Interpersonal Business

Dear Manager,
We have all experienced the failure of a personal or business relationship that, at the time, was very difficult to accept. In my years of business, I have witnessed the failure of some very strong and valuable relationships for what seemed to be all the wrong reasons. We have probably also walked away from what had, at one time, been relationships that were very valuable to us. Times change, needs change … expectations change as well!

From a purely emotional perspective, it can be much easier to walk away than to try to save a relationship that is not meeting the needs of all parties. For some, it may seem to be time to move on, regardless of the cost.

Emotion and good business judgment rarely make good bed partners. As the years go by and relationships mature, the need for stimulus and growth are ever changing. What was acceptable at an earlier time may no longer be so. What was not appreciated in the past may now be considered a significant asset. What seemed to be so very black and white now has definite shades of gray.

A number of years ago, I listened to a caller who phoned a popular talk show to discuss a concern she had in her marriage. For twenty years she had washed, ironed, and hung her husband’s dress shirts in his closet. When her husband dressed in the morning, he would determine if the shirt had been pressed to his satisfaction. For twenty years, if they had not met his standards, he promptly returned them to the laundry to be washed and pressed “correctly.” After twenty years of his insensitive behavior, this poor woman was now at the boiling point. She was looking for comfort and validation from a guest on the show.

I can certainly sympathize with her frustration. In fact, I remember wanting to shout, “Tell the guy to iron the shirts himself!” The response from the show’s guest, however, was not what the frustrated caller expected. The guest asked her how she could place sole blame on her husband for behavior that she had consistently reinforced through acceptance for twenty years?

A business associate of mine recently confided that he was prepared to leave his job. I knew that he was very well thought of by his employer and, in fact, had been consistently rewarded for his growth and success over the years. While he once enjoyed his position, he now felt trapped by circumstances that he had reinforced through participation and acceptance for a number of years. He was ready to walk.

Exactly what had taken him to this point? And what set of circumstances would recapture an environment of success for both himself and his employer? I suggested that he take the weekend, get away, and define what it would it take for him to buy back into what had once been an acceptable and fulfilling working relationship.

By creating a best-case scenario, or success formula, you have established a platform from which to proceed. The effort should objectively clarify and define your concerns. You may even find that your concerns are emotional in nature and have no conflict with strong business principals. Ultimately, you have created a document of needs to continue the relationship. It is now time to schedule a meeting with your employer.

In your meeting, discuss your appreciation for a relationship that has been mutually beneficial over a period of years. Explain that you no longer feel the same sense of benefit by continuing the relationship under current circumstances. Express your understanding, that your needs and observations are only one factor in the overall structure and decision-making process for the company. Proceed with your presentation, focusing on areas that, from your perspective, will create a workable success formula for all parties.

For this discussion to carry any meaning, all parties must understand that this conversation will lead to mutually acceptable solutions, or the relationship can no longer exist. Fairness in your presentation is essential. Your intent is not to point fingers or hold your employer hostage.

Neither box your manager nor employer into a corner. State your thoughts in a very positive manner and give them every opportunity to take a day or two to reflect and respond. In closing, reference your commitment to a positive resolution and your appreciation for their time and full consideration. Let them know you fully understand that this discussion may not lead to a resolution of your concerns. Sincerely state your appreciation for their desire to discuss your thoughts, and suggest your willingness to assist in their transition should your discussions not work toward a continued relationship.

So, what are your chances of a positive result? 100%! Yes, in every instance you will be pleased for having gone through the process. You may have only confirmed your concerns, and verified your desire to look further. Better yet, your concerns may be understood and accepted by the other party, and their willingness to meet your needs may become very obvious. You will never fully understand your value until this effort is made.

Certainly, you could have bailed, packing your bag with no comment. Is there any lasting satisfaction in this approach? At the very least, creating a success formula shows respect for the work you have accomplished and suggests that every effort has been made to proceed in a positive role. You will also be amazed at how often your success formula is compatible with the success formula of your organization.

