless examples in history of people who made mistakes and endured failures – sometimes many failures… sometimes even big failures — on the road to success. But what if the idea that the road to success is littered with failure is not the exception to the rule but rather it is the rule. What if failures and mistakes are necessary elements to achieve success? Time and time again, we see people who experienced the disappointment and frustrations that come with failing, and then those failures ended up being not only instrumental to strengthening their resolve but key in directing their path to success. We see countless cases in history of mistakes that are important precursors to breakthroughs. In many cases, without those failures or mistakes, they would not have achieved their particular successes. Are mistakes actually road signs on the path to success? Can we actually profit from mistakes? Continue reading

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Profiting from Mistakes

People make mistakes. That is why they put erasers on pencils. Sometimes those mistakes are small and can be easily erased or corrected. Sometimes mistakes have a bigger impact. And some mistakes are so big that they are considered failures. Regardless of the magnitude of the error, one thing is certain. While it is human to make mistakes and fail, no one is ever glad or happy about it. In the moment, no one thinks “Oh, I am so glad I made that error.” But what if failure is actually a good thing? What if failures and mistakes are actually necessary in order to succeed?

There are countless examples in history of people who made mistakes and endured failures – sometimes many failures… sometimes even big failures — on the road to success. But what if the idea that the road to success is littered with failure is not the exception to the rule but rather it is the rule. What if failures and mistakes are necessary elements to achieve success? Time and time again, we see people who experienced the disappointment and frustrations that come with failing, and then those failures ended up being not only instrumental to strengthening their resolve but key in directing their path to success. We see countless cases in history of mistakes that are important precursors to breakthroughs. In many cases, without those failures or mistakes, they would not have achieved their particular successes. Are mistakes actually road signs on the path to success? Can we actually profit from mistakes? Continue reading

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