Have you ever taken the time to just think about what you put your time into? If so, spend some time comparing it to the things that you want - in life, in work, financially, family, etc, etc, etc. How does the time you spend compare to the things you want? You need to realize something very important: You're going to get exactly what you're willing to put your time into. So, where are you spending your time?
I want to be (for lack of better words) a famous management guru. I also want to someday win a million dollars in a world class poker tournament. I want my kids to be crazy smart and be more successful that I dream of even myself being. I want my wife to think and say nice things about me when she thinks of me and talks to others (and I want her to mean it). All of that stuff takes work (TIME).
What do you want? Maybe you want to make more money. Maybe you want to make A LOT more money. Or, maybe you want to be a better cook, or a better student. Maybe you want to be a better hunter, better coach, better mom or better dad. You just might want to be better than the person in the office next to you. OR - Maybe you want to be the best at something. (Yes, I know - I've made my point.)
Personally, I think you should want to be the best at something. I sure do. I want to be the best at everything that I do. Well then, figure out all the other places you're wasting your time and re-allocate that time to the things you want to be best at. Then, work at being the very best in the world. Don't sell yourself short either. Believe me, you can be the best at something.
I'll get you started. This is so easy - I promise you that you can get this done.
Step 1: Write Down Exactly and Specifically What You Want to be THE BEST AT.
Step 2: Write down 5 or 10 ways you can make that happen.
Step 3: Never, ever give up until you've accomplished your goals.
Step 4: Give yourself a way of knowing when you've accomplished your goals.
Step 5: Reward yourself for getting it done.
Also, be reasonable. Look, I want to be President of the United States, but they're not going to let that happen. I also want to be Free Safety for the Dallas Cowboys, but I can't list all the reasons that's not going to happen. However, I do want to make $350,000 per year. I can make that happen, so I'm working the steps. I do want to be on the cover of a business-related magazine. I can make that happen too, so I'm working the steps. I'm just putting the time in that it takes to get this done. It's hard work, but the payoff is going to be huge. And, I think I'm worth it. And, so are you.
Finally, if you find yourself reading this and telling yourself reasons you can't do what you want, or reasons you can't have success in areas that I think you should, then stop it. Start back over at the top and try again. Don't shut yourself down. There are plenty of people out there who will try to do that. Don't help them. Lots of people are going to tell you that you can't do stuff. That's OK. They're wrong anyways. Don't make it true by buying into it.
For lots of people, this requires a complete paradigm shift in their lives, but you know what? Make that shift. Don't sell yourself short. You're worth the success that you dream you should have and it's not too late either. Carpe Diem - "Sieze the Day!" Sieze it every day.
Showing posts with label goals. Show all posts
Showing posts with label goals. Show all posts
Sunday, July 25, 2010
Wednesday, December 30, 2009
You're Better Than That!
Most of us do way too much negative self-talk. I'm not good enough. I'm bad at math. I'm a terrible public speaker. I'm not organized. I'm not qualified. And on and on and on. So, there's this quote that basically says, "whether you think you can or you can't - you're right." You'll just continue on being unable to do whatever it is that you've convinced yourself over the years that you can't do.
So, why all of this negative self-talk? Isn't it bad enough that others are going to say bad things about you? Even those things don't need to be true. They're only true if you make them true. If not, then it's just silent noise.
A consultant once asked me what one of my worst qualities was as a manager. I told him that I had huge stacks of paper in my office that gave me anxiety over worrying that something important wasn't getting done. Now pay attention to what's next because it's so simple and so obvious. He told me to get a piece of paper and write down the exact opposite of my negative self-belief. So, I did.
I don't keep huge stacks of paper in my office and I don't have anxiety because I'm doing the important things.
Just thinking about that felt so good. What a load off! Next, he told me to write down 10 ways to make that new, positive statement 100% true - and I did.
Since then, I don't keep huge stacks of paper in my office anymore. I just work the best ideas from my original 10-point list. The beauty of this very-simple idea is that it works on just about everything. I joke that the only thing I can't make it work on is being taller. That just is what it is. But it does work on most other things.
So, every time you find yourself saying something negative about yourself, remember that you're better than that. Write down the opposite and make a 10-point list that will help you make the new truth a permanent reality.
You are good enough. You are good at math. You're a great public speaker. You are organized and you are qualified. You do not keep huge stacks of paper on your desk (and neither do I). This paradigm shift will change your life. You will find amazement in all of the things you're good at when you give yourself a chance to be great.
So, why all of this negative self-talk? Isn't it bad enough that others are going to say bad things about you? Even those things don't need to be true. They're only true if you make them true. If not, then it's just silent noise.
A consultant once asked me what one of my worst qualities was as a manager. I told him that I had huge stacks of paper in my office that gave me anxiety over worrying that something important wasn't getting done. Now pay attention to what's next because it's so simple and so obvious. He told me to get a piece of paper and write down the exact opposite of my negative self-belief. So, I did.
I don't keep huge stacks of paper in my office and I don't have anxiety because I'm doing the important things.
Just thinking about that felt so good. What a load off! Next, he told me to write down 10 ways to make that new, positive statement 100% true - and I did.
Since then, I don't keep huge stacks of paper in my office anymore. I just work the best ideas from my original 10-point list. The beauty of this very-simple idea is that it works on just about everything. I joke that the only thing I can't make it work on is being taller. That just is what it is. But it does work on most other things.
So, every time you find yourself saying something negative about yourself, remember that you're better than that. Write down the opposite and make a 10-point list that will help you make the new truth a permanent reality.
You are good enough. You are good at math. You're a great public speaker. You are organized and you are qualified. You do not keep huge stacks of paper on your desk (and neither do I). This paradigm shift will change your life. You will find amazement in all of the things you're good at when you give yourself a chance to be great.
Saturday, March 21, 2009
Working ON the Business
As a top manager or business owner, the way you spend your time at work will determine the impact you have on the business - either positive or negative. You can not allow yourself to get buried in the day-to-day tasks of your organization. If you, for example, answer phones, stock shelves, purchase inventory, or do other work that could be handled by someone else, you are hurting your business because you aren't serving your primary purpose of growing the business. When you spend most of your time working in the business, it's like you're a hamster on a wheel - you're working really hard and getting no where.
As the top manager or owner, you need to spend the vast majority of your time working on the business. When you work ON the business, you are doing things that grow the company in many different ways, from creating policies and procedures, to devising strategy for getting new customers. Some tasks that you should be doing instead of the day-to-day tasks of the operation are:
1. Writing and modifying policies and procedures.
2. Writing marketing and strategic plans.
3. Creating budgets and reviewing financial statements.
4. Talking to customers to get their feedback on ways to improve the business.
5. Training others to do the day-to-day tasks of the organization.
6. Reviewing sales reports.
7. Reviewing your chart of graphs to find problems and opportunities.
8. Training people to do the training of others.
9. Delegating assignments and following up on their completion.
10. Working with suppliers to get better deals.
11. Talking to established clients and future prospects.
12. Talking to your staff to find out what problems they are having and identify areas needing improvement.
13. Creating new products for sale.
14. Building alliances with complimentary products and services.
15. Finding ways to get more efficient.
These important tasks can not be left to someone else. You are ultimately responsible for the success or failure of you operation. Jefferey Fox suggests (and I agree) that you first need to hire a office / business manager and a marketing / sales person. You will be able to delegate many key tasks to these positions which will save you the time you need to work on the business. While these people will also be charged with doing their part to work on the business, their key responsibilities will be to work in the business and ensure that your priorities are handled effectively.
Working ON the business is the only way for you to grow the business to the level that you envision in your own mind. Start delegating the day-to-day tasks of the organization and do the things needed to grow your business.
