RogersBlogSpot

The Ultimate Sales Machine / Holmes 14-15

2011-09-30T07:58:00.001-07:00

14 The key to being productive is to stick to the six most important things you need to get done that day.

Long lists also mean that you will never finish your list.

But there is an enormous psychological boost to crossing off that sixth item on your list, especially when all six of them were the most important things you needed to do that day.

...list the six most important things you need to do and, by hook or crook, get those six things completed each day.

EXERCISE
Do this exercise now and we’ll build on it as you read the rest of this chapter. Take a clean sheet of paper and write down the six most important things yo need to get down tomorrow, Your list might look something like mine:
1. Work on client proposal
2. Fax contract
3. Schedule meetings
4. Conference call with Heidi
5. Review this month’s marketing plan
6. Work on direct mail letter.

The Game of Work / Coonradt 90-100

2011-09-26T07:48:00.000-07:00

95 Either the customer buys the product or the salesman buys the customer's excuse.

Winners are ready to play. they don't show up for the sales appointment without order forms. They don't show up without a game plan.

96 In business, too often our dedication to constant activity eliminates the essential focus on preparation. If we are to be or to produce winners in our companies, we must take time to prepare. We must take time to clearly define our results-to-resources rations for each of our key performers. We must take the time to give them the opportunity to construct a game plan, scout the competition, and build a strategy before we simply send them out to play.

97 Losers tend to general and negative. Negativism is the antithesis of a winning attitude. Negativism is the most destructive force that any of us come in contact with, because it robs up of those good feelings we should have about ourselves. Negativism is an evil force. Negativism is like a cancer of the mind.

100 Winners accept personal responsibility, whether they are winning or losing.

The Game of Work / Coonradt 81-90

2011-09-19T07:44:00.000-07:00

89 To be an effective coach obviously requires more than creating a playbook and a file cabinet full of field of play agreements. You must be dedicate time to coaching.

The most effective way to do this is with a one-on-one uninterrupted coaching session with each player every month. Every month.

90 The Field of Play Agreement is the most important document available in American Business today. Why? Because it ensures that coaching and feedback will take place.

Feedback can never become too frequent, as long as it is honest and positive.

But do not hang onto a system that does not allow feedback form your people.

One of the biggest problems in business today is people are not being told what is expected of them.

In absence of a clearly defined field of play, uncertainty thrives and performance suffers. With a clearly defined field of play players know the boundaries within which it is possible to win.

The Ultimate Sales Machine / Holmes 13-14

2011-09-14T08:02:00.000-07:00

The Game of Work / Coonradt 76-81

2011-09-12T07:47:00.000-07:00

78 The ideal field of play may be represented by a square. The only real problem with the square is that it has a limit. If we were to take one side off the square and provide a growth outlet, then I believe we would have an ideal field of play for business.

81 At The Game of Work, we establish what constitutes the terminal terminal and operational out-of-bounds in our company with an "Out-of-Bounds Statement". In this statement, we spell out exactly what will cause a player to be fired, and we make no apologies about it. If employees don't like the conditions, they are free to seek employment elsewhere. And if they agree to these conditions, they are free from worry about what might cause them to lose their job. They already know what might cause them to lose it, so they can concentrate on winning within the rules and without fear.

How you define the field of play to your players is not really important. But what is important is that you do define it accurately and clearly in a way that works for your organization.

The Ultimate Sales Machine / Holmes 11-13

2011-09-07T08:00:00.000-07:00

SIX STEPS TO GREAT TIME MANAGEMENT

12 Step 1: Touch It Once.
It you touch it, take action. That’s the first step to great time management. Don’t open that email or letter until you’re ready to deal with it.

The key to great email management is to institute a company policy that insists on very descriptive subject lines for all emails. Another rule absolutely insist on at my company is that when the subject of the email changes, the subject line on the email also changes. This is critical.

13. So change the subject line as you change the content of the email. Every client and employee of mine has to adhere to this rule in order to interact with me.

...email can be the death of good time management.

Step 2: Make Lists
Keeping a list will double your productivity right away.

The Game of Work / Coonradt 69-76

2011-09-05T07:41:00.000-07:00

71 Great managers constantly seek to minimize uncertainty. Chuck Coonradt.

72. Before we develop our goals, we must establish certain criteria about our field of play.

73 You can't go out and start playing until your field of play is clearly and completely established. The boundaries must be in place before you can set the goals and begin to play the game.

76 Sometimes we find ourselves in a field of play shaped like a doughnut. We have a large are of responsibility and small are of authority. This is the frustration of many people in administrative roles or staff positions who are given broad parameters of what line management expects but little authority to carry out those expectations.

The Game of Work / Coonradt 66-69

2011-08-29T07:28:00.000-07:00

67 What make conditioning such a powerful force? Repetition, repetition, repetition.

68 When you are coaching you must understand that success is the result of behavior, which is determined by attitudes, which are formed by conditioning, which takes place through repetition. Repetitive learning is the only vehicle to modify conditioning, which alters the attitudes that control our behavior, which produces the results we want.

Winners understand the importance of conditioning as it relates to attitudes, behavior, and eventually achieving success or results. Winners are constantly conditioning themselves by reviewing their written goals, reading good bocks, surrounding themselves with other goal-oriented individuals, and inviting repetition of positive thoughts while pushing negative thoughts out their minds.

69 If you want to motivate your workers, if you want them to feel like members of the team, if you want them to work as if the company belonged to them, you must give them the freedom to choose the way to succeed. If you do, they will come through for you--beyond your wildest dreams.

The Ultimate Sales Machine / Holmes 8-10

2011-08-24T07:56:00.000-07:00

9 In order to improve and perfect each these areas (highest impact areas of your business) you need to give them a dedicated one hour per week when everyone involved can focus exclusively on improving that area.

10 ...I had to discipline myself and the staff to hold almost everything until the weekly meetings.

