Written by: Greta, ProActive Training & Consulting
A few years ago, I heard this great story about hunting. Hunting??? Well, only because it’s directly related to sales (isn’t it amazing how everything seems to relate to sales)?
Your ability to sleep at night is directly related to the quality and quantity of new business that you and/or your sales team bring in. That’s a fact. So how do you decide what’s good or not so good? How do you aim in the right direction so that the all-important business comes in?
Here’s a test: list your six best customers. Identify the measurable criteria common to those six (size, profitability, distance, your product fit to their needs, etc.). Now, list the common criteria you can’t measure (what you value about them, what they value about you, etc. Think of things like “they place value on your contributions, they want to partner with you, they don’t beat you down on price, they pay for performance,” etc.).
Now rank the top five criteria on each list. Give each customer a score on a scale of 0-10. Two lists with five items each will yield a possible score of 100 points. Grade each customer and study the results. Now apply the 80/80 test: if 80% of your customers don’t score 80 or more points, your sales force in hunting in the wrong place, the wrong way, or both.
So here’s how to get them hunting the right business:
The first thing to do is have your sales team identify your accounts by category: A, B, or C.
Category C is rabbits. Rabbits are plentiful. In the world of hunting for food, if you shoot a rabbit, you’ll eat for a day.
Category B is deer. Deer are a bit more challenging. You have to be a little savvier, and a bit better than your competitors. But if you shoot a deer, your village will eat for a week.
Category A is elephants. Elephants are tough. Everyone wants one. They’re only in one part of the country. It takes real skill and a long time to develop the strategy and plan the attack to get one. If you shoot an elephant, your village will eat for a month. But if you miss, you’ll starve.
So how does this relate to sales? Because we usually only want the elephant account. We spend all of our time and energy going after this most elusive of prey. So is everyone else! Meanwhile, your plentiful rabbit accounts are always there if you do a good job and get plenty of referrals.
A deer is in the middle. It’s an account you establish a good, strong relationship with. You’re seen as a consultant and you directly help them. They pay you on time because there’s no “red tape”, and you can get directly to the decision makers.
So here’s the big question: why do we waste so much time on “the big gray ones”? It might be ego, or it could be the thrill of the chase. Maybe it’s something else. But here’s the truth: if you only chase elephants, you’ll starve.
So here’s some homework to keep from starving, and to make sure plenty of business is on your table. Take a good look at your accounts and prospects. Categorize them. Who are the elephants? Who are the deer? And who are the rabbits? Once you decide, work your plan. It should consist of 60% deer, 20% elephants and 20% rabbits.
20 million years ago, our ancestors lived or died based on how well they hunted the right opportunities. They had a plan. So how’s yours?
Monday, June 2, 2008
Friday, May 30, 2008
Living with Wildlife in South Florida
Written by: Shelby Via, Director of Animal Care, SPCA Wildlife Care Center
As the human population in South Florida expands and encroaches upon an already diminishing natural and unique ecosystem, wildlife becomes exceedingly displaced as their habitat is destroyed, thus making the education of co-existence between humans and wildlife crucial.
Between the months of March and October, the primary reason wildlife chooses to shelter in, around, and under a home is because they need a safe place to give birth and raise their young. Although you may only see a single animal, during this time of year you should assume that it is a mother with dependant babies. Trapping, removing, and relocating often has tragic consequences for the animal and its babies and is only a temporary solution for your “nuisance wildlife problem”. With few “wild” places left to live in, another animal will simply move in to fill the niche you have just created. The new animal is often more of a “nuisance” than the previous one.
Although trapping and relocating wildlife may seem like a humane solution for the homeowner, it is not in the best interest of the animal. Wild animals do not “settle in” quickly to new surroundings, especially since the new surroundings are, more often than not, another animal’s territory. It now has to fight and compete with the resident animal for a limited food supply and nesting area. In nearly all cases, it is the newcomer that loses. Many die of infections from bite wounds, while others are killed by cars in an attempt to return to their original habitat and their young that were left behind. Meanwhile, the babies are unintentionally orphaned and left to slowly die of starvation.
In addition, trapping and relocating wildlife is illegal unless you are a licensed trapper. If you choose to hire a licensed trapper, make sure that it is a humane trapper, one that doesn’t euthanize unnecessarily. Also, understand that the financial cost of the trapper falls on you, the homeowner, and that this cost can sometimes be upwards of $200 per animal. There is no free government agency that will trap and relocate for you.
