Murphy's Law # 6
A meeting is an event atwhich minutes are kept and hours are lost.
Friday, December 30, 2005
Monday, December 26, 2005
The dead elephant in the middle of the room
The dead elephant in the middle of the room
"Many times in the corporate world, you will find yourself facing the "dead elephant in the middle of the room."This is the issue that everyone is aware of, but somehow nobody mentions. It could be emotionally charged; it could feel too big to confront; it could be that nobody is comfortable bringing it up. If you are a manager, it might very well be that you are the only one who doesn't see it."
Dave Grey has written a very useful article on that dead elephant.
His communication bias is very welcome.
I also found the idea of calling it a dead elephant or in the case of the comment by Dennis Arter, a "dead moose" and dealing with it as such, a very applicable strategy. Maybe here in Australia, we should call it a dead kangaroo!
"Many times in the corporate world, you will find yourself facing the "dead elephant in the middle of the room."This is the issue that everyone is aware of, but somehow nobody mentions. It could be emotionally charged; it could feel too big to confront; it could be that nobody is comfortable bringing it up. If you are a manager, it might very well be that you are the only one who doesn't see it."
Dave Grey has written a very useful article on that dead elephant.
His communication bias is very welcome.
I also found the idea of calling it a dead elephant or in the case of the comment by Dennis Arter, a "dead moose" and dealing with it as such, a very applicable strategy. Maybe here in Australia, we should call it a dead kangaroo!
Friday, December 23, 2005
Leadership Success Tip
Delegation helps to channel more of the latent strengths in other people. So if you can delegate, you will help the growth of both the individuals concerned and the organisation for which you all work.
Sunday, December 18, 2005
Publicity - UGRs
From Just about Retail
Examine Your UGR's
(Reading time - 30 seconds)
The Chief Executive Officer of McDonald’s, Charles Bell, has produced some fascinating figures to revive the McDonald’s business.
In a recent address, he mentioned that if each McDonald’s store served one more hamburger every two hours, the profits for American stores would rise by a total of US$250m and each store would save US$20,000 in labour costs.
It makes you think how important it is to be proactive with the customer and have clear team and individual targets.
How many times have you been a customer and ignored by a team member or found a team member not interested in the add on sale.
Companies spend huge amounts on advertising to grow their business, but then team members fail to pick up on the opportunities …… why?
In my experience as a consultant and trainer, most individuals have the skills, but do not do it. Because of the business culture, they are not encouraged to do it, or they are not rewarded and if they do so, their feelings are “why should I bother”.
I recently attended an excellent talk by Steve Simpson on business culture and he discussed the importance of U.G.R.’s (Unwritten Ground Rules) and how they affect the performance levels in your business.
If you want to know more about U.G.R.’s do get his book - UGRs™ - Creating a Culture of Service
How many people could you serve your “french fries” to in the next week and what impact would that have on your bottom line and influence in your organisation?
Wednesday, December 14, 2005
Developing leadership skills by modelling
Follow a Leader to Become a Leader
When it comes to managing your employees, your leadership style directly affects your success. Put your business on top by following these proven HR strategies.
One of the best ways to become a great manager is to follow the example of another great manager. Adapting a "best practices" approach to managing your employees may be one of the best ways to excel in your market or industry. By studying what the top 10 percent of U.S. companies have in common, researchers have identified five HR practices these companies consistently use that make them successful. And each process, system or approach is a practice your company can easily adapt.
Article continues
When it comes to managing your employees, your leadership style directly affects your success. Put your business on top by following these proven HR strategies.
One of the best ways to become a great manager is to follow the example of another great manager. Adapting a "best practices" approach to managing your employees may be one of the best ways to excel in your market or industry. By studying what the top 10 percent of U.S. companies have in common, researchers have identified five HR practices these companies consistently use that make them successful. And each process, system or approach is a practice your company can easily adapt.
Article continues
Friday, December 09, 2005
Meeting success tip
It is in the interests of everyone concerned to take minutes of your meetings – whether they are a diary entry recording a meeting of two people, or the formal set of minutes of a Board meeting. It means that a record is kept of decisions made and agreed to.... and that you have details you can use to plan future meetings.
Monday, December 05, 2005
Publicity - using testimonials
Publicity
========================================
Article: Is There Too Much Sugar In Your Testimonials?
Read online at: http://www.psychotactics.com/artsugar.htm
========================================
Take a cup of hot, steaming coffee.
Add one spoon of sugar.
Add another spoon of sugar.
Then just for good measure, add three more spoons (yes, of sugar)
Now drink the coffee
Now, now, no 'yuck' from you. We both know the coffee is sickeningly
sweet. And ja, that coffee is headed straight for the drain in a few
seconds.
Nothing that sweet should be allowed to exist, right?
