5 Sales Tips to Recharge During the Lazy Days of Summer

Many people accept that a slowdown in sales  is a fact of business life during the lazy days of summer. Well, nothing could be further from the truth, and as a business owner you need to get out of that frame of mind.

A summer slowdown may be something many people want because they expect this to be a season for vacations when the living is easy. But you don't have to accept that. When others go to sleep, you need to wake up. If you follow these tips, you can create opportunity for your small business while others are off to the beach.

1. Make a firm decision not to participate in a slowdown. Don't allow your employees to buy into this thinking because I assure you that they will make a summer slowdown one of the first excuses if there are any issues with their job performance. Hold a daily meeting to discuss what you are going to do to prosper--not contract—this summer. Set clearly defined goals and list the activities that need to be undertaken to achieve them. Give yourself deadlines for your goals and create a no excuses, no negativity environment. You'll be surprised by what you can achieve.

2. Work your power base. Get out in front of the summer slowdown and let your best customers know you'll be available all summer. Target anyone who has bought from you in the last 90 days through direct mail, phone calls, emails or social media. Get into regular communication with these customers and figure out how to expand your business with them. For example, find out what you can do to assist as they prepare for vacation or to help fill a gap in their absence.

3. Target busy customers who can't take a long vacation. Focus some of your marketing efforts on prospective customers who plan to be around in July and August. Remember that these are clearly busy people who are pressed for time and can't afford a vacation or leisurely summer work pace. Take the initiative by distributing flyers, getting on social media and updating your website to let people know you will be around, too, and can offer something valuable to help them deal with their time constraints. For example, if you're an auto dealer, take that new convertible by the customer's office and let your prospective buyer test drive the car and sign the paperwork there. Or if you're a lunchbox delivery service, let prospects know you can provide food so they don't have to leave their comfortable, air-conditioned offices.

4. Offer a value-added proposition to avoid discounting prices. You will probably need to make even more profit from each sale to compensate for decreased summertime volume. So, figure out creative ways to repackage your products or services to provide something extra, such as a special summer-themed promotion. For example, I took two of my lectures series and packaged them into a Fourth of July special. The value-added proposition: When taken together, the lectures are both more informative and effective.

5. Service is senior to selling and needs to be top of mind. Service should be a year-around commitment, of course, but it is even more important during a summer slowdown when your competitors go into that "living is easy" mode and take their eye off the ball. Show that you are motivated to make things happen quickly and empower employees to accommodate special requests, even if it means opening your business early or letting customers enter your establishment in flip flops or beachwear. This is your chance to shine and make a lasting impression. After all, your goal is to make sure your new business keeps coming back to you long after summer is over.

Source

http://www.frontrow-solutions.com/ and http://www.entrepreneur.com/sales/index.html

5 Things I learned this week...

The best part of consulting is the variety and here are 5 things I learned this week...

1. When someone is having trouble staying focused - use the white board.


2. If you have a work place bully, you need to write them up under the workplace violence and harassment policy


3. People can ruin their professional reputation and screw up a perfectly good funnel in the 15 days before and after they hand in their resignation


4. Salesforce puts on a class act and highly sophisticated show seen this week at Cloud Force. Lots to learn from how these folks put on an event. They even colour code the laniers so they can pick out customers from vendors to recruits at a glance.


5. Tankless hot water heaters can run 3 showers and the dishwasher all at the same time with endless hot water.

Mistakes of a CEO and Change Management

Change Management, Process Improvement, New Directions - call it what you wish, but avoid these common mistakes:

1. Fanfare -  "Here we go again." "Another program to weather." "This too shall pass!" Sound familiar?

All too often organizations announce big changes and new programs with big events and fanfare, but then very little actually happens. The initial energy and enthusiasm fades, specific changes are never identified let alone implemented, results aren’t realized, managers don’t adjust, or maybe something even better comes along leading to a new "launch" with new fanfare.