What have you got to lose? If you are prepared to move on, then take this final opportunity to create a working environment that can best take advantage of your individual strengths. Why do so few ask the question? The obvious reason is their own acceptance of mutual accountability. How can they now demand change, when for years they had shown support and acceptance? If a new approach is needed for you, it’s likely true for your employer as well. Bury the past for all parties and objectively develop your success formula.

A success formula can be equally effective in many other aspects of business. A friend was recently offered employment with a new company. He was anguishing over certain perceived aspects of the position. As an alternative to simply turning down the offer, he decided to meet further with this company and address his concerns. He explained his need to participate in an environment that would be conducive to their mutual success. He explained circumstances that had been counter-productive in the past, and shared alternatives that had best suited all parties.

You absolutely cannot lose with this approach. Creating the opportunity to address your needs and concerns will only define and clarify the value of the position. My friend not only accepted the position, he also established on going criteria , created an environment for success and also reinforced greater confidence and independence relating to his position. Remember, it is much easier to negotiate in the early stages of a relationship than it will ever be at a later time!

Several months ago, I had a conversation with a customer whose behavior had been totally unacceptable in dealings with our representatives. In addition to being verbally abusive, his expectations were unreasonable and completely self-serving. I called and objectively explained my concerns, stating my desire to maintain the relationship if certain changes could be made. His total lack of understanding regarding my concerns made it obvious that there would be no relationship to save. From his perspective, there was no problem.

In this rare instance, I thanked him for his previous business and suggested that he pursue future business with one of our competitors. I could no longer be a party to the reinforcement of his negative behavior, and absolutely would not expect our representatives to call on this customer. Change for this individual may be possible. If enough vendors share their concerns, he will have no choice.

There is a price to pay in all aspects of business. How many are willing to step up, accept some responsibility, and address the need to promote and implement a success formula? How many more would prefer the easy way out and simply bail? Without conveying our perspectives, we are showing acceptance for less-than-acceptable behavior.

This effort is never guaranteed to meet all of our objectives. As compared to no effort whatsoever, is there a much greater likelihood of success? Out of simple respect, do you owe it to yourself and those with whom you have worked, to save this mutual investment before it’s too late? Without question, yes.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Managers,
In a recent issue of INTERPERSONAL I discussed risk and the role of consultants in the development of new products. With this month’s issue, I would like to take this topic a bit further by addressing the dynamics and challenges faced in the birth and marketing of a new product.

This month’s issue is dedicated to those hardy souls who, against all odds and the best advice possible, are committed to taking a risk. Be it the individual who mortgages his home to follow his dream, or the seasoned entrepreneur making a “tactical product expansion,” the chances for success are a percentage point or two above slim. Often, the only difference is the depth of ones pockets! With these thoughts in mind, let’s take a run at increasing those odds.

A BLIND EYE
If you or your company are considered to be successful, you have most likely been asked by those seeking success, “What do you think of this?” or “What would you do if you were me?” When an individual asks my advice, I feel the responsibility to be realistic first and enthusiastic second (a few questions early in our conversation to determine their resolve will tell me just how enthusiastic I should be). There seems to be a common thread with these individuals: they have at least one blind eye.

These conversations bring back vivid memories of my own carefree and very naive early years in business. Had I had a conversation with the wrong person, (who may have actually given me very good advice,) I might never have taken the risk of getting started. Certainly, personal drive and natural abilities will promote success in varied endeavors, yet how many times have we heard, “If I only new then what I know now…”

Regardless, I find myself proceeding with guarded optimism for all individuals willing to take the plunge. Who am I to determine if their concept or product is meant to succeed?