We recommend that if you discover wildlife nesting in or around your home, patience is the best solution. You can be assured that once the young are big enough, the birth den will have served its purpose and the animals will move out. The nesting season is short; tolerance and patience until the family has vacated will prove to serve in the animal’s, its young and your own best interest.
As the human population in South Florida expands and encroaches upon an already diminishing natural and unique ecosystem, wildlife becomes exceedingly displaced as their habitat is destroyed, thus making the education of co-existence between humans and wildlife crucial.
Between the months of March and October, the primary reason wildlife chooses to shelter in, around, and under a home is because they need a safe place to give birth and raise their young. Although you may only see a single animal, during this time of year you should assume that it is a mother with dependant babies. Trapping, removing, and relocating often has tragic consequences for the animal and its babies and is only a temporary solution for your “nuisance wildlife problem”. With few “wild” places left to live in, another animal will simply move in to fill the niche you have just created. The new animal is often more of a “nuisance” than the previous one.
Although trapping and relocating wildlife may seem like a humane solution for the homeowner, it is not in the best interest of the animal. Wild animals do not “settle in” quickly to new surroundings, especially since the new surroundings are, more often than not, another animal’s territory. It now has to fight and compete with the resident animal for a limited food supply and nesting area. In nearly all cases, it is the newcomer that loses. Many die of infections from bite wounds, while others are killed by cars in an attempt to return to their original habitat and their young that were left behind. Meanwhile, the babies are unintentionally orphaned and left to slowly die of starvation.
In addition, trapping and relocating wildlife is illegal unless you are a licensed trapper. If you choose to hire a licensed trapper, make sure that it is a humane trapper, one that doesn’t euthanize unnecessarily. Also, understand that the financial cost of the trapper falls on you, the homeowner, and that this cost can sometimes be upwards of $200 per animal. There is no free government agency that will trap and relocate for you.
We recommend that if you discover wildlife nesting in or around your home, patience is the best solution. You can be assured that once the young are big enough, the birth den will have served its purpose and the animals will move out. The nesting season is short; tolerance and patience until the family has vacated will prove to serve in the animal’s, its young and your own best interest.
Monday, May 5, 2008
The Take Away
Written by: Greta Shultz
“Sue, I’m really not sure that what I’ve seen does anything for me,” said Phil, the prospect. “Actually,” he continued, “your color choices are nowhere near as extensive as your competitor’s. In fact, he was just in here showing me some new additions this morning.”
Sue detested this type of prospect. And unfortunately, this is the only type she’d had for the past six months. Sue knew that this would be another one of those meetings where the prospect objects a thousand times and she would have to come up with a way to beat them all down. “There’s got to be a better way to make a living,” she thought.
“I didn’t know you had met with ABC Competition,” Sue said.
“Well I really feel obligated to shop around. And to be perfectly honest with you, their prices are looking pretty good. I doubt you’ll be able to beat them.”
Alright, let’s get started fighting the objections... “Let’s talk about colors. Our colors are by far the…” Sue droned. An hour and a half later, she crawled out of the office exhausted and a feeling of being beaten, but walked in with an order.
Sue’s sales manager greeted her with a “good work” and a pat on the back. But after a glance at the dollar amount sold, he asked “why’s Phil ordering less than he did last time?”
“ABC Competition had a proposal on the table. You wouldn’t believe what I just went through to get that much.” Feeling 2nd rate, she added, “I’m going back there next week to see if I can get the rest back.”
Sue was so afraid she was going to lose Phil as a client that she was prepared to do just about anything to keep his business. In fact, she had the guts to spend another hour and a half confronting Phil’s objections, but not enough guts to ask the questions to find out if all the objections were real or a test on his part.
Taking a sale away, or taking yourself out of the running, and then waiting for a response from the prospect takes some serious guts. This technique is not for those with weak knees.
No one can hold Sue responsible for her commitment to ask. In fact, most salespeople and sales managers would agree that in the situation above, the best thing to do is simply “gut it out.” But there is something else that could have been done. Before Sue began answering every objection Phil had, she could have very simply said, “You know, you mentioned that ABC Competition has more colors, a better price, and they were already here this morning”. So I’m confused, between you and me, why didn’t you order from them? I mean we can’t do all of that so I guess you’re not ordering from me today, huh?!”
