A Best of Barry: Finding trust within corporate decision-making

We're a jaded society. We're skeptical. When we hear of a lay-off or a downsizing, it usually implies that the corporation has a focus only on money. It usually implies that the corporation doesn't care about people.

Sometimes that's true. Often it's not.

A poorly run corporation will seek to survive at any cost--including its morals, its people and its reputation.

But the good corporation--and I think most are good--makes decisions the best it can at the moment given the information they have. They will make mistakes but they will make good decisions, too.

Here's an example: a corporation must downsize. It gives severance packages to its departing employees. Now they have a flat organization, meaning the remaining employees have greater responsibility and autonomy. The corporation empowers them to make decisions at their local level, to run their part of the business entrepreneurially.

If we interpret the above scenario skeptically, it may say:

The evil corporation is now asking more of people, paying less money and making more for themselves.

If we interpret it from a positive standpoint it says:

The corporation made some tough decisions. It trusts their remaining employees to a greater extent than ever and is giving them the chance to be successful.

Even if the corporation is good overall--if they don't communicate their message so the employees realize they trust them, there will still be plenty of skepticism.


Barry LaBov
LaBov and Beyond
Originally posted 10/28/09
www.labov.com

A Best of Barry: Silence is golden

Blah, blah, blah

Have you ever daydreamed during a presentation or while a salesperson is going on and on talking? I have. Too much talk, not enough meaning. Blah, blah, blah.

The worst infraction of all is not allowing for silence in any conversation, whether it happens to be on a sales call or a business presentation. We all want to fill up the "space" and talk, talk, talk.

Mark Twain said it well, "The right word may be effective, but no word was ever as effective as a rightly timed pause."

Want to improve your presentation or increase your sales? Do this: after you ask a question of your audience, shut up and allow for silence. Let someone think and respond. It may take a few more seconds than is comfortable, but it's worth it. Avoid the temptation of filling that space with blah, blah, blah.


Barry LaBov
LaBov & Beyond
Originally posted 05/21/10
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: Setting goals and overcoming fear

There's a strategy in golf that many of the greats employed. Instead of practicing and playing a few rounds on a golf course, many of the great golfers would instead play the course backwards.

"Playing the course backwards" meant they would stand on the green and look back to the fairway to examine the hazards as well as the open areas where they could land their ball. Then they next walk to the fairway and look back to the tee and everything in between--the trees on the left, the bunker on the right, etc.

Why do this and...what does this have to do with business?

Golf courses are designed to trick the eye and to scare a golfer, to demand execution. Many times those hazards, trees or lakes out there are merely illusions (they're not in play), but if we don't watch out, they'll affect our swing and ultimately our score. Playing backwards allows the golfer to see the reality of those hazards and be able to overcome them.

In our businesses, we can employ this approach. Look at your business not from today's standpoint, but from next year's, for example. Looking back to today, what's in your way? Is it real or an illusion? What's the smart play?

The business world is designed to scare and intimidate. Play it backwards.

Barry LaBov
LaBov & Beyond
Originally posted 04/12/10
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: Don't wait for fulfillment

Fulfillment is a great concept: you do something and then you get a response that makes it all worth while. Problem is, if we wait for that to happen, we may wait a long, long time. Sometimes it may never happen.

It's best to do the right thing with no expectation of a fulfilling response. That way, you do what you think is right and if someone just happens to say, "thanks" or it turns out that you're a hero, it's a bonus.

Barry LaBov
LaBov & Beyond
Originally posted 09/07/10
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: CEO--Decisive leader or PR guy?

In this economy, it's interesting to see what's happened to the CEO position. Is the CEO the dynamic, hard-charging, take-no-prisoners leader? Or is the CEO the lovable, charismatic, brand magnet?

Many of the CEOs were chosen years ago when the economy was robust. Those CEOs needed to be a magnet--the person that made the employees feel better, feel included and excited. But now, that's not the priority. Many of those employees are gone. The decisions are much tougher.

Now there's a mandate to ensure the corporation survives. Being the feelgood CEO won't cut it. Give employees credit--they know it. They want more than charisma; they want real, grounded hope that things are on the right path.

That requires decisive leadership, which may mean feathers are ruffled and convention (business as usual) is questioned. And who better to deliver that message than a charismatic, brand magnet?


Barry LaBov
LaBov & Beyond
Originally posted 10/16/09
www.labov.com

A Best of Barry: I'll take that opportunity when I have time

Opportunities are priceless today. An opportunity can be the difference in you keeping your job or not. Or the difference in your company staying in business or not.

Yet opportunities are not looked at accurately, in fact they are often avoided. Many times they are viewed as burdens, options or timeless. So when a person or a company is faced with an opportunity, too often the answer is: I (or we) will tackle it when I (or we) have time, when that current campaign is over, when the current project finishes or even when I (or we) feel like it.

The problem is, by that time, the opportunity may be long gone. Think of it like this: you have an oncoming project that keeps you 60% occupied. It will conclude in two months. At the same time, an opportunity that would be phenomenal appears. What do you do?

Do you wait until the current project concludes? If so, the opportunity will gone. So might you, because what guarantee is there that there will more work after that?

If you tackle the opportunity, however, you might fear that you'll not have enough time. This is where the really successful people and companies shine because they use their resourcefulness to solve this issue. Sometimes it means getting help, sometimes it forces you to deal with issues quicker--asking the tough questions or making the tough decisions that normally would bog you down.

Taking on that opportunity will make you better because you'll have to think entrepreneurially, you'll take ownership, become more decisive--it's exhilarating.

It's not a pleasant reality, but if companies don't attack opportunities, they will lose. If employees don't jump at opportunities, their job security plummets. There is simply too high a value on growth and productivity today--being the opportunity person or company makes you invaluable.

Barry LaBov
LaBov and Beyond
Originally posted 11/20/09
www.labov.com

A Best of Barry: Perspective

s so easy to get caught up in the activity and craziness we deal with daily. The cell phone interruptions, text messages, phone calls, meetings, etc. They all crank up the intensity and diminish our ability to see and think clearly. Everything is an emergency if we don't watch out.

To succeed and help others succeed, we must step back, we must wait and think before responding... That's not easy.

When we were children and we were scared, our parents would tell us that everything would be OK. And they were usually right. And it felt good. And we could enjoy our lives and go on being kids.

We need to have that perspective as adults because often we have influence over other people's careers or companies. Step back. Think. It's going to be alright.


Barry LaBov
LaBov & Beyond
Originally posted 2/10/10
www.labov.com
LaBov Sales Channel
PB&J Newsletter

People vs. Objects

Do you look at people as persons like you with emotions, needs and desires? Or do you look at people as objects, something that is in the way of you getting things done?

I have to admit that I have been guilty of the latter in the middle of the daily business whirlwind, not even realizing it. Running around, trying to get something accomplished, overcoming issues, dealing with pressure, I've forgotten I was working with a person.

I wasn't aware of this until one of my friends told me she looked at people as objects and was trying to improve. At first I thought it was weird, uncomfortable to even use the term "object" in describing that situation. But after reading the book, Leadership and Self-Deception, I now understand the meaning.

We can accomplish things, we can be firm and resolute, as long as while we're working with others, we are seeing them people--people who are no different than we are. That alone will make a huge difference.


Barry LaBov
LaBov & Beyond
www.labov.com

Technology and Loyalty

Isn't it interesting how technology is re-defining what loyalty?

We don't think twice about going to a website, gleaning information from it and then using that info to make an informed purchase elsewhere. For example, I can go online and research which tires Tire Rack recommends and then go call my local tire shop or go to another online tire outlet and buy those exact tires from them.

In the old days, we would be expected to buy from our local store because they spent time with us. Now, we access the info and feel little to no obligation.

That begs the question of how much we should give away online. Some people feel they should show little, others are adamant about giving away great value.

What's the answer?

Barry LaBov
LaBov & Beyond
www.labov.com

Simple isn't it?

Business is simple, isn't it? Do a great job, do your best, make sure the customer knows that, make sure the customer is happy, charge what is fair for both you and the customer, follow up to make sure the customer is happy.

If we did that every time what would happen?

We'd need less customers because we'd be able to profitably focus on the few we have. Which would mean we'd do our best work and thinking for the customer, who would want us to do more of that for them.

It is that simple. But why is it soooo hard to do?