As the top manager or owner, you need to spend the vast majority of your time working on the business. When you work ON the business, you are doing things that grow the company in many different ways, from creating policies and procedures, to devising strategy for getting new customers. Some tasks that you should be doing instead of the day-to-day tasks of the operation are:
1. Writing and modifying policies and procedures.
2. Writing marketing and strategic plans.
3. Creating budgets and reviewing financial statements.
4. Talking to customers to get their feedback on ways to improve the business.
5. Training others to do the day-to-day tasks of the organization.
6. Reviewing sales reports.
7. Reviewing your chart of graphs to find problems and opportunities.
8. Training people to do the training of others.
9. Delegating assignments and following up on their completion.
10. Working with suppliers to get better deals.
11. Talking to established clients and future prospects.
12. Talking to your staff to find out what problems they are having and identify areas needing improvement.
13. Creating new products for sale.
14. Building alliances with complimentary products and services.
15. Finding ways to get more efficient.
These important tasks can not be left to someone else. You are ultimately responsible for the success or failure of you operation. Jefferey Fox suggests (and I agree) that you first need to hire a office / business manager and a marketing / sales person. You will be able to delegate many key tasks to these positions which will save you the time you need to work on the business. While these people will also be charged with doing their part to work on the business, their key responsibilities will be to work in the business and ensure that your priorities are handled effectively.
Working ON the business is the only way for you to grow the business to the level that you envision in your own mind. Start delegating the day-to-day tasks of the organization and do the things needed to grow your business.
Friday, March 13, 2009
My Story of Perseverance
This is part of my story and due to its personal nature is the hardest entry I will write. Some will find it "cheesy". Others will find it self-serving. Still others might even find it pointless. But, someone will find it motivating and inspiring. I am writing this to that person.
As a kid, I was small, quiet, shy, and in my opinion, just average, but there was my grandmother. She always told me that I was big, and smart, and cute, and great at everything. She told me that I could do anything that I wanted to. I believed her. Thank God she was right.
At the age of 9, my grandmother asked me if I wanted to learn how to play the "fiddle" (not the violin - trust me there's a difference). I wanted to please her so I said yes. She paid for my lessons with the best fiddle player I have ever heard. Before the year was up, she began entering me into fiddle competitions against other kids my same age. I stood on a stage, in front of a microphone and crowds of people who were watching and hoping that their kids would win. At the end of each competition, I disappointed quite a few moms and grandmothers. My grandmother always told me I was the best and I believed her. I never placed lower than 2nd, but usually 1st (and I won $25 to $50 each time - I couldn't believe that they paid me to do that).
I continued winning for the next 3 years until I put down the fiddle to play the trombone. Thankfully, I maintained my healthy self-esteem and was the best at trombone too. I won 1st place in most of the competitions. I was the "1st chair" of my band's trombone section. I played solos in the Jazz band and solos in the marching band, including the state champion band when I was just 15. I stood on the 45 yard line of the University of Texas football stadium and played a beautiful solo - totally fearless and absolutely unaware of the possibility of failure.
After a few years of music, I decided to quit the band to focus on sports. Several years before this, I was little and slow. Instead of giving up on sports, I just kept working at it. As a 14-year old, I began to grow, got faster, and generally began to "figure it out". By my freshman year in high school, I made the varsity track team for the 400m dash and the mile relay. I wasn't slow anymore. In practice, I ran until I literally puked every single day, then I kept running. In my sophomore year, I blew out my ACL (knee ligament) and had to run with a bulky, fiberglass brace for the next 2 years after two knee surgeries. In each of those 2 years, I was voted the MVP of my varsity track team, despite running on a bad knee.
Academically, I was a straight-A honor student and an officer in the National Honor Society. I graduated high school with honors and went straight to college at the University of North Texas. It was at this stage of my life that everything temporarily fell apart. I went thru 3 different academic programs, was placed on academic probation, and at one point was 1 hour away from being placed on academic suspension. I got an A in that 1-hour basketball class and the rest was history. I started making the deans list, re-took all of the classes I failed, and finally graduated with a degree in Kinesiology (coaching, PE, personal training, etc).
I knew I was going to be a strength coach until the Summer of '98 when I spent one training camp with the Tampa Bay Buccaneers as a volunteer strength coach. What a great experience this was, but it helped me realize that I needed to change career paths because I wanted to be able to spend time with my family while making a fortune professionally. That just wasn't going to happen soon enough for me in the NFL.
Two years later, my boss asked me a life-changing question: "Chris, do you think you could run this place?" "Of Course," I said, and I had no idea whatsoever about how to do it, but I knew I could do anything, so I said yes. Years later, we're breaking records. Since then, I went back to school to get my MBA (Master's of Business Administration) and I am so proud and thankful that my grandmother was still alive to see it. Sadly, she later passed away and I will never stop missing her and I will NEVER forget her - enough said.
The keys to my success (and the main point of this entry that I hope you will take away and use for yourself) were the unbelievable and infinitely loving supportiveness of my grandmother, my subsequent huge belief in myself and my abilities, extraordinary hard work and perseverance, never turning down a great and life-changing opportunity, and a laser-sharp focus on my goals. You need to believe in yourself. Otherwise, how can you expect anyone else to? Always work hard and set big goals. Never turn down a great opportunity. These are the lessons from this part of my life.
As a kid, I was small, quiet, shy, and in my opinion, just average, but there was my grandmother. She always told me that I was big, and smart, and cute, and great at everything. She told me that I could do anything that I wanted to. I believed her. Thank God she was right.
At the age of 9, my grandmother asked me if I wanted to learn how to play the "fiddle" (not the violin - trust me there's a difference). I wanted to please her so I said yes. She paid for my lessons with the best fiddle player I have ever heard. Before the year was up, she began entering me into fiddle competitions against other kids my same age. I stood on a stage, in front of a microphone and crowds of people who were watching and hoping that their kids would win. At the end of each competition, I disappointed quite a few moms and grandmothers. My grandmother always told me I was the best and I believed her. I never placed lower than 2nd, but usually 1st (and I won $25 to $50 each time - I couldn't believe that they paid me to do that).
I continued winning for the next 3 years until I put down the fiddle to play the trombone. Thankfully, I maintained my healthy self-esteem and was the best at trombone too. I won 1st place in most of the competitions. I was the "1st chair" of my band's trombone section. I played solos in the Jazz band and solos in the marching band, including the state champion band when I was just 15. I stood on the 45 yard line of the University of Texas football stadium and played a beautiful solo - totally fearless and absolutely unaware of the possibility of failure.
After a few years of music, I decided to quit the band to focus on sports. Several years before this, I was little and slow. Instead of giving up on sports, I just kept working at it. As a 14-year old, I began to grow, got faster, and generally began to "figure it out". By my freshman year in high school, I made the varsity track team for the 400m dash and the mile relay. I wasn't slow anymore. In practice, I ran until I literally puked every single day, then I kept running. In my sophomore year, I blew out my ACL (knee ligament) and had to run with a bulky, fiberglass brace for the next 2 years after two knee surgeries. In each of those 2 years, I was voted the MVP of my varsity track team, despite running on a bad knee.
Academically, I was a straight-A honor student and an officer in the National Honor Society. I graduated high school with honors and went straight to college at the University of North Texas. It was at this stage of my life that everything temporarily fell apart. I went thru 3 different academic programs, was placed on academic probation, and at one point was 1 hour away from being placed on academic suspension. I got an A in that 1-hour basketball class and the rest was history. I started making the deans list, re-took all of the classes I failed, and finally graduated with a degree in Kinesiology (coaching, PE, personal training, etc).
I knew I was going to be a strength coach until the Summer of '98 when I spent one training camp with the Tampa Bay Buccaneers as a volunteer strength coach. What a great experience this was, but it helped me realize that I needed to change career paths because I wanted to be able to spend time with my family while making a fortune professionally. That just wasn't going to happen soon enough for me in the NFL.
Two years later, my boss asked me a life-changing question: "Chris, do you think you could run this place?" "Of Course," I said, and I had no idea whatsoever about how to do it, but I knew I could do anything, so I said yes. Years later, we're breaking records. Since then, I went back to school to get my MBA (Master's of Business Administration) and I am so proud and thankful that my grandmother was still alive to see it. Sadly, she later passed away and I will never stop missing her and I will NEVER forget her - enough said.
The keys to my success (and the main point of this entry that I hope you will take away and use for yourself) were the unbelievable and infinitely loving supportiveness of my grandmother, my subsequent huge belief in myself and my abilities, extraordinary hard work and perseverance, never turning down a great and life-changing opportunity, and a laser-sharp focus on my goals. You need to believe in yourself. Otherwise, how can you expect anyone else to? Always work hard and set big goals. Never turn down a great opportunity. These are the lessons from this part of my life.
