Driving Proactive Sales

To win in the year ahead we each need to know how to drive revenue and this comes from sales backlog. Each of us needs to do the important work of making it happen. It is crucial that each organization is on top of the numbers. There needs to be a clear target for the goals that you need to achieve. Everyone needs to know what their closing rate and what their average contract price is so that get a designated number $ proposed. Each key player needs to consistently work the sales process. There has to be a combination of getting new fish in the pond and following up on proposals to drive closing rates. If you can execute at the right levels you will make it happen. Each step of the way you need to have a solid plan that we each understand. We need each individual to commit to working the plan and then have the discipline to work the plan consistently. This is crucial on the time management front. Continue to look in the mirror so that you evaluate your progress and measure performance. We have to do whatever it takes to get out front. We each need to demonstrate the consistent behaviors along the way so that we can gain consistency. You want to hold yourselves accountable to living up to your agreements.

Bob Coulter

Individual Excellence is crucial for Team Excellence

1. Having clear awareness of what is expected and where we are today. Each supervisor has to partner with their people to gain alignment and commitment.
2. Each individual has to see the need for self mastery and understand what they have to do differently in their performance to win
3. Identify the behaviors that need to be present for each player to be successful and reinforcement the roadmap of what it will take to elevate performance
4. Provide consistent performance assessment and coaching so that each employee develops the agreed upon habits
5. Achievement of the business results have to be achieved. We are all judged on the outcomes that we need to achieve.

It is crucial that we work the performance management process. Each leader needs to work through this with each key player so that we engage them and take them to the next level. You can’t just jump to results and have to work through the process.

Bob Coulter

Preparing each Employee to Win

It will be very important that you work with each of your key players with hand-over-hand training to insure that they are performing their job in a standard manner. You want to model for them what you want them to do in all facets of their position. Take the time to show them what has to happen. You want to insure that they grasp the steps and see the why behind what you are doing. It is also important to observe them in action to understand where they are excelling and where they need to improve. By providing them with just-in-time feedback, you can correct mistakes quickly to help them to excel. You will need to help each player to understand where they need to improve and partner with them to make it happen. You want to document where they need to improve and follow up to insure that behavior change and performance improvement takes place going forward.

Bob Coulter

Working as a Team

The management group has to function as an aligned high energy TEAM.

• This means that everyone has to understand what they have to accomplish in their area and what it will take for the team to win.
• Each individual has to OWN their OWN lane completely and follow through on their commitments.
• There needs to be support and cohesion between people and functions so that we can support one and other.
• Proactive communication needs to be taking place across the company.
• Effective meetings need to take place that help us to work in a more productive and efficient manner.
• Take the time to celebrate and hold each other accountable for your commitments.

Think about this as a Team. Your salespeople are the forwards and have to score goals. Sales have to connect with the customers and bring in the revenue. The Field Supervisors are the defense. They need to put out the fires before they become issues that cause the customers to be unhappy. Your production leaders have to play the role of the goalie. He can’t let things get out of hand, he has to stop the complaints and communicate to others what he sees. The office plays the role of midfielder. They have to set up the other players for success and support what has to get done. The Owner or General Manager should be the Coach to each key role so that he can help you each succeed in your position. They need to help people get better and insure that people are in the right position to be successful. In the year ahead, it is imperative that you guys get this right so that you can leverage your talent and maximize your performance.

Bob Coulter

3 C's of Communication

Being able to lead comes down to our ability to communicate. People trust leaders that are able to genuinely connect. I have observed teams grow and excel when the 3 C's of Communication are present.

Courage - Be willing to have difficult conversations
Candor - Being able to be very specific in addressing the issues
Consideration - Present the message in the listener’s frame of reference

To grow our effectiveness in communication we need to understand where we need to improve our skills and work to master the concepts of courage, candor and consideration. The better we do with these three the more effective we will be in communication. To demonstrate that we care about the people that we work with we need to be consistent in our communication. Ask the people that are closest to us to give us their feedback and then work on personal improvement. Challenge the members of your team to improve themselves and work on what it will take for the time to engage more effectively. By working by intention we will be able to improve our play and increase our effectiveness with the other members of our team.



Bob Coulter

Performance Management

A key leadership responsibility is to frame clear goals for the organization. We need to start with creating a framework for how we judge our performance and then do an effective job of keeping up with how we are doing. We have to win with all stakeholder and keeping things in balance. It is very important to get the entire team to understand what your current state of performance is. By identifying where we are today and where we want to go we can gain energy and alignment. You want to communicate your specific goals throughout the company so that you move to the next level. We need to focus upon where we are in each area and what it will take to improve. Remember to make the goals SMART. (Specific, Measurable, Attainable, Relevant, Time Bound) We should be able to grade the team against these goals. Then they should serve as the catalyst for what each individual should accomplish in their respective roles. To make this a reality we need to have specific short term goals that we are working toward. Each team member needs to understand what it will take to earn an A by the framing the criteria of the behaviors and results they need to achieve.

Bob Coulter

Keys for Coaching as the Owner

A. Align the entire team around the company goals
B. Make the connection with your people so that you can shape the culture
C. Facilitate quality coaching conversations that set expectations for improvement
D. Insure that you get all plans in writing
E. Work through the issues as a team
F. Evaluate what tools your people need to to help them to elevate their play
G, Always focus upon the opportunity and how this can impact each individual’s career.
H. Hi-light each individual’s strengths and WHY these strengths are crucial in helping the direct report to grow.
I. Insure that you have a personal development portion of every intentional conversation.
J. You have to model the right things for your folks so that they can see what they control and how they can grow.
K. You will have to walk with her through the difficult things that they have to do and show them how they can do it. We need each player to develop the habit of taking these things on and that will only come from repetition and small wins.
M. Prepare great questions for each coaching conversation so that they can see what needs to be happening in each phase of their role.
N. Be consistent to look at the key things that they should be producing and measure progress.