Barry LaBov
LaBov & Beyond
www.labov.com

Hiding in the Cave

I was recently at a seminar workshop and met some great people. Wonderful, smart, honest, caring and good people. One word kept being mentioned as we discussed our lives and issues:

Avoidance
So many of us avoid dealing with tough situations. We hide in the cave and wait for things to change, for the monster to go away. We rationalize this by coming up with great excuses, but when it is said and done, we're living in avoidance.

Some pretty smart people avoid things, some very nice people do, too. But as we're hunkering down in the cave, the monster may be getting bigger and more powerful.

I personally think that facing tough situations isn't the romantic, death-defying act it is sometimes pumped up to be. It may be as easy as openly discussing a concern and asking for feedback--with no pressure to solve it or make it perfect at the moment.

Much of the time, that's all it takes for things to start to get better. But that means we have to stay out of the cave.

Barry LaBov
LaBov & Beyond
www.labov.com

Honor the inspiration

I spoke with a client this week and she said she had been looking for business books on Amazon.com and was shocked to see some books my company has written. She didn't know we wrote books. It was fun hearing the excitement in her voice.

It made me stop and think about why we wrote those books. It certainly wasn't to become rich or famous. It was not easy to write them, and often they were not viewed as a priority internally at our company. In fact, they were viewed often as an impediment to getting other things done.

I had hoped they would help our company, and most importantly, I had hoped they would help others. But the most important reason they exist is because we were inspired to write them. And we honored that inspiration--we completed the books.

It sounds simple, but it's a powerful reason to do something:
Because I was inspired.

Playing Santa Claus

When you think of Santa Claus, what words come to mind?

Jolly, fat, gifts, fairytale, impossible, etc.

Notice the kinds of words that didn't come to mind:
Respect, trust, real, admire, etc.

If we're to have a grown-up, mutually positive relationship with our customers, suppliers or employees, we need to realize that playing Santa Claus may feel good temporarily, but it isn't the foundation of a long-term, healthy relationship.

Whether it be with customers or employees, we need to be real, honest, open and vulnerable. If all we say are the nice things or if all we do is give away our work, ideas or product in an effort to be liked, it will backfire on us.

Santa is nice , but we all know he's not real.

Barry LaBov
LaBov & Beyond
www.labov.com

Overlooked Resources

Unless you're the most brilliant, perfect, and lucky person, there's one thing you need to thrive in business: resources.

Sure, resources can include money and great product, but the most overlooked resource is people--their minds in particular.

Instead of sitting there wondering what to do or feeling overwhelmed trying to tackle something new or strange, if you can find a resource who can help you from their experience, life will be much better. So why don't we do this?

Sometimes we're too busy and just don't think. Other times it may be pride, or maybe it's fear of how we may look asking for help.

No matter, if we use our resources to avoid a problem or to help a customer on a challenge, we're in far better shape then if we fail on our own.

Barry LaBov
LaBov & Beyond
www.labov.com

If you know and don't do...

If you know what should be done, but don't do it--then you don't know.

If you know you should check your work before it goes out, but you don't... Do you really know?

If you ignore your co-workers and realize you shouldn't, but do it anyway... Do you really know?

If you're highly educated but don't pay attention to what you know is right... Do you really know?

No new book, article, political candidate, customer or boss will change things for us. Unless we do.

Barry LaBov
LaBov & Beyond
www.labov.com

You Create What You Fear

Afraid that new product won't sell?
Concerned that the new customer won't be satisfied, ever?
Convinced that your boss is going to fire you?
Scared to speak up and share your feelings?

We create what we fear. Being fearless goes a long way. In fact, some people who are called clueless are actually pretty smart. They just blindly blow right through the situations that cause many of us to pause, stumble, stammer and tense up.

Why create a failure when there are enough of them out there already? Fearlessness goes a long, long way.

Barry LaBov
LaBov & Beyond
www.labov.com

Thankful...

Thank you to the clients who:

Make it a pleasure and honor to work for them
Respect you and your ideas
Are happy to see you succeed
Show loyalty and appreciation for your efforts
Spend the time to ensure success
Look at cost as merely one of many factors, not as the deciding factor
Show us their human side and bring that out in us, as well

Thank you!

Less responsibility feels so good...

A buddy of mine decided to leave his position at a university. He was tired of the grind, the attitudes from the students, and the pressure from the administration. He said it was time to walk off and relax. He had some money squirreled away and felt he could take most of a year off if necessary.

As a friend, I wished him well. He said the one phrase you always hear at these times, "It's a relief to leave." I bet it is a relief. It's always a relief to have no responsibility, at first.

But I didn't share the whole story. This is the third time he's done this. He's felt relief each time. And a few months later, he's felt remorse and desperation. Then he finds his next position. And, he does not make more money or have a better job the next time, at least it hasn't happened yet.

Leaving your job is not a relief unless you're retiring.

Barry LaBov
LaBov & Beyond
www.labov.com

Make it make sense

We face challenges and issues every day. Things are changing, tornadoes of activity swirl through our days, then we look up at the clock and it's time to go home. Some days end up feeling good, some neutral, others not so good.

The one consistent influence we feel through those days is control or lack of control. Is what we're doing making sense, is it getting us closer to the goal, is it the right way to go? If the answer is, to the best of your knowledge, a resounding "yes" then congrats, you're taking ownership of your life, your job and ultimately your happiness.

If the answer is "no" or "I'm not sure" then things are tough, you feel out of control and maybe are waiting to have it all come together. Sad truth: it probably won't all come together.

What can you do? Make sure everything--everything--makes sense to you. If it doesn't, find out what you need to make it make sense. And btw, you can be pleasant about it. You don't have to be ugly or difficult. And btw, you can be the newest or lowest-level person at your company and still you need to make it all make sense to you.

And either right away or eventually, you will be thanked and recognized for making it all make sense.

Barry LaBov
LaBov & Beyond
www.labov.com

Sit back and enjoy the salesmanship

About once every two or three months, I get a call from a wine saleslady from California. She represents a winery that offers some great wine. But so do a lot of other wineries. Also, within a few miles of my home, I can buy some of her wines as well as thousands of others at a good price. But I buy from her.

I buy from her because:
She has passion for the product
She has great knowledge about the industry and product
She is honest and will recommend against some of her offerings based on her taste
She is empathetic to my mood and will offer to call back when I have more time
She gives me a good price, good enough that I can't rationalize going elsewhere
She fixes things when they've gone wrong (i.e. a shipment didn't arrive)

I buy from her because I like her salesmanship. I'm happy to see her do well and profit. What a great example of being a salesperson--she profits and I do as well. Sounds simple, doesn't it?

Barry LaBov
LaBov & Beyond
www.labov.com

Follow-up still missing

Despite the need for more sales, more business and more profit, follow-up is missing in action far too often.

Dealerships that sell products seldom follow up after the sale for more business. Sure, they call to make sure the product works, so they can get a good score on their customer satisfaction survey, but other than that, nothing.

Until the customer yells "leave me alone" we must reach out and offer our services and products. Or someone else will.

Barry LaBov
www.labov.com
LaBov & Beyond

Time Machine

I don't have time to do this until after the first of the year.
I can't think about it until two weeks from now.
I couldn't ask for help because she's been busy for the last four weeks.

We all want a time machine to make our lives easy. It would be great. You could freeze time, go into the future to check things out, come back and lose no time. It'd be great. But we're stuck with reality.

I may say and show I'm too busy to answer a question for you, but yet I can sit and talk sports with a co-worker for 20 minutes.
I may indeed have a huge presentation in a month that I'm prepping for, but still I stop and read personal emails or shop online during work instead of reaching out to a client on a new idea--I'll save that for next year to do.

One minute of time spent helping a co-worker could yield great results. One dial of a phone to call a client with an idea could reassure them that you care.

It doesn't take a lot of time. It doesn't require a time machine.

Barry LaBov
LaBov & Beyond
www.labov.com

Exhale

In the middle of all the activity going on, there's a spring of emotions flying about--hurry up, make this great, get this done, ship this out, make sure it got there, etc. It can be very exciting. But after the high of performing, there comes the letdown. This is normal. This is when your mind re-fills. Sometimes it fills up with thoughts of the next task to tackle. Sometimes it fills with less positive thoughts such as-am I being appreciated, is it really worth the hassle, or what about my life?