In order for “the take away” technique to work, you must honestly be prepared to lose the sale and walk out the door without looking back. If you’re not able to do this, the technique may backfire right in your face. But if you’re 100% committed to making it work, then this technique is incredibly compelling when it comes to eliminating objections. Your task is simply to mirror back what your prospect is saying to you. For example, when they tell you how great and wonderful your competitor is, reply with “So you ordered from them.” Don’t speak until you get a response. If they did already order, it probably really is over for you. But if not, then you deserve to know the reasons why. And while your prospect is telling you why, you’re learning what you need to do to get their business.
The prospect’s famous last line is often “the other guy can do it better for less.” Well guess what…LET HIM!
“Sue, I’m really not sure that what I’ve seen does anything for me,” said Phil, the prospect. “Actually,” he continued, “your color choices are nowhere near as extensive as your competitor’s. In fact, he was just in here showing me some new additions this morning.”
Sue detested this type of prospect. And unfortunately, this is the only type she’d had for the past six months. Sue knew that this would be another one of those meetings where the prospect objects a thousand times and she would have to come up with a way to beat them all down. “There’s got to be a better way to make a living,” she thought.
“I didn’t know you had met with ABC Competition,” Sue said.
“Well I really feel obligated to shop around. And to be perfectly honest with you, their prices are looking pretty good. I doubt you’ll be able to beat them.”
Alright, let’s get started fighting the objections... “Let’s talk about colors. Our colors are by far the…” Sue droned. An hour and a half later, she crawled out of the office exhausted and a feeling of being beaten, but walked in with an order.
Sue’s sales manager greeted her with a “good work” and a pat on the back. But after a glance at the dollar amount sold, he asked “why’s Phil ordering less than he did last time?”
“ABC Competition had a proposal on the table. You wouldn’t believe what I just went through to get that much.” Feeling 2nd rate, she added, “I’m going back there next week to see if I can get the rest back.”
Sue was so afraid she was going to lose Phil as a client that she was prepared to do just about anything to keep his business. In fact, she had the guts to spend another hour and a half confronting Phil’s objections, but not enough guts to ask the questions to find out if all the objections were real or a test on his part.
Taking a sale away, or taking yourself out of the running, and then waiting for a response from the prospect takes some serious guts. This technique is not for those with weak knees.
No one can hold Sue responsible for her commitment to ask. In fact, most salespeople and sales managers would agree that in the situation above, the best thing to do is simply “gut it out.” But there is something else that could have been done. Before Sue began answering every objection Phil had, she could have very simply said, “You know, you mentioned that ABC Competition has more colors, a better price, and they were already here this morning”. So I’m confused, between you and me, why didn’t you order from them? I mean we can’t do all of that so I guess you’re not ordering from me today, huh?!”
In order for “the take away” technique to work, you must honestly be prepared to lose the sale and walk out the door without looking back. If you’re not able to do this, the technique may backfire right in your face. But if you’re 100% committed to making it work, then this technique is incredibly compelling when it comes to eliminating objections. Your task is simply to mirror back what your prospect is saying to you. For example, when they tell you how great and wonderful your competitor is, reply with “So you ordered from them.” Don’t speak until you get a response. If they did already order, it probably really is over for you. But if not, then you deserve to know the reasons why. And while your prospect is telling you why, you’re learning what you need to do to get their business.
The prospect’s famous last line is often “the other guy can do it better for less.” Well guess what…LET HIM!
Saturday, April 12, 2008
During Economic Downturns It’s Time Turn Up Your Marketing
Written by:
Bonnie S. Kaye, President, Kaye Communications, Inc.
When tough economic times threaten, the natural instinct for most business owners is to cut back rather than invest for success. However, true visionaries proactively use the downturn period to re-vision and ramp up investment in their marketing communications to bolster their brand awareness.
They know that, even in a shrinking marketplace, there is ample business out there, and they aggressively pursue their share. Effectively trumpeting their company’s distinctive features, advantages, and benefits in the most targeted way to qualified audiences who want or must use their products or services will propel them to surpass their competition.