Link Positioning - Marketing - Sales

Positioning

We have to understand clearly who we are, who we serve and how we gain a competitive advantage in the marketplace. It is crucial that we communicate a consistent message to the targeted marketplace. You have to get an HONEST comparison in how you are competing in terms of price, quality and service.

Marketing

You want to frame your message to the targeted people that you will be selling to. Identify what you are delivering to your existing customers and how they are responding to their experience with your business. Take a relationship marketing approach that connects you to the right candidates that you want to sell to. You want to position your organization appropriately. One example of making this happen would be to leverage your company history and form partnerships with the right people that are tied to what your company stands for.

Working the Sales Process

Our approach needs to move to a more proactive approach. You want to work from your greatest strength which, are your existing customers and ask for referrals. We need to have a follow up process in place to build relationships with each referral and demonstrate how you are growing your network. Take the next steps with each new prospect and create solutions that they will value. Each member of the Sales Team needs to feed the funnel by bringing in prospects and establish the right amount of backlog. Working the process means that you need to have effective leveraging your time and focus to make it happen. Have specific weekly goals that you achieve and the discipline to spend enough time in each area:

It is crucial that we practice active listening with each prospect so that we can CLEARLY understand their goals, priorities and pain. We need to take the time to document what we hear and look at how you provide them with solutions. A big step in the process is to overcome their barriers and demonstrate how you have a competitive advantage over other companies. Focus upon the elements of Service Quality so that you can form relationships that can become partnerships. It is crucial that we are able to have Apples to Apples comparisons in each opportunity and gain a position to get a last look. Each sales person needs to sell value from your strengths.

Bob Coulter

Dealing with Bad News

We each have to choose how we respond to the bad news that we continue to hear. If you watch the cable news cycle it is easy to think that we will be in misery for quite a while. Economists, Politicians, and Pundits have a tendency to make money off of despair and bad news. To be able to grow our businesses, contributions and lives we have to protect ourselves against the negativity that can come our way. Here are a few things that we can do to positively and proactively deal with bad news:

• Realize what we control and continually looking for ways to grow personally. Look at what you will read next and what classes that you can take to grow your career and performance.
• Stop watching the news and surround yourself with positive people that believe in their futures.
• Challenge yourself to look for new ways of doing business and continually improving the processes in your organization today.
• Have a good understanding of what your customers are going through so that you can partner with them on solutions.
• Take the time to learn from what we have experienced in the past and improve as a result of your experience
• Create multiple scenarios and always have a plan B so that we can adjust based upon the circumstances and challenges
• Be sure that you are controlling what you can control – your attitude, time and behaviors
• Stay focused upon what is in front of us, set short term goals, and follow through so that you hit them

Having the right frame of mind that sees us winning is crucial in dealing with the challenges that are in our path. I would be interested to see what you have found that works for you in dealing with Bad News. Share your thoughts so that we can benefit from your experience.

Bob Coulter

Coming Together as a Group

Meetings are important because we need to have everyone with a shared vision for where we are heading as a group or team. There should be great energy for where you want to go. In these meetings you should utilize multiple mechanisms to keep people engaged in the meetings and conversations. We should come together to look for new ways to solve problems and prepare for tomorrow. Each group should dig into the processes, procedures and systems to deal with challenges and opportunities for improvement.

Look at all the amazing things that you can accomplish in these meetings: (Brainstorming, group problem solving, fostering alignment, building leaders, lifting spirit, working on process improvement, and team chemistry) In these sessions we have to find the balance between the long term strategic issues and the shorter term tactical situations. Effective leaders are able to facilitate the group dynamics to develop people and drive business results.

Bob Coulter

Consistency in Working Smarter

It is important that each organization has clarity of focus. This means that we have to readjust our direction based upon where people are and how they see their roles. It is important to spend enough time on the right things. Some people have to run ahead and lead the way while we are engaging others to keep them involved in the process. Look for all the opportunities that exist for us to build team and communicate the key elements. Keeping everyone connected to the goals and clarity in how we do business as a company.

Insure that we are incorporating lessons learned across the broader audience. The environment has to be right so that we encourage new and creative ideas. Jim Jr. in working with Working Smarter companies has shared with us how some organizations are incorporating a great idea board posted along the way so that we stimulate energy and discussions. It is not just enough to have an idea, but how we can Implementation these ideas into our operations. This is a great chance to leverage the talents of your people and get things into action.

We each need to challenge ourselves to follow through and SUSTAIN. We have to keep the energy level up as much as possible. There is power in brainstorming to gain maximum participation that finds new solutions. Each company and team needs to get to the root of how we are doing and when we are either sustaining or not. Communication is crucial in fostering accountability. Integration between what people do in their jobs and how they help to drive the program forward is crucial. People have to understand that they are crucial to bring things together. Leaders must provide people with the links and the structure to help make this happen. We have to insure that you are executing your plans and holding yourselves accountable for goal achievement

Companies are utilizing the WSTC as a personal development experience for key people. This should be a chance to help people to expand their influence and grow their leadership skills. Great personal development while it helps them to see the world in a new way. This is a chance for each player to see how the company should function and where you can improve your play. Looking for win – win conversations that move into long term partnerships.

Bob Coulter

Aligned Belief Windows

We all see the world through our personal belief window. Our beliefs come from our background, experiences and how we are wired. This can create a challenge in an organization with there is a lack of alignment between employees. Our belief window has a significant impact on our conversations, our actions and most importantly on the results we get. Much of our pain is caused by the gap between what we are achieving with what we need to be successful. For a company to turn the corner we need to value the difference between team members and get in alignment. Organizations and teams can not afford to have individuals that are in a fuzzy state when it comes to alignment. Great teams have an aligned belief window. Utilize your meetings and coaching conversations to ask great questions so that you can see where everyone is coming from and then work through discussion to insure that we have a shared belief window of where we are going and how we will get there.