The key staff for each impact area attended their meetings together, so major progress could be made and everyone was there who then needed to take the next step or learn our latest breakthrough.

Yes--to-do’s, task, and deadlines much be assigned after every meeting. But the key is not to ask for to much to be completed. Make the gains small but constant.

The Game of Work / Coonradt 63-66

2011-08-22T07:26:00.000-07:00

64 Works need to understand the reasons behind the things you ask them to do. They need to help negotiate the results that are expected.

...people need to be allowed to use whatever methods they are comfortable with to bring the goals to pass.

65 Are you encouraging choice? Are you asking for innovation? Do you make clear what things in your company can't be changed and in what things workers are free to choose?

Our choices are our behavior, and we cannot change the results without changing the behavior.

There's no way to get around the fact that behavior precedes results.

Attitude is the prime cause of behavior.

66 The way I think determines the way I will act, whether it is in a momentary fit of rage or in contemplation in a planning session. It is imperative to understand that the thought precedes the act. Also, it is impossible to behave consistently contrary to a basic attitude.

There are two powerful forces that form attitudes. One is a significant emotional event. The second is conditioning.

The Ultimate Sales Machine / Holmes 4-8

2011-08-17T07:54:00.001-07:00

6. I set up this book the way you should set up your business. I begin by discussing how to structure your company to maximize everyone’s time.

7 No one should have more than six direct reports.

Because good time management shouldn't’t take a lot of time.

8 But do you have the pigheaded discipline to spend the five minutes every day to take control of your time and then the even more pigheaded discipline to stick with the plan throughout the day?

To build your business into the Ultimate Sales Machine, you need to be in a primarily proactive mode. Time management is crucial.

The Game of Work / Coonradt 58-63

2011-08-15T07:24:00.000-07:00

61 Work consists of whatever a body is obliged to do, and play consists of whatever a body is not obliged to do. Mark Twain

63 ...in business; the more choices you give your employees--within the bounds of your business, of course--the better they will perform, and the more they will enjoy it.

Because most people become committed to what they freely choose. People need to own their jobs, and they can own them only if they have a choice about what their jobs are, about what their goals are, and about how they will reach those goals.

Winners don't seek to change the rules; they only seek to understand them well enough to win. So is it with choice. You must recognize which choices are yours to make and which ones you can't worry about.

The Game of Work / Coonradt 76-81

2011-08-12T07:43:00.000-07:00

How you define the field of play to your players is not really important. But what is important is that you do define it accurately and clearly in a way that works for your organization.

The Ultimate Sales Machine / Holmes 1-4

2011-08-10T07:52:00.000-07:00

1 Every company can dramatically strengthen its sales and marketing materials by adding market data.

3. Building a sales machine is not going to be about doing 4,000 things; it’s going to be about doing 12 things 4,000 times each.

4 In order to be the Ultimate Sales Machine, you actually have to be great at leading, managing, and marketing.

You can profoundly improve your company or department if you absolutely commit to one hour per week in which you do nothing else but work on making the business much more effective. In the course of this book, you will learn exactly how to spend that hour.

The key is learning and practicing the pigheaded discipline and determination you need to constantly address and readdress the 12 areas outlined.

Implementation, not ideas, is the key to real success.

The Game of Work / Coonradt 55-58

2011-08-08T07:21:00.000-07:00

56 When all the micro-measurements are in place, the macro-measurements will take care of themselves.

57 1. Increasing the frequency of feedback improves the quality and quantity of performance.

2. When feedback is illustrated on charts and graphs, the impact is even greater.

58 Remember, in the absence of clearly defined goals and accurate scorekeeping, we are forced to concentrate on activity and ultimately become enslaved by it. The goal of every business must be to get to the point where everybody on the team has an individual scorecard. Without clearly defined goals and precise score keeping, workers will continue to pay for the privilege of working harder than they work when they are paid.

The Ultimate Sales Machine / Chet Holmes

2011-08-03T07:50:00.000-07:00

Preface
A corporation fails every 3 minutes
96 percent of all companies fail within 10 years
26,000 new products and brands are introduced each year.
16-30% of consumers change brand loyalty in one evening of watching commercials
74% of consumers buy outside their favorite brands

In the last 15 years the cost of getting in front of a client has gone from $100 to $500

Mastery is a direct result of pigheaded discipline and determination.

I realized that becoming a master of karate was not about learning 4,000 moves but about doing just a handful of moves 4,000 times.

Most important, by focusing like a laser beam on the 12 strategies in this book you will outsell, outmarket, and outmanage your competition at every turn.

The Game of Work / Coonradt 49-55

2011-08-01T07:18:00.000-07:00

51 When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates. Thomas S. Monson

55. Effective feedback is accompanied by its own set of terms, and the most important term is the Result-to-Resources Ratio--how much is being accomplished with the resources available. Successful managers have the capability of generating a greater results with the same amount of resources, or the same result with fewer resources. If they cannot measure it, they simply cannot do it, at least not on a regular, planned basis.

All managers, whether they manage many people or just themselves, much make a list of all resources available to them--budget, person-hours, computer time, inventory, supplies, and so on. When you get right down to it, managers are people who turn resources into results.

The Game of Work / Coonradt 46-49

2011-07-25T07:17:00.000-07:00

49 Too many middle managers today feel impotent in their ability to manage, to talk, to create, to discipline, to go, to move, to build with people. Our traditional American management philosophy to manage by exception, to focus on problems, to put out fires, results in a reluctance to regularly compliment and praise. We talk about he things that are going wrong instead of the things that are going right. As a result, subordinates are depreciated with more emphasis on shortcoming that accomplishments.

Scorekeeping exists primarily so that we know when to begin to party.

A good scorekeeping system allows the worker or manager to establish his own self-worth in the eyes of his peers, subordinates, and supervisors. Everybody becomes more accurately and justly rewarded, stroked, or chastised, based on accurate performance records or scorecards.