The easy part is the announcement. And the fanfare is fun and contagious. But if your staff isn’t capable of the details, the follow-through, the implementation, then your program will die and the cynics will reign supreme, ever bolder in their determination to out-last any new program.

Furthermore, while ostensibly trying to generate energy, the fanfare simply signals big change and thus, raises anxiety. An impoverished understanding of the program purpose, path or impact will leave most people uneasy.

2. Controlled Messages - If it tastes like manipulation, smells like manipulation and sounds like manipulation, it is manipulation! Respect your employees enough to know they will recognize manipulation when they are the victims of it.

I’ve seen organizations so determined to control messages that they plan every communication, ration information, create concentric rings of need-to-know circles, and pretty much eliminate all honest, straightforward, two-way communication. I can’t think of a better way to widen the Us vs. Them gap within a company. Nor a better way to erode trust. Never mind the productivity sacrificed to scheming and whispering on one side, guessing and fuming on the other.

3. Closed Door Planning - Who are you kidding? Do you really think you can mastermind a new way without involving the people who know the situation best? Trying to "Do It To Them" is both arrogant and misguided.

4. Extensive Training - Extensive training is a cornerstone of many change programs. But many people return to their old habits the minute they get back to their desks despite the excitement exhibited during training. And if the training is filled with new acronyms, complicated techniques, and secret decoder rings, people will either give up or become distracted by the means at the expense of the goal.

5. Big Hairy Audacious Change - More likely, Big Hairy Audacious Embarrassment. Part and parcel of the others – the boisterous fanfare, dramatic unveiling of goal and plan, and massive training – add huge expectations. Everything big. More "big" than substance. Almost like announcing that you intend to win Wimbledon when you’ve yet to hit your first tennis ball.

The purpose of change management is to make change successful. The largest component of many change management programs often involves managing people’s reactions. Unfortunately, as the above list suggests, many change management efforts actually create anxiety, the exact opposite of their intentions.

For a better chance of success, consider the flip side of each mistake:

1. Save the fanfare for celebrations of genuine success

Celebrate genuine success, even small steps, in order to build momentum. Success increases energy, enthusiasm and the appetite for more success. It’s contagious. Start small and others will line up to join the improvement process.

2. Think in terms of increasing communication rather than controlling it

First, be sincere. Maintaining trust is as important as ever. People can handle a lot if they trust they are being treated honestly and fairly.

Help people understand the current situation, why improvement is important, and the reasons for focusing on a particular area. Be clear about desired outcomes; be open to discussion about methods of achieving those outcomes. Listen to concerns and try to understand how they see things so that you can help them gain a greater understanding of the situation and implications. Appeal to their self-interests by clarifying their contribution to and dependence on company success. Tell employees what you know and admit what you don’t know. Express the desire to work together to achieve the desired outcomes.

3. Open the doors

Change is most alarming when it is done to you and the destination is unknown. Be clear about the destination and then involve employees in determining how to get there. Reveal the current state fully, float alternatives or provide tools for developing alternatives, reiterate the goals, particularly the reason they need to care, and let the improvement opportunities speak for themselves.

Most of the time, you won’t make good choices without the help of your employees. You certainly can’t succeed without the help of your employees. Partnership is critical when trying to make substantial improvements.

4. Use Just-In-Time Training

Provide tools and techniques as they are needed so that employees are motivated to learn and have immediate opportunities to apply what they have learned. Also, appeal to common principles and familiar thought processes in order to leverage existing strengths. Cryptic techniques and jargon intimidate. The most successful approaches are usually the simplest.

5. Leverage Success

You can and should leverage success every step of the way to significant improvement.

• First of all, target specific, important, but manageable, areas that are ripe for improvement.
• Develop a systematic, repeatable approach to improvement. One advantage of starting small is that you have an opportunity to test drive an approach and tweak it to match your company’s culture and skill level.
• Build interest and commitment through a series of small successes.
• 'Spread' the systematic approach to new projects, primarily to those eager to participate in the success they have witnessed.