Bob Coulter

Career and Business Development

In each business, our growth and success is closely tied to having the right level of talent. To be able to attract great people, we have to start with a vision for where we want our company to be so that we can engage our people and external candidates. It is important to evaluate your current employees to see who has the ability to carry the load for your company’s future. Establish a communication strategy for existing employees and future recruits that energizes more people to have a career with your company. There is power in laying out potential career paths for individuals so individuals know what is possible for them. Through this work, we should establish development opportunities that exist in the company to prepare individuals for the next steps in their journey. We always need to find a balance between achieving our short-term goals and deliverables while we grow our skills preparing for tomorrow. Leaders need to partner with their people to insure that we are working through this in a win–win manner. The most successful companies are able to drive both business outcomes and personal development.

Bob Coulter

Sales in Today’s World

It is crucial that we are very focused upon what we have to win in sales today. People and companies have so many choices and we are challenged to differentiate ourselves from the competition. We have to look at what we are doing to provide solutions, partnerships and integration.

We have to personalize how we sell to our client in a way that they want to be sold. Being an active listener will be crucial so that we determine the solutions that each client really needs and adds value in the relationship.

Remember that we need to create a great proposal is able to define requirements better than others have been able to. Great companies and sales people understand the clients issues so that we can frame the right solutions in a professional manner and earn trust in the relationship.

In today’s marketplace clients are looking for service providers that take away the whole problem and partner in how to make their business more effective. We should each be looking at how we are serving our customers today and what we want to do going forward.

Performance Improvement

What is in your mind translates into your words, your actions and your results. If we want to close the gap between what we need and what we get, we need to have a clear picture of our belief window. That clarity will propel our actions and bring us to our goals. As a leadership team we need to insure that we are all on the same page. Achieving a win – win agreement puts us in the best place to be successful. Each individual has to challenge themselves to insure that their paradigm or belief window is not limiting their performance. Remember that if we are not on the same page that the FUZZY will stop us from winning or achieving our goals.

It is important that we each work on how we can improve our individual performance and each supervisor works to partner with their people so that they can take their performance to the next level. We need to be aware of how we are performing today and where we need to improve. We have to commit to do things differently and have new success behaviors. Through consistent execution we need to cement the right habits that take us to improved results. This will only happen if we work by intention to make it happen.

Dealing with the Barriers that are impacting our Performance

Ø Not clearly defining roles and responsibilities
Ø Not Tracking or Performance in writing
Ø Lack of a proactive written schedules
Ø Failure to train people to play their positions
Ø Not enough people owning their performance
Ø Running around like crazy and getting out of our lanes

To win you need to attack the issues that are in your path. You need to insure that we consistently work together to drive to the desired results. Winning will come from working a plan. We have to be honest about our issues, believe that we can fix the problem, and make it happen.

Bob Coulter

Not Getting Trapped in the Circle of Concern

Not Getting Trapped in the Circle of Concern

In the midst of this busy time we see people that are having a difficult time focusing upon the right things. The challenge comes do what we think we can do. It is really important that we get everyone’s belief window in the right place. Each member of the team needs to focus on the right things.

There are three circles that we all have a choice to work in. The smallest inner circle is what we control, the next circle is what we influence and the outer circle is one of concern. We need to work on the things that we control. The most successful people are focused upon their performance and development at least 70% of the time. By working on what we control then we have the right attitude, have a plan for what we need to do and have the right level of preparation. At least 20% of our time should be in the circle of influence. This all about how we connect with people form partnerships that help to take us to our goals. It is important to keep our time in the circle of concern in no more than 10%.

There are a lot of things that can take our attention or focus. Don’t get caught in this trap. You can not worry about the economy, difficult customers, operating issues, or what is happening in the marketplace. By getting our head around what we can do then we can influence change and drive performance improvement. The most successful managers are able to work in a proactive manner and find the most significant solutions.

Bob Coulter

Facilitating Change to Solve the Most Challenging Problems

In this economy and marketplace, we cannot try the same old thing to deal with the issues that are in our path. We have to facilitate change in our organizations and find new ways to solve problems creatively. We had the opportunity to work with 30 change-agent companies in a Face-to-Face event that are focused on improving their organizations. Many of these companies have been a part of the Working Smarter Training Challenge, and you can see the progress that they have made. A significant step in the journey of change comes down to effectively working a process by intention.

• Insure that we are engaging a broad section of our employees to work with us in finding solutions. Great answers come from all parts of a company.
• Each session has to start with asking GREAT questions. We need to stimulate participants by asking for their view of the world and going through asking why 5 times to get to the root.
• Go broad at first and brainstorm with the group. There are no bad answers and we need to celebrate their contributions.
• Narrow down our list with identifying the five most important opportunities or suggestions. You want to get the group to collaborate and start to build consensus. Remember that we can only do a few things and we have to start slowly.
• It is all about taking one step at a time and working on one thing at a time. You want to build a detailed plan for how you are going to win. We utilize a tool called a Thrival Campaign that assigns deadliness and ownership.
• There has to be build in accountability and follow-up so that we can move from ideas to action. Great companies move from talking about it to doing it. They own each area and drive to achieve the desired results.

There is great energy and urgency when we take on the issues that are in our path and find new solutions. The companies that make this evolution will gain a competitive advantage in the marketplace today and tomorrow.

Bob Coulter

Maintaining Win - Win Partnerships

Building and Maintaining a Win – Win Partnership

• It all starts with having the right frame of mind when it comes to partnership. We need to know where the person we are working with is coming from and what a win is for them. In our conversations we have to determine what they value and what is important to them. Spending time on the front end helps us to know what motivates them. It is very important that we work face to face to make the right connections. Be sure to make an agreement on the front end how you will communicate and stay connected.




• Through this relationship you need to frame your expectations on what you need from each player in terms of behaviors and results. You want to be very specific in your performance expectations. Be sure to provide the examples of what needs to be achieved and timelines for when things need to be accomplished. For an employee be successful they need to know what a win is for them in their positions.