Just as businesses rely heavily on the specialized advice of their attorneys and accountants, visionaries know the value of having a strategic communications counselor on their senior “think tank” team. Engaging an outside counselor, such as an integrated marketing and public relations firm, will:
assist in objectively reviewing, evaluating, and re-visioning to best capture market and news media opportunities today, while planning for future growth.
provide thought-provoking outside perspectives to prevent costly tunnel vision
save money (by averting detrimental mistakes in image building, branding, printing/production; and eliminate non-results-generating activities/initiatives)
help grow business by:
developing and managing a flexible strategic plan
identifying and introducing new and untapped markets, referral sources, and media opportunities
recommending on-line diversification and/or repositioning
increasing credibility by serving as your “market” ambassador
interacting with the firm’s established relationships
help avoid or navigate through an unanticipated crisis (The time to search for a crisis manager or plan for a crisis is not while you are in the midst of one!)
You want to engage a communications expert that embodies integrity, has market and media respect, a proven track record, provides one-stop integrated marketing and public relations services to ensure consistency of message, and is up for a challenge (because challenges will surface in this economy!).
To be results-hearted, you cannot be faint-hearted. Be open to new viewpoints, concepts, and technologies; and prepared to commit the sufficient financial resources to “get the job done right”; and be readily accessible and involved in the initiative.
Bonnie S. Kaye, President, Kaye Communications, Inc.
When tough economic times threaten, the natural instinct for most business owners is to cut back rather than invest for success. However, true visionaries proactively use the downturn period to re-vision and ramp up investment in their marketing communications to bolster their brand awareness.
They know that, even in a shrinking marketplace, there is ample business out there, and they aggressively pursue their share. Effectively trumpeting their company’s distinctive features, advantages, and benefits in the most targeted way to qualified audiences who want or must use their products or services will propel them to surpass their competition.
Just as businesses rely heavily on the specialized advice of their attorneys and accountants, visionaries know the value of having a strategic communications counselor on their senior “think tank” team. Engaging an outside counselor, such as an integrated marketing and public relations firm, will:
assist in objectively reviewing, evaluating, and re-visioning to best capture market and news media opportunities today, while planning for future growth.
provide thought-provoking outside perspectives to prevent costly tunnel vision
save money (by averting detrimental mistakes in image building, branding, printing/production; and eliminate non-results-generating activities/initiatives)
help grow business by:
developing and managing a flexible strategic plan
identifying and introducing new and untapped markets, referral sources, and media opportunities
recommending on-line diversification and/or repositioning
increasing credibility by serving as your “market” ambassador
interacting with the firm’s established relationships
help avoid or navigate through an unanticipated crisis (The time to search for a crisis manager or plan for a crisis is not while you are in the midst of one!)
You want to engage a communications expert that embodies integrity, has market and media respect, a proven track record, provides one-stop integrated marketing and public relations services to ensure consistency of message, and is up for a challenge (because challenges will surface in this economy!).
To be results-hearted, you cannot be faint-hearted. Be open to new viewpoints, concepts, and technologies; and prepared to commit the sufficient financial resources to “get the job done right”; and be readily accessible and involved in the initiative.
Monday, March 31, 2008
Get Out of Your Comfort Zone
Written by:
Greta Schulz, President of ProActive Training & Consulting
I heard this story and thought it is so telling about why some salespeople and for that matter businesspeople fail and why some are successful.
A famous Mountain Climbing resort in the Swiss Alps caters to businesses that encourage their employees to hike up the mountain trails together. The goal is to build camaraderie and to teach teamwork. Although it is about an eight-hour trek to the summit, anyone with normal walking ability can reach the top. Each morning, the hikers gather at the base of the mountain for a pep talk before starting the climb. Usually, the group is so excited, they can hardly wait to head up the slopes, to have a group picture taken, and to celebrate their victory.
They hike for several hours before taking a break. Approximately halfway up the mountain stands a quaint alpine restaurant. About noon, the weary hikers trudge into the restaurant, peel off their hiking gear, and plop down by the fireplace to have a cup of coffee, or drink some hot chocolate, and eat their lunch. With the mountain as their backdrop, the hikers savor the warm, cozy, picturesque setting.
Interestingly, after they are full and comfortable, less than half the hikers choose to continue climbing to the top of the mountain. It isn’t because they aren’t able; it isn’t because the climb is too difficult. Their reluctance to continue is simply because they are satisfied with where they are. They lose their drive to excel, to explore new horizons, to experience vistas they’d never previously imagined possible. They have tasted a bit of success, and they think. This is good enough.
