Posts Tagged ‘success’

Why Do We Do It?

Friday, September 11th, 2009

We are goal directed beings.  We’re always accomplishing something.  Which means there is always a reason for what we do. Getting a glass of water, getting drunk; talking about our faith, telling a lie; starting a business, selling a business, or any of millions of possible choices, there’s always a reason why.

Usually, we don’t examine that reason – we don’t even think about it.  We don’t do things intentionally.

But, what if we always understood the intent behind our actions?  Would we make better choices?  I think so.

The implications could be life changing – couldn’t they?

That’s one reason why writing our goals and reviewing them regularly is so powerful.  These two actions identify and reinforce our framework  and helps guide the selection of what we do daily.  Subconsciously, we make better choices.  Better choices yield better results.

Writing and reviewing our goals creates a direction for us and frees us from the need to constantly examine the reason behind every action.  So, I guess goal-setting is a life skill and a time management skill.

Franchise Players

Tuesday, August 11th, 2009

I was talking with a friend of mine, today.  While he might disavow this, he embodies EXCELLENCE.  He executes well, is supremely competent, operates from impeccable integrity, is well-known and well-respected in his field, and – I say this with all sincerity - is amazingly humble. 

In less than 9 months, he has had significant positive impact on the growth of his company’s bottom line – in a down economy.

He is a “franchise” player.

We love the ”franchise” player.  They work longer and harder, need less attention, solve more problems, and raise the bar for everyone (who wants to play in their league).

The problem?   “Franchise” players present a different leadership/management challenge.  While we don’t have to discipline them, we do have to discipline ourselves

Give them all they can handle, but not all we want them to handle.

Otherwise, we risk losing them – to our competition, or to burn out.  In either case, our organization will be worse off.

End Construction

Sunday, August 2nd, 2009

Recently, I came to one of the many US highway areas “under construction.”

At 1:00 am, the maze of orange cones, orange barrels, flashing lights, concrete barriers and reflective tape was very noticeable in the pitch black.  What was not noticeable?  The entrance to the labyrinth.  I’m sure the traffic engineer who designed this knew exactly how traffic was supposed to navigate through it.  But, it’s not intuitively obvious at 75…. errrr at 65 miles per hour.

I slowed to a crawl, found the entrance, and breathed a sigh of relief when I finally saw the “end construction” sign several miles later.

What’s it like for your prospect navigating through your company’s sales process; or your customer navigating your customer service process; or maybe one of your employees navigating some new software or procedure?

Just because it’s obvious to you (the builder) doesn’t mean it’s obvious, friendly, or easy to anyone else.  While we can rush right through it, they need to slow down, get their bearings and at least see the entrance.

When your sales, customer service, and human resource professionals try honestly to see things from the other person’s point of view, they’ll be more able to reassure, guide, and build trust with with your prospects, customers, and employees

Laughingstock no longer

Thursday, July 30th, 2009

How does one ship go from a laughingstock to winning the Battle “E” in twelve months?  (And then winning the next cycle.)

Imagine a car race between 14 Ford Mustangs.  For eighteen months, they race around the same track.   And, only one car wins.

The US Navy “race” is called the Battle Efficiency Award (the Battle “E”).  For eighteen months, US Navy ships compete against other ships just like them. The ships are nearly identical; the officers and crews have similar levels of experience and expertise.

Each ship goes through a bunch of inspections (supply, gunnery, engineering, navigation, damage control, communication, etc.), in addition to assessments of operational readiness, responsiveness, administration and so on.  At the end of eighteen months, a winner is selected based, in large measure, on these results.

One particular ship was the laughingstock of the waterfront.  Not only had it recently failed a major engineering operational inspection, it took six separate attempts, over a two-week period, to successfully leave port for a five-day transit along the coast.

So how was it twelve months later, this ship won the Battle “E”?

Leadership – and it wasn’t the Commanding Officer.  It was “TJ” – the new CHENG (CHief ENGineer).

He called the engineering department together and told us he knew how we could pass the re-inspection.  He told us he’d successfully passed this inspection with six separate engineering departments.  It would take hard work and long hours, and, if we did as instructed, we would pass.

He didn’t promise extra pay, extra time off, world peace, or the end of global warming.  He treated us like adults – and we responded as adults.

Did we work hard?  Oh, yeah.

Did we pass our next inspection?  With one of the highest grades on record, at the time.

The momentum from that success carried on for the next three years.

When your organization is experiencing tough times, don’t be afraid to trust your people. Be honest with them.  They’ll appreciate it, and you can expect they’ll work harder to ensure you (and they) succeed.

Do You Care Enough to Sell?

Friday, July 24th, 2009

My friend was telling me about his first solo sales presentation.  Coming back from it, my friend’s father (who owned the business my friend worked in) asked, “Well, how did it go?”

“It was great.  He’s a really nice guy.”

“Did you get a check?” asked his father.

“No, but he’s going to do it.”

“So, is he enrolled?”

“No, but he’s thinking about it.”

