What Box? How to Turn Problems into Opportunities

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Albert Einstein once said, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” Put another way look in the mirror the next time you have a problem. Maybe it is actually a blessing in disguise. Maybe it is a lesson you need to learn. Maybe you have something to do with it. Take ownership and use these tips to guide you in finding creative solutions when others are trapped by paranoia, resistance, drama and disempowering paradigms.

Tip #1: Ask “What if?” Use this question to open your mind and brainstorm multiple alternatives. There are more ways than one to solve a problem. Beware of getting trapped in the ‘Option A’ versus ‘Option B’ dispute. Seek options C and D. Chances are your best option might just be Option E or F – a combination of creative ideas.

Tip #2: Ask “Why?” Use this question to contemplate all of the reasons why this is an optimal solution. Keep an open mind as you explore all of the forces ‘for’ the idea. Challenge your own assumptions and suspend judgement as you play with the rationale.

Tip #3: Ask “Why Not?” This question allows us to consider the obstacles and risks that are likely to come with any solution. Specify any forces ‘against’ the idea and weigh the risks. Now consider countermeasures. What can you do to mitigate or eliminate the risks?

Tip #4: Ask “Who” can help me? Remember you may be part of the problem. Surround yourself with capable and knowledgeable people. Get the facts. Solicit feedback. Think teamwork. Collaborate. Consult with experts, directly and indirectly. Involving people from a variety of levels and functionalities, including customers, will help you challenge assumptions and think outside the box.

Tip #5: Ask “How?” Use this question to consider the practicality, cost and ease of implementation and sustainability. This is where the rubber meets the road. The world is full of good ideas but many change agents fail when it comes to successfully turning good ideas into great results. Use the ‘How’ question to uncover critical success factors necessary to develop an effective strategic plan.

Tip #6: Ask “When?” Timing will be one of your critical success factors. Remember, timing can be everything. Use this question to exercise wisdom, patience, discernment and caution when building and executing your plan. Be sure you are well prepared. Make sure you also recognize that time is money. Set aggressive goals to challenge limiting assumptions and stimulate creative thinking. Consider “What would it take to have this completed by the end of the week, or perhaps even the end of the day?”

Tip #7: Prepare for the “Yeah, buts!” Every successful entrepreneur and change agent knows that resistance is part of the transformation equation. We are always being challenged with comments like “Yeah, but this really isn’t a good time,” or “Yeah, but someone else is already doing it,” or “Yeah, but you can’t make any money doing that.” The ‘Yeah, buts’ are countless and often come from well-intentioned people very close to us – including ourselves! Be ready for this resistance by identifying potential ‘Yeah, buts’ ahead of time. Some of these may have been identified in the “Why Not?” exercise. Others may have been addressed in the ‘How’ questioning. A wise problem solver will anticipate resistance and be prepared for it. As a result, wise solutions are designed for success.

Tip #8: Consider “So What!” What difference does your idea or solution really make? Clever innovators and creative change agents recognize that solving problems ‘inside’ a box, when the box itself is the problem, is like moving chairs around on the Titanic. So what if we made small, incremental improvement. What if the competition is doing it in half the time or at half the cost? So what if we have achieved six sigma (near perfect) performance on our floppy disks or fax machines. No one wants them anymore! Remember, a paradigm shift can send everyone else back to zero.

Tip #9: Ask “Now What?” Creative thinkers recognize that we never really ‘get it right’ and we never really ‘get it done.’ Life is a continuous journey and as we evolve we uncover more and more opportunity for growth. We may achieve near perfection on a temporary product or process but resting on our laurels or becoming arrogant and resistant is a recipe for disaster. Use these tips to keep an open, contemplative mind. Learn to make change, not just manage it. There is less traffic on the leading edge.

About the Author

John MurphyJohn J. Murphy is an award-winning author, speaker, business consultant, whose most recent book is Zentrepreneur: Get Out of the Way and Lead. Drawing on a diverse collection of experiences as a corporate director, collegiate quarterback, spiritual mystic, and management coach, John has appeared on more than four hundred radio and television stations and his work has been featured in more than fifty newspapers nationwide. In 1988 he left corporate management to start his consulting company. He has now trained tens of thousands of people from dozens of countries. His clients include some of the world’s leading organizations. John lives in Grand Rapids, Michigan. Visit him online at www.venturemanagementconsultants.com.