• As a leader you need to be measuring performance to insure that short-term goals are being achieved. It is important to be able to grade both an objective and subjective manner. Look at weekly goals and then be sure to review progress. You want people to stay focused and the best way to do this will be to keep score and measure performance.




• Your role as coach and leader of your team is very important. It is important to focus your energy on giving your people the feedback that they need to help them to grow and the behaviors that they need to have. By having consistent conversations you will not let things build up and can find a good balance between positive reinforcement and critique.




• Be sure to look at your function and evaluate where the talent is and what gaps might exist in the future. You don’t want to settle. Look at what you need and then see how people can either step up or what you need externally to make it happen. Be sure to focus your energy on the people with the greatest potential and address the poor performers by Top Grading positions when needed.

Bob Coulter

Bringing A Players

Bringing A Players

We see the struggle in many companies to have the talent that they need to get to their desired business goals. When we have a void of key players in crucial positions, then the company usually misses their objectives. Each company needs individuals to own their own performance, supervise key players, manage the work and lead people. We need to bring in talented individuals that have a track record of winning. You are looking for people that are able to work through others, get things done consistently and take ownership of their areas. It is important in the selection process that you frame some specific behavioral interview questions and then ask their references the same questions. We can to get to the heart of their previous performance.

A. Tell me about a time where you have gone above the call of duty to make a great contribution at work.

B. Tell me about a time when you had a very difficult customer that you were able to turn around and make them a raving fan.

C. Tell me about a time where you were a team player and helped your team achieve a difficult goal.

D. Tell me about a time when you had to learn a new role and position and get up to speed quickly.

E. Tell me about a time where you failed to live up to your commitments and what you learned from this experience.

F. Tell me about a time that you were able to lead a group of people to achieve a challenging goal and what you did to make it happen.

Be sure to document the responses to evaluate their experience and then ask the same questions to their references. You want to determine if their examples are in alignment with how their boss remembers their experience. When an individual has been successful in the past, it is the greatest predictor of future performance. Talent is crucial for winning in your business.

Looking in the Mirror to Review Performance

It is an important time of year for each business. We need to evaluate where we are today and where we are going tomorrow. Here are a few bullet points that are important to reflect upon:

• We each need to look at the performance expectations that have been established for each Business and Manager. We need to insure that we have established keys for success in each area. The challenge is that we have to transfer ownership to the right people, partner with them in their development and hold them accountable to achieve the desired results. To get to where we need to go, there needs to be ownership of goal achievement and working the agreed upon processes on a consistent basis.


• If you have B or C players in your Manager positions, what is the best grade that your company will be able to earn? The managers need to be able to make great decisions, execute the plan, grow their people and follow through for goal achievement. The managers need to be able to LEAD their people and their business. You have to measure performance and raise the performance bar.


• The coaching relationship with each Manager is very important. We have to know what the behaviors are that they need to demonstrate as you look at their diverse responsibilities. We need to be able to evaluate their behaviors and results so that they can be provided SPECIFIC feedback. From this feedback you can then move to the establishment of improvement plans for the managers and their branches. You can work with them to insure that we have determined what the issues are and then establish an ACTION plan that puts you in a position to win. Individuals have to believe in what needs to be different and then commit to making the necessary changes. Remember that we have to find the right balance between challenging, developing and empowering our people.


• In each department we need to be evaluating what is working, where we are missing the mark and where we can improve. Don’t get trapped in “well, we are at budget, or this is how they have always done it, or we can’t expect much from this person.” This will limit the company's going to the next level. You want to look at your standard processes in each company discipline to insure that we are doing what we need to do. You have to do solid investigative work to get to the core of what is supposed to be done and then evaluate how well they execute. This assessment will provide you with a great place to work from in gaining traction for taking the next steps.


• This is an important time to leverage your diverse skill sets and play to your strengths. The Managers should be leveraging their talents and work as a resource in supporting the efforts of your people. You want to have right level of engagement to see what is working or what is missing. Leaders should really be communicating and collaborating so that you can maximize the performance of EACH of your direct reports.


• We have to move the conversation to all the things that we can and will control. It will be important to identify your current state of performance, where you want to go and what will be different going forward. Our objective should be to stay out of the Circle Trap conversations. Remember that we need to keep people focused upon winning and then following through with timely performance management. Each player needs to see what they own and take this responsibility.

Bob Coulter

Growing People to Share the Load

The journey of people development is crucial in getting our businesses to achieve their objectives. We need to assess where we are as individuals and how many employees we have in each category:

• Doer
• Supervisor
• Manager
• Leader

This journey is important because individuals will have greater levels of fulfillment and the organization will benefit because we have deeper contributions being made and all the bases will be covered. It is important to insure a couple of people are not trying to own everything themselves. It comes down to growing your direct reports and empowering them to own their performance. We want to identify where we are missing the mark and what needs to be different in our performance. Be sure to analyze our patterns of behavior in our personal performance to make course corrections and be clear about what we are working on to drive to the next level. Look for things like self-inspection and have plans for how we can help them to elevate their play.

The Power of Having Effective Meetings

When we take the time to get a group of people together, we need to be VERY FOCUSED upon making the experience very productive. Insure that we focus on what it will take to drive an effective meeting.

• Sharing Information - Only focus upon what you need to cover so that you keep everyone engaged in what you are covering. You want to follow an agenda so that you can stay focused upon the most important elements. Each player needs to come prepared for each meeting.

• Build Morale – you want to find the balance between energy and urgency. The meeting should provide the right amount of engagement so that each participant is energized by participation. It is important to keep score and celebrate the success that you have. You want each player to have full responsibility for making their numbers in advance.

• Change Behavior – at least 50% of the meeting should focus upon what will be different going forward. You want to insure that you are working upon either problem solving, planning or skill development in each get together. You want to be sure to document conclusions and hold yourself accountable for moving forward in a positive way.