The Game of Work / Coonradt 42-46

2011-07-18T07:15:00.000-07:00

43 Cash flow is the barometer of business health.

45 Good farmers don't eat the seed corn.

46 Basics of good scorekeeping.

1. Scorekeeping must be simple and objective.

2. Scorekeeping must be self-administered. Self-administered graphing and scorekeeping is best.

When people keep their own scorecards, they know whether they won or lost that day and also how much they improved, regardless of whether or not the coach had a bad day.

3. Scorekeeping must offer a comparison between current personal performance, pas personal performance, and an accepted standard.

The success of a scorekeeping system is recreation depends upon how well it compares current performance with past performance and with the accepted national average. Too often in business we generate a scorekeeping system that tells how well we did only in comparison to an arbitrary, artificially imposed standard.

4. Scorekeeping should be dynamic. It should allow players to review performance during the game.

Business no longer have to wait until the end of the month to know how they are doing. They can know daily, even hourly. Yet most businesses still have twelve accounting periods just like before WW II. You don't know what you did in March until the middle of April--too late to make any adjustments for March.

The Game of Work / Coonradt 40-42

2011-07-11T07:00:00.000-07:00

41 People play and modify their behavior based on the feedback of their progress against an acceptable standard - the score card.

Winners keep track of results. Losers keep track of reasons.

42 You cannot sit by as a spectator in the game of work.

Management by measurement is facing the truth.

If you have the courage to keep score, even when you are losing, you will win more in the long run. The elimination of uncertainty through scorekeeping increases the ability to take calculated risks.

The Game of Work / Coonradt 39-40

2011-07-04T07:00:00.000-07:00

40 First, measurement is relevant to the process. It tells you what happened, especially on the bottom line.

Second, measurement is usually exact. By that I mean when you measure something, you get the real numbers. You know where you stand. You are always better off when you know where you stand.

Third, exact measurements make work as enjoyable as play because participants have a way to win. When specific measurements are employed, it suddenly becomes possible for the employee to win.

There is no way to win without a score. There are three kinds of workers or players.

1. Those who know they are winning.

2. Those who know they are losing

3.Those who don't know the score.

It is a fact of life that those who keep score, whether they are winning or losing, win more over the long run.

The Game of Work / Coonradt 38-39

2011-06-27T07:00:00.000-07:00

38 Management by judgment - The danger with management by judgment is that too often generalizations are made from insufficient data.

When you have to correct someone, always be ultra-specific.

Unfortunately most managers manage by judgment and observation rather that by measurement. Judgment leads to prejudgment, which leads to prejudice. Prejudice leads to blindness.

39 Never make a negative generalization! Even if you think it is true, it will do more harm than good. Instead, when describing a negative situation be ultra-specific.

Management by measurement is the one management method that works. I believe that our progress in business, or life, relates directly to our ability to measure.

The Game of Work / Coonradt 36-37

2011-06-20T07:00:00.000-07:00

37 There are three ways to manage a company - by observation, by judgment, or by measurement. When we manage by measurement, we keep score.

There are three basic problems with management by observation:

1. It is almost always not inaccurate, like trying to judge a book by the cover, or a movie by the preview.

2. It is not relevant to what is going on.

3. It is generally negative.

The Game of Work / Coonradt 35-36

2011-06-13T07:00:00.000-07:00

35 If you can't measure it, you can't manage it.-George Odiorne

36 Scorekeeping is the heart of athletics, and it must be the heart of every successful business.

Business managers much be on constant lookout for new measurements to improve productivity.

The primary responsibility of managers is to set the rules and create the scorecards.

The Game of Work / Coonradt 31-33

2011-06-06T07:00:00.000-07:00

32 But if you set realistic goals and work on them and work on them and work on them, you can get big results. It's like those IRA advertisements. They say if you start making small deposits at age twenty-five and stick with it, you will be a millionaire by the time you retire. Paul J Meyers calls that progressive realization. I call it the secret of success. There are a million dollars in your head, if you can just figure out how to get them out. Keep after it.

Individual goals are the foundation of corporate human-resource development and planning.

33 Having goals means have desires.

Teamwork is based on great individual execution.

The Game of Work / Coonradt 28-31

2011-06-01T07:00:00.003-07:00

29 Paul J. Meyer said, "You must first set goals to become before you attempt to set goals to have"

Winners are champions of change and choice.

Goals and benefits go together. The acronym WIIFM stands for, What's in it for me? Make sure you've got some WIIFM in your goal program.

30 Our communication won't be very effective if we are trying to shove the how down someone's throat when he or she is still waiting to hear the why. But if we can clearly define the why, then we will have the kind of performance we want and the how will pretty much take care of itself.

The why is such an integral part of recreation that we sometimes overlook its significance. The why also needs to be in personal, business, and volunteer activities. Any goal without a benefit statement has no motivational value. Goals much be realistic and obtainable, and they mush also carry a promise of reward if achieved.

The Game of Work / Coonradt 27-28

2011-05-24T07:05:00.003-07:00

28 Murphy's Laws that says, "The first 10 percent of a project requires 90 percent of the time allowed for the entire project to be completed. The second 90 percent requires 90 percent of the time allowed for it, and that's why it takes twice as long as it should.

Deadlines are the foundation of commitment. Deadlines are the adrenaline boosters. Deadlines are the instigators of achievement and inventiveness. A goal without a deadline is merely a philospohical statement.

Unless you've got someplace for it to go there's no reason to do it or make it. The reason most of us don't make more money than we do right now is because we don't know what we'd do if we had it. It sounds odd, but it's true.

The Game of Work / Coonradt 22-27

2011-05-17T06:53:00.001-07:00

23 Goals are best stated in units of measurement that don't change

25 Goals must be stated in pounds, units, calls, boxes--things you can see and touch.

27 If you don't have a deadline, you don't have a goal. Goals must say how much, how many, and by when.

The Game of Work / Coonradt 19-22

2011-05-11T05:56:00.000-07:00

22 Instead of a negative goal in pounds that need to be lost, the goal much be to achieve an optimal weight and to maintain that weight once it is achieved.