In sales, similar happens. We have a goal to reach, like to lose some weight, or to pay off our credit cards. At first, we’re so excited. We’re fired up and we go for it! But over time, we get lazy; we get complacent. Maybe we see a little improvement, but then we get comfortable where we land. Where we are may not be a bad place, but we know it’s not where we’re supposed to be. We’re not stretching ourselves. We’re not pursuing the excellence that we have inside of us.
“Well, Steve, I’m doing pretty well with my goal,” one man said. “I used to smoke two packs of cigarettes a day, and now I smoke only one.” Another person said, “I used to be fifty pounds overweight, but I’ve lost ten pounds recently.”
That’s a good start, and it took some real effort to get where you are. But don’t get comfortable. Don’t be satisfied with a little improvement. Begin believing for better progress, and press on to do your best.
Maybe in sales and you’ve experienced a bit of success. Lately, however, you’ve been thinking that perhaps you’ve reached your limits. You’re not stretching yourself. You aren’t believing that you can reach that next level, you are satisfied with where you are.
You need to step out of your comfort zone. You have so much more in you. Keep pursuing and keep believing. It doesn’t take any more effort to believe and stay filled with drive than it takes to develop a negative and defeated attitude. I am amazed what people can achieve if they want to. So go ahead, want to! Satisfaction is the death of sales and business. Never be satisfied. Once you are, it’s over.
Greta Schulz, President of ProActive Training & Consulting
I heard this story and thought it is so telling about why some salespeople and for that matter businesspeople fail and why some are successful.
A famous Mountain Climbing resort in the Swiss Alps caters to businesses that encourage their employees to hike up the mountain trails together. The goal is to build camaraderie and to teach teamwork. Although it is about an eight-hour trek to the summit, anyone with normal walking ability can reach the top. Each morning, the hikers gather at the base of the mountain for a pep talk before starting the climb. Usually, the group is so excited, they can hardly wait to head up the slopes, to have a group picture taken, and to celebrate their victory.
They hike for several hours before taking a break. Approximately halfway up the mountain stands a quaint alpine restaurant. About noon, the weary hikers trudge into the restaurant, peel off their hiking gear, and plop down by the fireplace to have a cup of coffee, or drink some hot chocolate, and eat their lunch. With the mountain as their backdrop, the hikers savor the warm, cozy, picturesque setting.
Interestingly, after they are full and comfortable, less than half the hikers choose to continue climbing to the top of the mountain. It isn’t because they aren’t able; it isn’t because the climb is too difficult. Their reluctance to continue is simply because they are satisfied with where they are. They lose their drive to excel, to explore new horizons, to experience vistas they’d never previously imagined possible. They have tasted a bit of success, and they think. This is good enough.
In sales, similar happens. We have a goal to reach, like to lose some weight, or to pay off our credit cards. At first, we’re so excited. We’re fired up and we go for it! But over time, we get lazy; we get complacent. Maybe we see a little improvement, but then we get comfortable where we land. Where we are may not be a bad place, but we know it’s not where we’re supposed to be. We’re not stretching ourselves. We’re not pursuing the excellence that we have inside of us.
“Well, Steve, I’m doing pretty well with my goal,” one man said. “I used to smoke two packs of cigarettes a day, and now I smoke only one.” Another person said, “I used to be fifty pounds overweight, but I’ve lost ten pounds recently.”
That’s a good start, and it took some real effort to get where you are. But don’t get comfortable. Don’t be satisfied with a little improvement. Begin believing for better progress, and press on to do your best.
Maybe in sales and you’ve experienced a bit of success. Lately, however, you’ve been thinking that perhaps you’ve reached your limits. You’re not stretching yourself. You aren’t believing that you can reach that next level, you are satisfied with where you are.
You need to step out of your comfort zone. You have so much more in you. Keep pursuing and keep believing. It doesn’t take any more effort to believe and stay filled with drive than it takes to develop a negative and defeated attitude. I am amazed what people can achieve if they want to. So go ahead, want to! Satisfaction is the death of sales and business. Never be satisfied. Once you are, it’s over.
Wednesday, March 12, 2008
Do the Best Companies Join Chambers of Commerce?
Alexandria, VA - (March 11, 2008) - The best places to work tend to belong to their local chamber of commerce, according to a recent study by the American Chamber of Commerce Executives (ACCE). Of Fortune magazine's "100 Best Companies to Work For" in the United States and Canada this year, 94 are members of their local chamber, including all of the top 24.