===============================================
Ahem...have you looked at your testimonials recently?
===============================================
Let's look at them testimonials, shall we, pardner?
==========
Example 1:
==========
"I loved your product. I bought it just yesterday, and your content
has been the most enlightening I've ever read. Thanks so much for
putting out this information. I don't know how I managed without it."
==========
Example 2:
==========
"Believe me, I'm so grateful to you for all your invaluable help.
I absolutely want you to know that your consulting made a big
difference to my life. You deserve all the good things that come
your way."
===============================================
Ooh, suddenly you can see the five teaspoons of sugar, can't you?
===============================================
The testimonials on your website, brochure and the rest of your
marketing material is starting to look
like...eyewwww...yuck...aren't they?
===============================================
Except, you're in a dilemma
===============================================
You didn't write the testimonials. You can't control what customers
say.
Or can you?
If you're getting icky, sugary-sweet testimonials, it's not the
client's fault. No sireeee, it's not!
It's your fault. You see, you've been asking the wrong quest*ions.
===============================================
Questions*? Were you supposed to ask questions*?
===============================================
If your question has been limited to: "Can you give me a
testimonial?", then go wash your mouth with Dove.
Because you're literally setting yourself up for a testimonial
that's coming zinging out from left field.
===============================================
You see, the client is not in the business of giving testimonials
===============================================
They haven't a clue in the world what to say or write, when you ask
for your testimonial. So to prevent you from looking bad, they
write something sweet and sugary.
===============================================
How to cut out the sweet and sugary stuff right away
===============================================
Ask the client three questions*:
1) What were your perceptions before you bought our product/service
and were you reluctant in any way?
2) How did you feel as a result of using the product/service?
3) What specific results did you get as a result of using the
product/service?
===============================================
So let's take apart the psychology behind each question
===============================================
1) The 'Perception' Question: The first question usually brings out
the bad stuff. Like "I thought you were too expensive." or "I
thought this product was just for the geeks" and other assorted
perceptions.
2) The 'What did you Find' Question: The second question is pure
emotion. Notice how it uses the word 'feel?' That trigger word
'feel' gets you a response that's based on feeling. The client
feels 'confident', 'reassured', 'ecstatic', etc. The feeling is a
response that other customers respond to as well, so emotion is a
vital part of your testimonial.
3) The 'Specific Results' Question: This clearly demonstrates that
we're past the touchy-feely stage. It's alright to feel good,
but hey, show me the buckeroos! A specific answer will have: '25%
growth', '$12,000', etc.
===============================================
There's a nice side-effect to this questioning method
===============================================
Suddenly, the testimonials you receive, won't be one measly line.
They'll be several paragraphs long. Some will exceed a page.
When customers are asked specific questions, they give long, detailed
answers. These answers not only enable you to post some real
testimonials in your marketing material, but also enable you to see
what your customer is thinking.
If you stop to read between the lines, you'll quickly see how you
can change your copy, graphics,etc., based on Question 1. Because
if the customer was reluctant for any reason, you can bet your
pink booties that you've got other customers who feel the same
reluctance. So, by asking the right questions, not only do you
get an insight, but you also get a darned good testimonial as well!
========================================
Article: Is There Too Much Sugar In Your Testimonials?
Read online at: http://www.psychotactics.com/artsugar.htm
========================================
Take a cup of hot, steaming coffee.
Add one spoon of sugar.
Add another spoon of sugar.
Then just for good measure, add three more spoons (yes, of sugar)
Now drink the coffee
Now, now, no 'yuck' from you. We both know the coffee is sickeningly
sweet. And ja, that coffee is headed straight for the drain in a few
seconds.
Nothing that sweet should be allowed to exist, right?
===============================================
Ahem...have you looked at your testimonials recently?
===============================================
Let's look at them testimonials, shall we, pardner?
==========
Example 1:
==========
"I loved your product. I bought it just yesterday, and your content
has been the most enlightening I've ever read. Thanks so much for
putting out this information. I don't know how I managed without it."
==========
Example 2:
==========
"Believe me, I'm so grateful to you for all your invaluable help.
I absolutely want you to know that your consulting made a big
difference to my life. You deserve all the good things that come
your way."
===============================================
Ooh, suddenly you can see the five teaspoons of sugar, can't you?
===============================================
The testimonials on your website, brochure and the rest of your
marketing material is starting to look
like...eyewwww...yuck...aren't they?
===============================================
Except, you're in a dilemma
===============================================
You didn't write the testimonials. You can't control what customers
say.
Or can you?
If you're getting icky, sugary-sweet testimonials, it's not the
client's fault. No sireeee, it's not!
It's your fault. You see, you've been asking the wrong quest*ions.
===============================================
Questions*? Were you supposed to ask questions*?