One thought. After the good performance, why not a momentary exhale? A little celebration. Something to say, like thanks, nice work.

Many leaders, like myself, don't do this often because we're achievers and we're ready to jump into the next battle. And some of us are perfectionists--we think a celebration or reward needs to be fantastic, so if we can't do it right, why do it? Wrong. A little thank you and take a breath time will be sufficient--certainly a lot better than nothing.

We all need a little time to shut it down and to re-load, why not make it fun?

Barry LaBov
LaBov & Beyond
www.labov.com

Pour a bucket of logic on the situation

It's sooooo easy to get fired-up on an issue in business:
The customer was unreasonable, they don't value us
The new product is no good, nobody will like it
The pricing is too high, it's out of reach
The dealers don't care
Nobody at the company understands me
They're only in it for the money
The employee doesn't feel like doing a good job

It goes on and on... It adds fuel to the fire to spout these sound bytes and you might even get some head nods to go with them, too.

The problem is, they just aren't accurate as a rule. No company, no employee, no product is entirely bad. But boy, can the paranoia run rampant when we hear people say these things.

My experience is that if someone is saying things like this, they have the problem, not the employee, product or company they're attacking. They are projecting their fears and weaknesses and are trying to gain support and sympathy and most probably trying to create chaos.

The simplest thing to do is pour some logic on the situation. If the product is really bad, then why are people buying it? If the employee or company is totally bad how can that really be possible, how could they have survived this long?

A little logic can make a big difference.

Barry LaBov
www.labov.com
LaBov & Beyond

Throwing Money at a Problem

It's easy to avoid issues, especially if you can throw money and/or people at them. That way, you can feel you're making progress or at least doing something. But...

Throwing money and people at problems is no guarantee or indicator of future success. In fact, doing so can make things worse.

If your product launch is falling flat on its face, spending more on advertising may not be the answer. Maybe the product is weak, wrong or in need of a tweak.

If your customers aren't buying your dealership's products, throwing in discounts or other perks may not do the trick. Maybe your sales staff is untrained, maybe the product is weak, maybe your customer experience stinks.

Facing those tough questions costs little in terms of people or discounts and it is painful. But it's the best way to solve the problem.

Barry LaBov
LaBov & Beyond
www.labov.com

Bullish or Bearish?

Ok, the economy tanked a couple years ago and it was tough. But, it has been two years or so. Either we understand what's going on or we don't. It's time to commit or pack up the tents.

Tentative thinking and playing it ultra-safe will not produce results, they will lose opportunities.

So, the time is now. Crank up up the machine, focus on the where it needs to go and get going!

Barry LaBov
LaBov & Beyond
www.labov.com

Get Back to your roots

In rock and roll music, it's often that you hear a guitarist talking about getting back to their roots. What that means is the guitarist is stepping back and looking at where rock music began and then building on it. It's smart to do because it gives you an appreciation for what you have and how far you've come, and it influences where you go in the future.

In business, we have to do the same. Look back on your roots--where did you start, what salary were you originally paid, what knowledge did you begin with?

Look at your company. Where did you start, how much business did you have, what client base and what scope of work did you do?

Maybe as you look back you see little progress. More likely, you'll realize what has been given to you and what opportunities there may be for the future.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Does it Really Matter?

It's so easy to get caught up in the day-to-day craziness of business. Everything seems like life and death. But what really matters? Things do matter--but not always the things we're focusing on.

Ethics are incredibly important. Working with one more customer, especially if they are not particularly ethical, is not important.
Sales growth is important. But not if it comes with a loss of profit.
Hiring the right employee is important, but quickly hiring the wrong one is a disaster.

If your company had one more sale, what would you do with it? Would it make a big difference or would it quickly become part of the craziness and get lost?

It's easy to lose focus on the most important things because there are millions of other things flying around. What matters and what doesn't matter?

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Follow-Up

Want to be rewarded? Follow up.
Want to stand out? Follow up.
Want to feel better? Follow up.
Want to reduce stress? Follow up.

Follow-up is an option for most of us:

Sure, I said I'd give you an update, but I got busy.
Yes, I promised to call you before noon, but things got in the way.
True, we're supposed to update our spreadsheet daily, but that's a hassle.

What's the follow-up "batting average" of the people you work with? And how often do you live up to promises?

Want to stand out? Follow up.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Stay in the Ring

We battle monsters every day. Some are real--and some are imaginary. Unfortunately, we're tempted to run from each of them.

What's a good way to determine how real a monster is? Stay in the Ring.

If you stay in the ring and face it, the monster may just disappear or reveal itself as something not so scary. But you'll never know if you run away.

Sure, there are formidable monsters that we face, but they are few and far between. More often, it's imaginary fears that we battle. Stay in the Ring.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Make Me Happy

A supplier sits down with a customer and tells the customer how best to work with them.
An employee tells the boss to figure out a better compensation plan for him.
A partner at a firm says he wants more opportunity and stares at the other partners in the board meeting.

All of these things are happening daily. We want more and would like someone to figure it out for us. We don't want to step on toes. We just know we want things a little different or better.

Wanting things to be better is good. Expecting someone else to solve it is not the best plan. Ideally we need to bring our best recommendation or solution to customers, bosses and partners. Otherwise, we wait and wait.

Bringing your recommendation is smart because it doesn't have to be perfect, it shows ownership and it doesn't rob others of their energy. And you just may get what you want...

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Invest versus divest

After such a tough two years or so in this economy, many businesses have chopped, sliced and diced their way to profitability. And much, if not all, of that slicing and dicing was smart. But what do you do after you've cut and snipped away most of the fat and waste?

That's the question, or maybe better put, that's the challenge that many businesses are facing. Dealerships that have cut sales staff and inventory to survive now must face the fact that customers are entering their stores expecting a decent selection of product and they're expecting a human (salesperson) to spend time with them.

I was excited about purchasing a product recently and traveled to a dealership only to find a semi-empty store with very little product--certainly no product I was interested in. No sale happened there.

It's now time to consider investment as seriously as divestment.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

From a Sales Economy to a Profit Economy

I just read of a great corporation making big profits for the first time in a of couple years. Hooray! That's great.

If you look deeper into how they did it, it's revealing. They didn't increase sales or prices of their product. In fact, sales were down and prices were down, too. What they did was reduce expenses and renegotiate salaries and benefits.

Smart company. But what is also worth noting is that this company has decided they need to survive and thrive one way or another. That may no longer mean that the answer to success is hiring people, building factories and increasing production. It may mean the opposite.

If you worked for that company, I would guess you'd feel good that the company is stable, but you couldn't become complacent assuming that you'll have your job no matter what. And that's a good thing...

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

I Don't Feel Like It

Remember when we were little and our mom told us to do something and we replied, "I don't feel like it"? I do. I also remember how my mom informed my dad, and well, I immediatley found a reason to do whatever it was that mom told me to do.

Many times every day we face clients, friends and co-workers who just "don't feel like" working. There are more people today who don't want to work, period, than we realize.

Why? I don't know for sure. Maybe it's a change in our society. Maybe it's because things are tougher, much tougher in this economy. It hardly matters. It's just the way it is.

What can be done? I think if you don't feel like working, that's normal--we all feel that way at times. But keep in mind, there are many people looking for work today who do feel like working.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Cliche Bobble Heads

You know those bobble heads dolls--the ones with the heads on a spring? That's what too many of us look like when we hear those meaningless cliches that we're all supposed to agree with.

Think about the cliches you hear every day that actually get in the way of progress and true communication. It's time to take that needle and pop that cliche balloon in front of everyone.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Do You Believe?

Animals smell fear. That's why we humans are taught to show no fear when that wild dog, bear or other dangerous animal is near us.

Humans smell fear, too. Only it's really lack of belief.

Do you stammer, avoid, cook up weird excuses, or clear your throat when it comes to presenting your product or your service to a customer? If so, the customer can smell the fear and they will assume it's your lack of belief in yourself, your company or both.

If you don't believe, uncover why. If you do, make sure you don't give off the wrong scent when you present yourself.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Patience is a virtue and a noose

One of my weaknesses is in the area of patience. I have little of it and wish the word were one syllable so it could be spoken and spelled quicker--why waste time?