We must be willing, as the old song says, to accentuate the positive. The mind rejects negative goals; they are hard to visualize.

If you can't measure it, how will you know when you achieved it? Even intangible goals need tangible indicators.

The Game of Work / Coonradt 16-19

2011-05-10T07:10:00.001-07:00

17 Goals that are not written are merely wishes.

Goals that are not written down are easily forgotten or changed; written goals that are reviewed regularly become reality. Unwritten goals cannot be read or reviewed. When goals are not written, the power of conditioning through repetition is lost.

19 Goal setting and goal striving become truly effective only when team or corporate goals become the same as personal goals--when it becomes my team or my company.

These employees have entrepreneurial instincts to help ensure the success of their companies because their personal goals are intertwined with the company goals.

The Game of Work / Coonradt 15-16

2011-01-19T07:12:00.001-07:00

16 Everything we do in our recreation pursuits is absolutely and totally goal directed.

If you took the goals out of any sport, you would remove the most significant aspect of recreational pursuits--goal setting and goal striving.

I think that everything is possible as long as you put your mine to it and you put the work and time into it.

Goals are the motivating force in athletics. And in athletics, goals are more clearly defined than in business. Goals are the main reason people will pay for the privilege of working harder than they will work when they are paid.

The Game of Work / Coonradt 10-15

2011-01-11T07:27:00.000-07:00

11 By increasing the frequency of your feedback, you have more opportunities to catch and eliminate problems of a solvable size.

Fourth, in recreation participants feel they have a higher degree of choice.

Managers must ask themselves if they are using the principal of choice when giving out assignments to employees. Are people being allowed to perform in areas where they have natural interests and abilities... When people feel that they have no choice in what they are doing, they lose their enthusiasm, and performance suffers.

Fifth, in recreation they don't change the rules in the middle of the game.

15 In the absence of clearly defined goals, we are forced to concentrate on activity and ultimately become enslaved by it. Chuck Coonradt

The Game of Work / Coonradt 8-10

2011-01-03T12:31:00.000-07:00

10 Scorekeeping is an effective form of motivation if it is objective, self-administered, and peer audited. Everyday, everybody needs to know whether they are winning or losing.

Feedback is the breakfast of champions. People who want to get ahead, who want to win, who want to improve and get the job done--these people want feedback. If you don't think feedback is important, go count the mirrors in your house.

If you want to improve the quality of performance in any area, you simply improve or increase the frequency of feedback.

The Game of Work / Coonradt 7-8

2010-12-01T07:19:00.000-07:00

8 But accurate feedback related to your own past performance usually give you enough positive reinforcement to make you want to keep playing, to keep improving, to beat your own past performance standards. You win frequently enough to want to keep playing.

The Game of Work / Coonradt 5-7

2010-05-27T06:39:00.001-07:00

5 People will pay for the privilege of working harder than they will work when they are paid.

7 Why will people pay for the privilege of working harder:

First, in recreation goals are clearly defined. The desire result is clear and easily measured.

Second, in recreation the scorekeeping is better because it's 1) more objective, 2) Self-administered, 3) peer audited, 4) dynamic and 5) it allows the players to compare current personal performance with past personal performance as well as with an accepted standard.

The Pursuit of WOW/Peters 290-294

2010-05-26T06:32:00.002-07:00

294 Time management strategies

Focus and reject. Switch on--Issues at Hand, Switch off--mail, dinner parties, phone calls, leaky roofs
Use your day right.
Rest and or/frolic
Pursue mindless interruptions. Studies suggest the most effective bosses thrive on unscheduled interruptions; the least effective chiefs program their days down to the minute. Practical translation: Allow for (plan for) productive diversions. Take occasional off-the-wall calls that might provide a highly profitable insight.
Be true to yourself

The City of Influence / Stewart 68-74

2010-05-25T06:15:00.001-07:00

74 Learn: To come to understand

"Learning is the beginning stage of all relationships--learning what people like, don't like, or how they think and feel. It's especially important during this stage to try to understand the other person's wants and needs"

The Customer Revolution / Seybold - Part 2

2010-05-24T10:16:00.001-07:00

How to Survive in this Profound Revolution:

First, recognize every business is now an e-business.
Second, realize there are no e-customers, only customers.
Third, adopt new, dynamic partnering relationships as customers’ needs evolve.
Fourth, be prepared to participate in customer-led, self-organizing communities and to respond flexibly as customer behavior reshapes your industry.

MAKE IT EASY FOR CUSTOMERS TO DO BUSINESS WITH YOU.

The Pursuit of WOW/Peters 287-290

2010-05-19T06:36:00.002-07:00

290 When I'm preparing for a seminar, reading the history of the industry that I'll be talking about is the single most valuable thing I do.

Consultative Selling/Mac Hanan 44-end

2010-05-18T06:46:00.001-07:00

45 Box Two managers are always in a proposal mode with Box One funders, claiming a stake in the funding process for their own businesses or functions. Box One favors them on the basis of the strategic fit of their proposals with corporate growth policy and their adherence to financial objectives for each dollar.

46 The Box Two managers who get the most funds the most often are the best internal sellers. If you can help them get even more, or more often, they will "go partners" with you to do it again and again.

Consultative sellers succeed or fail on their ability to ally themselves with their Box Two counterparts.

The City of Influence / Stewart 67-68

2010-05-17T06:25:00.002-07:00

68 The paradox is that by ensuring the success of other, pollinators also guarantee their own.

The Customer Revolution / Seybold - Part 1

2010-05-13T06:06:00.003-07:00

BUSINESSES NEED TO BE MORE CUSTOMER-CENTRIC THAN PRODUCT-CENTRIC
IN ORDER TO THRIVE IN THE NEW ECONOMY.

Embrace the Customer Revolution and Thrive in the Customer Economy.