Bob Coulter

Reinventing the Customer Experience

As we work with organizations around North America, everyone is trying to better serve their customers and the marketplace. Karl Weber wrote a great book around hospitality Chocolates on the Pillow Aren't Enough. It would be interesting to see how each of our companies is responding to these concepts.

Look for ways to provide customers with both simplicity and flexibility. Consumers want to be empowered. We need to be sure that we find ways to turn a commodity product into a unique customer experience. This comes from really looking at each touch point and what is taking place with your clients. There is great power of linking together customers into groups and communities.

People love customized products so long at they don’t become intrusive. They will pay a premium when they are perfect for them. They need to believe that they control what is taking place. It is important that we understand that technology needs to be a resource in making this happen.

Companies that organize their customers as advisors provide themselves with perspectives that are beneficial to the organization. They have found that the greatest ideas continue to come from their top customers. Companies like Harley Davidson have decided to dedicate 80% of their marketing funds to their existing customers because they see these customers as driving future sales. It is important to look at who the brand ambassadors are for your organization. It is important to look at the lifestyles that your customers keep and become a part of who they are.

Bob Coulter

WHAT IS STOPPING YOUR FUN?

Right now, What is stopping you from having fun? You have too much to do! Then pretend like what you have to do is fun. Too much on your mind . . . enjoy thinking of only one thing at a time and have fun. BUSINESS IS TOUGH? Enjoy the journey and think of all of the fun you COULD have on the other side of all of this toughness if you WOULD just have fun today. I believe what might keep you and me from having fun is we forget how good it feels. We forget that it is a choice. We may have not fully comprehended the incredible power behind having fun, and projecting fun into our entire organization. For twenty years we have been talking about fun. In our seminars we have fun . . . you know how I know our seminars are fun . . . people come back. At a conference, they may hear me speak in the morning and then go and find the rest of their team and bring them in to hear me in the afternoon because they want them to have fun too. Our partner here at JP HORIZONS, Bob Coulter, often says, "If it is fun, people will want to participate." YOU SEE . . . FUN IS GOOD and it transforms lives and businesses.

Even though 99% of the people we work with or speak to LOVE the having fun part, there is always that one person . . . you know sitting somewhere in the back remember this is a BLOG so we can be a little more blunt in our commentary). They try to smile, but instead look like they have eaten something that has given them terrible gas and they are afraid if they loosen up then they may do something that embarrasses them and those around them. So they sit there, in their own pain, and when it is time to fill out the evaluation they are the ones that will give the line that they feel is very original . . . "It was just a bunch of RAH RAH!" Back to bluntness, What does RAH RAH mean? I translate that as this . . . "EVERYONE AROUND ME WAS ACTIVELY PARTICIPATING AND TAKING NOTES AND LAUGHING. They would even do those team building things and open up and talk about how they can improve their companies or make more of a contribution in their career. What we really need is something I can take back and use today. . ."

That person would not recognize something they can use to day if it was staring them in the face. I am not making fun of this back-row sitting, non-fun addict. As a matter of fact, I am grateful for them; they gave me the idea about the two characters, BUILDER and DESTROYER. I feel for them, because what we have found about this destroyer is they do not feel good about themselves. They are hurting inside and cover it up by being way above this RAH RAH thing. . . So why did I bring them up in this blog? Because that person can be you or me at any given time. If we are not feeling good about who we are and what we are doing, we will not allow ourselves to truly have fun. THAT IS WHAT MAY BE STOPPING YOU RIGHT NOW . . . So the real question is, HOW DO YOU FEEL ABOUT YOURSELF RIGHT NOW AT THIS MOMENT?

JIM PALUCH

Coaching our People Up and Leading with Questions

Each direct report needs interaction focusing on accomplishments and the behaviors that they need to make it happen. It is important to have the right kind of conversations so that your folks feel good about the time together. Here are some things to have on your radar screen for those discussions.

1) What does a win look like for you?
2) What are the key issues you are addressing?
3) How can I help you reach your objectives?
4) How does your day layout and how can I help you reach your objectives?
5) What did you accomplish and how successfully did you work your plan?
6) Have each employee assess their performance
7) Provide them with your observation of their behaviors and results
8) Have them review why they achieved those results

There is a need for each individual to have clarity in what we are doing with personal metrics. Have a clear picture of who sets the goals and the level of ownership for hitting them. We each need to have a solid plan for how you get to the objectives. We want to partner with employees that we are working with that need to go to the next level or that might be sliding down a negative performance path. You want to be engaged with them so that we understand where they are and what we need them to do. By realizing that they might need more challenge, or a pat on the back you can help them out of a funk and to the next level. Be sure to utilize questions to gain a solid understanding.

Bob Coulter

ARE SOME COMPANIES JUST SMARTER?

ARE SOME COMPANIES JUST SMARTER THAN OTHERS? That was the question Jim Jr. asked me after an all-day meeting with two great WORKING SMARTER companies around our conference room table. Stephen Hillenmeyer Landscapes from Lexington, Kentucky, and Timberline from Colorado Springs came for a day of brainstorming and idea sharing. Their energy and enthusiasm were absolutely contagious. Hillenmeyers told of the $280,000 reduction in cost and expenses on their way to a million in savings and Timberline told of the great great teambuilding efforts that they were accomplishing. Ideas, insights, suggestions, note taking and a commitment to continued success in the program caused the day to fly by. As they left and the room was quiet, that is when Jim looked my way and asked his very insightful question. ARE SOME COMPANIES JUST SMARTER THAN OTHERS?

How would you answer that question? Think for a moment; I did, and then I gave him a definite YES! Some companies are just smarter and do smarter things. It is interesting to watch what companies are doing now . . . There are those that are doing the things that will keep the energy high and focused on a powerful vision. They are doing the things that have made them successful only more of it. TRAINING. MARKETING. INCREASING SALES EFFORTS. CELEBRATING EVERY LITTLE SUCCESS! That is what smart companies are doing. The companies that do not fall in this category continue to cut and cut and cut, not just people, but communication, idea generation, and team spirit are no longer important because, "we need to careful because things are bad." Well goodbye. Your being careful could very well be the thing that puts you so far behind a smart company that if you do make it through your tough times, and when things do pick up for you, it may be too late because the competition has a head start.