“Do you think we can really help him?”

“Without a doubt.  He really needs it.”

“What,” asked his father, “would you have told him if he were your brother?”

“I’d have told him:  Get your **s in class, or I’ll drag you there.”

“So, are you telling me you don’t care as much about this guy because he’s not your brother?”

Sales people are “too nice” when we care more about ourselves (don’t want to lose this prospect/customer/sale; what if they don’t like me?) than we care about our customers or prospects. 

Will being less “nice” win more sales for us?  Probably.  More importantly, it changes our self-perception from product peddler to sales professional.

So, do you really care enough to sell?

Bigger crops

Tuesday, July 21st, 2009

Have you noticed that most fruits and vegetables have less flavor than they used to?  Why do fruits and vegetables grown in your own garden taste so much better than store-bought?  Why are fruits and vegetables eaten in other countries so much more tasty?

Farmers are paid by the bushel – by the size of their crop.  They aren’t paid by the nutritional value.  So, they work to increase the size of their land’s yield.

Replenishing just a few elements in the soil produces larger and larger yields – at least for a while.  So, US farmers fertilize to replace only the needed nutrients – not all the nutrients. The result?  Bigger crops of less tasty and less nutritious foods – from poorly nourished fields.

Eventually, the field burns out, stops producing, and has to lie fallow for a time before it can produce again – often a different crop.

How do you nourish your current field of customers?

Are you feeding them properly or just fertilizing them enough to get the largest crop before burning them out?

Emotionally Rewarding

Monday, July 20th, 2009

Dale Carnegie’s first principle is: “Don’t Criticize, Condemn, or Complain.”

Simple – NOT easy.  In fact, this principle goes so against our natural inclinations that Dale Carnegie put it first.

Does not criticizing mean we are always “positive”?  Nothing is ever wrong?

No.  If it did, how would we correct the real-life performance or behavior problems existing in all of us (and in everyone else)?

This is more about the attitude we choose (yes, choose) when confronting daily problems.  It changes the questions we ask ourselves in a given situation from:  “Why are they like this/doing this?” to “How can I change this behavior/outcome/situation to achieve a different result?

For instance, when we’ve got an employee who isn’t performing, rather than go use our brainpower to explain why this person behaves the way they do (they’re a jerk, they never talk to anyone, they’re lazy, they’re stupid, etc.), let’s use it to identify or develop a solution to it.

In the short run, it may not be as emotionally rewarding as what we’re accustomed to doing.  That said, in the (not very) long run, not only is it more emotionally rewarding, it is significantly more financially rewarding (particularly when we learn to apply it to ourselves).

Hoping or Changing?

Saturday, June 20th, 2009

 

I was talking today with a recent graduate of the Dale Carnegie Course.  We’ve been trying to get together to visit for a few weeks.  In our game of telephone tag, he was “it.”  

 

When he called, he apologized for not getting back to me sooner.  He said he’d been busy.

 

“Good busy?” I asked.

 

“Yep.  In fact, I have a success story”

 

“So, that Dale Carnegie stuff does work, eh?”

 

“Yeah, I guess it does.”

 

“I’ll look forward to hearing about your success when we visit.”

 

Five months ago, when he enrolled, I assured him his increase in commissions would pay for the 12-week course before it was over.  In fact, I promised him, if he attended every session, and did what we asked him to do, at the end of twelve weeks, if he determined it wasn’t worth it, I’d refund his money.

 

He paid for it himself.  Then the economy really went into the tank.  

 

While the Texas economy is better than many parts of the country, it is still tough.  As much as some might say, Texas is not independent of the rest of the country or independent of the rest of the world.  The Texas economy is interdependent, just like everyone else.  

 

By consistently applying what we covered each week, he continued to grow and increase his sales — despite the economy.

 

So, what made the difference for our graduate?  In a word – confidence.

 

If that sound too simple, too easy, to “pat,” think about where confidence comes into play in your life:

 

– making the decision to invest in your employees

– deciding to push harder to get new customers

– determining to create the circumstances you want

– making that cold call

– firing that particular employee

– allowing your employees to make a mistake

– making the decision to expand when everyone else is deciding to contract

– believing in your new idea when everyone else says it won’t work

– asking for outside help to identify areas for increased efficiencies

– staying consistent with your teenager

– admitting mistakes

– asking good questions in your sales process

– creating your schedule and sticking to it

– saying “no” to the good so you can say “yes” to what is best

– conducting a group presentation

– conducting an effective meeting

– proposing a toast at your daughter’s wedding

– taking enough “no’s” to get to “yes”

– dealing with difficult people

– not second-guessing your (unpopular) decisions

– not worrying about what you can’t control so you can focus on what you can

– being approachable so your people can tell you what is REALLY going on

– trying a new marketing campaign

 

Yes, we could go on and on; you get the idea.

 

Almost everything we do proactively requires some level of confidence.

 

OK, what is confidence?