Unless you act now to focus on the quality and consistency of the customer experience you offer, your firm will be hopelessly lost in the turbulence. Customers have taken matters into their own hands, maximizing their power of choice. They prefer custom-designed experiences. They want good service, fair prices, and innovative offerings. If they don’t get it from your business, they will go elsewhere, and will tell the world too.

Adapt to changing customer desires in real-time. A customer-focused culture attracts and retains employees because these companies are more fun to work in than those that are product-centric and bureaucratic.

The Pursuit of WOW/Peters 285-287

2010-05-12T06:21:00.002-07:00

287 ...one of the brightest people I've ever met, he asks the dumbest questions.

And, as fellow humans, they respect enormously the fact that you do have the gumption to ask those hopelessly naive questions. So ask. Even if you think you know.

We all need potent persuasive skills to rope in supporters from time to time.

Practice makes better
Forget all the conventional rules but one. Stick to topics you deeply care about, and don't keep your passion buttoned inside your vest. An audience's biggest turn-on is the speaker's obvious enthusiasm.
Stories, stories, more stories. The best speakers...tell short, striking vignettes...often little more than strings of such vignettes, loosely linked by an outline and in support of just one or two big ideas.
For heaven's sak, don't write it out.
Don't even think about getting it right.
Breathe
Get away from podium. Then wander--around the table, into the crowd, about the platform. Look comfortable, and your audience will be more comfortable, too. (Yes, this does take lots of practice--but it works.)
Loosen up, you're not going to convince em anyway. So try to relax, enjoy yourself, and come across as a passionate champion for your thing which is just what the audience wants you to do.

Consultative Selling/Mac Hanan 43-44

2010-05-11T08:43:00.001-07:00

44 Consultants sell money, not products. They transact returns from investments, not sales. Their price is an investment, not a cost. Their performance is measured by the amount and rate of the customer's return, not by product performance benefits. They work inside their customer businesses as partners, not from the outside as vendors. They relate directly to customer line-of-business managers and business function managers, not purchasing agents. They work at these middle management levels on a long-term, continuing basis, not from bid to bid. Their focus is not on competitive suppliers but on competitive profit making for their customer partners and for themselves.

Customer-Manager Hierarchy

Box 1. Top Management--develop objectives, invite proposals, apply criteria based on ROI and cash flows, Allocate funds and set controls.

Box 2. Middle Management--generate investment proposals based on ROI and cash flows, Recommend specs, implement.

Box 3. Purchasing Management--Invite proposals, apply criteria based on price performance specs, Recommend vendors.

Box One is the home of the "C" Level"

Box Two managers

You must help your customer partners get more funds, and get them more quickly and more surely so that they can increase revenues or margins and decrease more costs.

Box One is Box Two's funder.

The City of Influence / Stewart 61-67

2010-05-10T07:28:00.002-07:00

62 How can you resist someone who likes you just because.

67 Governors are pollinators. Instead of living like the mosquito, always on the hunt for the next transaction without any regard for the long-term relationship, they always leave behind as much or more than they take.

So it isn't wrong to get what you need. ...You just need to give back.

21 of 21 Suggestions for Success /H. Jackson Brown...

2010-05-06T06:47:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

17. Be decisive even if it means you’ll sometimes be wrong.

18. Stop blaming others. Take responsibility for every area of your life.

19. Be bold and courageous. When you look back on your life, you’ll regret the things you didn’t do more than the ones you did.

20. Take good care of those you love.

21. Don’t do anything that wouldn’t make your mom proud.

The Pursuit of WOW/Peters 284-285

2010-05-05T06:44:00.001-07:00

285 Working with reporters

Change your story when the story changes.
Don't get worked up about out-of-context quotes
Return phone calls promptly
The media is your customer
Forget corporate guidance
Take the long-term view. It's repeat business that counts on the commercial side
Know that there are jerks in the media.
Don't take your press releases seriously; the press doesn't
Allow the media access to "real people"
Say something fresh:

Consultative Selling/Mac Hanan 39-43

2010-05-04T07:27:00.001-07:00

41 Maintaining a superior norm is crucial to your branding.

43 Key account sales representatives who want to penetrate the top customer tier must position themselves to discuss, document, and deliver their answers to the question, "How much profit will you add?"

The City of Influence / Stewart 59-61

2010-05-03T06:28:00.001-07:00

61 Governors and mayors don't force residents to live inside their cities of influence. People choose to build there because they know the city is governed by someone who genuinely cares about them as a person.

Develop Relationships Just Because.

Governors understand that they will benefit from building strong relationships; the difference is that they don't build those relationships with specific outcomes in mind. While they know that opportunities will flow as a result of the newly acquired trust, they haven't predetermined what those look like. They build relationships just because they value people, plain and simple.

Can you think of a time where you've built a business relationship without a forecasted return on investment?

20 of 21 Suggestions for Success /H. Jackson Brown...

2010-04-29T06:25:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

17. Be decisive even if it means you’ll sometimes be wrong.

18. Stop blaming others. Take responsibility for every area of your life.

19. Be bold and courageous. When you look back on your life, you’ll regret the things you didn’t do more than the ones you did.

20. Take good care of those you love. for Success /H. Jackson Brown...

The Pursuit of WOW/Peters 283-284

2010-04-28T06:03:00.001-07:00

284 What can we do together to make this place scintillation?

285 Working with reporters

Change your story when the story changes.
Don't get worked up about out-of-context quotes
Return phone calls promptly
The media is your customer
Forget corporate guidance
Take the long-term view. It's repeat business that counts on the commercial side
Know that there are jerks in the media.
Don't take your press releases seriously; the press doesn't
Allow the media access to "real people"
Say something fresh:

Consultative Selling/Mac Hanan 38-39

2010-04-27T06:10:00.001-07:00

39 If you sell to manufacturing customers, you should create a correlated to the SIC classification system with a SPC Index for Standard Process Classifications.