This leveraged approach lets your organization learn how to change and helps to develop a culture that seeks opportunities to improve.

Change Management, in capital letters, seems to have become a goal in and of itself, rather than a means for achieving other goals. People can get so preoccupied with "Doing Change Management" that they have become distracted from the real goals. Be clear about your reasons and your destination. Then listen and you will know what to do.

Thanks to www.AnnLatham.com for the advice!

The happy secret to better work

How cool is Tedx? Here is Shawn Achor who studies positive psychology and it's impact on productivity.

http://www.ted.com/talks/shawn_achor_the_happy_secret_to_better_work.html

YESability: Driving Growth with Yes

In a world that is moving from a global economy driven by mass production to one driven by mass customization—a now economy—the demand for mass ingenuity, mass engagement, and mass action, has never been greater.

In Business at the Speed of Now, author John Bernard says that there must also be a shift in the way we manage our organizations. “Centralized innovation and decision-making, the mainstays of the Mass Production era, simply cannot get results in a world where unlimited choice demands real-time response.” What is required is leadership at all levels—“one that enables employees at all levels to solve problems and seize opportunities autonomously and instantaneously.”

To navigate this shift from mass production to mass customization people need the freedom to sieve every opportunity to solve problems quickly and efficiently. This requires a move from what Bernard calls “then” thinking to “now” thinking. “Then relies heavily on centralized control and specialization, whereas now relies heavily on decentralized autonomous action.” It requires a YES mindset. It means “ensuring that the people who first encounter customer problems possess the tools, skills, information, and authority they need to say yes now—YESability.

YESability doesn’t mean anarchy. Bernard explains, “Replacing no with yes does not mean that from now on you give everyone permission to do whatever they want. You draw clear boundaries to establish order, and you provide language and methods people can use to solve problems. You become an enabler of action rather than an unwitting obstacle to performance.”

Every employee must be provided with five crucial elements:

1. Context (“Where are we going?”)
2. Accountability (“What role do I play?”)
3. Skills (“What abilities do I possess?”)
4. Facts (“What data must I access to make decisions?”)
5. Authority (“Do I enjoy the freedom to act without fear of reprisal?”)

YESability is important for developing leaders at all levels. While Bernard’s focus is on customer relations, it is important to think of his approach in terms of interactions within the organization.

The 9 Rules of THEN	The 11 Rules of NOW
Follow orders even when they make no sense.	Listen to your customer carefully.
Keep your mouth shut and your opinions to yourself.	Keep the company goals in mind.
Please your boss because he/she controls your future.	Measure your performance.
Do not challenge management or you will be labeled a troublemaker.	Access the data you need.
Blame others when things go wrong.	Use data to make good and speedy decisions.
Do not waste company time on social media.	Understand what your decision costs.
Punch the clock and leave your work at the office.	Do not hide problems or they will go unsolved.
Never complain, never explain, except after work.	First please the customer, not your boss.
Say no to customers who demand an exception to company policy.	Do not be afraid because your boss has your back.
	Honor the process not the department.
	Strive always to say yes to customers.

All In: It’s Culture that Drives Results

In the New York Times, Stephen I. Sadove, chairman and chief executive of Saks Inc., explains that it is culture that drives results:

It starts with leadership at the top, which drives a culture. Culture drives innovation and whatever else you’re trying to drive within a company — innovation, execution, whatever it’s going to be. And that then drives results.

When I talk to Wall Street, people really want to know your results, what are your strategies, what are the issues, what it is that you’re doing to drive your business. They’re focused on the bottom line. Never do you get people asking about the culture, about leadership, about the people in the organization. Yet, it’s the reverse, because it’s the people, the leadership, the culture and the ideas that are ultimately driving the numbers and the results.

