“Defeat is not defeat unless accepted as a reality in your own mind.”
Bruce Lee (1940 – 1973)
Chinese American actor, martial arts instructor, philosopher, film director and producer, screenwriter, and founder of the Jeet Kune Do martial arts movement; considered one of the most influential martial artists of the 20th century and a cultural icon
In the early years of my entrepreneurial life two words were shared with me that made a very big difference for my audience reach and business planning strategy. These two words are ‘repurpose‘ and ‘leverage.’
As I began to read marketing materials, it was clear I needed to create a multitude of product and service which seemed close to impossible. Upon speaking to a business coach, I was advised to repurpose materials. It was further explained that whichever vehicle comes first the underlying themes can be a basis for further content. There is no sense re-inventing the wheel. Additional cautionary advice received suggested I take the initial offering to more in-depth levels.
A few years later, another business advisor suggested I develop a sales tip sheet as a gift when someone purchases a product or service from me. His last sentence sent the wheels in motion: “Develop 10 tips and for each one develop another 10 tips – you will easily derive a total of 100 tips for your clientele.”
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About the Author
Elinor Stutz, CEO of Smooth Sale, LLC believes building relationships before the sale and continuing long after is the only way to sell and build a dynamic business. Elinor’s book, Nice Girls DO Get The Sale, is an International Best Seller. Her new book, Hired!: How to Use Sales Techniques to Sell Yourself On Interviews (Career Press), is based upon her own experience and years of community service. To read Elinor’s complete biography, click here.
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Special Edition 53 – An Interview with Randy Dobbs, author of Transformational Leadership examines what it takes to achieve real and meaningful organizational change in a way that improves overall performance and ultimately enhances the bottom line. During our discussion, Randy Dobbs, author of Transformational Leadership: A Blueprint for Real Organizational Change, share with us his insights, approaches, and real-world experiences regarding:
- the importance of having earnings as a transformational goal and how to link that goal to an organizational change
- personal qualities, characteristics, and attributes transformational leaders embody
- the ‘secret sauce’ of transformational change and how a leader creates it
- basic building block steps to achieving real organizational change
- signs the organization has achieved a true transformation and won’t revert back to past habits or the way it used to be done
- achieving and maintaining a balance of both personality and style and knowledge, skills, and experiences among members of the senior leadership team
- when inheriting a leadership team, how to identify who on that team should stay, who should go, and what role each person should fill
In addition to the incredible insights Randy shares in Transformational Leadership and this special edition podcast are the resources accessible from his website, www.DobbsLeadership.com. Randy’s book, Transformational Leadership, can be purchased by clicking here.
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About the Authors
Randy Dobbs, author of Transformational Leadership, is a Senior Operating Executive at Welsh, Carson, Anderson & Stowe; one of the largest and most successful private-equity firms in the United States. Randy rose to become a CEO in a General Electric Company business with the encouragement and coaching of high-level executives including the legendary GE Chairman, Jack Welch. In a string of GE positions of increasing responsibility, Randy excelled as a turnaround specialist who transformed every organization he led and established a winning record of improved earnings. More recently, Randy used the same ‘secret sauce’ to transform and improve earnings as CEO of Philips Medical Systems, North America, and USIS, a leading global security services provider, where he led 7,000 knowledge workers to a new understanding of how to work together to achieve business results. To read Randy’s complete biography, click here.
The StrategyDriven family is proud to introduce Sharon Drew Morgen as our newest contributing author!
Sharon Drew is the developer of the Morgen Buying Facilitation Method®, a decision facilitation model that helps decision-makers recognize and manage the internal, behind-the-scenes issues that must be addressed in order to get the buy-in necessary to implement any change.
Sharon Drew is the author of The New York Times Business Bestseller Selling with Integrity, the Amazon Bestseller, Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it, and 5 other books on helping buyers manage their change management issues before they can make a purchase. She has written over 1000 articles, done over 40 podcasts and webinars, and has a blog that is currently ranked #6 of all sales and marketing blogs. Sample chapters of Sharon Drew’s work include:
- Buying FacilitationTM: The new way to sell that influences and expands decisions
- Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it
Buying FacilitationTM has been trained on at several global corporations such as: KPMG, BOSE, Intuit, Wachovia, Dryfus-Mellon, Morgan Stanley, Kaiser, Proctor and Gamble, and DuPont. Sharon Drew is currently adding her content to Kadient playbooks and is speaking with other sales/marketing enablement companies to add Buying FacilitationTM to the front end of their current technology to help sellers enter the buyer’s buying decision journey earlier.
In this hyper-competitive business world there are no points for second place. Companies not achieving excellence in key performance areas as defined by their chosen market often find themselves driven to irrelevancy by competitors and in danger of going out of business. Subsequently, organization leaders must know how their company performs against standards of excellence in the key areas to be able to make the investment decisions necessary to remain competitive.
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