How to Handle a Blitz: 4 Key Strategies for Successfully Negotiating During a Company Transition

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It happens. We rock and roll along in our career and then – wham! A blitz. The company announces a major organizational change. It could be a merger, acquisition, downsizing, rightsizing or some other sort of organizational change. As a result, the company requests you assume new, additional or high-risk responsibilities, or, potentially, work for a different company.

When a blitz occurs, employees stand stunned, and don’t always recognize or value their level of influence relative to compensation. Even when employers call a blitz, employees retain power and the ability to negotiate.

Next time a company hurtles a blitz, follow these 4 critical strategies for successfully negotiating any compensation.

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About the Author

Stacey HawleyStacey Hawley founded Credo, a compensation and talent management firm, in 2011. A recognized speaker, writer, and expert in compensation and talent management, Stacey is author of Rise to the Top: How Woman Leverage Their Professional Persona to Earn More and Rise to the Top and is a frequent contributor to Forbes, BusinessInsider.com, LearnVest, Working Mother, and The Glass Hammer. Her expertise has been cited in publications and resources such as Money magazine, MSN Careers, CareerBuilder, the Chicago Tribune, and LinkedIn.

Don’t just drink the water, eat it!

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Ask anyone in New York City why their bagels are the BEST in the world and they’ll say, “It’s the water!”

Ask anyone in Philadelphia why their cheesesteaks are the BEST in the world, and they will say, “It’s the bread.” Further questioning one will ask, “Why is the bread so different?” and they will say, “It’s the water!”

Water? Really?
Yes, water!

The unique water that’s ADDED to the standard ingredients makes the food BEST.

So I’m going to ask you two questions:
What’s in your water?
What makes your water different, better, than anyone else’s water?

There are 7.5 elements of your water that I will challenge you make you no different than anybody else’s water on the planet, and further challenge you that if you decide to improve those elements (your water), you can become the best in the world. Or at least the best in your marketplace.

1. Your attitude water. If you know and understand the classic definition of a positive attitude is, “The way you dedicate yourself to the way you think,” then it’s obvious that you can change and improve your attitude water by changing your morning routine. Wake up and start reading instead of watching TV. Reading a positive attitude book for ten minutes, highlighting, and taking notes about your thoughts, can begin a whole new attitude mindset that will separate and differentiate you from all of your peers, prospects, and customers.
2. Your belief water. While I have talked about belief for years, I’ve never said what it would take to build and strengthen your existing belief process. Invest thirty minutes of your time and make a list of the five parts of belief. You must believe you are the BEST person for the job, have the BEST business and products, that you can differentiate FROM your competitors, and that the customer is better off having purchased from you. If you don’t believe that your water is the best, how will you be able to transfer that message to anyone else?
3. Your compelling message and enthusiasm’s water. Present a compelling message and you will immediately differentiate yourself from 99.9% of all the salespeople on the planet. These are people who communicate poorly, or simply talk in terms of themselves. By becoming a prepared and enthusiastic presenter, you will be perceived as sparkling water. The opposite of sparkling water is flat water. In France it’s, “with gas” or “without gas.” Starting to get the message?
4. Your innovative ideas water. When you bring an idea to a customer it shows that you have prepared in terms of them. Your idea is about them and how they win, or how they profit. Once you get in the groove of innovation in creating ideas it will spill over to everything that you do. That’s hot water.
5. Your follow-through water. This water is the fulcrum point in the sale. Even if you have already made the sale, your customers expect both delivery and service in order to complete the sale in their mind. You will solve nothing until the customer receives your product or service, loves your product or service, and is completely impressed by the way you stay in touch and follow through.
6. Your relationship building water. Solid value-based relationships lead to repeat business and referrals. Do I need to say anything else about the importance and the value of this water?
7. Your trustworthiness water. This is slowly aged water. Trustworthiness comes from positive, favorable, consistent, truthful actions taken over time. Trust is not built in a day, it’s built day-by-day.
7.5 Your reputation water. Reputation water is the most valuable of them all. It means the rest of your water has all been given and received positively. It means that you have consistently performed to the delight of your customer. And it means that anyone can find you on the Internet and see your positive postings and results. It means that you have proven yourself to your customers and in your marketplace. You can never have too much reputation water. It’s my hope that your cup of reputation water runneth over.