Wednesday, March 11, 2009
Turning Around a Failing Business - Part 1
Three years ago, I had the unique and special opportunity to turn around a failing business. It was my company's second office. The manager at the time was a brilliant clinical practitioner, but the management decisions that were made absolutely destroyed the company. At one point, the company was losing tens of thousands of dollars every month, and the next part of the story is my favorite. Read on.
My office is internationally accredited for excellence in rehabilitation. This is a very prestigious honor that we have maintained for 7 years. Three years ago, we were set to undergo our next accreditation survey, but the weather was a horrible icy mess. I was worried that I would be iced in the morning of the survey, so I decided to spend the night in my office floor so that even if nobody else was there to oversee the survey, I would be. Yes, I slept overnight in my office floor. When I woke up the next morning, I got dressed and ready for the survey team to show up (fortunately, they stayed in town overnight so they were able to be at the office that morning). My boss (the CEO) stopped me in the hallway and told me something that I will never forget. He told me that the manager of the other (failing) office said it was my fault his office was failing, due to some really ridiculous reasons that later proved to be false.
Recap: I just woke up from sleeping in my office floor. We subsequently received the maximum accreditation by the survey team. My office was making money. His office was losing money. I WASN'T EVEN LISTED ON HIS OFFICE'S ORG CHART. But, the problems were all my fault. Really? Jim Collins writes about this sort of thing in his book, "Good to Great". Only he writes about the opposite kind of manager who looks out the window for success and in the mirror for failures.
Anyways, to skip to the really good part - a few months later, the truth came out. I took over that failing office, turned it into a profit machine with the help of other managers, and it has just finished breaking records in net income for the last two years. I use the management principles in my blogs daily. These principles are the base line for how to get this sort of turnaround done.
For more on the details of how we turned office #2 around watch for Part 2 of Turning Around a Failing Business.
My office is internationally accredited for excellence in rehabilitation. This is a very prestigious honor that we have maintained for 7 years. Three years ago, we were set to undergo our next accreditation survey, but the weather was a horrible icy mess. I was worried that I would be iced in the morning of the survey, so I decided to spend the night in my office floor so that even if nobody else was there to oversee the survey, I would be. Yes, I slept overnight in my office floor. When I woke up the next morning, I got dressed and ready for the survey team to show up (fortunately, they stayed in town overnight so they were able to be at the office that morning). My boss (the CEO) stopped me in the hallway and told me something that I will never forget. He told me that the manager of the other (failing) office said it was my fault his office was failing, due to some really ridiculous reasons that later proved to be false.
Recap: I just woke up from sleeping in my office floor. We subsequently received the maximum accreditation by the survey team. My office was making money. His office was losing money. I WASN'T EVEN LISTED ON HIS OFFICE'S ORG CHART. But, the problems were all my fault. Really? Jim Collins writes about this sort of thing in his book, "Good to Great". Only he writes about the opposite kind of manager who looks out the window for success and in the mirror for failures.
Anyways, to skip to the really good part - a few months later, the truth came out. I took over that failing office, turned it into a profit machine with the help of other managers, and it has just finished breaking records in net income for the last two years. I use the management principles in my blogs daily. These principles are the base line for how to get this sort of turnaround done.
For more on the details of how we turned office #2 around watch for Part 2 of Turning Around a Failing Business.
Business in Your Own Image
Many businesses take on the personality of its top manager. Who do you want your business to be? If you are a manager who panics in adversity, your company could find itself in a state of paralysis. Your staff will fight with each other and they will eventually quit to work somewhere more stable. Customers will realize it and they will leave too.
On the other hand, confident and optimistic managers will build a strong organization filled with employees who feel empowered to make good decisions for the company and its customers. Employees will report high satisfaction and customers will buy more products and purchase them more often. Confident and optimistic managers inspire the staff to achieve high goals. Their inspiration will be measured in many areas throughout the organization.
As a manager, who do you want your business to be? What do you want outsiders to think of you when they interact with your organization?
Here are 10 tips to build an organization in your good image.
1. Always seek to inspire and motivate.
2. Always be positive and upbeat.
3. Talk about big goals with all levels of the organization.
4. Be fun, have fun, and encourage everyone else to have fun.
5. Choose optimism over pessimism always.
6. Never panic - ever.
7. Be decisive and consistent.
8. Be highly organized and promote efficiency.
9. Get in really good physical shape and be in great health.
10. Meet with your employees often, get their opinions, and solve their problems.
Remember: Your company will be a reflection of you.
On the other hand, confident and optimistic managers will build a strong organization filled with employees who feel empowered to make good decisions for the company and its customers. Employees will report high satisfaction and customers will buy more products and purchase them more often. Confident and optimistic managers inspire the staff to achieve high goals. Their inspiration will be measured in many areas throughout the organization.
As a manager, who do you want your business to be? What do you want outsiders to think of you when they interact with your organization?
Here are 10 tips to build an organization in your good image.
1. Always seek to inspire and motivate.
2. Always be positive and upbeat.
3. Talk about big goals with all levels of the organization.
4. Be fun, have fun, and encourage everyone else to have fun.
5. Choose optimism over pessimism always.
6. Never panic - ever.
7. Be decisive and consistent.
8. Be highly organized and promote efficiency.
9. Get in really good physical shape and be in great health.
10. Meet with your employees often, get their opinions, and solve their problems.
Remember: Your company will be a reflection of you.
Sunday, March 8, 2009
Think BIG!
The most successful people in our history have been big thinkers. Thinking big is a key ingredient to reaching huge goals. Instead of thinking incrementally, you need to think exponentially. My company just finished back-to-back record-breaking years. After reaching such a great accomplishment, I decided that I wanted to double in the next two years. So, I set a goal to double in the next two years. Simple. In order to reach big goals, you first must set big goals. Guess what has happened? The first 2 months of this year were double the average of the last 2 years. Setting big goals can be powerful. We'll keep it going in that direction too!
What big goals have you set for yourself and your business? Guess what? They aren't big enough, so set them higher. The pastor of my church, who is a very wise and great man, once said that God wants us all to achieve great things. He said that regardless of how big we think, it's never big enough. So, of course I look back at my business goal of doubling and I wonder how small that goal really is compared to my abilities. We'll sure see.
Get out of your comfort zone. Anyone can set conservative and easy goals. If anyone can do it, then it's not good enough. Be a little uncomfortable with your big goals. I want people to think you're just being cocky when you announce your goals. Good! Let them think that.
And, that leads to the next point - announce your goals publicly. You need to write them down, share them with others, and be held accountable for reaching those goals. Most people will work like hell to do what they say they are going to do. So, say it loud. Everyone in the organization, in your family, and your circle of friends needs to be aware of your big goals. Give yourself something big to live up to.
What's the worst thing that could happen by setting big goals - even bigger goals, announcing them and then working like crazy to reach them? Only good things can happen. Shoot for the moon and reach the stars. If I plan to double, but then only increase profit by 50%, do you think anyone's going to ridicule me? Heck no! I'll be known as the guy who broke company records 3 years in a row. I'll take that any day. Wouldn't you?
So, think BIG - BIGGER! Be careful though. This kind of thinking could make you famous.
What big goals have you set for yourself and your business? Guess what? They aren't big enough, so set them higher. The pastor of my church, who is a very wise and great man, once said that God wants us all to achieve great things. He said that regardless of how big we think, it's never big enough. So, of course I look back at my business goal of doubling and I wonder how small that goal really is compared to my abilities. We'll sure see.
Get out of your comfort zone. Anyone can set conservative and easy goals. If anyone can do it, then it's not good enough. Be a little uncomfortable with your big goals. I want people to think you're just being cocky when you announce your goals. Good! Let them think that.
And, that leads to the next point - announce your goals publicly. You need to write them down, share them with others, and be held accountable for reaching those goals. Most people will work like hell to do what they say they are going to do. So, say it loud. Everyone in the organization, in your family, and your circle of friends needs to be aware of your big goals. Give yourself something big to live up to.