THINK ABOUT THOSE THINGS THAT HAVE MADE YOU SUCCESSFUL AND KEEP DOING THEM . . . THAT IS A SMART THING TO DO!

Achieving Peak Performance

When most individuals talk about their performance you will hear them refer to working hard, working long hours, being loyal to their company, and doing their best. These are all admirable characteristics, but they don’t always translate into achievement. Being in the midst of March Madness we have an opportunity to see what peak performance is all about. There are over 350 division one basketball programs, 65 make it to the tournament, and four will be going to Detroit for the final four. We need to have the mentality in business to produce peak performances.

Here is a definition of a high performing workforce – an organization with a significant group of employees whose emotional commitment enables them to deliver amazing services or products that constitute a sustainable competitive advantage and drive significant business results. This does not happen by accident. Performance is a process that some companies and teams choose to pursue. Three things that are present in these groups are:

1. They believe strongly in each of their people
2. They engage the hearts and minds of each member of their team
3. They find the right balance between getting group results and individual fulfillment.

High performing companies have consistent workforce energy that is consciously channeled in ways that insure dynamic outcomes. These companies have found the right balance between great enterprise outcomes and fulfilled employees. Their employees thrive on the challenge of a frantic work environment where one never knows who, when, or what will be the source of the next challenge. The employees become a team whom they share respect and support. Finally they like the content of hands on work – hands on problem solving that requires them to behave like they own the company

Bob Coulter

Sell Your Way Out Of It!

So you have likely made it here today because you finished the recent newsletter on
Programing Your Future. I wonder what you are thinking right now. Do you believe in the power of the The Reticular Activating System? I promise you there is no doubt in my mind that this stuff works because I have been proving it for 30 years. We will realize the things we are expecting in our lives. We may not be able to visualize the way they will come about, but we can expect them with all certainty. So, what will you do now? What is your strategy to not only survive the current state of the economy but to come out ahead on the other side of it? Are you set to "hunker down and die"? or "hunker down and reach for the sky"? We're all in this together you know, and everyone at JP Horizons has the same choice as you do...every day. We have agreed it's time to sell our way out of it... think our way out of it...lead our way out of it...SEE our way out of it! These are the times great companies are made because we need to call upon the creative, positive, productive side of our nature and take actions that move us forward. If you want see results, you had better SEE RESULTS! Expect them and be willing to set your course, change your course again if need be and use your The Reticular Activating System to draw every opportunity into your current awareness. It's energizing to know we can take action to program our reality. I say we sell our way out of it! If you got here and have not read this week's newsletter you can click on tihs link:
People Solutions - Programming Reaility

Go Get 'Em
Jim Paluch

Doing what it takes to facilitate change

• There has to be a significant dissatisfaction with where we are today. We have to get to a place in which we say enough is enough. We have to say that I will not continue to put up with what is happening today.

• There has to be a compelling picture of where we want to go. This means that we need a vision of what our future will look like that we want to run to. This should show us that our life will be better when we get to this new place. The vision should serve as a tool in motivation and provide us with clarity in terms of where we want to go.

• We have to TAKE the right actions. This starts with doing different things by intention. Our behaviors have to change and we need to do them in a consistent basis until habits are locked in. Improvement will not happen until the habits are formed. Each individual needs to see the road map that will take us to our future. We need to see what actions we have to take and then do what it takes to make them happen.

I believe that we need to focus on each of these three areas. It is important to live in the Now and do something about the things that are challenging us. You will have to work the process and keep all three things in your mind as you take the next steps in the journey.

Bob Coulter

Measuring our Performance

We are all so busy getting things done and taking care of business. To insure that we are all pulling in the right directions we need to keep score. Companies all across North America that are engaged in the WSTC have seen the power of having great Metrics. In our business we need to have some key things that we focus upon. Here are some examples for you to consider.

A. Revenue per Employee
B. Payroll as a % of Revenue
C. Production per hour
D. Leads Generated per Month
E. AR as a percentage of $ billed
F. Time it takes to get off the yard
G. Inspection scores versus quality standard
H. Employee Performance Reviews

In each organization there are different things that need our attention. It would be interesting to get your top 5 metrics that you utilize as your compass in your business.

Bob Coulter

The POWER of Building a Great Team

In each organization winning starts with having great people. Each leader needs to be able visualize what they want their team to look like. As you align your players it is crucial that they have the right attitude, solid work experience, great work ethic and most importantly a track record of success. You really need to add people that have been consistent and have sustained performance. This is a great opportunity to reposition your organization. In the selection process you want to ask behavioral interview questions to gain an understanding of each candidate’s background and experience.

A, Tell me about a time where you have gone above the call of duty to make a great contribution at work.
B. Tell me about a time when you had a very difficult customer that you were able to turn around and make them a raving fan.
C, Tell me about a time where you were a team player and helped your team achieve a difficult goal.
D. Tell me about a time when you had to learn something new and get up to speed quickly.
E. Tell me about a time where you failed to live up to your commitments and what did you learn from this experience.

Most individuals will provide general responses at first. Be sure that you probe and restate the question so that you get a specific example. Listen to the examples so that you can determine they have been able to win in the past. Take great notes so that you can compare the experience from one candidate to the next. After you narrow down your list of potential candidates it is very important to complete a thorough Reference Check process to insure that you have a clear picture of each person’s actual experience. Be sure that you talk to two sources for each candidate and utilize the same interview questions to compare stories. You want to bring in players that have been able to drive results and have been able to own their own performance.