I marvel at those wonderful people who can just gently smile as things around them are moving at a slower pace than anticipated. I am weak in that area.

The flip side to this is that having too much patience might train those around them to lower expectations and performance.

There is no one right answer to this. Ideally it would be great to have that even-keeled demeanor combined with a drill-sergeant-like attention to progress.

Well, I've lost patience with this topic and am moving on...

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Great Client is a Smart Client

As a customer, you have the fear of being taken advantage of. It happens--a dealer or a supplier can put their selfish interests above their customer. But there is an upside to look at, from the customer's standpoint.

If you're a great customer, you can transform your dealer or supplier.

Great customers will be honest with, open to, supportive, and protective of their dealer or supplier. Those great customers are smart--they want everyone to win, they don't need to prove they are the boss.

Cheers to the great customers and clients who understand this. They will be rewarded with a great product, performance and relationship with the very people they buy from.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Say Goodbye to the Annuity Economy

Over the last two years, we all know business has changed. What could be counted on--large volume, machine-like purchasing--is over. Now, there is business going on, but it's different. It's sporadic. In many cases, it's in smaller volumes, smaller increments.

You just can't expect the same old, same old. The annuity economy has ended.

What this brings to companies is tension. The employee who has been used to the same "drill" every day will now be dealing with new projects, new clients, new budget constraints, etc.

For the right person--the one looking for new opportunities and challenges--it's heaven. For the wrong person, it's somewhere south of heaven.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: Ask more, get more

We worked with a great client who was in charge of training for his company. He told us he had only one rule regarding training events: Never, ever will they be held in Las Vegas.

I figured he must be anti-gambling or anti-Nevada or something, but he wasn't. He simply was sick and tired of salespeople showing up for training hungover or tired from gambling the night before. Las Vegas was too much of a temptation for salespeople to avoid, in his opinion.

The real problem was that the serious salespeople that attended the events were upset that attendees weren't engaged, showed up late and didn't learn. For the client, this meant too much time invested to train people who didn't care.

My company decided to do something about it. We required that each salesperson, no matter what his/her tenure or experience or sales success, be certified on the product PRIOR to being allowed to attend the event. That meant all 900 salespeople had to study the product and get trained and certified online before they were able to sign up to attend our training.

Some thought that this would not go over well with the top salespeople, but they loved it. The new salespeople loved it too, because it allowed them to be on an even playing field with the seasoned pros who attended. Our trainers loved it because they could provide more in-depth training to everyone that attended since they all knew a fair amount about the product before they sat down.

This approach - certify first, then attend training - was a big success, and, to this day, it's part of our program. In fact, it was so successful that within two years we held training events in Las Vegas and the client didn't mind it, because he knew the salespeople knew their stuff.


Barry LaBov
LaBov and Beyond
Originally posted 9/03/09
labov.com

A Best of Barry: Moneyball and Business

In the fascinating baseball book, Moneyball, the author tells the story of how Major League Baseball has unwillingly undergone a transformation due to progressive organizations such as the Oakland A's.

Long story short, thanks to Bill James, a master statistician, century-old assumptions as to what makes a good ballplayer have been upended. James detailed the one or two stats that ball players should be judged and rewarded on--and they weren't the popular ones such as batting average or home runs (You'll have to read the book to find out, after all this is a business blog, not a baseball blog.).

So what, right? The interesting part is that the paternal, tradition-steeped Major League Baseball hierarchy ignored his findings for decades. That means teams like the Yankees overpaid for underachievers while smaller, less-funded organizations such as the A's took advantage and fielded equal teams for a fraction of the payroll. Now, slowly the other teams are coming around, but it's been a fight.

How many other industries are challenged in the same way as MLB? Industries such as aviation, automotive, and medical are undergoing transformation. It will be interesting to see if the Oakland A's of those industries break through and prosper. Or will the Yankees of their industries catch on quickly?

Barry LaBov
LaBov and Beyond
Originally posted 9/30/09
www.labov.com

A Best of Barry: Isn't there always a challenge?

Right now, you have that one thing, that one issue and if it would go away, everything would just be great. But...

Don't we always have an issue or challenge? If you're a manufacturer, don't you always have something challenging you, whether it's in regard to product, pricing, positioning or the sales channel? If you're the sales channel, isn't there always something that's a problem, whether it be relations with the manufacturer, the economy, turnover, etc?

I'm convinced that once we solve that big problem, the next one in queue pops up and that's problem we need to deal with. And the cycle starts over again.

So, we either will look at it as an ongoing grind of frustration or we just realize that we will solve this issue and there will be another one, and that's the variety and fun that our businesses bring us.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: Silence is Golden

Blah, blah, blah

Have you ever daydreamed during a presentation or while a salesperson is going on and on talking? I have. Too much talk, not enough meaning. Blah, blah, blah.

The worst infraction of all is not allowing for silence in any conversation, whether it happens to be on a sales call or a business presentation. We all want to fill up the "space" and talk, talk, talk.

Mark Twain said it well, "The right word may be effective, but no word was ever as effective as a rightly timed pause."

Want to improve your presentation or increase your sales? Do this: after you ask a question of your audience, shut up and allow for silence. Let someone think and respond. It may take a few more seconds than is comfortable, but it's worth it. Avoid the temptation of filling that space with blah, blah, blah.


Barry LaBov
LaBov & Beyond
Originally posted 5/21/10
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A Best of Barry: Clever isn't always so clever

Who doesn't love a creative idea? A unique concept? A twist of a phrase that draws laughter? We all enjoy the clever ideas. But clever can't be the goal, it must be merely an outcome.

Too often we try to be clever to prove that we're creative. Usually that results in ideas that are too complicated, fuzzy or confusing. For instance, that hilarious commercial you saw last night on tv. It was funny, outrageous and memorable except for one thing: the name of client that paid for it. Clever idea, but worthless nonetheless.

We need to stop trying to prove our cleverness. Instead, it's all about solving a problem and coming up the answer that inspires and changes behavior.

If our idea is so great that the world is changed because of it, then maybe we're clever after all.

Barry LaBov
Originally ran 03/25/10
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

A Best of Barry: Bureaucracy can kill

Derek used to work at a huge conglomerate. He hated it. He was the George Costanza of the place, hiding under his desk and sleeping during work hours, and in general just didn't care. Sure enough, Derek knew he was screwing off and while he knew that he could try harder, he didn't because it wouldn't have mattered anyway.

Then Derek was given a choice by management, retire (with a fair package) or take his chances that they don't lay him off. I urged him to take the package and run, because any company that offers you a package is telling you they would like you to leave. He took the package.

A year later, Derek got back into the job market and hired in at a fast-paced entrepreneurial firm. I told him it would be the most difficult job he ever will have and also very possibly the most rewarding. It has been both. It's tough. The boss knows what's going on. It's internally competitive. They take chances and try to tackle assignments they've never tackled before (they almost always succeed).

And Derek is now viewed as a star--an old one, but a star nonetheless. Why? Because he matters, he counts, he has a value. There's a purpose at that company--doing great work for the customer. At the old place the bureaucracy was boss.

In large corporations, we must fight to make sure bureaucracy isn't boss, that it's kept in the background. Otherwise, we kill the great performances and the people's self-worth along with it.


Barry LaBov
LaBov & Beyond
www.labov.com

A Best of Barry: Breaking Through the Internal Clutter

We've all heard that good advertising needs to break through the clutter. True, but cliche.

In today's large corporations, there are so many initiatives and programs that employees are bombarded with too many messages--too much interference. Any successful internal communication must separate itself from the clutter or it will fail.


How? First you must simplify the message. Make it human-speak, not corporate-speak. How many memos designed to improve internal communications and performance are filled with the same mumbo-jumbo that is blocking the company's performance already?

No matter the technology, no matter the product or service, no matter the customer base or dealer-distributor base--humans crave simple, sincere communication.

Our goal needs to be to communicate with our employees and constituents just as they do with their friends and family--the people they care about.

Look at your communications and determine if it breaks through the internal clutter and mumbo-jumbo, if it does, your message has a chance.


Barry LaBov
Originally posted on 09/17/09
LaBov & Beyond
www.labov.com

A Best of Barry: Think like a zebra - forge partnerships

In the wilds of Africa, it's common to see zebras, giraffes and baboons working together. It's a sight to behold, but it's also a great example of partnership. They don't compete; they protect each other with their unique talents. The giraffe can see far distances. The zebra is fast. The baboon is aggressive and fights well. They can be a formidable team when attacked. The enemy is the lion or the wild dogs, not each other.