BEST PART: When someone asks you why your sales are better that anyone else’s, your response can now be, “It’s the water!” – Keep ‘em guessing, baby. Keep ‘em guessing.

My water? I’m a Volvic water guy myself – switched from Fiji to France.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

Meetings: The Purpose, The Pain, The Possibility

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As business folk, we hold meetings regularly. Yet often we don’t accomplish what we set out to achieve. Why?

The Purpose

Meetings are held to accomplish a specific, beneficial outcome requiring the attendance of the right people with the right agenda.

The Problem/Pain

Often we end up with miscommunication, wasted time, incomplete outcomes, misunderstanding, lack of ownership and ongoing personnel issues – sometimes an indication of internal power and faulty communications issues.

The Possibility

With greater success we can: stimulate thinking; achieve team building, innovation, and clear communication; and efficiently complete target issues. Here are some problem areas and solutions:

People. When outcomes aren’t being met effectively it’s a people- and management problem including: fall-out, sabotage, and resistance; long execution times; exclusion of peripheral people; restricted creativity and communication; exacerbated power and status issues. Are the most appropriate people (users, decision makers, influencers) invited? All who have good data or necessary questions?

  • Rule: unless all – all – relevant people show up for the meeting, cancel it. It’s impossible to catch people up or have them collaborate, add creative thoughts, or discuss annoyances. Once it’s known that meetings aren’t held unless all are present, the frequency, responsibility, and motives shift.
  • Rule: unless all – all – of the people who will touch the outcome from the meeting’s goals are in some way represented, the outcome will not reflect the needs of all causing fallout later, with resistance, sabotage or a diminished outcome.

Agenda. No hidden agendas! Recipients of potential outcomes must be allowed to add agenda items prior to the meeting.

  • Rule: unless all – all – of the items of ultimate concern are on the agenda, the meeting will be restricted to meet the needs of a few with unknown consequence (resistance and sabotage).

Action. Too often, action items don’t get completed effectively. How do action items get assigned or followed up? What happens if stuff’s not done when agreed? How can additional meetings be avoided?

  • Rule: put a specific, consensual, and supervised method in place to ensure action items get accomplished as promised.
  • Rule: as meeting begins, get consensus on what must be accomplished for a successful outcome. This initial discussion may change agenda items or prioritize them, detect problems, assumptions, resistance before action items are assigned.

Discussion. How long do people speak? How do conversations progress? How do the proceedings get recorded? What is the format for discussions? How is bias avoided?

  • Rule: record (audio) each meeting so everyone who attends can have it available later. Folks who didn’t attend are not privy to this audio. (See People above).
  • Rule: design a time limit for speaking, and rules for topics, presentations, discussions, cross talk.
  • Rule: include periods of silence for thought, notes, reflection.

Understanding. Does everyone take away the same interpretation of what happened? How do you know when there have been miscommunications or misunderstandings?

  • Rule: unless everyone has the same perception of what happened for each topic, there is a tendency for biased interpretation that will influence a successful outcome.
  • Rule: one person (on rotation) should take notes, and repeat the understanding of what was said to get agreement for each item before the next item is tackled. This is vital, as people listen with biased filters and make flawed assumptions of what’s been said/agreed.

Transparency. Agendas should be placed online, to be read, signed-off, and added to.

  • Rule: whomever is coming to the meeting must know the full agenda.
  • Rule: everyone responsible for an action item must be listed with time lines, names of those assisting, and outcomes.

Accomplishments. Are items accomplished in a suitable time frame? What happens when they aren’t?

  • Rule: for each action item, participants must sign off on an agreeable execution. A list of the tasks, time frames, and people responsible must accompany each item, and each completed task must be checked off online so progress is accountable.
  • Rule: a senior manager must be responsible for each agenda item. If items are not completed in a timely way, the manager must write a note on the online communication explaining the problem, the resolution, and new time frame.