This is the only way that your norms can act as shorthand representations of your ability to solve customer business problems; your norms for cost saved by reducing labor content or reducing scrap in a manufacturing operation, or your norms for revenues gained by speeding up product design and development cycle time in R&D.

Selling based on customer industry norms is commodity selling. Industry norms are commodities.

As a norm leader, you can offer customers a demonstrable advantage over their competitors by bringing them closer to your norms, which should be significantly superior to the industry average.

The City of Influence / Stewart 52-59

2010-04-26T06:23:00.001-07:00

59 Relationship Arrogance is especially high among gladiators.

People can usually spot a gladiator a mile away because they view others as human bank machines whose sole purpose is dispensing money and opportunities to them.

When a person is constantly forecasting their return on investment, they become blind to the person behind the transaction and this blindness renders them incapable of building real relationships.

The Pursuit of WOW/Peters 273-283

2010-04-21T06:53:00.001-07:00

283 Our top-gun designers, engineers, and marketers are pivotal players. But those whom we normally--and mistakenly--call 'the supporting cast' (service providers, order-entry clerks, distribution teams) deserve equal billings. Deserved or not (and it mostly is deserved), they'll end up influencing customer perceptions even more than those top guns.

The reality is that the true enemies of change are mainly managers fearful of losing power.

Consultative Selling/Mac Hanan 36-38

2010-04-20T06:35:00.001-07:00

38 Your norms must average the aggregate values you contribute to a specific operation in a line of business or business function in the industry as the result of each application.

Applications must be equally specific.

The City of Influence / Stewart 50-52

2010-04-19T08:14:00.001-07:00

52 Self-interest is the sole motivation of gladiators, and if they can't forecast a quick return on a relationship, they discard the relationship and move on. But what they don't understand is that every person has hidden influence they can't see.

When you begin to understand that everyone has hidden influence, there's a temptation to build a relationship simply to access it. Building relationship with this motivation is not a good idea, either, because you're still forecasting a return on your investment. People can sense that kind of thing and will instinctively distrust you.

19 of 21 Suggestions for Success /H. Jackson Brown...

2010-04-15T06:09:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

17. Be decisive even if it means you’ll sometimes be wrong.

18. Stop blaming others. Take responsibility for every area of your life.

19. Be bold and courageous. When you look back on your life, you’ll regret the things you didn’t do more than the ones you did.

The Pursuit of WOW/Peters 268-273

2010-04-14T06:03:00.001-07:00

269 ...there are people you already pay you can get good advice from--your employees

Reinvent your company by reinventing your people.

272 Communication is essential to keep everyone on the same frequency.

273 It shifted my focus to the people instead from my own pain to trying to "make it". the company's emotional well-being has improved.

Consultative Selling/Mac Hanan 35-36

2010-04-13T06:51:00.001-07:00

36 The norms you work with come into play as soon as you choose a category of performance you want to improve in a customer operation where you believe you can bring the contribution... At that point, you compare the customer's current performance against your norms.

A matrix for warehousing your norms on a industry-specific...For each line of business or business function that you sell to, enter the major operations within it that you affect across the horizontal axis and your major applications that can improve their performance down the vertical axis. Where each application intersects each operation, the matrix show your normal range of added value. Your norms that rank as a customer industry's best practices identify the categories in which you can be the category killer--the owner of the standard value of its outcome. Killer norms are your brands, your product line of high margin earners in return for their high added value.

The City of Influence / Stewart 46-50

2010-04-12T06:26:00.001-07:00

18 of 21 Suggestions for Success /H. Jackson Brown...

2010-04-08T07:02:00.003-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

17. Be decisive even if it means you’ll sometimes be wrong.

18. Stop blaming others. Take responsibility for every area of your life.

The Pursuit of WOW/Peters 265-268

2010-04-07T06:23:00.001-07:00

267 Everyone needs to find the way that works for them.

268 If you want to have a mentor, make sure that person is compensated.

Consultative Selling/Mac Hanan 34-35

2010-04-06T06:31:00.002-07:00

35 You need only ask whether the customer want their operation to approximate your norms more closely. When you ask that question, you are proposing to sell in a consultative manner. When customers ask how they can make their operation come closer to your norm, they have begun to "buy" from you.

We are experienced in improving the contribution to profits made by your operation. Our norms show that managers who implement our solution can increase their revenue contribution or decrease their cost contribution by approximately $x within y period of time. How do these norms compare with your current performance? If performing closer to our norms can make your more competitive, what if we can work together the way we are proposing to achieve a $000 minimum improvement within the next 00 months?

The City of Influence / Stewart 46-50

2010-03-25T06:22:00.001-07:00

49 RA stands for Relationship Arrogance.

50 The definition of Relationship Arrogance is prioritizing relationships based on a forecasted return on investment.

I'd says that the way you judge people affects your ability to build a relationship with them, and that it's arrogant to make assumptions before having meaningful interactions.

17 of 21 Suggestions for Success /H. Jackson Brown...

2010-02-04T07:50:00.000-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

17. Be decisive even if it means you’ll sometimes be wrong. of 21 Suggestions for Success /H. Jackson Brown...

The City of Influence / Stewart 45-46

2010-02-03T07:30:00.000-07:00

46 Because it teaches us that building something strong is worth the investment, even, if others are building things that take much less time and effort.

Remember, if price and performance are equal, then the level of relationship will trump. The reason you are consistently losing opportunities and accounts is because your competition is predictably trumping each of your hands with higher relationship card. In other words, they have more bricks than you.

The Pursuit of WOW/Peters 262-265

2010-02-02T07:06:00.001-07:00

265 ...surround yourself with absolutely the best people possible.

Nancy Wilber...When I started my business, I sat down and took an inventory of what I was good at and what I wasn't good at. An honest inventory. Then I went out and found someone who was strong where I was weak.