In business, our suppliers, associations and partners can protect us - if we realize that they can play that role and promote that opportunity.

It's key that we don't go it alone, that we work together to help others so that they can help us. Our suppliers have a mutual interest in seeing us as well as themselves succeed.

In nature and in business, we have our enemies, our predators. We need as many allies as possible.

Barry LaBov
Originally posted 08/18/09
www.labov.com
www.umbrellastory.com

Beware of Mynah Birds

Way back when I had at least a partial head of hair, I was in a rock band. We had a great singer who could sing like a bird. In fact, he used to admit, "I sing like a bird alright. A mynah bird, I'm a mimic." He could sound like any number of popular singers when singing the top hits of the day. Problem was, he didn't have his own, original style--he had numerous styles, all based on other singers.

One of my buddies used the term "mynah bird" the other day when speaking of a couple of people who basically repeated what the boss said to win the boss's favor.

In our businesses we have to fight the temptation to build our companies on corporate cover-band singers or mynah birds. If we want innovation, we need originality and character. And we leaders need to know when someone is merely just singing our tune.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Every Day Shouldn't Always Be A New Day

One thing a customer looks for--and values--is consistency. That means when they go into McDonald's they expect the Big Mac to taste like a Big Mac. The customer wants it, expects it, and will not appreciate something else.

The boss who is promised that she will receive an update every week on Tuesday at 9:00, expects that update. If there is no update, regardless of why, the expectation has not been met.

Every day is not a completely new day in which no previous agreements or understandings apply. Every Big Mac is to taste like a Big Mac, not a Whopper or some other creation, no matter how tasty we think it is.

It's that simple and that tough.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Lisa Lisa

Lisa was dealt a tragedy in her life. Instead of dropping her head and feeling sorry for herself, she fought. She fought the system, she fought to find the person who was responsible, long after the system gave up. It was a long fight, filled with doubts, with push-back and with the understanding that victory, if ever attained, would not taste sweet.

She persevered and won. A real victory. A victory that was just. A victory that might make a difference in others' lives.

Why did she spend so much time and energy? Because it was the right thing to do. Because she felt there was nothing more important to do in her life. Like many heroes, she is understated about her victory.

She fought to do the right thing because it was the right thing to do. Because of this, she will inspire others, including me, to do the same. In tragedy, she found a purpose and a meaning.

Barry LaBov
www.labov.com
www.labovsaleschannel.com

Enjoying the Disagreement

I just spent a few hours with a couple of clients who have worked together for over a decade. They got along well as far as I could see. Then they shared a secret: they hardly ever agree on anything.

You'd think that would be the kiss of death in a relationship, but they've endured and capitalized on their different outlooks to achieve success.

How did they do it? For one thing, they continued to show respect to each other even though they didn't share the same opinions. And, they admitted, one of them (the boss) usually "won" the battles, and that was OK. It wasn't all about winning the fight, it was about bringing up ideas and settling on what was best for the business.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Excitement

How can you tell if you've created a great product or service? A great company?

Excitement.

Are people energized about the product or service, do they smile when they talk about it? Do your customers smile and become animated when they talk about your company and the energy they feel from it?

We're all in the energy business. The more you generate and inspire, the more success you receive.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

What's your new model year update?

Manufacturers of cars, motorcycles and other products instinctively look to the next model year (for example, next year will be the 2011 model year) as their chance to unveil a new, improved version of their products. We expect the 2011 model to be an improvement over 2010, and it certainly should be superior to the 2005 model.

But as I think of myself, my personal brand--is the 2011 me going to be improved, and if so, in what way(s)? Is my current 2010 me superior to the 2005 model?

There is nothing more exciting for a manufacturer to launch its new model line-up. Shouldn't we think the same about our personal brand? How is the 2011 me going to be better, yet retain the best of my previous years of performance?

Barry LaBov
www.labov.com
www.labovsaleschannel.com

Does it have to be that difficult?

We're in a world where we fight for our time--there never seems to be enough of it. We sometimes wish we could clone ourselves. Maybe, just maybe, there is hope.

It could be that we don't need that much time to do some things. Those hours, those days that we have set aside may be overkill. It is possible that whatever it is--it could be done quicker.

Some great ideas were hatched in very little time, for example, on the ride into work or in the shower. Some breakthroughs were accidents that happened quickly on the way to other things. So, what do we need to jump into this "time machine" and actually buy some of our time back?

We have to do the hardest stuff. We have to completely commit, take ownership in the project. We have to lose ourselves in the process. And we have to fully realize what the end result is, so we can know when we have achieved it.

Too often we begin work on something and don't really know what the end result is supposed to look like, we aren't committed, we have good intentions but we just aren't very effective--that's why we need so much time in the first place.

So, first figure out what the end is supposed to look like, what your purpose is. Then jump in and commit until you've achieved it. You may look up to find there's not only an inspired idea, but you arrived there ahead of schedule.

Barry LaBov
LaBov and Beyond
www.labov.com
www.labovsaleschannel.com

Strengths

I've been recently introduced to Strengthsfinder 2.0, which is a good book on identifying your strengths. What a great topic. Who wouldn't want to focus on and examine their strengths?

The concept is that if you focus on strengths and not your weaknesses, you'll flourish. But what happens when you find out a person's strengths and are surprised because they don't use them at the workplace?

You could have a strength in achievement and be a great tennis player, a great Bible Study leader, a super-mom, but be very submissive at the office. Why? Could be you're in a position or company that isn't a good fit. Could be you're dis-engaged and don't realize it. Could be you don't think about bringing the real "you" to the office.

I think it comes down to a basic realization that ideally you should be the same person at work as you are at home or church or on the golf course. We need to bring the "real" us to everywhere we go. If we don't, we create pressure, because we're not allowing oursleves to be who we really are.

Are you different after work than you are during work? Why?

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

That Calm Guy

Way back in the days of wood-burning computers, when I actually had a little bit of hair on my head (it was more of a tuft), I had a client named Bill.

Bill ran an agency and it was a nice, little agency. He was an honest man and was a pleasure to work for. There was one thing that stood out about Bill: He was calm. Always calm. Nothing ruffled his feathers. Many of his competitors were nut-cases, arrogant, hot-headed and wrecks to work with. Not Bill.

As I got to know him over the years, it was apparent that while he was calm on the outside, he certainly had dealt with some real tough, emotional issues in business and in his personal life. But, Bill was always calm and cool when discussing those situations.

I don't know whether he was truly calm inside and out, but one thing I do know: his calmness allowed others (including me) to do good work, to have a confidence in him and his company, and to really like working for him.

Maybe the answer for emotional people like me is to act as cool as possible, not because that's how we feel, but because that will ellicit the best results. I could get real excited about that!

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

One-hour meetings, half-hour meetings, what's next?

Meetings are a much-maligned part of our workday. An interesting trend is taking place and I wonder where it will end up.

One-hour meetings are being replaced by half-hour meetings--and now we are starting to see fifteen minute meetings taking their place.

Is this good or bad or in-between? I'd guess that most one-hour meetings could be done in half the time. But, it's a stretch for me to imagine much being accomplished in fifteen minutes.

But one thing's for sure--this trend requires the participants to be on-time for meetings. Anyone that's ten minutes late to a fifteen-minute meeting has missed 2/3rds of it. Might be a good idea after all...

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Why Be A Good Customer?

Why in the world should you be a good customer? After all, you're in control, you're the one who pays for the product or service. In this economy, the customer has the upper hand, so why not use it?

First of all, we need to realize that everyone, at some point, is a customer. And we are all on the other side of that equation, dealing with (or serving) customers. Until my daughter worked in a coffee shop, it didn't occur to me how much a tip meant to a young person making a latte.

I think if you are cold, indifferent or worse as a customer, you have to realize you might miss out: Miss out on inspiring someone or letting someone know they did a good job or miss out on making someone's day (maybe they've been going thorugh a tough time).

Some of us are terrible customers--demanding, irritable, bullying, deceitful, etc. Short-term, maybe you get something for that--a free product, a bunch of people nervously running around to please. Maybe you feel strong.

