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Bad Salesman! April 15, 2009

Posted by Chuck Musciano in Leadership.
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9 comments

I get a lot of cold sales calls.  I can only take a few, and most get either redirected or ignored.  I know that sounds harsh, but that is the reality. My people get a lot of sales calls.  They can only take a few, and most get ignored.  I know that sounds harsh, but that is the reality.

If you are a salesperson, and you are cold-calling me or my team, and we do not return your call, you have your answer.  That may not be the most polite way of conveying the answer, but please, move on.  We’re busy and you’re busy.  Spend your time with a more lucrative customer.

I have tremendous respect for salespeople and how hard their job is.  I really appreciate the great salespeople that partner with me and make me successful.  I get really frustrated when a bad salesperson makes the rest of them look bad.  Like the other day, for example.

Out of the blue, I get blind-copied on an email sent to my systems manager from some salesperson.  In it, the salesperson is complaining about how my manager won’t make time for him, and how we could be saving so much money if only he would return the salesperson’s call.  The inference, of course, is that my manager is negligent and that I need to step in and do something about it.

In reality, I am pleased to see that my manager has been ignoring an incompetent salesperson.  He scores brownie points, and the salesperson (and their company) is banished from consideration by me for the rest of my career.

What kind of salesperson actually believes that this is an effective sales technique?  Are they sitting back in their office, confident that this will break things loose on our end and result in a big sale?  If so, they are sadly mistaken.  When faced with a choice between some anonymous outside party and a member of my hardworking team, who do they think I am going to pick?

What kind of leader would take action based on this email?  Clearly, someone must have at some point, to give all these bad salespeople some hope that this tactic would work.  Let’s put it this way: those leaders are not making smart choices.  Imagine how demoralizing it is for an employee to be taken to task by his boss based on an anonymous outside comment by a salesperson!

Salespeople who resort to this kind of tactic give all the good salespeople a bad name.  Leaders who respond to it make the rest of the leaders look bad as well.  Let all make good choices, no matter which side of the sales process you are on.

Soup And Flowers April 10, 2009

Posted by Chuck Musciano in Leadership.
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2 comments

Jerry Clower often told the story of the best neighbor he ever knew, a fellow named Ben:

Many years ago, Ben lived next door to an elderly widower, Mr. Johnson, and took it upon himself to help his neighbor.  Every day, Ben made soup and carried it next door for lunch with the old man.

Eventually, the old man passed away.  As he had for many years, Ben made soup and carried it to the old man’s house.  There he found the house filled with flowers, with many mourners paying their respects to Ben, who was laid out in the parlor.  The other mourners laughed when Ben arrived.  “Why did you bring soup? Mr. Johnson is dead!”  Ben didn’t miss a beat: “He can taste my soup just as well as he can smell your flowers!”

More recently, Susan Mazza posted a blog entry on Hidden Heroes.  She talked about the hidden heroes in each of our lives, those people that quietly influenced us and made us better people.  She shared the story of her hidden hero, her mother-in-law Ada.  She also admonished her readers to make sure that we tell our hidden heroes how we feel about them, while we can.

The resulting comments are inspiring.  People shared who their heroes were, and many concluded by noting that they would make sure to share how they felt.

Tim Russert’s book, Wisdom Of Our Fathers, is a collection of tribute letters written by adult children, about their fathers.  These letters were inspired by Russert’s book, Big Russ and Me, which is a tribute to his father.  Russert got so many letters he compiled them into a book. Many of the letters end with a similar regret: “I wish I had told him…” or “If only he knew…”

Ben’s elderly neighbor may or may not have been a hero to Ben, but he knew how Ben felt about him every day.  While those who brought the flowers to the viewing could claim to have shared their feelings, tasting that soup every day meant a whole lot more than heaps of flowers, after the fact.

Susan’s readers heard the same call to share before it is too late, and will have the opportunity to let their heroes know how they feel.  Russert’s, for the most part, are not so lucky, and missed a chance to say a few words that, guaranteed, would mean more than anything else (anything else) to their Dad.

We all have that chance to share, every day, with people that mean a little or a lot to us.  As leaders, do our people know how we feel about them? Do your mentors know how they’ve helped and how you feel?  Conversely, are you so wrapped up in your job that you haven’t shared your feelings with a neighbor or relative?

Last week, I encouraged everyone to deliver pansies but plant tulips.  This week, take the time to make sure someone tastes your soup before your only choice is to carry them flowers.

Three Ps April 8, 2009

Posted by Chuck Musciano in Leadership.
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5 comments

A big part of anyone’s job is absorbing information.  As leaders a lot of our crucial information comes from our team as they update us on the issues of the day.  I strongly believe that this flow of information must be accurate, timely, and succinct.

I worry that people spend too much time preparing and rehearsing what they are going to say when prompted for some sort of report.  I have sat in many meetings where people have produced beautiful PowerPoint decks or elaborate Word documents that summarize their work.  These things reflect a lot of effort, and it is clear that people put a lot of time into getting them done.

I appreciate that hard work and the desire to deliver a solid result, but I worry that a lot of that time is better spent on something else.  How do we coach people to deliver information without a lot of fanfare or flourish?  Ultimately, while I appreciate the packaging, I really want the content.

Long ago, I was taught how to present results using the Three Ps: Progress, Problems, and Plans.  Almost any activity can be divided into these three areas, and it makes for a good way to discuss any issue.

Begin by reviewing your progress.  What has been accomplished since we last met on this topic?  What action items were previously promised and have since been resolved?  Even if nothing has been done, note that as well and move on.  This part should be fairly brief, since the goal is to acknowledge progress, not shower accolades.  (You need to do that, but not in this setting.)