Separately, ACCE found that in a random sample of 100 companies in the Fortune 1000, at least 75 were members of their local chamber.
"This 'Best Companies to Work For' information is one more indication that the best companies tend to be chamber members," according to ACCE President Mick Fleming. "If a company cares about its employees, there's a good chance it also cares about its community and the chamber is the way that great employers invest in both."
Local chambers of commerce are associations of businesses that come together to improve the local economic climate and help members network and find new business. Strong employers link with and learn from like-minded peer companies through business-led civic organizations - chambers of commerce.Here is the Fortune list of the best places to work:http://money.cnn.com/magazines/fortune/bestcompanies/2008/ Consumers seem to expect chamber members to be better-than-average companies. A study by the Atlanta-based Schapiro Group last August found that consumers are 63 percent more likely to buy products from companies that they believe are chamber members.
John Bachmann, senior partner at Edward Jones (St. Louis, MO), which placed No. 4 on the "Best Places to Work For" list, said, "I find in my experience, both locally and nationally, that the single most effective voice on issues is the chamber. Because of that, we want to be involved. Whether it is healthcare, performing arts, public schools or universities, people most interested in the community are members of the local chamber." Bachmann is a former chair of both the St. Louis Regional Chamber and Growth Association and the U.S. Chamber of Commerce.
Paul Speranza Jr. is vice chairman of Wegman's Food Markets (Rochester, NY), which placed No. 3 on the Fortune list. His company is active in the local, state, and U.S. Chamber, of which he is the current chair. He's travelled to many local chambers and appreciates what they do. "It is easy for me to see the great value that many of these chambers provide their members in so many areas, including education and workforce development - showing member companies how to be excellent and appreciated employers by partnering in developing great programs and sharing best practices."
ACCE plans to probe further into which kinds of companies join their local chamber and which ones don't. "We are not surprised that many of the best companies join chambers of commerce," said Mick Fleming. "And, I believe when more people are aware of this, we're going to see still more firms joining their local chamber."
* * *
Established in 1914, ACCE serves the professional development needs of chamber executives throughout the United States and Canada. Representing more than 7,000 individuals, ACCE enhances the knowledge, leadership skills, and management effectiveness of chamber executives and their staff through education, benefits programs, trend analysis, benchmarking, and network development. ACCE supports and develops chamber professionals to lead businesses and their communities. To learn more about ACCE, visit www.acce.org.
Separately, ACCE found that in a random sample of 100 companies in the Fortune 1000, at least 75 were members of their local chamber.
"This 'Best Companies to Work For' information is one more indication that the best companies tend to be chamber members," according to ACCE President Mick Fleming. "If a company cares about its employees, there's a good chance it also cares about its community and the chamber is the way that great employers invest in both."
Local chambers of commerce are associations of businesses that come together to improve the local economic climate and help members network and find new business. Strong employers link with and learn from like-minded peer companies through business-led civic organizations - chambers of commerce.Here is the Fortune list of the best places to work:http://money.cnn.com/magazines/fortune/bestcompanies/2008/ Consumers seem to expect chamber members to be better-than-average companies. A study by the Atlanta-based Schapiro Group last August found that consumers are 63 percent more likely to buy products from companies that they believe are chamber members.
John Bachmann, senior partner at Edward Jones (St. Louis, MO), which placed No. 4 on the "Best Places to Work For" list, said, "I find in my experience, both locally and nationally, that the single most effective voice on issues is the chamber. Because of that, we want to be involved. Whether it is healthcare, performing arts, public schools or universities, people most interested in the community are members of the local chamber." Bachmann is a former chair of both the St. Louis Regional Chamber and Growth Association and the U.S. Chamber of Commerce.
Paul Speranza Jr. is vice chairman of Wegman's Food Markets (Rochester, NY), which placed No. 3 on the Fortune list. His company is active in the local, state, and U.S. Chamber, of which he is the current chair. He's travelled to many local chambers and appreciates what they do. "It is easy for me to see the great value that many of these chambers provide their members in so many areas, including education and workforce development - showing member companies how to be excellent and appreciated employers by partnering in developing great programs and sharing best practices."
ACCE plans to probe further into which kinds of companies join their local chamber and which ones don't. "We are not surprised that many of the best companies join chambers of commerce," said Mick Fleming. "And, I believe when more people are aware of this, we're going to see still more firms joining their local chamber."