Meetings can be an important activity for collaboration and creativity if they are managed properly and taken as a serious utilization of time and output. Ask yourself: Do you want to meet? Or get work accomplished collaboratively?

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. (www.newsalesparadigm.com). She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it.

To contact Sharon Drew at [email protected] or go to www.didihearyou.com to choose your favorite digital site to download your free book.

Face-to-face networking is still the key to connections.

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How important is face-to-face networking to sales, relationships, career, and success?

I asked my commercial insurance agent, John Cantrell, to give me a synopsis of his networking strategies. John has been a friend, client, and vendor for the past 22 years. Here are two important facts about John:
1. His insurance business has exploded with growth over the past 22 years.
2. He is a MAJOR business networker in Charlotte.

I wonder if these two facts are connected? (Hint: THEY ARE!)

I asked John to tell me what networking has meant to him and his business over the last 20 years. His immediate answer was, “It has been the foundation of my most valuable clients, friends, suppliers, and relationships!”

Here’s the background of how to succeed as a local business networker from arguably the toughest sales category on the planet: insurance.

Here is John’s story and tips in his own words:
When I started in the insurance business, the first things I did was join the Charlotte Chamber. I started in the insurance business in 1993 as a fresh graduate from East Carolina with a finance degree. My dad gave me an opportunity, a desk, a chair, and a salary with a declining scale. He wasn’t going to throw me into the 10 foot deep water immediately, but he did make the impact known that I had to learn how to eat what I kill.

Shortly after joining the Chamber, I was a little discouraged. One of my best friends, Richard Herd, and I were talking one day about me not continuing to participate in the Chamber. It was about six months after my joining and he said, “just stick it out, get involved, get on some committees, and see what happens after a year. If you don’t like it, I’ll pay for your membership.”
Little did I know that 20 years later some of the people that I met then would be my best friends and longest term clients. People like Richard Herd, Jeffrey Gitomer, Michael Meehan, Eileen Covington.

Here is John’s networking and leadership history in the Charlotte Chamber:

  1. Business Growth Network. Served on committees welcoming new members and meeting other small business owners.
  2. Entrepreneur of the Year Awards. Committee Member and Chair for three years. Involved in selecting, interviewing, and running the event held at the Convention Center.
  3. Charlotte Chamber Business Owner Peer Group. For five years he met monthly with non-competing business owners to discuss business problems. How to hire, fire, train, and market business.
  4. Chamber New Member Orientation. For two years he chaired and led a monthly meeting to explain how the Chamber works for new members.
  5. Charlotte Area Councils. John has been involved in this for ten years and he’s still active at the monthly lunch meetings where they bring in a speaker and offer time to network.
  6. Business After Hours. Cocktails after work with other business professionals at different venues around town. Great way to keep friendships current.
  7. Charlotte Chamber Board of Advisor. A higher level membership that attracts more of the high-level business owners and managers.

John says, “It’s about the developing core networking places and participating, getting involved, and establishing a leadership position. But, everyone is different. Some people are morning people, and some are night owls. Work at your best system and process that lets you get the most done in the time that you dedicate to networking.”

Here are John’s other core networking groups described in his own words:
Rotary. I have been in Rotary clubs since 1997, where I was the founder of Mecklenburg South Rotary. Rotary has been a great organization to participate in. It is not a sales networking organization. It is a service club that gives you the opportunity to meet and network with others.
Leads groups. I have been in numerous different groups that have differing levels of success. One of the best things that you can do in those is use it as opportunities to build relationships with people that you trust and value and work in similar circles as you do.

NOTE FROM JOHN TO NEWCOMERS: When you are brand-new in the sales world, you don’t have a lot of things filling your calendar. Fill it with networking events and Chamber events. Fill it with opportunities to meet and build your network of people. The best strategy is to help them achieve the things they’re trying to achieve. Pay it forward and you’ll always get paid back.

NOTE FROM JEFFREY: Thank you John for providing your personal achievements. You are a model networker. I hope many other salespeople and businesspeople will follow your path.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].