What's the worst thing that could happen by setting big goals - even bigger goals, announcing them and then working like crazy to reach them? Only good things can happen. Shoot for the moon and reach the stars. If I plan to double, but then only increase profit by 50%, do you think anyone's going to ridicule me? Heck no! I'll be known as the guy who broke company records 3 years in a row. I'll take that any day. Wouldn't you?
So, think BIG - BIGGER! Be careful though. This kind of thinking could make you famous.
Sunday, March 1, 2009
You Can Achieve Financial Freedom
How much of your income is going straight to credit cards, loans, and other wasteful spending? Have you ever taken the time to create for yourself a personal or family "operating" budget? Do you know how much money you and your family need just to get by? What percentage of your take-home pay goes to savings and what percentage goes to needless waste? How long do you have before you will retire and when would you actually like to retire? How much money do you have and how much will you need to live on after retirement? If you lost your job today (which is a sad reality for record numbers of Americans today) how many months would you be able to remain unemployed before you have to make very tough decisions about your home, cars, and other necessities? Will you be able to send your kids to college or will they need to get huge loans that they will have to pay back for the rest of their working, adult lives?
These are the tough questions that many of us face, but that so many of us don't have answers to or even know where to begin to look for those answers. In this blog, I am going to give you some very easy instructions on ways you can begin to answer these questions and achieve financial freedom. Notice that I didn't say to "get out of debt" or any other negative statements. Instead, I focused on the positive outcome of new strategies, "To Achieve Financial Freedom". Doesn't just saying that feel good? Imagine everything that this statement means to you. What is financial freedom to you? For me (as I've eluded to in previous posts), it's vacations to Vegas, relaxing on a beach, sending my kids to Notre Dame, having the house of my wife's dreams, and more. For all of us, it is something that makes us smile or something that makes us sad if we don't know how to get there. So, by all means, let's all get there. So, consider my advice below on getting yourself to your state of financial freedom.
1. Create a personal / family operating budget. All you need to know is how much money you bring home and how much money you spend. Break you spending down into the separate categories: Mortgage, utilities, car loan, insurance, gas, credit cards, groceries, etc. I recommend doing this in Microsoft Excel so you can save it on your computer and never lose it.
2. If you're like most people and you have a lot of credit card debt (or even just a little), get a poster board and create a "Payoff Schedule for Financial Freedom". Set a goal for the date that you want to be completely debt free. Divide your poster board into the number of months that it will take and list all of your credit cards, their current balances, and the minimum payments due monthly on each card. Each time that you make a payment, write it on the board. Each time you pay off a credit card completely, reward yourself reasonably. Set goals, achieve goals, and reward this achievement. Hang this poster board in a place where you will see it every day. Where many people fail, is thinking about the problem, setting a goal, and forgetting it soon after because it is out-of-sight and out-of-mind.
3. Cut up the credit cards and close the accounts as soon as the card is paid off. Cutting up the cards will prevent you from using them again. Closing the accounts will improve your credit score. Most people think that it's enough to just pay them off. A banker told me that closing the accounts is even better because it shows banks and other lenders that you don't have other revolving lines of credit that could get you into trouble later.
4. Where are your areas of wasteful spending? Everyone has some. For me, it was premium movie channels such as HBO. The time I spent watching this wasn't worth the money. I've also gotten more productive since cancelling these subscriptions. The book, "The Automatic Millionaire," calls this, "The Latte Factor". (Check out this book in my 5-Star Book Store.) Every dollar of wasteful spending that you can save, should be paid directly to debt.
5. Don't kick yourself too much for past mistakes. Getting down and depressed will only make the situation worse. Stop all of that negative self-talk. Thanks to your new plan, you are no longer that wasteful spender or that person who is deep in debt. Now, you are that intelligent, hard-working person who has a great plan for achieving financial freedom. In that way, you have already achieved a degree of freedom. Doesn't it feel good?
Finally, I want you to never lose focus of your goals and I want you to continuously work on your plan. I want it to be as natural to you as breathing. You need to be thinking about it all the time. Most likely, you didn't get in this situation over night, and it's going to take serious determination for you get out of it, but YOU WILL GET OUT OF IT.
DO YOURSELF A HUGE FAVOR: I want you to get the following books that I have placed in my 5-Star Book Store. I read these books and everyone who wants to get into a better financial position needs to read them to. These particular books, in my book store, are audio books and I did this because the #1 excuse I hear for people not reading and learning is that they don't have time. Well, guess what? You have time every day that you get into your car. Also, instead of watching all of your favorite TV shows, DVR them for later and pop in the Audio CD and take notes. When you have questions about the books, email me and I'll help you out. So, here are the books:
1. The Automatic Millionaire
2. You're Broke Because You Want to Be
3. Live With Passion: Strategies for Creating a Compelling Future
You have to hear these books. I want you to be able to do the things that others will not be able to do. So, do the things that others are unwilling to do. You can do it!
These are the tough questions that many of us face, but that so many of us don't have answers to or even know where to begin to look for those answers. In this blog, I am going to give you some very easy instructions on ways you can begin to answer these questions and achieve financial freedom. Notice that I didn't say to "get out of debt" or any other negative statements. Instead, I focused on the positive outcome of new strategies, "To Achieve Financial Freedom". Doesn't just saying that feel good? Imagine everything that this statement means to you. What is financial freedom to you? For me (as I've eluded to in previous posts), it's vacations to Vegas, relaxing on a beach, sending my kids to Notre Dame, having the house of my wife's dreams, and more. For all of us, it is something that makes us smile or something that makes us sad if we don't know how to get there. So, by all means, let's all get there. So, consider my advice below on getting yourself to your state of financial freedom.
1. Create a personal / family operating budget. All you need to know is how much money you bring home and how much money you spend. Break you spending down into the separate categories: Mortgage, utilities, car loan, insurance, gas, credit cards, groceries, etc. I recommend doing this in Microsoft Excel so you can save it on your computer and never lose it.
2. If you're like most people and you have a lot of credit card debt (or even just a little), get a poster board and create a "Payoff Schedule for Financial Freedom". Set a goal for the date that you want to be completely debt free. Divide your poster board into the number of months that it will take and list all of your credit cards, their current balances, and the minimum payments due monthly on each card. Each time that you make a payment, write it on the board. Each time you pay off a credit card completely, reward yourself reasonably. Set goals, achieve goals, and reward this achievement. Hang this poster board in a place where you will see it every day. Where many people fail, is thinking about the problem, setting a goal, and forgetting it soon after because it is out-of-sight and out-of-mind.
3. Cut up the credit cards and close the accounts as soon as the card is paid off. Cutting up the cards will prevent you from using them again. Closing the accounts will improve your credit score. Most people think that it's enough to just pay them off. A banker told me that closing the accounts is even better because it shows banks and other lenders that you don't have other revolving lines of credit that could get you into trouble later.
4. Where are your areas of wasteful spending? Everyone has some. For me, it was premium movie channels such as HBO. The time I spent watching this wasn't worth the money. I've also gotten more productive since cancelling these subscriptions. The book, "The Automatic Millionaire," calls this, "The Latte Factor". (Check out this book in my 5-Star Book Store.) Every dollar of wasteful spending that you can save, should be paid directly to debt.
5. Don't kick yourself too much for past mistakes. Getting down and depressed will only make the situation worse. Stop all of that negative self-talk. Thanks to your new plan, you are no longer that wasteful spender or that person who is deep in debt. Now, you are that intelligent, hard-working person who has a great plan for achieving financial freedom. In that way, you have already achieved a degree of freedom. Doesn't it feel good?
Finally, I want you to never lose focus of your goals and I want you to continuously work on your plan. I want it to be as natural to you as breathing. You need to be thinking about it all the time. Most likely, you didn't get in this situation over night, and it's going to take serious determination for you get out of it, but YOU WILL GET OUT OF IT.