===============================================
If your question has been limited to: "Can you give me a
testimonial?", then go wash your mouth with Dove.
Because you're literally setting yourself up for a testimonial
that's coming zinging out from left field.
===============================================
You see, the client is not in the business of giving testimonials
===============================================
They haven't a clue in the world what to say or write, when you ask
for your testimonial. So to prevent you from looking bad, they
write something sweet and sugary.
===============================================
How to cut out the sweet and sugary stuff right away
===============================================
Ask the client three questions*:
1) What were your perceptions before you bought our product/service
and were you reluctant in any way?
2) How did you feel as a result of using the product/service?
3) What specific results did you get as a result of using the
product/service?
===============================================
So let's take apart the psychology behind each question
===============================================
1) The 'Perception' Question: The first question usually brings out
the bad stuff. Like "I thought you were too expensive." or "I
thought this product was just for the geeks" and other assorted
perceptions.
2) The 'What did you Find' Question: The second question is pure
emotion. Notice how it uses the word 'feel?' That trigger word
'feel' gets you a response that's based on feeling. The client
feels 'confident', 'reassured', 'ecstatic', etc. The feeling is a
response that other customers respond to as well, so emotion is a
vital part of your testimonial.
3) The 'Specific Results' Question: This clearly demonstrates that
we're past the touchy-feely stage. It's alright to feel good,
but hey, show me the buckeroos! A specific answer will have: '25%
growth', '$12,000', etc.
===============================================
There's a nice side-effect to this questioning method
===============================================
Suddenly, the testimonials you receive, won't be one measly line.
They'll be several paragraphs long. Some will exceed a page.
When customers are asked specific questions, they give long, detailed
answers. These answers not only enable you to post some real
testimonials in your marketing material, but also enable you to see
what your customer is thinking.
If you stop to read between the lines, you'll quickly see how you
can change your copy, graphics,etc., based on Question 1. Because
if the customer was reluctant for any reason, you can bet your
pink booties that you've got other customers who feel the same
reluctance. So, by asking the right questions, not only do you
get an insight, but you also get a darned good testimonial as well!
Thursday, December 01, 2005
Leadership - Delegation
Leadership – Delegation - Part 3
In Part 2 of this series of posts, we looked at Preparation and Matching the Job to the Person.
Communicating the Vision
If the project is to succeed, everyone needs to see the broader aims of the whole project and the vision involved. Information is vital, but so is communicating the enthusiasm and value of the vision. Communicate the value of the project’s success – its value to the organisation and to the people taking on the various tasks. It is also necessary to make the members feel that the vision is theirs as well, that they can contribute to it, and feed it with their own creativity, enthusiasm and hard work.
Motivation
Communicating the vision involves the use of positive, encouraging language. Use words like believe, confidence in abilities, success. The language needs to communicate strength and positivity both in the enthusiasm for the project and in the faith in the people involved and their ability to achieve their goals.
Each person needs to be given the responsibility to achieve the task delegated to them. It will encourage them to contribute wholeheartedly to the job and its success. If the person does not want the responsibility, then perhaps it was not a good decision to delegate to them.
And those who are happy to work with responsibility, will also be motivated by the knowledge that you have the faith that they can achieve the job they have been given.
Expect high standards.
Make sure each person has the resources and the moral support to achieve their tasks.
Albert Schweitzer said, “Example is not the main thing in influencing others. It is the only thing. So lead by example. Take your place on the ground floor and “at the coal face.” And if you have middle level managers, give them direct experience of the work and the workplace.
In Part 2 of this series of posts, we looked at Preparation and Matching the Job to the Person.
Communicating the Vision
If the project is to succeed, everyone needs to see the broader aims of the whole project and the vision involved. Information is vital, but so is communicating the enthusiasm and value of the vision. Communicate the value of the project’s success – its value to the organisation and to the people taking on the various tasks. It is also necessary to make the members feel that the vision is theirs as well, that they can contribute to it, and feed it with their own creativity, enthusiasm and hard work.
Motivation
Communicating the vision involves the use of positive, encouraging language. Use words like believe, confidence in abilities, success. The language needs to communicate strength and positivity both in the enthusiasm for the project and in the faith in the people involved and their ability to achieve their goals.
Each person needs to be given the responsibility to achieve the task delegated to them. It will encourage them to contribute wholeheartedly to the job and its success. If the person does not want the responsibility, then perhaps it was not a good decision to delegate to them.
And those who are happy to work with responsibility, will also be motivated by the knowledge that you have the faith that they can achieve the job they have been given.
Expect high standards.
Make sure each person has the resources and the moral support to achieve their tasks.
Albert Schweitzer said, “Example is not the main thing in influencing others. It is the only thing. So lead by example. Take your place on the ground floor and “at the coal face.” And if you have middle level managers, give them direct experience of the work and the workplace.
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