While we know that our most important resource is our people, it’s not so easy to get people “all in”—convincing people to “truly buy into their ideas and the strategy they’ve put forward, to give that extra push that leads to outstanding results.”

All In by Adrian Gostick and Chester Elton explains why some managers are able to get their employees to commit wholeheartedly to their culture and give that extra push that leads to outstanding results and how managers at any level, can build and sustain a profitable, vibrant work-group culture of their own. All In takes the principles found in their previous books—The Orange Revolution and The Carrot Principle—and expands on them and places them in a wider context.

They begin by explaining that it all rests on the “belief factor.” People want to believe, but given the fact that “failure could cost them their future security why shouldn’t they be at least a little dubious about your initiatives?” But belief is key. “As leaders we must first allow people on our teams to feel like valuable individuals, respecting their views and opening up to their ideas and inputs, even while sharing a better way forward. It’s a balancing act that requires some wisdom.”

To have a culture of belief employees must feel not only engaged, but enabled and energized. What’s more, “each element of E+E+E can be held hostage by an imbalance in the other two.”

The authors have created a 7 step guide to develop a culture where people buy-in:

Define your burning platform. “Your ability to identify and define the key “burning” issue you face and separate it from the routine challenges of the day is the first step in galvanizing your employees to believe in you and in your vision and strategy.”

Create a customer focus. “Your organization must evolve into one that not only rewards employees who spot customer trends or problems, but one that finds such challenges invigorating, one that empowers people at all levels to respond with alacrity and creativity.”

Develop agility. “Employees are more insistent than ever that their managers see into the future and do a decent job of addressing the coming challenges and capitalizing on new opportunities.”

Share everything. “When we aren’t sure what’s happening around us, we become distrustful….In a dark work environment, where information is withheld or not communicated properly, employees tend to suspect the worst and rumors take the place of facts. It is openness that drives out the gray and helps employees regain trust in culture.”

Partner with your talent. “Your people have more energy and creativity to give. There are employees now in your organization walking around with brilliant ideas in their pocket. Some will never share them because they don’t have the platform to launch those ideas on their own. Most, however, will never reveal them because they don’t feel like a partner in the organization.”

Root for each other. “Our research shows incontrovertible evidence that employees respond best when they are recognized for things they are good at and for those actions where they had to stretch. It is this reinforcement that makes people want to grow to their full shape and stature.”

Establish clear accountability. “To grow a great culture, you need to cultivate a place where people have to do more than show up and fog a mirror; they have to fulfill promises—not only collectively but individually.” And this has to be a positive idea.

Gostick and Elton explain that the “modern leader provides the why, keeps an ear close to those they serve, is agile and open, treats their people with deference, and creates a place where every step forward is noted and applauded.”

The authors skillfully examine high-performing cultures and present the elements that produce them. A leader at any level can implement these ideas to drive results. A great learning tool.

To succeed, you need everyone on your team all in; you need a culture of belief. A high performing culture is characterized by people that are engaged, enabled and energized. http://www.leadershipnow.com/leadingblog/2012/04/all_in_its_culture_that_drives.html

An Offer You Can't Refuse: Leadership Lessons From "The Godfather"

What does a real-life CEO have in common with the central figures of a fictitious Mafia crime family in The Godfather? According to Justin Moore, CEO and founder of Axcient, plenty.

Moore is a serial entrepreneur, early-stage advisor, and angel investor. He’s currently at the helm of Axcient, a company he founded that provides backup, business continuity, and disaster recovery services to the small and mid-sized business (SMB) market. Right now, Axcient is protecting more than 2 billion files and applications for businesses across North America.

Moore also happens to think that The Godfather is “one of the best movies ever made” and had a chance to watch it again when the film was aired extensively last week to mark the 40th anniversary of its premiere. Though a decade had passed since the last time Moore watched it, his recent viewing offered an unexpected reward. This time he found the film rife with teaching moments for CEOs running a business today.