DO YOURSELF A HUGE FAVOR: I want you to get the following books that I have placed in my 5-Star Book Store. I read these books and everyone who wants to get into a better financial position needs to read them to. These particular books, in my book store, are audio books and I did this because the #1 excuse I hear for people not reading and learning is that they don't have time. Well, guess what? You have time every day that you get into your car. Also, instead of watching all of your favorite TV shows, DVR them for later and pop in the Audio CD and take notes. When you have questions about the books, email me and I'll help you out. So, here are the books:
1. The Automatic Millionaire
2. You're Broke Because You Want to Be
3. Live With Passion: Strategies for Creating a Compelling Future
You have to hear these books. I want you to be able to do the things that others will not be able to do. So, do the things that others are unwilling to do. You can do it!
Saturday, February 28, 2009
Great Managers Reject Average
Great managers reject average because they know that it comes at the cost of excellence. Average does just enough to get by. It requires little effort or thought. It achieves average results. It settles for second best and even third best. Average doesn't impress customers, but it also doesn't bother them too much. It doesn't look for better ways to do things and it doesn't identify problems to be fixed. Average clocks in and clocks out and works just for a pay check. It is not invested in the company, the customers, or even in itself.
Despite its rejection by great managers, average is widely accepted by most of the public. Is anyone really ever surprised anymore when someone doesn't address them by name? Do we ever really complain when service is average or substandard? At restaurants, don't we see mistakes with the meal as just part of the experience?
I recently had an experience with a major delivery carrier that actually caused me to write this blog. After the delivery agency promised to have my package to my home after 5pm, the delivery attempt actually happened at 3:15pm. I was home by 4:15pm (early considering the promised delivery time), so I called the carrier and asked them to send the delivery man back to my house before the end of his shift. Fortunately, he was still in town, so I thought I was in luck. However, despite being just 10 minutes from my house, I was told that he couldn't make it back, but that I could meet him on the other side of town. I could drive 10 minutes to receive my home delivery, after the delivery time was not honored, but the driver could not spare those 10 minutes for me - the customer. When I questioned this decision to the telephone "service" agent, she actually told me that this decision was based on "driver discretion".
Driver discretion! But, what about the customer? It was too much for me to expect a promised delivery time, or an additional 10 minutes of drive time to just satisfy a customer. Don't these average companies know that they have competitors who will earn these customers right away from them? And guess what - it will take a just-better-than-average effort.
Now, as an example, here's how that delivery experience could have gone:
Telephone Service Agent - "Mr. Helms, please accept my apology for the mix-up. I am going to call the driver right away and re-route him directly back to your house. Can you hold the line for just a short moment please sir?" When she comes back on the line: "Mr. Helms, the driver wanted me to convey his sincere apologies as well. He understands that you left work early to receive this package on-time and he is going to be back at your house in 10 minutes. Will that be OK with you Mr. Helms? Also, the next time you need to ship a package Mr. Helms, please give the attendant the following reference number and receive 50% off of your delivery. We really appreciate your confidence in our ability to delivery your package on-time and with great accuracy Mr. Helms. Have a great day and enjoy your package!"
Mr. Helms - "Wow!"
Directive to all Managers: DO NOT ACCEPT OR TOLERATE AVERAGE!
Expect excellence in everything you do, and in everything your company does. Train your staff to be excellent. Recruit and hire only those people who have a history of and desire for excellence. Make your customers say, "WOW!" Achieve excellent results. Set high targets and exceed them. Reward your employees for achieving excellent results. Never reward average, as these are not results - these are the things that happen naturally just for getting out of bed in the morning. When you shoot for excellence, your company will be the sacred "Purple Cow" in your industry and certainly in your town.
Yes, great managers reject average because they know that average comes at the expense of the only acceptable outcome - EXCELLENCE.
Despite its rejection by great managers, average is widely accepted by most of the public. Is anyone really ever surprised anymore when someone doesn't address them by name? Do we ever really complain when service is average or substandard? At restaurants, don't we see mistakes with the meal as just part of the experience?
I recently had an experience with a major delivery carrier that actually caused me to write this blog. After the delivery agency promised to have my package to my home after 5pm, the delivery attempt actually happened at 3:15pm. I was home by 4:15pm (early considering the promised delivery time), so I called the carrier and asked them to send the delivery man back to my house before the end of his shift. Fortunately, he was still in town, so I thought I was in luck. However, despite being just 10 minutes from my house, I was told that he couldn't make it back, but that I could meet him on the other side of town. I could drive 10 minutes to receive my home delivery, after the delivery time was not honored, but the driver could not spare those 10 minutes for me - the customer. When I questioned this decision to the telephone "service" agent, she actually told me that this decision was based on "driver discretion".
Driver discretion! But, what about the customer? It was too much for me to expect a promised delivery time, or an additional 10 minutes of drive time to just satisfy a customer. Don't these average companies know that they have competitors who will earn these customers right away from them? And guess what - it will take a just-better-than-average effort.
Now, as an example, here's how that delivery experience could have gone:
Telephone Service Agent - "Mr. Helms, please accept my apology for the mix-up. I am going to call the driver right away and re-route him directly back to your house. Can you hold the line for just a short moment please sir?" When she comes back on the line: "Mr. Helms, the driver wanted me to convey his sincere apologies as well. He understands that you left work early to receive this package on-time and he is going to be back at your house in 10 minutes. Will that be OK with you Mr. Helms? Also, the next time you need to ship a package Mr. Helms, please give the attendant the following reference number and receive 50% off of your delivery. We really appreciate your confidence in our ability to delivery your package on-time and with great accuracy Mr. Helms. Have a great day and enjoy your package!"
Mr. Helms - "Wow!"
Directive to all Managers: DO NOT ACCEPT OR TOLERATE AVERAGE!
Expect excellence in everything you do, and in everything your company does. Train your staff to be excellent. Recruit and hire only those people who have a history of and desire for excellence. Make your customers say, "WOW!" Achieve excellent results. Set high targets and exceed them. Reward your employees for achieving excellent results. Never reward average, as these are not results - these are the things that happen naturally just for getting out of bed in the morning. When you shoot for excellence, your company will be the sacred "Purple Cow" in your industry and certainly in your town.
Yes, great managers reject average because they know that average comes at the expense of the only acceptable outcome - EXCELLENCE.
Wednesday, February 25, 2009
Boost Productivity With High Morale
Do not overlook the critical importance of having high morale among your staff. People who are unhappy, for good reasons or not, do an overall worse job than those who are happy. Unhappy or dissatisfied employees will be unproductive and make mistakes - even willful mistakes. These people will be more likely to run off your customers and they will bad mouth you to the public. You will pay them hour by hour and day by day to do a poor job and hurt your business until the day that you finally decide to fire them. The worst thing about this is that if you would have done a better job of boosting productivity by boosting morale, you could have avoided all of the bad things that happened. So, the question is: "How do I boost morale in my organization?"
The first thing you must do is ask the staff what's wrong and what's right, what they like and what they dislike, how they feel about management, what they would change about the company, and certainly other questions that are relevant to your organization. You need to take these answers very seriously - especially the trends or the responses that come up over and over again. Let the staff know that you are taking their responses seriously and take appropriate actions on the things that you can change. Communicate the reasons you can't change other things so that the staff at least knows they were considered.
How can you get positive responses that are leading to high productivity and excellent results? Great question! Here are some things you can do and that you really should do right away.
1. Give consistent positive feedback to everyone and for everything that deserves it, even for the smallest things.
2. Sincerely tell people thank you for doing a good job - consistently and often.
3. Don't obsess over the negative and don't panic, especially publicly for the staff to see.
4. Reward success. Set up a reward system for reaching desired targets. These do not have to be in the form of huge bonuses. Small, public rewards and recognitions will go a long way.
5. Give awards such as employee of the month or top performer award.
6. Be super-nice to people. Let them know that you LIKE them and that you CARE about them.
7. Do the little things that cost little and mean a lot. This is different in every office. In my office, it would be something as simple as letting the staff choose different color uniforms when we purchase new uniforms anyway.
8. Train your management team to be supportive to staff and to be expert in their work areas. Expert and supportive managers create high morale among their direct reports.
9. Train employees so that they are expert at their jobs. Highly trained employees tend to have higher job satisfaction because they are equipped to do a good job.