But long-term, being a good customer brings a lot: great ideas, friendships, loyalty, etc. Being a good customer is good business.

Barry LaBov
LaBov & Beyond
www.labov.com
labovsaleschannel.com

"More" Junkies

The more the merrier. Sounds great, right? Not in business. The top issue I see in many corporations is having too many processes, options, programs, guidelines, and goals.

Most of the corporations that have this problem realize it, and what do they do? They come up with a new solgan or mantra--one more thing they introduce to make things better.

The answer is "less." Don't try to cram two hundred pounds of stuff into a paper bag. Be bold and vulnerable enough to focus on what you think the key issues and answers are and stop at that.

That means no new options until you see the previous ones being utilized. That means adding no additional steps to a process that already is too long. Simplify, simplify, simplify.

And when you do finally simplify, you can actually expect, if not demand, that those processes or steps be adhered to.

Barry LaBov
LaBov & Beyond
www.labov.com
www,labovsaleschannel.com

Confessions May Not Mean Forgiveness

I heard a top exec from a major manufacturer speak to suppliers a year ago and can still can't forget his speech. I enjoyed listening to him because my company is not a supplier of theirs, so I approached what he said rather clinically.

The exec smiled and confessed that they had not been good to their suppliers in the past, that they had broken promises and cost their suppliers dearly. He continued, "Things are different now. We are committed to being a good partner to our suppliers."

I had mixed emotions about his speech. I think it's admirable for him to bravely confront the past--kudos to him. But, on the other hand, if I were a supplier, I'd be wondering why it's okay for my customer to apologize and expect me to be okay with that. What if my company went out of business or was severely hurt by their actions?

Maybe the exec really was saying, "Look, we've reneged on our promises to you and know it probably hurt you. But, we're not going to do anything but move on--and if you want our business, you'll need to do the same."

I don't think the exec was a bad guy, in fact, he seemed very impressive. The truth of this situation is probably more complicated than "good versus evil." The manufacturer did mess up, but many of the suppliers probably took advantage of the manufacturer over the years, too.

Move on.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

How Much Do You Need?

How many customers do you need?
How much money do you need to make?
How big of a company do you want?
How many employees, how many projects, products, services or options do you need to offer?

We cannot have it all, despite what we read or hear or fantasize. A manufacturer cannot increase its numbers of dealers, products, profit, employee morale, sales and quality all at once. Over time, sure that's possible.

A dealer cannot increase sales, locations, customers, customer service, employee retention, and profit all at once. Not possible.

At first blush it sounds great to have all those goals, but the reality is that there must be a priority. We must stand for a few things, not everything.

To get the few most important things, something else must "give." Or you get none of them.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

One Extra Question

It's easy to jump to conclusions, to make a decision based on one statement or fact. But in large and small corporations, that's a challenge. Often, a new policy or campaign is launched and fails because it was built on a faulty premise, assumption or edict.

Sometimes all it takes is one more question to clarify what's at the heart. My sister-in-law is a great example. She was called into the doctor's office for tests. After she went through numerous ones, the doctor came in and tried to assure her by saying, "I think you're fine. If you were my wife, I wouldn't do anymore testing."

She looked up at him and asked, "How well do you get along with your wife?"

One question can clarify a lot.

Barry LaBov
LaBov & Beyond
www.labov.com
wwww.labovsaleschannel.com

No Time to Think

The business world is full of conflict, pressure and competition. We focus on the competing companies or the economy, but seldom do we realize that time--or lack of taking time--causes more problems than anything else.

Our technologies keep us in the know 24/7 and we allow them to rob us of the solitude that humans need to thrive. That hour of focus time without interruption could save hundreds of hours or make millions of dollars.

Stop. Exhale. Think. Can't hurt, can it?

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Tension Reducer

It's great to have a strong will and fierce determination. It can help you go a long way. But unless you have the right team with the right skills, at best, you'll have a high-tension atmosphere where many people are under-performing and a few are burned out from working so hard.

I've been guilty of trying to turn people into what my company needs--I see what they can do and am convinced that they can do it. Problem is, many times, they don't have the skills or the interest. They may be great people, but if they're in the wrong position, there is little chance of success. Far more likely, it will be a battle that no one enjoys.

The more I've focused on getting the right person, who is skilled and motivated, in the right position, the less pressure and the more success we've seen.

Sometimes it's pride, sometimes it's that we have no time to think--but it's worth it to stop and assess our people to make sure we have the right skills to do what we need. Otherwise, it's a pressure cooker, for all.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

The bigger the person...

As I've gotten to meet some great people throughout the years, I've found that the very best of the bunch--those real top men and women at their corporations--were also the most gracious.

Those "big people" were the ones who sent hand-written notes or emails on the weekend or who called with advice or who reached out to help.

Their smaller counterparts quite often were focused on their favorite subject: themselves.

It's easy to assume a high-level person is cold or selfish, that's how our society pigeonholes successful people. But take a closer look and you'll very often see someone who is sensitive, caring, honest and sincere. And it makes sense, after all, because those are the very traits that brought them success--who wouldn't want to see that kind of person do well?

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

The Roles of Each Department

At dealerships, you can have a "mall mentality." There are businesses under one roof at a dealership--sales, service, parts, accessories, and more. It's tempting for the assumption to be there is a dominant department that is most important, and the others are merely "moons" that circle it.

In reality each department plays a role in the customer experience. One department can retain, save, or destroy a customer relationship.

The parts guy who is rude, the saleslady who doesn't follow up, the parts counter manager that overcharges, the accessories department lady who ignores you can be overcome by the parts guy who guides you, the saleslady who sends you a thank-you note, or the accessories lady who notices you have an interest in a tee-shirt.

Imagine if each department understood the real value of their customers and the role their department played in retaining them.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

The Fewer The Games The Better

Whether we mean to or not, we create games that people play at our companies. There are games that hurt us such as the "stay away from me, look how busy I am" or "I'll take anything on" or "I'm just doing what I'm told" or the "the economy stinks, so it really doesn't matter what I do" games.

Those bad games take our eye off the right things, such as taking care of the client, living up to promises, collaborating and being profitable.

If we can focus on the meaningful games and give people the autonomy to play those games well, we all win.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Be like Mike

I just caught up with one of my first mentors, Mike. I hadn't seen him in years, yet it was like we hadn't skipped a beat.

I'm still learning from him and can see why he's successful. He has energy, he is constantly looking for new ways to help clients and grow business. He's humble and loves to see others prosper.

He works in a tough business, but hasn't jumped ship, and because of that--and his incredible work ethic--he has done very, very well.

Thirty years ago I called him up to ask for advice and he was gracious and helped me. People like Mike inspire others to be like him. Thanks, Mike!

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Leverage what you've got

One of the best clients my company works with provides their dealers with hundreds--yes, hundreds--of tools to help the dealers perform well. One problem with that: Most of the dealers don't use those tools.

So...

Our client has continually answered that problem by building more tools for the dealers so that maybe they'll use the new tools.

One answer is to provide no more tools and to help the dealers utilize the existing ones. If we do that, we may find that some of the tools are worthless, some may be darn good and others may need a little improving.

But more important than all of that: the dealers will appreciate and value the tools, which is the biggest battle of all.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Investment

One thing we take for granted is the investment some companies make to do business. Sometimes, that investment is extraordinary; building factories, facilities, hiring hundreds, even thousands of people. All to build a product and sell it.

Even small companies do the same, they buy equipment, they hold onto people they could have let go, and they put great efforts into growing that business.

If you're that corporation that invested billions of dollars or that dealership that built that new showroom, it's a good time to make sure all involved understand the commitment being made.

You're the rare breed that has belief in the future. Share it with those who have inspired your belief and inspire them to make it a smart investment.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Exposure

We are exposed for who we are when under stress--good stress or bad stress. If things are easy and we can glide along, no biggie, that's easy.

But if there's a deluge of work that just came in (good stress) or there's nothing to do at all (bad stress), that's when we show ourselves.

When that deluge comes in, do you take charge and run with it or do you need to have your hand held, or even worse, do you need others to do your job?

When there's nothing to do or worse yet, when things are going badly, do you raise your hand or do you disappear and wait?