“I certainly don’t endorse crime or violence, and I’m not suggesting business should operate like the Mafia,” explains Moore, “but there are some universal themes in the movie I can relate to as a CEO.” Moore says The Godfather offers valuable lessons in community and team building, making tough decisions, and playing to win while not neglecting friends and family.

Here are five essential leadership lessons Moore distilled for Fast Company.

1. Build a powerful community.

Someday, and that day may never come, I'll call upon you to do a service for me. ~Vito Corleone

Uttered in the iconic rasp of Marlon Brando, the words of Vito Corleone illustrate how he creates a loyal community among those he has helped. Moore says, “By granting these favors and helping people with their problems, Vito Corleone is building a network of influence--relationships that may or may not deliver a specific or quantifiable return, but all which serve to strengthen his power base and which have the potential to be reciprocal in the long run.”

Moore says building strategic partnerships enables companies to work through challenging markets and fast-track overall success. “As a CEO, I see it as part of my job to be a super connector, networking with the technology and investment community without an expectation of reciprocation. Partnerships forged through time, trust, and mutual benefit--such as those Axcient has built with HP, Ingram-Micro, and a vast network of service providers and resellers--are the types of community relationships that bring about the greatest returns.”

2. Hold people accountable.

What's the matter with you? I think your brain is going soft. ~Vito Corleone

The Godfather reminds us of the importance of being tough when necessary. “As soon as Vito Corleone allowed a few moments of weakness to be seen by his enemy, they attempted to assassinate him. And it was largely because of failures of his team,” Moore observes.

“In business, accountability isn’t achieved by a murderous rampage. But the lesson is this--to be successful in business you have to be tough, and you have to be extremely focused on hitting goals and getting results," says Moore. That doesn’t mean patience and understanding don’t have a place, he says, but ongoing tolerance of low-performing people or products just eats away at the success of the entire company. “You are ultimately responsible for all of your employees and shareholders, and that requires tough and swift decisions.

3. Don’t get emotional.

It’s not personal, Sonny. It’s strictly business. ~Michael Corleone
“Many people don’t like to talk about the fact that in business, there are winners and losers. When Sonny Corleone reacts impulsively and emotionally, he gets taken out. In business, if you don’t take the opportunity to out-sell, out-bid, or out-market your competitor, they’ll take you out. I’m not suggesting doing anything outside the boundaries of morality or rightness--simply pointing out that when people make emotional decisions, they start making bad decisions. To lead successfully, you have to take your emotion and ego out of the equation."
Likewise, Moore says it’s important to play to win. In business, that translates to knowing the competition and always staying at least one step ahead. “Operate your business with integrity and have respect for competition, but you also need to seize opportunities to eliminate your competition and win.”

4. Be decisive.

Moore says that he, like most people who appreciate The Godfather, watch the movie with a combination of shock and respect. “Shock because he is so ruthless that he kills his own family member, but respect for the fact that Don Corleone knows exactly what he wants, executes decisively, and commands respect through unwavering leadership.”

While you don’t have to kill anyone to prove a point, as soon as you know what choice to make, move forward. “Know who on your team is making the right choices, and trust them to take decisive action as well. Hesitation too often leads to missed opportunities.”

5. Spend time with your family.

Do you spend time with your family? Because a man who doesn’t spend time with his family can never be a real man. ~Vito Corleone
Moore isn’t endorsing 1940s machismo, but he is decrying 100-hour workweeks that many entrepreneurs fall prey to in hot pursuit of the next big thing. Though he’s been dedicated like that in the past, Moore finds it’s not sustainable in the long run.

“A leader can’t be successful in creative problem-solving and making excellent decisions unless that person is connected to people and passions outside of work. I find that it’s often time with family and friends that gives me the perspective I need to build the relationships and make the decisive actions required for continued success in business,” says Moore.

Thanks to Lydia Dishman from Fast Company for this article