HOW BAD DO YOU WANT IT?
With very few exceptions, the common denominator for the success of all new products is the “do-whatever-it-takes” factor. Is this person serious and committed to the project, or is this a hobby? If this is the case, fine. Don’t invest the farm in something to which you have no intention of giving your very best effort. Keep your day job, enjoy the process, minimize your investment and allow your product to develop to its own level. Worst case, you have learned from the process with limited cost, best case it may become more apparent that a greater personal and financial investment is required. The highest priority for any new product is to first determine:

DOES ANYONE CARE?
I have often met with individuals who have rushed head-long into a product’s development prior to determining if there is actually a market or established need for their product. They present their product to me and state, “I have a garage full of these, what do I do now?” Their practical alternatives have now been lost. I believe this to be the ultimate hazard of the blind eye.

TEST ME, TEST ME, TEST ME!
Prior to ordering a garage full, (or on a larger scale a warehouse full) order a minimal run at a higher unit cost to determine a product’s feasibility. As I suggest to these individuals, there are ample resources to market test your products. Yet, I would be willing to guess that less than one in ten has taken advantage of this opportunity. Good-natured friends and family (or fellow managers) have encouraged their spirit, regardless of their market knowledge or its ultimate consumer value.

In general, business people and retailers are more than willing to help you determine the market value of your product. There is a definite energy in participating in the launch of something new, which plays very well in developing an interest and the needed support for your test.

Next, determine a retail price based on your costs of a full production run, adding a very reasonable profit and what your retail/business advisors feel the market will bear. In many cases, your unit cost for the minimum run will only cover the wholesale price. At this stage it makes absolutely no difference.

Your sole objective at this point is to determine your product’s potential in the market and to develop valued advisors and business contacts. Profits in the early stages should be of no consideration. Minimizing and control of potential loss through miscalculation is your sole objective.

Products in their first phase will need at least minor adjustments, and often major changes, prior to going into full production. These changes may include meeting a standardized size established by the market, a reduction or increase in pieces per single price point, packaging, the use of additional color or adjusting the suggested retail price, to name a few. Now is the time to determine the dynamics of your specific market.

Ask to test your products at fifteen to twenty places of business. Be willing to offer your product on a consignment or no cost basis to insure a significant test. In most cases you will want to establish these business relationships personally. Project a very professional and sincere image of yourself and your product. Your personal enthusiasm, and the fact that it is your product, will go a long way toward encouraging their support and assistance in your test.

Determine the specific placement for your product, a time frame for the test, and your plan for follow up. In a much larger test, you may also wish to experiment with two or three price points in various areas to establish the suitable and/or maximum retail pricing. The most critical aspect of your test will come from your professional follow up. If you are unwilling to establish a commitment toward your product and its future, why should anyone else?

The learning curve in this first phase will ultimately determine the success or failure of your product. In your follow up conversations, ask for a candid evaluation of your product from your various test locations. Insist upon their sincere opinions, rather than a favorable spin to feed your ego. Be sure to ask for their perception relating to your product’s rate of sale and potential as compared to similar products they are familiar with. Only when you have gained this information can you make the calculated decisions on your product’s future.

After sixty to ninety days you will have collected a substantial amount of data to review, in most cases at a very reasonable cost. You are now in a position to determine the adjustments and improvements that will need to be made, as well as your willingness and ability to bring your product to market.

MILK’S TOO CHEAP TO BUY A COW
This is one of my favorite quotes, as it seems to define so many aspects of business. All too often I see business people purchase machinery, equipment, lease a building or vehicle long before it is absolutely required. If you occasionally need a truck, rent a truck! Devote phase one resources to minimizing expenses and maximizing the investment into product knowledge. Your investment in equipment will never determine the fate of your project’s future, the investment in your product absolutely will.

With each conversation of this type, I find myself much closer to using these basics in decisions for my own company. As managers, we must determine our own resolve and implement the fundamental strategies that will increase our odds of success. The marketplace does unusual things to one’s thought process, let alone one’s memory. We have only our own experience to thank for an insightful perspective on the blind eye of the entrepreneur.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
As managers we have the distinct advantage and opportunity to enjoy an overview of the philosophies, attitudes and approaches to “doing business.” It is a fascinating slice of life and only we, as managers, have the luxury of a front row seat. We have a clear view of our customers, with the opportunity to compare their operations to those of their competition. We have a clear view of our sales associates, with the opportunity to compare their business to that of their peers. We have a clear view of our fellow managers, with the opportunity to compare their skill and approach to that of their counterparts in our industry.