Bob Coulter

Leaders are Readers

For many years Jim Paluch has talked about the importance of continuous learning being crucial in the quest for each of us being BUILDERS. One of the most important things that we can do comes down to the power of reading. When we read and experience a great book we are able to form new perspectives, grasp exciting concepts that can help us in our personal development and see what is possible.

In these challenging times one of the most important things that we can do control is the speed in which we learn and grow. Over the last couple of weeks I was able to finish two terrific books. (Outliers and Tribes) Both of these books challenge our way of thinking and provide us with terrific tools for how we improve our individual performance the performance of our team and most importantly the quality of our lives.

It is so important to look for ways that we can continue to expand our thinking and perspective. I wonder what were the top three books that most impacted you in your career. I am curious what we can learn from each other.

Bob Coulter

WHAT IF OUR GOVERNMENT TRIED EDIFYING?

It's a BLOG so I believe that is open territory to make some bold statements . . . so here goes. . . HEY SENATORS! HEY, CAN YOU HEAR ME HOUSE OF REPRESENTATIVES? THANKS for trying yet you have ways to go. . . Why don't you try this simple concept? It may be a stretch but a group of people that have worked as hard as you have to get elected and commit to public service should be able to pull it off. Democrats and Republicans, why don't you try and edify each other? You know, build each other up, support, encourage, and help each other become better. What if you just tried it for a day, and then a week, and then a month and then, you know what, history will look back and say, "THAT WAS THE TURNING POINT!"

If you could just try it, because the truth is right now we are all a bit concerned that you might be caring more about your next election than you are caring about the people that have voted each of you into office. You may not realize it there in the halls of congress, but people are laughing at you. I had dinner last night with some great business owners and they just laugh about how obvious your party lines are drawn and as one person said, "The energy they are all spending to make the other side look bad if turned in the other direction could move moutains." We need you to move mountains right now. We need you to edify and work together. . . then watch how excited all of us will be to to re-elect you the next time.

One more thing, if you all begin to practice a little edification, it might even rub off on the Cable News Networks and political entertainiers who are the only ones being laughed at more than you right this moment.

GO AHEAD AND EDIFY

JIM PALUCH

Selling Value in the Midst of Challenge

We all have to keep in mind that what is in your mind translates into your words, your actions and your results. To close the gap between what we need and what we get, we need to have a clear picture in our belief window. That clarity will propel our actions and bring us to our goals. Remember to insure that you have the right frame of mind as you tackle the challenges in your path.

We need to review how we see the world today and realize that our PERCEPTION will drive what happens to us. Each member of the team needs to BELIEVE that they can be successful and realize that their frame of mind will set them up for either success or failure. We have to work in partnership to overcome the challenges that are in our path.

It is very important to understand what key elements have to be in place to achieve our sales and revenue objectives. It is very important to be able to communicate who we are as a company and who we want to be. It is very important that we are able to articulate our value. Success comes from delivering value as seen by our PROSPECTS and USTOMERS.

Each person that sells has to understand Customer needs, build relationships and an earn credibility. New sales don’t come overnight and will come through relationships. We need to be intentional about spending 20% of our time in fostering relationship. It is very important to practice active listening to really understand their goals and needs. We have to be very hands on in having enough personal touches. These touches will be both in person, on the phone and via email.

An area that sometimes we neglect is the follow-up touch points. Great closing rates come from following up with your prospects. You want to insure that you are in front of your prospects after they get their proposal and hopefully close the deal. You want to have a specific plan for how you follow-up spending the right amount of time to make this happen. I believe that this is should be about 20% of your time.


We need to be sure to spend time on the right things and achieve goals on each front. By laying out where we need to be in each area we can stay focused and set ourselves up for long term success. We need to determine what our sales cycle is so that we know where we are in working with a prospect through the process. This is a guide that can hopefully help you to stay focused on the right thing.


Bob Coulter

PSYCHOLOGY OF DECISION MAKING. . ..

Cognitive Dissonance . . .

I have always been intrigued with the term cognitive dissonance since first being introduced to it in a college psychology course. I liked the way it rolled off my tongue when trying to fit it into a sentence, or how I thought my colleagues were impressed when I referred to it, barely knowing more of what it meant than perhaps they did. I hadn’t publicly mentioned the word for some time until it came to mind when deciding the topic for this blog. All I can remember from those missed exam questions in college was that cognitive dissonance had something to do with decision making. I made the decision to do some research and learn what I merely heard in college and soon realized that cognitive dissonance is an uncomfortable situation.

Dissonance refers to relations, which exist between pairs of ‘elements.’ These two elements are in dissonant relations if they do not fit together. Cognition is a person’s awareness about themselves, their behavior, or a situation. Since cognitive dissonance is a negative drive factor and an unpleasant occurrence to the mind, we are motivated to work toward reducing it by adding consonant cognitions to these elements or by changing one or both of them to make them fit together. Ready to take that college psychology course? Not yet? Maybe a real life situation will help to further explain it.

Several years ago my family and I were invited to a friend’s guesthouse on the coast of Maine. Having been there before and knowing the beauty of the setting and quality of the visit, we anxiously accepted and looked forward to the trip. The weekend before our planned departure, I was reminded by my father that there was going be a birthday dinner to celebrate my mother’s 65th birthday. The dinner and the trip fell on the exact same weekend! Cognitive Dissonance. The two elements did not fit together and it was a definite unpleasant occurrence to the mind. A decision needed to be made.

What did I start to do? Just like the theory states, I began to make changes to my perception of both of the choices to try and make them fit together. I formed the opinions; “This is an important birthday”… “Maine is a long drive for a weekend”… “Mom is a pretty special lady”… “The friends in Maine will understand”… “We can possibly go to Maine at another time”… “My father would kill me!” The process that took place in my mind over the next few days period allowed me to change my belief and feelings about the two choices and the elements could then fit together. I would attend the birthday dinner. Did it make the decision and phone call to my friend to inform him of my change in plans any easier? Absolutely not. But, what cognitive dissonance and my awareness of it did do was allow me to make a decision, and from that point I could make it right.