Consultative Selling/Mac Hanan 33-34

2010-01-20T07:11:00.000-07:00

34 Norms give a consultative seller the vocabulary to speak in business-ese like this:

Our Norm for average cost of record keeping of purchase orders, inventory reconciliation, and other related transactions in your product category is x dollars. Your cost is three times higher than our norm.
It take you 3.0 hours to complete a design cycle. Our norm is 1.7. What is the value to you in cost saved and faster revenues for every 30 minutes we can bring you closer to our norm?

The City of Influence / Stewart 43-45

2010-01-19T07:11:00.000-07:00

44 Disneyland would perform at the level you expected and were willing to pay for that luxury.

45 Bricks represent the relationships inside of your city of influence, and they are the only building material guaranteed to keep your business safe from the attacks of the wolf.

When two competitors both have fair prices and excellent performance then the relationship becomes the deciding factor. And the more expensive the service, the more relevant the relationship.

16 of 21 Suggestions for Success /H. Jackson Brown...

2010-01-14T07:16:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest.

16. Be a self-starter.

The Pursuit of WOW/Peters 260-262

2010-01-06T08:18:00.001-07:00

261 Distance learning is the wave of the future.

262 Make a list of your 100 top customers. Put it in your desk drawer. Every week call four of them, just to check in, listen, see if there's anything they want to talk about. Anything. When you get to the bottom of the list, start all over again from the top.

Consultative Selling/Mac Hanan 32-33

2010-01-05T08:07:00.002-07:00

33 Your norms announced what is special about you: You know how to improve the profits of certain types of business operations.

If customers already exceed your norms, you can help them maintain competitive superiority. If your norms are better than customer's current performance, you can help bring the customer up to your standard values.

Your norms--not your products--must become your consultative stock and trade.

Your norm is an if-then model: If the customer adopts your solution, then the customer norm more nearly approaches your own.

At any give time, you can assess your competitive advantage as a consultative seller--in other words, the value of the net profits you normally contributes to your customers--by checking our your norms according to three criteria:

1. Are they better then enough customers' current performance? If so, you will have continued proposal opportunity.

2. Are they better than your customers' industry average performance? If so, you may have a competitive advantage over other consultative sellers to bring customers up past industry average.

3. Are they better than or as good as each customer industry's best practices? If so, your norms are the industry standard of performance for all customers who want to achieve best practices.

A consultative seller's database must be compartmentalized into tree modules that he or she can scan left to right to target proposal leads: Our Norm, Industry Norm, Customer's Current Norm.

15 of 21 Suggestions for Success /H. Jackson Brown...

2009-11-19T07:37:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

15. Be honest

The City of Influence / Stewart 42-43

2009-11-09T07:15:00.001-07:00

43 In business, you don't always receive notice before the roof caves in.

Sticks represent performance. When people realize that their business isn't going to survive competing solely on price, they usually start looking for ways to separate themselves from their competition. Those that choose to build with sticks understand that a loyal customer will pay more for an experience they can trust.

14 of 21 Suggestions for Success /H. Jackson Brown...

2009-11-05T07:09:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

14. Be loyal.

The Pursuit of WOW/Peters 259-260

2009-11-04T07:16:00.001-07:00

260 Getting good at any damn thing takes work; getting artful takes hard continuous work.

When we see that to learn we must be willing to look foolish, to let another teach us, learning doesn't always look so good anymore...Only with the support, insight, and fellowship of a community can we face the dangers of learning meaningful things. Peter Senge

Consultative Selling/Mac Hanan 31-32

2009-11-03T06:57:00.001-07:00

32 Unless you know the norms that a customer manager uses to make decisions and address them head-on in your PIPs, you can never achieve a one-to-one acceptance ratio of PIPs proposed.

The City of Influence / Stewart 37-42

2009-11-02T07:16:00.001-07:00

42...We're hoping they'll like our work enough that we'll gradually be able to increase price. ...That's a risky way to build a business.

...wasn't going to survive much longer if they continued competing on price alone.

13 of 21 Suggestions for Success /H. Jackson Brown...

2009-10-29T06:14:00.002-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality.

13. Understand that happiness is not based on possessions, power, or prestige, but on relationships with people you love and respect.

Consultative Selling/Mac Hanan 30-31

2009-10-27T06:35:00.001-07:00

31 In Consultative Selling terms, customer relationship management (CRM) is the management of a continuous stream of deltas moved into a customer's operations. No matter how many other ways suppliers relate to their customers, improving customer profits is the single most important transaction that can occur between them.

When you average your added values on an application-per-operation-per industry basis, you come out with your norm for your ability to add value to that operation in that industry with that application: your normal value.

...."According to our norms for the optimal layout for a print shop of your volume and type of production," 3M can say, "your current layout is depriving you of up to $1 million in profits every twelve months of operation."

Norms are the consultative penetration tool. All consulting professionals work from norms, whose metrics represent their track record--their single most important possession and the foundation of their reputation.

Here is the standard of performance for this critical success factor in this business function or business line, it says. How do you compare? If my norms are better than yours, ask me how I can bring you closer.

12 of 21 Suggestions for Success /H. Jackson Brown...

2009-10-15T06:11:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

12. Commit yourself to quality

The Pursuit of WOW/Peters 258-259

2009-10-14T06:32:00.001-07:00

260 Getting good at anything takes work; getting artful takes hard continuous work.

Consultative Selling/Mac Hanan 29-30

2009-10-13T06:13:00.002-07:00

30 Business traditionally focus on moving tons, barrels, cases and carloads. When they become consultative sellers, they move the deltas--the difference between the improvement they can contribute to a customer's costs or revenues and their current amounts.

If a customer's current cost of carrying inventory is $2.5 million a year and a PIP proposes to reduce it to $2.0 million, the consultative seller's product is the delta of $.5 million in savings. If a customer's current sales are $10 million and a PIP proposes to increase them to $15 million, the seller's product is the delta of $5 million of new revenues.