In all instances, there is an elite group that stands alone when compared with others. Who are these individuals, and why? This is an enormous equation, one founded in some very basic fundamentals. What single quality and factor consistently stands out, setting these individuals apart?

In an interview with Lucille Ball I recently say, soon after she retired from television, she was referred to as an icon in American television, having set a new standard for comedy in television and in her profession over her thirty-five-year career. What allowed Lucy to appeal to the masses in the 50’s as well as in the 90’s? When asked by the interviewer what quality provided her staying power as compared to other performers of her time, she simply responded:

“IT WAS MY RELENTLESS ATTENTION TO DETAIL.”
So often in American business this very simple axiom has become lost. As managers, there is no longer the accountability to insure its singular priority. What was once a foundation for business success in their early years has, in many instances, been cast aside. Being relentless about any aspect in life or business requires tremendous discipline. There are so many factors that will take us off course. For attention to detail to succeed, it must be accepted as a way of life.

To avoid confusion, there is a difference between relentless and obsessive. An obsessive approach makes the assumption that we live in a perfect world; all its aspects should fit within our expectation of this perfection. A relentless approach understands the real world, and accepts the challenges required to maintain the highest standard that is individually possible.

A high standard of detail fulfillment creates a very strong foundation for many secondary fundamentals of success. It comes down to developing a high standard and insuring our very best effort. Often we learn this standard from working with others who have set a high standard for themselves. It is highly contagious once you fully understand the value of its application.

My introduction to this relentless approach to business was in my teens while working in my uncle’s grocery store. I can remember spending hours and hours sweeping, cleaning and organizing areas of the store, over and over again, whether (to me) they needed it or not. At times I felt I was being asked to maintain the store as if it were Disneyland! If tasks were not completed to my uncle’s satisfaction, he barked out a name on the intercom from his office overlooking the store and everyone’s heart dropped to the floor.

With time, I found pride in knowing I helped to create one of the cleanest and most appealing atmospheres for our customers and employees. It simply felt so much better to work in this environment. I saw the value in my uncle’s sense of detail, and accepted its many benefits as my own.

Attention to detail and the personal touch for business has apparently become a thing of the past. We see it in the (lack of) service at the local gas station to the prolific use of automated attendant phone systems. Certainly, a case can be make that times have changed. To accept the notion that “no one seems to notice, or “I just don’t have the time,” or “they didn’t call me back,” or my personal favorite, “it’s someone else’s job,” are simply a crutch, and only fuel an acceptance of this lesser standard as the norm.

It is for this reason that management and its staff must get back to doing the little things that have been lost in today’s business environment. Believe me, they will be noticed and even exalted by those with whom you do business. Now, more than at any other time in our business culture, you will set yourself apart from your peers and will be remembered as one of an elite group that stands alone.

HOW DO WE ESTABLISH THESE PRIORITES FOR OUR ORGANIZATIONS?
The process for managers begins with their own attention to detail. We set many examples as managers, defining our priorities through our actions rather than through our words. Whatever your priorities are for your organization, the example must start at the top. Define your objectives in detail to your staff. Initiate new systems and review their progress to insure that the standards have been met.

All too often, management can be distracted by the “big picture,” sending a signal of acceptance to its staff that the details are no longer important. The relentless aspect in our objectives must come into play. Keep a log of your priorities to insure they have, in fact, been completed, both personally and by your staff. It will not take long for everyone to understand that you absolutely expect to meet these priorities. You must maintain a single-minded, no compromise attitude towards your organization’s fundamentals.