 

Confidence is an attitude.  Confidence is belief in yourself and in your ability to handle a particular situation.  True self-confidence isn’t necessarily loud; the truly self-confident person doesn’t need to constantly prove himself (or herself).  They tend to be the ones who’ve earned their success through hard work and demonstrated competence.  The self-confident individual doesn’t need outside validation anymore.  (Although, it’s still nice to get some validation once in a while.)

 

So. how do we get “confidence”?  And, equally important, how do we keep it?

 

A friend of mine was telling me about UFL (Ultimate Fighting League).  He used to box.  Now, he’s a big fan of the UFL.  We were talking about attitude, and he gave me an analogy.  

 

If David (my friend) were to fight Royce Gracie (former UFL champion), he’d probably get a whuppin’.  But, imagine if Royce’s manager and trainer had come to Royce immediately before their match and “confessed” to Royce he really was not as good as he thought.  In fact, every opponent he had ever faced was paid to take a dive.  David is the first one to refuse the money.  And, they have never seen anyone as hungry, focused and driven as David.  You don’t stand a chance.

 

Then, they go to David, and tell him that Royce’s championship was bought and paid for.  Royce has never faced anyone as determined and skilled as David.  David is going to turn Royce every which way but loose.

 

AND, to avoid the scandal, the manager and trainer are leaving on a plane to South America in fifteen minutes. 

 

Royce might feel a little less confident; David’s attitude would be great.  

 

When they step into the cage together, David will be confident of a win; Royce maybe a little less sure.  When the bell rings and the match begins, both of them will get an attitude adjustment — back to what it should’ve been all along.

 

Isn’t that what happens to us – daily?  We start the day confident about what we’re going to accomplish.  Then, 

 

WHAP! – Our major customer calls, unhappy with the way the last order was handled.

(punch right to the solar plexus)

 

POW! – That jerk at in the next office got the promotion I should’ve gotten.

(elbow smash to the face)

 

BAM! – The major pain in the office shows up to “talk” about our upcoming presentation together.

(submission hold)

 

Unfortunately, we can’t “tap out” in life.  Once that match begins, it goes until it’s over.

 

But, we can improve as we go through life.

 

Life has two choices for you:  

 

You can lose.  

 

Or, if you choose to win, you can change.


A little bit on vision

Monday, May 25th, 2009

Elaborating on Vision (done for session 12)

Well, we’ve climbed to the top of a mountain. What a great view! It’s awesome. Take some time. Enjoy it. Then after a bit of time, ask yourself the question……..

Now, what?

When we get to the top of a mountain, by all means, it’s important to take time to enjoy the view and relish our success. But after the celebration, the next step, and an important one, is deciding which mountain do I choose to climb next? And, what will the view look like from the top of that mountain? This is more than goal-setting.

For twelve weeks in the Dale Carnegie Course, we work on developing the ability to paint pictures in the minds of our listeners. Starting in an incident, we help our audience form a picture in their minds that matches the picture in ours.

This is basically the same. Imagine you are the speaker, describing an incident to you, the audience. It’s merely a moment in time – that just hasn’t happened, yet. Your job is to paint the picture of what you want for yourself.

  • What are you doing?
  • What are you seeing?
  • What are you saying?
  • What are you hearing?
  • What are you smelling?
  • What are you sensing?

This is not difficult despite how others have made it sound.

  • What do you daydream about? (Or, what do you worry about? Then, imagine what the opposite would look like.)
  • When you think about what you want your life to look like, what excites you?
  • To where does your mind wander when not thinking about a specific problem? Let your imagination run wild and dream.

It’s vital to create a clear and compelling vision of our future. Without it, we’ll lose interest. When it gets hard, we’ll give up. So, how do we know it’s compelling? You’ll know what’s compelling to you when:

  • You think about it automatically when you wake up in the middle of the night;
  • It’s exciting enough to cause you to change;
  • It’s exciting enough for you to want to get better;
  • It’s exciting enough for you to to work harder and it doesn’t seem harder;
  • It’s exciting enough for you to want to be more effective.

A compelling vision fuels the changes we need to make.

Maybe, the long-term goal, the long-term vision, is way off in the future. As you pursue it, what would your life look like three to six months down the road toward it?

Determining and deciding on your vision may be one of the most important things you ever do. Most people don’t decide to go anywhere in life, so they never get anywhere in life.

According to insurance statistics, of 100 individuals beginning at age 25, by age 65, 95% will be dead, or dead broke. Only the top 5% will be successful.

95% of people never write down their goals; 5% do. Coincidence? I don’t think so.

MY WAGE

I bargained with Life for a penny,
And Life would pay no more;
However I begged at evening
When I counted my scanty store;

For Life is a just employer,
He gives you what you ask,
But once you have set the wages,
Why, you must bear the task.

I worked for a menial’s hire,
Only to learn, dismayed,
That any wage I had asked of Life,
Life would have gladly paid.

–J.B. Rittenhouse

Decide what you want, write it down, and go for it.

Success will come. (Just remember: opportunity is often missed because it arrives dressed in work clothes.)