The City of Influence / Stewart 35-37

2009-10-12T06:15:00.001-07:00

37 ...the purpose of this library is to help you understand a principle that isn't taught in school. The principal is this: individual resources will never be enough. Success in business swings on the hinge of a thousand key relationships, and if you want your business to be listed among the giants, you must add volumes to your collection every single day.

11 of 21 Suggestions for Success /H. Jackson Brown...

2009-10-08T06:18:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

11. Commit yourself to constant improvement.

The Pursuit of WOW/Peters 258-259

2009-10-07T05:59:00.001-07:00

259 The three Rs--reading, 'riting and 'rithmetic--are no longer enough. We must add the three C's--computing, critical thinking, and capacity for change. Fred Gluck/McKinsey @ Co.

Consultative Selling/Mac Hanan 28-29

2009-10-06T06:12:00.002-07:00

29 The challenge to grow the top line, which is the key performance indicator of a growth company, is going unment.

The date you need to qualify and quantify a customer's consultative needs cannot be found in reports. It is business-line-specific and business-function-specific and consists of two categories of data:

1. In a profit-centered line of business, what contributions to its revenues and earnings being made by its critical products and services can you affect? What is the gap between the current contribution of a product or service and the line managers' objective to increase it? Can you help them close the gap enough to make you a compelling partner?

2. In a cost-centered business function, what are the current contributions to the function's cost being made by its critical factors that you can affect? What is the gap between the current contribution of a factor and the function managers' objective to reduce it? Can you help them close the gap enough to make you a compelling partner?

When you know the answers to these questions, you will be ready for the first conversation in "business-ese" with a customer manager. Your objective will be to reposition both of you: your customer into a client and yourself into a consultant.

The City of Influence / Stewart 34-35

2009-10-05T06:43:00.002-07:00

35 Well, every year I make a wish list for the books I'd like to add to the library, and I want you do something similar. Think of ten people you don't currently know but would like to add to your city of influence this year.

10 of 21 Suggestions for Success /H. Jackson Brown,...

2009-10-01T06:22:00.001-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

10. Treat everyone you meet like you want to be treated.

The Pursuit of WOW/Peters 249-258

2009-09-30T06:09:00.000-07:00

253 The real issue is changing the way people work.

We have a company manifesto called Commitment to Excellence.

258 New technologies are the peerless enablers of his bizarre organization--but dealing with the human factor is what makes it all work. It's 5 percent technology, 95 percent psychology.

Companies that uses e-mail are much faster, much less hierarchical.

Consultative Selling/Mac Hanan 26-28

2009-09-29T06:09:00.001-07:00

28 ...the consultant's contribution can be a matter of life or death.

The president's letter tells you the official reasons why. It may also indicate corporate priorities into which you can tie a PIP's business fit.

The income statement also lets you learn if total earnings are growing by giving you the information to calculate profit margins/ If you divide annual net income by annual sales for the past three years, you can see if margins are shrinking even if sales volume has be rising. This tells you that business is being bought rather than sold and that your profit improvement projects must be structured to help restore income.

If you divide the cost of goods sold by total sales, you may see additional evidence that profit improvement is needed if cost as a percent of sales has been rising over the past three years.

The City of Influence / Stewart 30-34

2009-09-28T06:30:00.001-07:00

34 ...our culture constantly celebrates the achievements of individuals, but no one has ever built something meaningful without the help of others.

The truth is that we all need other people to play a role in our storys

9 of 21 Suggestions for Success /H. Jackson Brown,...

2009-09-24T06:01:00.002-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

9. Discipline yourself to save money on even the most modest salary.

The Pursuit of WOW/Peters 248-249

2009-09-23T06:04:00.001-07:00

249 Real stability is my house painter friend's fabulous reputation.

The basis of competitive advantage in the 1990 is how well a company captures and deploys its knowledge assets. Joe Carter/Andersen Consulting

Consultative Selling/Mac Hanan 25-26

2009-09-22T05:51:00.001-07:00

26 Consultative sellers must become sensitive to this need and deliver the benefit that customers seek: quantification of the dollar values they will receive, not enumeration of the products or their performance specifications.

The City of Influence / Stewart 28-30

2009-09-21T06:04:00.001-07:00

30 Having influence is much like having a living library. When governors or mayors have a need, they simply check out the knowledge or resources of the people inside their influence. It naturally follows then that the more books you have in your collection, the better your chances are for your success.

8 of 21 Suggestions for Success /H. Jackson Brown,...

2009-09-17T09:04:00.002-07:00

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

4. Become the most positive and enthusiastic person you know.

5. Be forgiving of yourself and others.

6. Be generous.

7. Have a grateful heart.

8. Persistence, persistence, persistence.

The Pursuit of WOW/Peters 247-248

2009-09-16T06:10:00.003-07:00

248 I believe traditional job security is gone, and not just in my Silicon Valley environs. I believe, a long with British management guru Charles Handy, that a career tomorrow will most likely consist of a dozen jobs, on and off payrolls of large and small firms, in two or three industries.

Consultative Selling/Mac Hanan 24-25

2009-09-15T07:06:00.001-07:00

25 Consultative Selling, performance benefits are insufficient reasons for a customer to buy. Performance benefits describe what a product is; they are operating specifications. Consultative Selling requires a seller to describe what a product does; these are its financial specifications. It is the end accomplishment of a product's performance benefits that must be sold.

The second stage in translating performance benefits to financial benefits is the calculation of their dollar values. These values, referred to as incremental profits, are the consultative seller's stock in trade.

Mentioning product, elaborating on the technological superiority of equipment, extolling its construction characteristics or other qualities--all are meaningless unless their incremental contribution to the system's capability for profit improvement is quantified.

What is the contribution to customer's profit?...is their key question.

The City of Influence / Stewart 24-28

2009-09-14T07:32:00.000-07:00

25 As you work to help all members of your team increase their individual power to influence.

28 Every Opportunity Has Its Root in a Relationship.