Once an expectation is accepted as reality, it becomes a matter of routine. Those you work with will, with time, begin to understand your priorities and (at least on your time) accept them as their own. No one wants to be called “on the intercom” and if we, as managers, are indeed relentless with our own standards, they, too, will be required to participate. While the initial value may not be recognized, with time it will become clear. Just as it was for me, this is an acquired skill for all of us, and is contagious by nature! As I suggested earlier, once this strong attention to detail is understood, there are many other qualities that feed on its foundation. Consider just a few of its applications for your staff relating to:

• Delegation Fulfillment
• Organizational Skills
• Appointment Scheduling
• Product Knowledge & Presentations
• Problem Solving
• Customer Follow Up
• Timely Correspondence
• Customer Relations

These are just a few of the very real benefits of establishing a relentless attention to detail. It can seem very simple; it is not. And it is this very attitude that only further illustrates the magnitude of the problem. No one can deny its value, yet if it were simple it would be a very common and deliberate aspect of American Business!

On a scale of 0% to 100%, are you 20% effective or 80% effective? Are you willing to challenge the priorities of detail fulfillment for yourself and those of your organization to maintain its priority, and to insure its improvement?

Many years ago I was listening to a popular radio commentator whose name you may recognize: Earl Nightingale. He spoke of The Greatest Secret and its impact for business. He referenced his findings with near reverence, and how so many individuals had spent a lifetime in business, never having uncovered the essence of doing business.

What was The Greatest Secret? “To succeed in business we must master and be willing to do the little things that our competitors simply don’t like to do.”

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
When we started in sales, we probably had a manager who pounded in the virtues and importance of new client development. With any luck we were given a virgin territory that would depend solely on our ability to cultivate new relationships. It’s a very tough way to earn a living, and a very rewarding and successful approach to learning how to sell.

How many clients have you, as an organization, lost in the past year? Statistics suggest that a minimum of 20% of our customers are lost in a given year for a variety of reasons. Without a dedicated effort and strategy toward new account development, sales regions will languish and stagnate. In a strong marketplace, or with a very strong product presentation, new customers will come knocking on your door. In the long term, unfortunately, these market conditions will change. All too often, however, these same sales regions will continue to base the development of new customers on their ability to find us.

We have all known and worked with those who thrive in the hunt and development of new customers. Within this group, we have also known individuals who could only open new accounts (affectionately termed can openers); just don’t ask them to provide consistent service once they’ve achieved their initial conquest.

With time, sales professionals overcome most of the anxieties associated with calling on new customers. And yet, it is this very critical aspect of sales that is least likely to be given the priority it so desperately deserves. Why isn’t more emphasis given to new account development by our sales associates? The answer is simpler than you might think. The development of new customers takes us out of our comfort zones and interrupts our routine.

I would like to take you back to my early years in sales, when I would personally come up with any excuse in the world to avoid the dreaded cold call. At this time, I believed to succeed I needed to perform, and that failure to succeed was a direct reflection on me, personally. The pressure continued to grow, the rationalizations continued to instill guilt, and only on the rarest of occasions would I find the confidence to step up to the challenge.

There was a saving grace: I was still able to open new customers. I did so by following up customer leads and working every angle to develop personal introductions. I was <strong>killer and confident if I could simply arrange a purpose for my initial introduction. I got by the best I could for a period of time; there was no question I would need to overcome my phobic attitudes towards the dreaded cold call.

As I thought it through, it became clear my fears were centered around my concerns of rejection. No one enjoys rejection, and I seemed to enjoy it even less! The key for me was to develop a positive approach that would motivate me to consistently meet an objective. I realized I must first put the rejection issue aside. I could do so by simply setting my objective of making ten brief introductions of myself each week. You will note I called them brief introductions rather than the dreaded “you-know-what.”

My sole objective was to introduce myself and leave some of my wonderful product catalogs; there were no further expectations of these initial calls. In leaving I would express interest in following up after they had looked through the catalogs. As long as I was willing to make the ten introductions each week, I could no longer fail. No one could reject my efforts because my sole objective was to have made the introduction, not make the sale.

I realize to a degree these are mind games, but what is there about sales that is not controlled by our minds? I have shared this concept with others over the years, and I honestly believe it has been very useful. If you establish your objective for a given number of new introductions each week, meet this objective, and then do the proper follow up, you will open new accounts! On many occasions I was floored when a brief introduction would turn into a sale before I could get out the door!

