Tuesday, April 7, 2015

Winning and succeeding

As I get older, and hopefully slightly wiser, I have begun to realize the difference between winning and succeeding. I used to feel I needed to win and if I didn't, well, I was a failure.

Now I realize it is very possible to win, yet lose as well. Execs have to watch that they don't throw their weight around, demonstrating their power, and in the process, fall short in what their goals are.

If success to you is defined as an engaged company, happy clients and meaningful work, then that means there will days when you aren't the conqueror—just the person who sees to it that there's success for all.

Barry LaBov
LABOV Marketing Communications and Training

Wednesday, March 25, 2015

Knowing the answers

Knowing the answer to a question is nice, but it's only valuable if that answer is acted on. If the person who knows what to do, doesn't do it, what does it matter that they know the answer?

An assumption I used to make was that if something wasn't happening as I expected, then I needed to make sure the person responsible understood the big picture or even the small picture of why it was important. You know what I found out? Most of the time, that person fully understood what was important and why it was expected. They just didn't do it...

So what do you do? Well, I pondered that and of course the usual answers were to take aggressive action (a warning for example) or remove the person from the position or to just give up. I'd guess these are what happen 99% of the time.

There is another approach if the previous answers are not appropriate: You just change the game. You no longer allow that action (or inaction) to take place—it's just not an option. That can be accomplished by eliminating, for instance, the person's authority to make certain decisions alone or it could be a checks and balances system that detects early on if something is off kilter and stops everything until it is solved correctly. Over time, the person learns—either that he or she can't cut it or that a bad decision is a lot worse (and harder) than doing the right thing. And it ceases to be a personal thing; there's no emotion. It's pretty simple actually.

No matter the solution, if we remove the power or temptation to take the wrong actions, we might just have a better answer.

Barry LaBov
LABOV Marketing Communications and Training

Tuesday, March 10, 2015


An under-utilized concept in business is "fair." Too often we do what's fair for the customer, but not the company or vice versa. Yet, it's very simple to realize that fair must be truly fair to all.

If we undercharge for our value, over time we will devalue what we provide. It's human nature. If a customer, on the other hand is charged too much for what we deliver, in short order, that arrangement will end.

Instead we have to strive to be fair to ourselves, our company, our team, our family, our client and their customers. That seldom means cutting corners, over-charging, doing the minimum, being nice or being mean.

It simply means delivering what the client really needs at a price that fits that value and inspires you and the client to continue the arrangement. Sound fair?

Barry LaBov
LABOV Marketing Communications and Training