For those wishing to cram for a test, Leon Festinger, in 1957 was the first to expound on Cognitive Dissonance and his hypothesis states:

• The existence of Dissonance being psychologically uncomfortable will motivate the person to try to reduce the dissonance and achieve consonance.
• When Dissonance is present, in addition to trying to reduce it, the person will actively avoid situations and information which would likely increase the dissonance.

As a parent, spouse, friend or leader, Cognitive Dissonance is a powerful tool. Your awareness of it and knowledge that decisions, great or small, will be uncomfortable will help you, and in turn help others, make confident decisions. This awareness will allow you to master the art of decision making by understanding that the uncomfortable feelings will motivate you to choose. You will naturally seek consonance and take action to move from dissonance. Become cognitive of the choices you need to make today and seek the decision that will be made. . . right.

GO GET EM,
JIM

Preparing for tommorrow when we are swamped today

There are always challenges in business finding the right balance between the urgent things that need our attention today and preparing for where we have to go tomorrow. Those businesses that are working through snow storms while they need to get everything ready for spring. The Great Companies are those that can drive the short term outcomes that have to be hit today while keeping their eyes on where they are going. Here are a few things that you could keep on your radar screen to keep your team focused:

• Insure that each member of the team has a clear picture of their top five priorities
• Determine what the specific goals will be in preparing for spring
• Establish the deadlines that have to be hit
• Have an action plan place so that everyone knows how they get it done
• Insure that we have processes in place for each of the key areas
• Determine the metrics that you will utilize to assess your progress
• Proactively communicate how we are doing along the way
• Provide just in time feedback and coaching to each employee

It would be interesting to grade our readiness in each area. Let us know if we missed any of the elements that you are focused upon as you prepare for spring.

Bob Coulter

Pressure and our COMFORT ZONE ! ! !

I know a golf pro that tells of an observation he has made through the years on how an amateur golfer responds to PRESSURE. . . He tells of one person that he helped all year develop his putting stroke to one that was more consistent and suited for the player. Then it is the final hole of the club championship and all his pupil needs to do is make a six-foot put for birdie and he wins the match. He watched as the golfer studied the putt and then stands over the ball prepared. He then steps back looks at it again and this time stands over the ball with the old grip and stance he had worked so hard to conquer. . . and not only missed the putt but missed the three footer coming back. "The pressure got to him and he choked. He did not follow through on the improvements he had made and it cost him the match."

You can see the pressure is on so many companies and organizations right now. There is no denying it that the simple uncertainty is causing an anxiety to take place that has people "stepping back. . . looking at it again . . . and going backward to what is comfortable." Going back to an old way of doing business, even though it might not be the right choice. . . it is where we are comfortable. What could going back be in business?

- Dropping a great improvement to a website.
- Stepping back from product innovations that would create an advantage.
- Stopping a training program or employee initiative.
- Cutting back on planning meetings
- Not investing in the technology that could help
- GOING BACK TO WORKING LONG EXCESSIVE HOURS IN ORDER TO NOT LOSE
- Adopting the old 'drill sergeant' management style after spending several years developing a more coaching proactive style that has worked

The list could go on and on. It simply centers around going backwards, thinking it will move us forward.

Jim McCutcheon of HIGHGROVE PARTNERS, in ATLANTA, said in a recent webinar we hosted, "These are the times where great companies are made." Let's you and I think about that the next time we are considering retreating to our COMFORT ZONE!

TELL US YOUR THOUGHTS . . . GIVE A COMMENT BELOW ON WHAT INITIATIVES YOU ARE FOLLOWING THROUGH ON EVEN THOUGH IT MAY NOT BE COMFORTABLE TO DO . . .

GO GET EM
JIM PALUCH
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THE SIMPLEST THING

We use this concept a lot in WORKING SMARTER. Asking the question, WHAT IS THE SIMPLEST THING I CAN DO TO MAKE IT A GREAT DAY, A GREAT MONTH, A GREAT YEAR? It comes from a book, "One Simple Step", and has become an important strategy for us to use at JP HORIZONS. We want to challenge you to do the same and if you are up to it, share your thoughts with us. That is the beauty of blogging, sharing ideas with people around the world. Hit the comment button right below this post and give us a quick answer to the question. . . WHAT IS THE SIMPLEST THING I CAN DO TO WORK SMARTER IN 2009? Go ahead! POST A COMMENT!

GO GET EM, JIM

Building Your Success One Day at a Time

Building Your Success One Day at a Time

• You want to visualize what you want your return to be for the business and for you personally. Set budget and financial targets that energize yourself and your team. We need to create a plan that shows us how we will win. Each of your team members need to be energized by the opportunity that stands in front of us. This is a key responsibility of leadership. .

• We each need clarity for the roles that we have to play at work. It is important that we allocate enough time in our defined roles so that we can get the mot important things accomplished. By laying your schedule out and staying focused you can make this happen. You need to have personal goals that you will achieve. Your leadership sets the tone for the entire company.

• We need to insure that we have the right level of commitment and clarity with each of our employees. They need to be set up so that they are in a position drive their areas of responsibility. We need to insure that they understand what is expected to accomplish and what they own. This means in the front end of your discussions you want everyone to COMPLETELY understand what needs to happen. Each person needs to have standard work for her in their position so that everyone knows where we spend our time and what needs to be done. We want to know what hear plan is for the week ahead and how they will stay focused. You want to continue to get each player to look at how they are doing and how they feel about their performance. This means that we have to set the bar high and gain their full commitment. We have to work the process successfully as THE Coach.

• We want there to be a link between winning and pay. Each individual needs to believe that there will be a connection between doing well and being compensated for what they do. You want to layout what it will take to grow their compensation and put them in a position to make it happen. Each individual needs to believe that they are able to in what they are doing. This should not be grey or a surprise to your people. They need to each to know what they need to accomplish.