There is no greater high than the development of a meaningful new customer. In a recent interview I was conducting, the applicant looked me straight in the eye and said, “Ya know, . . . . . .i it’s addicting.” It makes me wonder, could there be a support program for the dreaded cold call?! We have all walked out of an appointment with a new customer, feeling success beyond our expectations. We have also realized how close we came to not making that initial call. What if it had not been made? How many others have been lost?

The best approach I have found to this subject is an attitude that each rejection is simply an initial response to a positive outcome still under consideration. Those individuals who are most successful in this arena are tenacious as hell. They never accept an initial negative response. If they believe their products are a match for the customer, it becomes only a matter of time; it’s a matter of when, rather than if.

These individuals accept that it can take from six to ten calls to meet their objective. They understand that with each follow up call their chances for success will increase by at least 10%, and as much as 100%! They have also accepted the fact that it is a pure numbers game. With each rejection, you are much closer to meeting your objective! Ultimately, successful new account development comes down to an individual’s acceptance of the process. Now that we have developed a comfort zone for prospecting, the second aspect is to develop a routine.

Going back to our first sales position, or any sales position that required us to pioneer a new region, survival was terrific motivation for establishing a routine for new account development. The alternative was sitting on our hands and starving to death. Of course we made cold calls, and with fairly uncertain product or (as we know now), the pioneering would not have been required!

It was painful. With luck, we could schedule two solid days of appointments a week, with the balance of our time spent knocking on doors . . . . .. ugly. We accepted this as the package we agreed to, and that this was what the position required of us. With acceptance comes routine. You no longer look at something as a burden once it has been accepted as routine.

As territories and individuals mature, it becomes increasingly difficult to do the things that got us here. Working with existing clients feels good. There may be a sense of responsibility to not over saturate the market and, with our schedules so full, there simply isn’t the time we once had. There is merit in these concerns, yet more often than not they are a crutch. Certainly there are areas of any region that cannot currently handle additional development. From my experience, for every area such as this, there are five areas that are currently underdeveloped for the savvy sales professional. Even in those areas with strong market penetration, are there not other portions of your presentations that could be better represented?

There is good news in the equation that 20% of your account base is lost each year. We now have one full day each week (20% of our time) to re-establish our sales regions to their previous year’s position. It all comes down to do you have the time to handle one more major account in your territory? If so, do you have the time to find it?

As managers we must ask our sales associates to dedicate, without fail, a minimum of one day per week to new account development. This could be represented in two hours each day, two half days, or by simply blocking out a full day each week. There may be times of the year when two days are available, while at other times the pace simply allows no time. Consider not only monthly objectives, but also sales incentives for those associates who understand the value and priority in this program. We all need to be accountable. There may be lots of conversation, yet the only thing that counts is the answer to: are there any new accounts being opened? There are many ways to consistently meet this objective or, as managers, it is time to provide assistance to the regions that cannot.

I have often thought of the option of hiring a full time “can opener” to assist our various territories in new account development. Once the customer was established, they could then be turned over to the existing associate. It’s an interesting concept, and not without conflict. I would be interested in your thoughts, or in the results if you have tried it.

There is no greater impact on a sales region than a new account being opened. I would trade five reorders for one new account. If each customer were looked upon as an income stream, then with each new customer you have created a new income source that will compensate you for years to come. Remember that high when you opened your first new account? Begin to live for that high; if not addictive, it can become habit forming.

Most service and retail industries are in the process of dramatic change and evolution. What will the role of the salesman be in the next ten to twenty years? Will the service function of a salesperson’s job continue to exist with the technology on the horizon? I am not suggesting the world will ever be without salespeople in their purest form. I will suggest that these market conditions require us to return to the days when sales associates lived and breathed for the potential of opening new accounts. If the day ever comes when someone is going to turn out the light, my bet is on the sales associate who opens the last new account.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM