Most companies and their salespeople covet their value add, their features and benefits, and their value proposition as if it were the Holy Grail. The reality is all value propositions are inherently valueless. The feature and benefit style of selling that has served companies so well in the past no longer works. It is tried,…
I worked recently with the Board of Directors of a large public power company. They needed stronger governance systems. I mentioned how efficient boards operate. I broke down our approach. “With our framework,” I told them, “the board expresses exactly what it wants the organization to achieve in the form of policies. By defining what…
Each person on the planet has their own unique ideas, interests, talents, skills, and motivators. Even twins who share similar DNA have different opinions, interests, and motivators. So if we understand this, why do so many organizations have one set of motivators to try and change the behavior of the masses? Does anyone else see…
Is your upcoming meeting a strategic planning session? A sales or project launch? A departmental communications day? Or, perhaps, teambuilding for an intact management or project team? Whichever it is, it undoubtedly involves a significant investment.
First there’s the suffocating volume of e-mails. That’s complaint number one. But the next biggest gripe I hear from my clients is that they are spending way too much time in meetings. Do any of these comments ring true about meetings where you work? too long no agenda (or, if there is one, we don’t…
Most salespeople don’t know when to quit. They don’t know when to quit talking… when to quit selling… and when to quit trying. They talk too much, sell too long and give up too soon. What’s worse, not only do some salespeople give up too soon, they often don’t even get started! In a survey…
By Carol S. Dweck Random House, 2006 ISBN #1-4000-6275-6 Reviewed by Ian Cook John McEnroe reached great heights in the world of professional tennis but, by his own admission, he did not fulfill his potential. Whenever he lost, it was not his fault. Even his defeat at the 1984 French Open he blamed on sound…
When people ask me to describe our change management model at LRI, I tell them it boils down to three principles. Principle number one: Focus on the first five percent. To guarantee a successful outcome you must gather champions, set expectations, how extensively you engage stakeholders, and how well you paint a picture for people…
They had a momentary pause of puzzlement when I asked them. So, I put the question to my audience again, “What is your current edge for development?” “What do you mean?” they ask. “I mean,” I say, “if you could snap your fingers and instantly improve significantly in one aspect of your work that would…
By James M. Citrin Rodale, 2007 ISBN #978-1-59486-358-5 Reviewed by Ian Cook Ground-breaking tennis great Billie Jean King won 20 Wimbledon titles, 13 US Opens, the French and Australian Opens, and was ranked the world’s No. 1 woman tennis player seven times. She went on to do pioneering work on Title IX legislation for women’s…
Salespeople are often faced with unresolved deals in their pipeline that they normally give up on or persist beyond any reasonable hope. There is a middle ground that is appropriate when you have reached the point of no return, your prospect is stringing you along in that they are taking you down the primrose path,…
By David Rock HarperCollins Publishers, 2006 ISBN #978-0-06-083590-3 Reviewed by Ian Cook Managers are default programmed to solve problems. That’s what they are paid to do. That’s what they are good at. And that is how they see themselves, at a subconscious level. So, when an employee comes with a problem, the manager’s knee-jerk reaction…
Are your employees clear about what you expect from their performance this year? I should be able to come in as a consultant, sit down one-on-one with any individual who reports to you and ask him or her, “What will constitute ‘fully satisfactory’ and ‘outstanding’ performance by you over the current year? Please describe it…
It was one of those business trips where I was going to have to be on four planes and deliver the opening keynote for a conference all within 24 hours. In an effort to conserve energy, I hunkered down in the seat of my first flight, turned on my ipod, opened my computer and entered…
by Bill George with Peter Sims John Wiley & Sons, Inc., 2007 ISBN #978-0-7879-8751-0 Reviewed by Ian Cook How do you become and remain an authentic leader?
Unbeknownst to most salespeople is the idea that selling is all about getting prospects to make decisions, both small and large. Getting decisions that reach a conclusive “no” or “yes” and getting decisions that allow the prospects the freedom to decide “no,” without the fear of a salesperson’s full frontal counterattack. Therefore, selling isn’t as…
Isn’t it funny what we assume about leaders in senior positions. They no longer have anything to learn about interpersonal relationships or leadership. They have arrived, proof positive of their skill level! Furthermore, only a fearless few people will give them the honest, useful feedback that self-development requires. The “culture” expects them to be role…
Let’s face it; everyone likes to get something for nothing, particularly if that something is valuable. What could be more valuable to a salesperson than receiving professional sales training? I mean sales training is something that can impact your wallet for the rest of your selling career. And to get it for free! Does it…
By James M. Kouzes & Barry Z. Posner Jossey-Bass, 2006 ISBN #978-0-7879-8296-6 Reviewed by Ian Cook As a leader, would you say one of your goals is to leave a legacy? Based on their observations of leaders over the last twenty years, Kouzes and Posner expect your answer is probably “yes.”
Small and mid-sized entrepreneurs, upwardly mobile business professionals and large corporations are increasingly using the services of business coaches to accelerate professional growth by helping them understand their strengths and challenges, achieve goals and objectives, a get results far beyond what an individual can accomplish by themselves. In this economy, however, spending money on a…