Turn to your problems.  This is really the meat of the discussion.  A problem is anything you cannot resolve yourself.  (It you could resolve it yourself, it should have shown up in the Progress section.)  As I’ve noted previously, for each problem you present, be prepared to offer a potential solution.  Drive the discussion to develop an approach for each problem as needed.

Finish with your plans.  What will you be doing next?  What accomplishments and actions should be expected when you next meet on this topic?  Depending on the solutions to your problems, your plans may change dramatically as the discussion evolves.

I like this approach because it brings consistency to any conversation.  Although one or more sections may be empty at some point in time, it helps to formally acknowledge that and move on.  Often, these kinds of conversations get bogged down in just one section.  I’ve seen people go on and on about progress to avoid problems, or focus on plans without reviewing what has been accomplished.  With this simple agenda as a framework, you can stay on track and make sure that everything that needs to be covered is addressed.

Have you tried this approach?  Do you have a different structure that yields good results?  I’d love to hear about it!

My Mentor: Dr. Evil April 6, 2009

Posted by Chuck Musciano in Leadership.
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2 comments

It is often said that if you want to succeed in any position, find a mentor that will provide crucial advice and valuable feedback.  Choose wisely, and you get a significant advantage in finding success, no matter what your goal.

As leaders we need to find mentors.  Learning by example makes sense for leaders, so it helps to find leaders we admire.  My top choice for a leader that offers tremendous learning opportunities: Dr. Evil.

You may snicker, but the arch-nemesis from the trilogy of Austin Powers movies is a textbook case study for all leaders.  Consider:

  • Dr. Evil has a strong second in command.  His lieutenant, Number Two, quietly provides advice and guidance when needed.  He also keeps things running in Dr. Evil’s absence, keeping the Evil franchise successful even when Dr. Evil is cryogenically frozen for decades.  The lesson? Every leader needs trusted team members to ensure that the day-to-day tactical work gets done.
  • Unfortunately, Number Two is so effective he winds up making more money through legitimate enterprises than Dr. Evil ever would through evil, their core business.  As you would expect, this kind of deviation from the strategic plan angers Dr. Evil.  The lesson? Stay true to your vision, and don’t be distracted by lesser achievements.
  • Dr. Evil thinks big.  He has huge plans to rule the world, and repeatedly sets in place grandiose schemes to accomplish his goal.  Unfortunately, he often does a poor job of conveying his vision to his minions, yielding mixed results and some level of disrespect from his team.  His lack of direct knowledge of market conditions as it relates to appropriate world ransom amounts is a continual frustration.  The lesson? Develop a clear vision and communicate it effectively and repeatedly.  Ensure your vision is aligned with external events as they develop and change over time.
  • Even with a clear vision, leaders must sometimes compromise.  Dr. Evil is no exception. Although his plan to destroy Austin Powers using sharks with “lasers” affixed to their heads is stymied by the sharks being considered an endangered species, Dr. Evil is willing to settle for intemperate mutant sea bass.  The results should be the same, although with less dramatic flair.  The lesson? Know when to compromise so that your ultimate goal is still achieved.
  • Dr. Evil has a difficult relationship with his teenage son, Scott.  Dr. Evil’s lifelong dedication to world domination has left little time for effective parenting, and it shows in his day-to-day interaction with Scott.  The lesson? Although good leaders put in long hours to be successful, always make time for your family.  As rewarding as our jobs may be, the joys of family are priceless.
  • Dr. Evil knows that great success only comes with tremendous willpower and perseverance.   He never gives up, no matter what the setback. In spite of demoralizing events early in his life and later failure at the hands of Austin Powers, Dr. Evil stays focused on the evil tasks at hand.  Often, he is the only one who believes that he will succeed, keeping his head when those around him are losing theirs. The lesson? Never give up, and provide a calming influence to those around you during tough times.
  • As befitting a villain of his stature, Dr. Evil has a series of enviable lairs, including a volcano, a moon base, and a submarine shaped like himself.  While most leaders today do not enjoy such swank surroundings, we can still create an environment that suits our needs.  The lesson? Create a work space that enhances your vision and supports your team, allowing them to be more successful.

Tongue in cheek? A little. Valuable lessons?  You bet.  When you are confronted with your next leadership challenge, ask yourself, “What would Dr. Evil do?”  The answer may be more useful than you think.

Pansies And Tulips April 3, 2009

Posted by Chuck Musciano in Leadership.
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3 comments

Last fall, my wife bought some potted plants to put on our front porch.  As winter approaches, she plants pansies in our front flower beds.  The pots came with pansies pre-installed.  For reasons that escape me, pansies like cold weather and bloom throughout the winter.  As spring approaches, they wither and she plants new things for the new year.

This year, as spring approached and the pansies began to peter out, she got a pleasant surprise.  Unbeknownst to her, there were tulip bulbs buried in the pots, underneath the pansies.  As the pansies died, the tulips sprouted, providing a beautiful welcome to the spring.  Even better, tulips are one of her favorite flowers, so the surprise was especially nice.

The pots weren’t advertised as having tulips in them.  She wasn’t expecting tulips.  Had the pansies gone about their business and died, she wouldn’t have been disappointed. But she got tulips.  Without asking, she got bonus flowers that made her original purchase of pansies that much nicer.

Wouldn’t it be great if every purchase we made or service we provided had some hidden tulips in the bottom?  How much happier would our customers be if we always provided a little extra surprise at no extra charge?

As you go about your job today, big or small, deliver the pansies.  But make sure you plant a tulip, too.  It may not sprout for six months or more, but imagine the smile you’ll bring when it does.