10. Speak nicely of employees in front of their coworkers, their managers, their husbands or wives, and others. Public recognition and compliments make people feel good and want to do a good job. This is very powerful.
Do not under-estimate the power of high morale over your company's productivity. If you ignore it, do not be surprised when you miss the mark. To break records, do the right things to keep people happy and motivated.
The first thing you must do is ask the staff what's wrong and what's right, what they like and what they dislike, how they feel about management, what they would change about the company, and certainly other questions that are relevant to your organization. You need to take these answers very seriously - especially the trends or the responses that come up over and over again. Let the staff know that you are taking their responses seriously and take appropriate actions on the things that you can change. Communicate the reasons you can't change other things so that the staff at least knows they were considered.
How can you get positive responses that are leading to high productivity and excellent results? Great question! Here are some things you can do and that you really should do right away.
1. Give consistent positive feedback to everyone and for everything that deserves it, even for the smallest things.
2. Sincerely tell people thank you for doing a good job - consistently and often.
3. Don't obsess over the negative and don't panic, especially publicly for the staff to see.
4. Reward success. Set up a reward system for reaching desired targets. These do not have to be in the form of huge bonuses. Small, public rewards and recognitions will go a long way.
5. Give awards such as employee of the month or top performer award.
6. Be super-nice to people. Let them know that you LIKE them and that you CARE about them.
7. Do the little things that cost little and mean a lot. This is different in every office. In my office, it would be something as simple as letting the staff choose different color uniforms when we purchase new uniforms anyway.
8. Train your management team to be supportive to staff and to be expert in their work areas. Expert and supportive managers create high morale among their direct reports.
9. Train employees so that they are expert at their jobs. Highly trained employees tend to have higher job satisfaction because they are equipped to do a good job.
10. Speak nicely of employees in front of their coworkers, their managers, their husbands or wives, and others. Public recognition and compliments make people feel good and want to do a good job. This is very powerful.
Do not under-estimate the power of high morale over your company's productivity. If you ignore it, do not be surprised when you miss the mark. To break records, do the right things to keep people happy and motivated.
Saturday, February 21, 2009
Do What Nobody Else Will Be Able To
I heard a quote several years ago that changed my total point-of-view and I have never forgotten it. Do what nobody else is willing to do today so that you can do what nobody else is able to do later. After hearing this, I re-evaluated everything.
I had to first determine what I wanted to be able to do later. I needed big dreams.
1. Vacation in Las Vegas with my wife anytime that I want to go.
2. Drive a Ferrari (this is my dream car).
3. Send both of my sons to Notre Dame.
4. Retire before I'm 50.
5. Buy my wife her dream house.
For me, this required a total paradigm shift. I started thinking like the kind of person who would accomplish those goals. Along the way (and I am still not close YET) I have made some momentum-accelerating decisions.
1. I get out of bed earlier than before.
2. I eat only healthy foods.
3. I work out (hard) at least 4 days per week.
4. Every time I get into my car, I listen to an audio book instead of the radio or music CD's.
5. I keep 2 or 3 business books on my nightstand to read when I'm going to sleep.
6. Instead of Sportscenter, I usually watch CNBC or Fox Business Network.
7. I became a member of the American Management Association to keep up-to-date on current management topics.
8. I am learning other aspects of business that I wasn't very good at before (web design currently).
9. My wife and I are getting out of debt (or as I call it: working towards financial freedom).
10. I write these blogs which along with helping others, also helps to keep me sharp because I want my blog topics to be super-relevant to everyone that reads it.
I am doing what others don't want to do today and I will be able to do things that others won't be able to do later. Can you say the same thing? What is your list of things to do now so that you can achieve your future goals? I hope you will be able to vacation at your favorite spot, drive your dream car, send your kids to your favorite school, and give your wife her dream house. I especially hope you don't have to work into your 60's or 70's just to survive financially.
I think this is the kind of thing that separates #1's from everyone else. If you're not doing this already, get started! Do today what nobody else is willing to do so that you can do later what nobody else is able to do.
I had to first determine what I wanted to be able to do later. I needed big dreams.
1. Vacation in Las Vegas with my wife anytime that I want to go.
2. Drive a Ferrari (this is my dream car).
3. Send both of my sons to Notre Dame.
4. Retire before I'm 50.
5. Buy my wife her dream house.
For me, this required a total paradigm shift. I started thinking like the kind of person who would accomplish those goals. Along the way (and I am still not close YET) I have made some momentum-accelerating decisions.
1. I get out of bed earlier than before.
2. I eat only healthy foods.
3. I work out (hard) at least 4 days per week.
4. Every time I get into my car, I listen to an audio book instead of the radio or music CD's.
5. I keep 2 or 3 business books on my nightstand to read when I'm going to sleep.
6. Instead of Sportscenter, I usually watch CNBC or Fox Business Network.
7. I became a member of the American Management Association to keep up-to-date on current management topics.
8. I am learning other aspects of business that I wasn't very good at before (web design currently).
9. My wife and I are getting out of debt (or as I call it: working towards financial freedom).
10. I write these blogs which along with helping others, also helps to keep me sharp because I want my blog topics to be super-relevant to everyone that reads it.
I am doing what others don't want to do today and I will be able to do things that others won't be able to do later. Can you say the same thing? What is your list of things to do now so that you can achieve your future goals? I hope you will be able to vacation at your favorite spot, drive your dream car, send your kids to your favorite school, and give your wife her dream house. I especially hope you don't have to work into your 60's or 70's just to survive financially.
I think this is the kind of thing that separates #1's from everyone else. If you're not doing this already, get started! Do today what nobody else is willing to do so that you can do later what nobody else is able to do.
Monday, February 16, 2009
Record-Breaking Business Tracking Systems
Business Tracking Systems help managers break company records. The saying goes like this: "if you measure something, it will improve." This is easy to say, but how do you measure something and what do you measure? Managers need to be able to develop effective business tracking systems that answer these questions.
First, what is a business tracking system? This is a systematic measuring of primary and secondary indicators of business growth. This can be done with weekly and monthly reports of many different types from informal or formal reports, to dashboard charts or graphs. The way I prefer to track these indicators uses Microsoft Excel.
Excel has add-ins that allow you to use extensive spreadsheets to build charts of graphs that can be easily formatted and maintained by filling in cells at any pre-determined interval. Each new cell creates a new graph plot. One of my current chart of graphs consists of more than 50 primary and secondary indicators. An example of a primary indicator may be Total Sales, whereas a secondary indicator may be Sales per Day or Sales per Customer or Sales From a Particular Item or Service.
When these graphs are on an up-trend, it's good and you need to find out why and work to improve on those successes. When a graph is on a down-trend, you should find out why, identify problems and solve them, and find improvements that turn the graph around. Tracking these indicators using graphs gives the manager a "dashboard" that makes managing the business more efficient and helps to focus the manager on top priorities as well as areas that require further or new training.
What you measure, will improve, but what you track using business tracking systems will help you break records. If you don't have an effective business tracking system in place already, get it done right away. For more help setting up your company's business tracking system, feel free to email me a chelmsmba@aol.com. I have created systems that track more than 200 business indicators. I can help you too.
First, what is a business tracking system? This is a systematic measuring of primary and secondary indicators of business growth. This can be done with weekly and monthly reports of many different types from informal or formal reports, to dashboard charts or graphs. The way I prefer to track these indicators uses Microsoft Excel.
Excel has add-ins that allow you to use extensive spreadsheets to build charts of graphs that can be easily formatted and maintained by filling in cells at any pre-determined interval. Each new cell creates a new graph plot. One of my current chart of graphs consists of more than 50 primary and secondary indicators. An example of a primary indicator may be Total Sales, whereas a secondary indicator may be Sales per Day or Sales per Customer or Sales From a Particular Item or Service.
When these graphs are on an up-trend, it's good and you need to find out why and work to improve on those successes. When a graph is on a down-trend, you should find out why, identify problems and solve them, and find improvements that turn the graph around. Tracking these indicators using graphs gives the manager a "dashboard" that makes managing the business more efficient and helps to focus the manager on top priorities as well as areas that require further or new training.
What you measure, will improve, but what you track using business tracking systems will help you break records. If you don't have an effective business tracking system in place already, get it done right away. For more help setting up your company's business tracking system, feel free to email me a chelmsmba@aol.com. I have created systems that track more than 200 business indicators. I can help you too.
Sunday, February 15, 2009
Does Your Marketing Plan Address All the Right Areas?
A top-level marketing plan must address all areas of marketing, even the often forgotten areas. To evaluate the effectiveness of your company's plan, answer the following questions.
Who? - Who will your plan specifically target?
Where? - Where do you find your customers?
How? - How will your customers find you?
Why? - Why should your customers buy from you?
What? - What do you have to offer that differentiates you from your competition?
When? - When will everything in the plan happen?
How do you know?
1. How do you know which marketing efforts are working?
2. How will you track the ways in which customers find out about you?
3. How will you know if your marketing and sales teams are doing the right job?
4. What will you immediately stop doing?
What information should you use?
1. What has worked for you in the past?
2. What are customers telling you now?
3. What is your marketing cost per new customer, for each marketing pillar?
4. What are your strengths, weaknesses, opportunities, and threats?
5. What drives your company's economic engine?
What areas are missing from your plan?
1. Did you consider the impact of customer service on your current and future customers?
2. Does your plan contain any customer retention initiatives?
3. Does your plan address an increase of sales dollars and sales attempts per customer?
4. Did you consider your competitors' offerings?
5. How do your individual marketing pillars tie together?
Do you have adequate training at all levels of the organization?
1. How will you train all of your staff on customer service, retention, and sales?
2. How will you train your sales team to use influential sales tactics to increase customer value?
3. How will you train your marketing and promotions team to create killer headlines?
4. How will you educate all levels of the organization on the efforts of the other departments?
5. How will you ensure that everyone understands how to sell your products.
Your marketing plan will need to consider all of these questions. It will also include a complete list of all marketing, promotion, and sales efforts, along with a strategic time-table for each. The marketing plan is a complex piece of the organization's total strategy. A complete and effective plan is the necessary first step for the marketing team.
Who? - Who will your plan specifically target?
Where? - Where do you find your customers?
How? - How will your customers find you?
Why? - Why should your customers buy from you?
What? - What do you have to offer that differentiates you from your competition?
When? - When will everything in the plan happen?
How do you know?
1. How do you know which marketing efforts are working?
2. How will you track the ways in which customers find out about you?
3. How will you know if your marketing and sales teams are doing the right job?
4. What will you immediately stop doing?
What information should you use?
1. What has worked for you in the past?
2. What are customers telling you now?
3. What is your marketing cost per new customer, for each marketing pillar?
4. What are your strengths, weaknesses, opportunities, and threats?
5. What drives your company's economic engine?
What areas are missing from your plan?
1. Did you consider the impact of customer service on your current and future customers?
2. Does your plan contain any customer retention initiatives?
3. Does your plan address an increase of sales dollars and sales attempts per customer?
4. Did you consider your competitors' offerings?
5. How do your individual marketing pillars tie together?
Do you have adequate training at all levels of the organization?
1. How will you train all of your staff on customer service, retention, and sales?
2. How will you train your sales team to use influential sales tactics to increase customer value?
3. How will you train your marketing and promotions team to create killer headlines?
4. How will you educate all levels of the organization on the efforts of the other departments?
5. How will you ensure that everyone understands how to sell your products.
Your marketing plan will need to consider all of these questions. It will also include a complete list of all marketing, promotion, and sales efforts, along with a strategic time-table for each. The marketing plan is a complex piece of the organization's total strategy. A complete and effective plan is the necessary first step for the marketing team.
Friday, February 13, 2009
Creating Successful Positions Within an Organization
People fail at their jobs when positions are not created properly, by managers, so that the position can be successful. The vast majority of business problems are system / position problems and not people problems. Poor management says that when a person isn't doing a good job, it must be that person's fault due to lack of ability or lack of desire. So often though, the reality is that people don't fail - instead the position was not designed well enough for any person to do a good job in it.
A smart manager knows that their own success depends on the success of each person they supervise. They know that a well-defined and solidly-structured job position will help to create the success they expect and that is expected of them as managers.
To create a successful position within any organization, follow these guidelines.
1. Define the position with a Mission Statement.
2. Define clear goals for the position along with indicators of success.
3. Fit the position into an (already existing) organizational chart.
4. Write a very clear and detailed job description.
5. Write routing steps and policies for the position.
6. Create a tracking system that illustrates problems and successes.
7. Choose the right person to fit the position.
8. Fanatically train the new person with written training materials.
9. Introduce and integrate the new position (and person) into the organization.
10. Continually follow up on progress and give timely and appropriate feedback.
First, notice that finding the right person doesn't occur until step 7 in this process. The rest is about the structure and definition of the position, not the person. Follow these steps and you will find that the majority of your employees will perform like all-stars. Give them the tools to be successful and you, as manager, will be successful.
Finally, realize that each of these 10 steps depends first on the manager's ability. Even step 7 requires the manager to be able to match the right person with the position, and even to be able to identify talented people in the first place. Lesson: the manager's abilities can make or break an organization. Use those abilities and these 10 steps to create successful positions that good people can be successful in.
A smart manager knows that their own success depends on the success of each person they supervise. They know that a well-defined and solidly-structured job position will help to create the success they expect and that is expected of them as managers.
To create a successful position within any organization, follow these guidelines.
1. Define the position with a Mission Statement.
2. Define clear goals for the position along with indicators of success.
3. Fit the position into an (already existing) organizational chart.
4. Write a very clear and detailed job description.
5. Write routing steps and policies for the position.
6. Create a tracking system that illustrates problems and successes.
7. Choose the right person to fit the position.
8. Fanatically train the new person with written training materials.
9. Introduce and integrate the new position (and person) into the organization.
10. Continually follow up on progress and give timely and appropriate feedback.
First, notice that finding the right person doesn't occur until step 7 in this process. The rest is about the structure and definition of the position, not the person. Follow these steps and you will find that the majority of your employees will perform like all-stars. Give them the tools to be successful and you, as manager, will be successful.
Finally, realize that each of these 10 steps depends first on the manager's ability. Even step 7 requires the manager to be able to match the right person with the position, and even to be able to identify talented people in the first place. Lesson: the manager's abilities can make or break an organization. Use those abilities and these 10 steps to create successful positions that good people can be successful in.
Sunday, February 8, 2009
Killer Sales Offerings Answer the Question: What's In It For Me?
I was driving today and I passed a business with a big, expensive banner that said, "We Appreciate Our Customers". How wonderful. Why didn't the sign just say, "We do the minimum to make a sale"? Or, it could have just as easily said, "We blow our money on the wrong advertisements". The main purpose of business is to create new customers. In order to do this, you must answer the question, "What's in it for me?"
A better message on that banner would have been, "20% Off" or "Buy 1 Get 1 Free" or "Bring a Friend and get $10 off". The key point here is that you need to create a compelling reason for customers to come in. Appreciating customers is a great idea, but it is really a minimum. It certainly isn't worth throwing money away on a huge banner to say so.
If you really want to show your appreciation towards customers, then reward them for doing business with you and for promoting your business to their friends and family. Tell them you're going to do this. Give them an expectation of a showing of appreciation. Killer sales offerings answer the question, "what's in it for me".
Here's what's in it for you: Spend $500 and get $50 off your next purchase. Bring us 5 new customers and get a $100 gift certificate. Bring a friend next time and you both get half off.
Let's compare killer sales offering #1 (Spend $500 and get $50 off your next purchase) to the cost of the appreciation banner. What if this banner cost $500 to produce? It gives no incentive for customers or potential customers to spend money with you. Instead, you can pay $50 and make $500 or more. If you "have" to spend $50 10 times, that means that customers spent $5,000 or more. Your killer sales offering would have netted you $4,500 compared to a loss of $500 on the banner. And, that's just for the first 10 customers.
Everyone can create a killer sales offering. Just remember to reward your customers for helping you to grow your business. Get more new customers. Get more sales per customer. Get more sales attempts per customer. Reward these things and you will be answering the question, "what's in it for me?".
