Roy's Blog: November 2015
November 30, 2015
Togetherness to me paints a picture of people huddling; a crowd of individuals attached to each other.
I am not a fan of crowds and tend to be critical of those who choose to join them.
My view is that to be a member of a crowd is to assume the identity of everyone in it. To be sucked up by its sameness. To lose uniqueness as the crowd forces everyone in it to it’s lowest common denominator.
Android has added another dimension to my thinking. Their “Be together. not the same” campaign suggests to me that perhaps - just perhaps - there is a crowd formation that is able to exist with people expressing uniqueness.
If 10 CoNTRARIANS or opposites can come together and collectively focus their strengths on a singular purpose then maybe this crowd is able to deliver greater benefits that individual CoNTRARIANS alone can.
BUT it is a temporal arrangement at best when it happens.
It lasts only as long as the “cause” has life. If it becomes more permanent then “together” loses its lustre and the crowd mentality takes over.
People sink into sameness; they lose their identity.
The journey to win can’t be captured by any notion other than being different than others; standing out from the crowd.
Sure, bring your originality to the collective table for a worthwhile purpose; collaborate with others and multiply your efforts to achieve positive outcomes.
Just don’t believe “togetherness” will serve you personally in the long run.
- Posted 11.30.15 at 06:13 am by Roy Osing
November 23, 2015
Sales people have a choice in terms of the modus operandi they choose to employ to deliver results: they can either push or flog products at customers or they can build “intimate” relationships with them and trust that sales will follow.
Here’s the profile of each…
- is focused on short term success; it’s all about making the numbers
- flogs technology, emphasizing the cool things it can do
- loves to make speeches on how wonderful their products are; not too much listening here
- will try and force-fit their product to the customer’s problem even though the product is not be the “perfect fit” for the customer. They are more motivated to sell their product and not to do whatever it takes to solve the customer’s problem
- is a one-way communications artist. They are constantly in “the transmit mode”; they listen very little
- wants to get the sale and get out; the quicker the transaction the better
- is frustrated by the need for after sales service and devotes minimal time to it
- is driven by their annual compensation plan and dedicates little effort to medium and longer term issues
- spends copious amounts of time doing cold calls
- relies on low prices to express their value proposition; blames high prices when they lose a sale
- avoids personal accountability when a client is “screwed over” through a service mishap made by the company
- is super driven to win an annual sales award and get a trip to somewhere exotic
- is a “server” with the innate desire and ability to take care of people
- is a highly engaging individual; believes that deep conversations with the client will expose opportunities
- wants to get paid by their compensation plan, but is willing to balance longer term needs with the short term
- drives the majority of their sales through repeat business from long term loyal clients
- creates “intimate” relationships with clients trusting that the relationship will yield sales over the longer term
- sells value at the highest price possible. Avoids commodity transactions where the sale goes to the lowest price supplier
- focuses on obtaining client referrals to grow sales; doesn’t have to cold call
- spends time trying to discover client hidden wants and desires - “secrets” - and employs this knowledge as a critical component in their sales proposition
- is a “recovery addict”; doing whatever it takes to recover from a service mistake the organization made that caused client pain
- takes the role of client champion inside their organization “fighting” for them regardless of the issue
- has incredible listening skills which represent a heavy dimension of their personal brand
- uses a customer report card regularly to gather customer feedback on their performance; follows up to ensure improvements are recognized
- will lose a potential sale by recommending someone else’s product when they have a better solution to a client’s problem
- is very involved with marketing in the new product development process; ensures that their client’s unmet needs are addressed
- are viewed by their clients as partners; part of the client team
Which approach do you think will build customer loyalty and distinguish you from your peers?
- Posted 11.23.15 at 05:56 am by Roy Osing
November 14, 2015
If you were hit by a bus and killed… what would you be remembered for?
“At your “celebration of life” how would your best friend describe you with a single word in their eulogy?”
This was always my last interview question to a candidate for ANY position in my organization.
Most squirmed and were uneasy at the question as they struggled to come up with their answer.
It shocked them. They had no idea where I was going with the question; what my intent was.
It’s one thing to ask someone to define their strengths and assets; it’s quite another to have them declare their legacy; what long lasting impression they leave on the people around them.
One involves an assessment of what one has accomplished; the skills and competencies they have demonstrated on the job.
The other involves a look inside their heart with “how you made them feel” as the outcome.
Strengths and assets are important but they won’t make you special enough to convince people to follow your lead.
And they won’t make you stand-out in the crowd; there will be many others who have “good conflict management” and “proven financial management capabilities”.
But people who make others FEEL “cared for”, “amazing”, “honoured”, “safe” and “trusted” will create an organization that is loved by its customers and feared by its competitors.
Shouldn’t we be trying to find those kind of people?
Shouldn’t our job as an interviewer be to deliver to our organization individuals who have the the potential to lift our organizations to new levels?
Be brave. Ask them the question.
BE DiFFERENT and throw out the interview text book guide.
- Posted 11.14.15 at 04:33 am by Roy Osing
November 9, 2015
When do organizations launch cost cutting programs?
When their bottom line is suffering.
Or more specifically, when revenue falls below expectations.
Or even more specifically, when sales volume drops to unacceptable levels.
What causes sales volume to wane (assuming that prices haven’t been increased)?
Customer demand goes down because people don’t find value in doing business with the organization anymore.
A sure sign that the organization is on its way to irrelevance.
Look around you. There are many examples of companies that are “on the hunt” for significant cost reductions because of a soft revenue line.
The irony is that they don’t have a cost problem; they have a relevance problem.
If you are in this situation and have to cut costs to survive in the short run, take 30% of the cost savings and reinvest them in “relevance enhancement” initiatives.
- Posted 11.9.15 at 04:51 am by Roy Osing