We expose who we are every day. And what we expose affects the corporation, the dealership, the small shop, the department--everyone that we work with and for.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Ownership--more important than ever

The signs of the economy recovering are conflicting. Some reports strongly imply we're going down to another dip, others show improvement. In a way, it doesn't matter--if you're taking total ownership of your company, your job, or your life.

It's simple--and tough. If your business or job is challenged, you can't hide your head. You have to put everything you've got into your work. Fall short, and you may lose it all.

And if your business is on the upswing? Same thing--take ownership, don't let the momentum die.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Green Generator

The green movement is great, it's all about protecting the environment. What about a green movement at the dealership or retail shop that's about the other green, money?

It's one thing to wait for the customer to come into the shop and see if they're in the mood or the mode to buy from you. What about generating sales on your own?

Becoming a Green Generator means networking, it means doing such a great job your customers gladly give you referrals, it means being a student of yourself and mining more sales.

If you analyze where your sales come from you can learn at least two things:
1) Where you should go for more sales opportunities just like the ones you have
2) What new places to look for sales generation

For example, if you're great with social media and get sales from it, keep it going. But if you've never tried social media, why not ask a friend who is good at it? The key to sales generation is balance--don't just focus on one, easy, natural area for growth. Expand your horizons, try a few new ideas to generate business--and you can do it while you're waiting for the next customer to come through the door.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

It's Not Simply A Numbers Game

We've heard it for years: sales is a numbers game. The more people you see at the dealership, the more clients you submit a bid response to, the more sales you'll make. Right?

Not necessarily.

It is true if you put your heart and soul into each opportunity, then your odds are good. But if you merely go through the motions and do a lackluster job, your odds are terrible.

Here's how the numbers really work. If you did a poor enough performance that you have a 1% chance of success, that does not mean if you do it 100 times, you'll be guaranteed one sale. It means 100 times you will have a 1% chance. In my world, that means you get zero sales.

The numbers game works only when you do your best over and over.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

A little grace, please

It's tough out there. Most people are worried and/or working hard. The very best leaders are working harder than ever, plus they have the weight of keeping their corporations, dealerships or small companies afloat.

If the top folks realized the stress their employees were going through and if the employees realized how hard it is to run a department or corporation today, there would be more companies and employees thriving.

It's easy to romanticize what's going on and make it "good versus evil"--the little guy (employee) being beaten up by the big guy (the corporation) but it's really all about people. People who are good, yet imperfect. People who really do care. People who can vilify each other or who can show understanding.

A little grace can go a long way.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Naming Rights for the Colosseum?

The Italian Government has announced it will sell the naming/advertising rights of the Roman Colosseum for $33 million. That money will go to refurbish the 2,000 year-old stadium where gladiators fought. The winning bidder can erect promotional signs of up to 8 feet high, plus they can also film the restoration and have their name on tickets, conduct private tours, etc.

I guess if you can name a stadium "Lucas Oil Field" or "Enron Field" or "Qualcomm Park" you can name the Colosseum, too. It's certainly a creative idea, but it's not what Emperor Vespasian had in mind in 70 A.D. when he ordered construction to begin.

What's next? The Amoco Pyramids? Or the Eiffel Tower brought to you by Microsoft?

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Old News

There's no market for yesterday's newspapers or last month's magazine or last week's blog on your favorite sports team. It's old news.

Technology is moving so fast that the news of 20 minutes ago is of no value, because there's a brand new update every thirty seconds.

Corporations, dealers and all of us employees must not become old news. We must stay relevant. Are we ahead of trends or at least aware of them? Do we judge ourselves or do we learn from our customer base on how we perform? Are we significantly better today than a year ago? Are we constantly re-thinking what we're doing?

If not, we're old news and you know how valuable that is.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

The fight for relevance

In our personal lives and our business lives we are in a fight for relevance. If we are important, vibrant, current, critical, let alone indispensable, we're on the right track. But, it we're dated, slow, groggy, behind-the-times, and are easily replaceable, we're in trouble.

All of the above are applicable to people or companies, personal or business lives. If you're not growing, you're dying.

Daily we must fight to be valuable and that fight should be invigorating. If it isn't, then it's time to ask the tough questions, because soon you or your company will become irrelevant.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Emotions are back

The tough economy has awakened the emotions of Corporate America. When things were great, things were easy. Now, it's rough sailing for almost everyone. That means every decision, every initiative, every campaign, is now more important than ever. Jobs are at stake, relationships are at stake, and companies need to see success to keep the doors open.

All of that translates to emotion. It's personal now, it's not just a job, it's your job.

Corporations need to feel and see that personal commitment from their suppliers, their dealers--anyone they deal with, because now, it's personal.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

"Yes, I'll take your business"

I just met with a new client who told me why he chose my company. He said that he met with a half dozen companies and they all did the same thing:

They sat down, said they could do the work and asked for the business.

The client said our company was the only one that showed him what could be done for him. We actually did research and presented similar situations that relate to his business.

In selling, it's good to ask for the business, but you have to show the customer a reason to give it to you.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

"You Don't Know How Hard We Work"

A common refrain at companies is that the boss doesn't appreciate the hard work her people are doing. I just worked with a client on this. There is a simple answer.

First of all, it's probably true that the boss doesn't know how much effort is being put in. The reason? In many cases the boss is so engrossed in her work and pressures that she doesn't see much else. And since the employees are focused on what they're doing, they don't see or appreciate her efforts either.

To overcome this, we need to communicate more often to update each other. But also, these are the times that employees and managers need to look around. Is the boss sipping martinis at the bar all day long or is she running from one meeting or customer to another? My guess is that she's pretty slammed with stuff to do.

So, update often--not to brag or to complain or elicit sympathy--but to truly let everyone learn and appreciate each other.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Two Sides of the Same Coin

I hear dealerships say that customers don't show loyalty anymore--there are so many outlets to buy product from that it's staggering.

True.

But that also means there are tons of customers who are looking for a better experience, a better product, and are open to exploring that with you...if you do something about it.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Show You Care

Sometimes that difference between winning and losing is demonstrating that you really care.

Face it: most cars, motorcycles, boats and computers are well made and can be bought at thousands of different locations, including on the web. So, if you're the salesperson and you show the customer you really are committed to making sure they're taken care of--they'll probably buy from you.

If you don't show you care, they can buy that product anywhere they care to.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com

Embrace your culture

You know one thing we can all do better at our companies? Embrace our culture.

Large, medium or small, companies of all sizes strive to homogenize who they are. They try to be the perfect combination of all things to make the employees happy. For example, here's what most companies feel they need to be:

At our company you only have to work 37 hours a week, you leave at 4:45 PM no matter what, you have great benefits, profit sharing, happy clients, no paperwork, no travel, no pressure, no conflict, everyone giggles all day long and you can paint your workspace any color you like. And, by the way, we're a world-class, top notch, high-producing, ultra-profitable, fast-growing enterprise.

The problem is, you can't be all of the above. You can't be great and not pay attention to what you do. Sometimes we need to put pressure on each other to exceed our last performance. What if you paint your office space a color that makes a co-worker sick to their stomach? And what if you're the client and you need something at 5:45 PM and no one answers the phone--how long will you be that fast-growing, world-class company?

As Popeye said, I yam what I yam. Let's embrace that, trumpet it throughout our organizations, to our customers and enjoy who we really are.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Ring The Bell

I'm talking to a client who happens to have just bought a great new product (hint, it has wheels) at a dealership. My client is excited about the product but not the dealership experience. Why?

For one, the dealership salesperson didn't try to sell accessories to him because the salesperson was busy. Hint to dealer: people like to buy small stuff after they buy big stuff.

And the other reason: the dealer didn't ring the bell. Evidently this dealer is known for ringing a bell every time a new customer buys a product. To me, that sounds a bit like Pavlov's dog, but it's an exciting experience to my client. Expect that he didn't get to enjoy it because the dealer was too busy to ring that insipid bell. Hint to dealer: new customers like to be shown attention. Ring the darn bell and make their day.

It goes to show that if we do the little stuff we can be rewarded for it. Ring the bell.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Pro vs. Hobbyist

I've grown to appreciate people who have that something extra, who bring more to the table, who are energized by what they do, as opposed to the normal, nice person who does the job and moves on.

A way to describe that difference is being a pro. A pro loves their career and does what it takes to grow and improve. A pro jumps in and has fun. A pro can be counted on. A pro exceeds expectations.

A hobbyist, on the other hand, dabbles in stuff and does a decent job but doesn't put heart and soul into their work. A hobbyist doesn't care to grow and improve because he doesn't see the payback. A hobbyist often feels put-out to dig in and work extra to tackle a problem.

I'm appreciative to the pros I work with and urge them to keep doing what they're doing--but then again, I don't need to. They're pros.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Emotional Labor

In his book Linchpin, Seth Godin writes about emotional labor. Emotional labor is when your entire being is wrapped up in getting the job done, making sure it's right and serving the customer and your company.

What a great term--emotional labor. I know very few people who are emotionally committed to what they're doing. Sure, they have talent, they show up at work, they know what had been done in the past and can replicate that. But--emotional labor is so much more. It is the difference between a short-term customer relationship and a lifetime one. You can't just go through the motions if you're emotionally committed.

What if we judged the performance of our employees or dealers or suppliers on emotional labor?

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

The Pressure to NOT Keep What Works

Companies are looking for every avenue to cut costs. Of course, people cost a lot, but we're usually averse to dealing with people issues. Instead we turn to areas such as travel budget, insurance, and amenities first. Then we cut people.

Here's the challenge: Why not cut what doesn't work and do your best to keep what does work?

If you have employees who make a difference and truly pull their weight--fight tooth and nail to keep them. If you have a health insurance program that is a differentiator for your employees, fight to keep it. If you have an end-of-year celebration for employees that is a highlight for them, a real motivator, do what you can to let it live.

But...that means if you have an employee who doesn't pull her weight, or a client who is a perennial money-loser, or there's a plan to upgrade to a cooler software system merely because it's cool--have the guts to pull the plug.

Keep what works, delete what doesn't.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Simple is So Hard

Look back on the mistakes you've made in the past--it would have been so simple to have done something different or better and never have experienced them. But why did a mistake happen if it's so simple? Is it hindsight that makes it look so obvious? Maybe, but...

Simple is hard. We want to avoid discomfort, hassles, etc. Simple is tough. Sure it's simple to do a great job, to check your work and to clarify every detail of a project or relationship, but it takes time, it's not a lot of fun--not when it's 5:01 or it's a sunny day and you'd like to be outside playing.

But the good news is that IF we do the simple stuff and put up with the hassle and inconvenience, we will have a better life and less long-term issues to deal with, which makes life a lot more meaningful (and not so hard).

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Critical is Critical

A change has occurred in the biz landscape. More than ever before, customers need to turn to someone they can trust, someone who will tell them the whole truth, warts and all. No longer is it ok to be the "yes man" or "yes woman."

We must be critical--go against the tide, have the difficult conversation, re-think the common assumption
To be critical--be the one person or company the customer trusts and values


Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

It All Depends on What You Focus On

Movie stars and celebs are, generally, all about appearance. How they look and who they are seen with are far more important than anything else. That's why there is so much plastic surgery, so many celebrity rehab centers and tv shows that focus on washed-up celebs.

In our businesses, we can focus on our appearance and get in trouble. For example, we can measure our successes on:
How many employees we have
How big our building is
The marquee value of our clients' names
What our sales figures are

Those may not seem to be bad, but in most cases they don't mean more than:
How honest we are with employees
How well we use our resources
The quality of client relationships and work we do
The health (including profit) of our company

If we focus on the right things, we can truly succeed. If we focus on appearance, there are no business rehab centers to fix us up or tv shows that will pay to watch us flounder.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Follow the Passion, Follow the Money

There's a difference between passion and excitement. I've known plenty of energetic people who make a lot of noise, who laugh a lot, and who run around at a frenetic pace. Those people are energetic, excitable and quite often, fun to be around.

A person with passion may not be as loud, may not laugh a lot and may not run around the office like a whirling dervish. But they do doggedly focus on their customers and their business and they truly inspire others to do the same. They are fun to be around because they make good things happen, they take ownership, they elevate everything and everyone around them.

An excitable person is entertaining. A person with passion inspires.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Survivors

Do any of us think of ourselves as a survivor? At first, the term feels good--you've gone through a lot and you're still standing. But looking deeper, I think it's not a good thing.

Survivors (in business) are the people who have hidden under their desk for the last 15 years and are known as "Poor Harry" or "Poor Linda." They are the ones who talk mostly about the old days or denigrate their company implying that they could have done more but were never given the chance.

Surviving a war or an animal attack is one thing. You truly are a victim. Surviving your job is an entirely different issue. Do something about it. Now.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Mulligans

In golf, if you hit a terrible shot, your buddies may give you a "mulligan" or another chance to hit that shot again with no penalty.

In business and in our personal lives, once in a while we're given a mulligan--someone says it's ok, let's try that again.

Here are the rules for Business Mulligans:
Be grateful when you're given one
Make sure you take advantage and do your best
and
Don't expect to get more than one

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

New (Unsavory) Rules of the Recession

Companies are so desperate right now that the rules are changing in business. Things that were commonplace are now, unfortunately, not so common.

Today, it is becoming alright for a company to renege on its agreements. For example:

If your software company was promised a substantial amount of business from your customer, strap yourself in, your customer may just decide to bid out the last third of the work you were promised.

Let's say your company lost a bid to another company. Today, it's becoming common that your ideas and the ideas of the other losing suppliers, will be shared with the winning bidder in hopes of cherry picking the best ideas.

Why do these things happen? Desperation. The customer is pressured to look good internally in their company, to cut corners, etc. The supplier is desperate and doesn't want to rock the boat, so they feel compelled to suck it up.

No matter the economy, bad business is bad business. Whether we are suppliers or manufacturers, we have to have the guts to face these issues. If not, wait for the avalanche of inappropriate business practices to suffocate you.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Small Wins Today Are Big Deals

Jeff, a construction industry entrepreneur I know, stopped me on the street one day, rolled down his car window and started to talk to me about how excited he was. "Business is finally starting to pick up. But it sure is different."

Before I could ask, he told me the difference:

Today, it's all about momentum, it's about getting some "wins."

Before I could ask, he clarified further, "We just landed a couple of jobs that were around $11,000 and we're sky high! A year ago, those jobs wouldn't have even been discussed, they were too small. Now, they're a big deal."

Small wins matter more than ever, they are more than just the amount of money they represent, they represent a turning of the tide.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

What Are You Paid For?

Every now and then we need to stop and think about why a customer buys from us. Is it our personality? Our sense of humor? Our ideas? Our attention to detail? Our product?

We all make assumptions as to why we're in business, but it's critical we know what really is special and what is not so special about our product, company, brand or people.

Typical assumptions are:
Our people
Our pricing
Our tradition/reputation
Our location (convenience)

Next time you talk to a prospect or a client, observe what excites them, what draws them near you. That very well may be what they really value from you. The rest of the stuff doesn't matter.

What do you have, or do, that your clients are happy to pay you for?

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Small Ball

In baseball, there's a term called small ball. It means trying to score by doing the little things: getting walks, stealing base, bunting, etc. It means not waiting for the big hits, such as home runs.

Business today requires a small ball approach:

It's no longer about nailing the one big project or customer or account, it's about gathering up the little opportunities and doing a great job.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter

More people quitting?

As the economy has leaked jobs, more people are quitting than are being laid-off or being fired.

According to this article, people are quitting because they have more confidence in the economy and aren't worried about finding a job. That may be true. But, I think it points to a different situation. Many employees today do not feel fortunate to have a job. If you don't feel lucky to work, why hold onto a job? There must be others around the corner, right?

I may sound judgmental in this post, because I am. I feel fortunate to have a job, to do things for clients, and to be able to make a difference in the workplace. That is my attitude and I also don't pretend to think it's the only way to go.

If indeed more workers continue to quit (rather than get laid-off or fired), I predict it will turn out a little different than many think. I believe that some will find jobs that are better and more fulfilling--kudos to them! I also strongly believe that far more of them will not find any work for a long time. Others will find another job that is clearly no better than the previous one; in fact, it will probably be a step backward. And I also believe many people will end up with several part-time jobs (that provide no benefits) in order to make the money they need to survive.

Quitting your job is smart if you have a better dream to go to. If you're merely leaving the workplace to see what's out there, good luck.

Barry LaBov
LaBov & Beyond
www.labov.com
LaBov Sales Channel
PB&J Newsletter