A better message on that banner would have been, "20% Off" or "Buy 1 Get 1 Free" or "Bring a Friend and get $10 off". The key point here is that you need to create a compelling reason for customers to come in. Appreciating customers is a great idea, but it is really a minimum. It certainly isn't worth throwing money away on a huge banner to say so.
If you really want to show your appreciation towards customers, then reward them for doing business with you and for promoting your business to their friends and family. Tell them you're going to do this. Give them an expectation of a showing of appreciation. Killer sales offerings answer the question, "what's in it for me".
Here's what's in it for you: Spend $500 and get $50 off your next purchase. Bring us 5 new customers and get a $100 gift certificate. Bring a friend next time and you both get half off.
Let's compare killer sales offering #1 (Spend $500 and get $50 off your next purchase) to the cost of the appreciation banner. What if this banner cost $500 to produce? It gives no incentive for customers or potential customers to spend money with you. Instead, you can pay $50 and make $500 or more. If you "have" to spend $50 10 times, that means that customers spent $5,000 or more. Your killer sales offering would have netted you $4,500 compared to a loss of $500 on the banner. And, that's just for the first 10 customers.
Everyone can create a killer sales offering. Just remember to reward your customers for helping you to grow your business. Get more new customers. Get more sales per customer. Get more sales attempts per customer. Reward these things and you will be answering the question, "what's in it for me?".
Saturday, February 7, 2009
Develop Strategy to Win in Business
To win in business, you must have a clearly defined strategy that is communicated to all levels of the organization. Strategy can be devised for an entire organization AND for individual business units within an organization. Yes, all managers can create and follow a strategy, especially when the organization's strategy is clear enough that business unit managers understand what their goals and mission are. A great business unit manager will go the extra mile to have a strategy that allows the individual business unit to set goals and break records.
In order to create a strategic plan, you must have a focused mission statement that motivates the organization to work together to accomplish the organizations goals. A great mission statement will bring out an emotional response from the reader. You want all members of the organization to not only be behind the mission, but to live the mission by taking it to heart. This emotional mission must also be customer-focused and customer-centered since getting new customers is the most important function of business.
After a mission, strategy depends on an acute understanding of the organizations SWOT - Strengths, Weaknesses, Opportunities, Threats. Build on strengths. Minimize weaknesses. Take advantage of opportunities. Defend against and attack threats. Strengths and weaknesses are primarily internal factors, while opportunities and threats can exist internally and externally. It is best to bring the top minds in the organization together in order to clearly identify and define an organization's SWOT.
Finally, after a clearly defined mission and SWOT analysis, the strategy is created. Remember, strategy should be focused on creating new customers. However, the other ways to increase revenue (other than creating new customers) is to create more sales per customer and to increase customer visits. Also, don't forget to get more efficient so that you can reduce costs and become more profitable.
Organizations need clearly defined strategies in order to win in business. So, first create the plan, then follow through and remember to set up feedback points to make sure the plan is working.
In order to create a strategic plan, you must have a focused mission statement that motivates the organization to work together to accomplish the organizations goals. A great mission statement will bring out an emotional response from the reader. You want all members of the organization to not only be behind the mission, but to live the mission by taking it to heart. This emotional mission must also be customer-focused and customer-centered since getting new customers is the most important function of business.
After a mission, strategy depends on an acute understanding of the organizations SWOT - Strengths, Weaknesses, Opportunities, Threats. Build on strengths. Minimize weaknesses. Take advantage of opportunities. Defend against and attack threats. Strengths and weaknesses are primarily internal factors, while opportunities and threats can exist internally and externally. It is best to bring the top minds in the organization together in order to clearly identify and define an organization's SWOT.
Finally, after a clearly defined mission and SWOT analysis, the strategy is created. Remember, strategy should be focused on creating new customers. However, the other ways to increase revenue (other than creating new customers) is to create more sales per customer and to increase customer visits. Also, don't forget to get more efficient so that you can reduce costs and become more profitable.
Organizations need clearly defined strategies in order to win in business. So, first create the plan, then follow through and remember to set up feedback points to make sure the plan is working.
Friday, February 6, 2009
Delegation Improves Management
Nobody can do everything. Anyone who thinks they can do it all isn't doing the important things. Priorities change all the time. As soon as you have completed a couple of high-value tasks, the priorities of remaining and new tasks will be different. It is the job of the manager to determine which tasks are valuable and important enough for the manager to do him/her self and which tasks should be delegated to someone else.
The manager's most important job is to grow the business or the business unit he/she is responsible for. Anything that does not accomplish that goal should be delegated to someone else, and it could be argued that those tasks should not even be done at all. Growing the business or business unit entails increasing new customers, increasing sales per customer, increasing customer visits, and increasing total profit. Managers should never take their eye off of that goal and they should train their staff to focus on the goal as well.
One thing that can stop down a manager's day is reporting. Managers need valid and accurate reports in order to develop strategy, reduce waste, and fix problems. These reports need to be clear and concise. Most importantly, they should be created by someone else. The manager should act on information, not develop the information. To make the best use of this time and information, find someone who is strong in that reporting area and get them on it. Delegate.
The other thing that will waste a manger's time is not having or following an organizational chart. First of all, if you don't have an org chart, get one now. Associates need to understand who they do and do not report to. All levels of the organization need to know who does each task. Org charts should have sufficient detail to let everyone know who does what. Once you have an effective org chart, everyone must follow it. A good manager will be one that associates feel comfortable talking with. This is a great strength because it helps to find problems and to motivate people to do a great job. The problem is when people bypass their direct supervisors and bring too many things to your office. You have to remind people to report issues to their supervisors. This is a part of delegation. It ensures that the direct supervisors are doing their jobs so that you don't have to. Empower your management team to make decisions so that you don't have to do their jobs for them.
With company email, staff has very easy access to a manager who does not redirect them to their direct supervisors. Don't get sucked into the role of email decision maker. Instead, simply reply by reminding them to go to their direct supervisor and copy the supervisor so that everyone knows not to bury you inside of your own inbox.
Managers have to keep an intense focus on the primary goal. Delegation is a key to achieving these goals. Empower the management team to be in-charge. Teach the staff to rely on their direct supervisor. Use reports, don't create them. Stay focused, achieve your goals, and have great success.
Delegation improves management,.
The manager's most important job is to grow the business or the business unit he/she is responsible for. Anything that does not accomplish that goal should be delegated to someone else, and it could be argued that those tasks should not even be done at all. Growing the business or business unit entails increasing new customers, increasing sales per customer, increasing customer visits, and increasing total profit. Managers should never take their eye off of that goal and they should train their staff to focus on the goal as well.
One thing that can stop down a manager's day is reporting. Managers need valid and accurate reports in order to develop strategy, reduce waste, and fix problems. These reports need to be clear and concise. Most importantly, they should be created by someone else. The manager should act on information, not develop the information. To make the best use of this time and information, find someone who is strong in that reporting area and get them on it. Delegate.
The other thing that will waste a manger's time is not having or following an organizational chart. First of all, if you don't have an org chart, get one now. Associates need to understand who they do and do not report to. All levels of the organization need to know who does each task. Org charts should have sufficient detail to let everyone know who does what. Once you have an effective org chart, everyone must follow it. A good manager will be one that associates feel comfortable talking with. This is a great strength because it helps to find problems and to motivate people to do a great job. The problem is when people bypass their direct supervisors and bring too many things to your office. You have to remind people to report issues to their supervisors. This is a part of delegation. It ensures that the direct supervisors are doing their jobs so that you don't have to. Empower your management team to make decisions so that you don't have to do their jobs for them.
With company email, staff has very easy access to a manager who does not redirect them to their direct supervisors. Don't get sucked into the role of email decision maker. Instead, simply reply by reminding them to go to their direct supervisor and copy the supervisor so that everyone knows not to bury you inside of your own inbox.
Managers have to keep an intense focus on the primary goal. Delegation is a key to achieving these goals. Empower the management team to be in-charge. Teach the staff to rely on their direct supervisor. Use reports, don't create them. Stay focused, achieve your goals, and have great success.
Delegation improves management,.
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