* * *
Established in 1914, ACCE serves the professional development needs of chamber executives throughout the United States and Canada. Representing more than 7,000 individuals, ACCE enhances the knowledge, leadership skills, and management effectiveness of chamber executives and their staff through education, benefits programs, trend analysis, benchmarking, and network development. ACCE supports and develops chamber professionals to lead businesses and their communities. To learn more about ACCE, visit www.acce.org.
Tuesday, March 4, 2008
Leadership
Leadership and management are often misunderstood as one in the same. They are not! Certainly a good leader should be able to manage and visa-versa. But, it is important to understand the difference. Both are important to the success of an organization.
The key difference between the two is that management is about processes and leadership is about people. You manage your accounts payables but you lead your accounts payable administrator. Understanding this is the key to motivating, coaching and growing your people to the very best of their ability.
This happens in an organization for many different reasons. Most often it is because we promote people for all of the wrong reasons. The most common ones are length of service, the next manager is the one who has worked there the longest, and the other is that they are good at the task at hand. For example they have had the best sales record so they become the sales manager; they have had the least mistakes in accounting so they become the accounting manager etc.
Unfortunately, we learn management skills as opposed to leadership skills very early on. Our parents tell us what to do as opposed to teaching us to think of the answer to questions on our own. This is one among several reasons why management as opposed to leadership is how we typically run an organization.
Management is about effecting positive change in the organization by recognizing process problems, correcting those process problems and teaching others how to implement the new processes.
The top 4 most important aspects of leadership are;
1) Recruiting. The ability to attract and retain the best is imperative in success of an organization. Recruitment should be an ongoing process and should never wait for a need. There is always a need for someone better then your best person isn’t there?
2) Coaching. Coaching is always teaching, rarely telling. Teaching is helping subordinates self realize the answer on their own and not always blurting out the answer for them. The old adage, “Give someone a fish, they eat for a day, teach them how to fish, they eat for a lifetime”. There is a real pride in coming up with answers on their own which is what we all strive for in an employee.
3) Accountability. Creating a clear and detailed written plan that involves a 30-60-90 day written goal that not only involves revenue goals but behavior goals as well. Behavior goals are the action steps that are taken to prospect daily, weekly and monthly.
4) Motivating. Understanding what motivates each individual is what will elevate
them to the next level. Motivation is different for each individual and a true leader
knows how to unlock it.
So are you a good leader or just a manager? How about your sales manager? Better ask the questions. You never know what you might learn.
Danielle MooreProActive Training & Consulting
The key difference between the two is that management is about processes and leadership is about people. You manage your accounts payables but you lead your accounts payable administrator. Understanding this is the key to motivating, coaching and growing your people to the very best of their ability.
This happens in an organization for many different reasons. Most often it is because we promote people for all of the wrong reasons. The most common ones are length of service, the next manager is the one who has worked there the longest, and the other is that they are good at the task at hand. For example they have had the best sales record so they become the sales manager; they have had the least mistakes in accounting so they become the accounting manager etc.
Unfortunately, we learn management skills as opposed to leadership skills very early on. Our parents tell us what to do as opposed to teaching us to think of the answer to questions on our own. This is one among several reasons why management as opposed to leadership is how we typically run an organization.
Management is about effecting positive change in the organization by recognizing process problems, correcting those process problems and teaching others how to implement the new processes.
The top 4 most important aspects of leadership are;
1) Recruiting. The ability to attract and retain the best is imperative in success of an organization. Recruitment should be an ongoing process and should never wait for a need. There is always a need for someone better then your best person isn’t there?
2) Coaching. Coaching is always teaching, rarely telling. Teaching is helping subordinates self realize the answer on their own and not always blurting out the answer for them. The old adage, “Give someone a fish, they eat for a day, teach them how to fish, they eat for a lifetime”. There is a real pride in coming up with answers on their own which is what we all strive for in an employee.
3) Accountability. Creating a clear and detailed written plan that involves a 30-60-90 day written goal that not only involves revenue goals but behavior goals as well. Behavior goals are the action steps that are taken to prospect daily, weekly and monthly.
4) Motivating. Understanding what motivates each individual is what will elevate
them to the next level. Motivation is different for each individual and a true leader
knows how to unlock it.
So are you a good leader or just a manager? How about your sales manager? Better ask the questions. You never know what you might learn.
Danielle MooreProActive Training & Consulting
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