Feel the Energy

A great song brings emotions. The same with a great movie or book.

A great performer in the world of business does the same.

Does he or she make you smile? Do you feel his enthusiasm? Can you tell she's happy to work with your company?

Or is he sleepwalking through his career? Is she burdened by the prospect of more work to do? Is he doing you a favor by working for your company?

Our world is filled with energy-speak when it comes to our natural resources.

When it comes to people and business, it often comes down to energy. Does he or she have energy, intensity, enthusiasm?

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

Spell-Check is Getting Under My Skin

You know how to tell when you have it too easy, when you are fortunate?

When things like spell-check irritate you. I'm guilty of it. I actually have issues with why spell-check doesn't catch many of my most commonly misspelled words. Why shouldn't it get that?

Better yet. Why can't I learn to type and spell better? And why don't I appreciate what I have?


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

You Can't Teach Ethics or Integrity

A buddy of mine applying for a job filled out an employment test. It showed that he was lacking in a few areas such as organizational skills and dealing with confrontation.

As he was lamenting his performance on the test, he almost neglected to tell where he scored high: integrity and ethics. He was off-the-chart great in those areas.

I'd rather have a high-integrity but organizationally challenged person representing my company than one who is a genius in prioritizing yet can't be trusted.

You can teach and improve skills but you can't teach honestly.

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

Why Ideas are Not Like Potato Chips...

The old Lay's Potato Chips commercial with Jay Leno had a tag line. After he did his best to convince you to eat as many chips as you want, he ended with: "Don't Worry We'll Make More." Basically, the message was--take what we made, no big deal. That's true for things like chips, cars, motorcycles, etc. But it isn't true for ideas or concepts.

If you manufacture jets, you need to protect your design, your technology and such. If you don't protect those concepts, plans and ideas, you'll soon have nothing unique to sell.

The same goes for ideas or concepts that service companies sell. If you're in the business of manufacturing ideas, they need to be protected just the same. If you allow anyone to take original ideas from you, then soon you'll have nothing to sell.

There's a good reason why cars have their logos on their hoods or grills. It let's all know who created it. That's why an original concept has a trademark next to it.

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

PR Lesson thanks to Tiger--Timing is Everything

The Tiger Woods situation is a fascinating study in PR that has application to our businesses.

His news conference was more of a Presidential State of the Union speech. It was scheduled in the middle of golf's biggest tournament thus far this year, causing distraction for his fellow competitors. He addressed most of the issues and read them competently from his prepared notes.

But he was a shaken man, not the fierce, independent competitor we're used to. Why? Timing. If he had done this earlier, it would've been less of a spectacle, less of a world-stopping made-for-TV event.

But why did he wait? I can think of only two valid reasons:
1) He thought it would blow over, go away. I doubt this, he's too smart.

or

2) He needed to wait to make sure nothing else, no other skeleton came out of the closet. If he had apologized months ago and ten more ex-girlfriends then came out with their Tiger story, he'd have some explaining to do. If one of those girlfriends said he did something bad, like drugs (recreational or performance-enhancing), that would have been another bombshell.

My guess, is he waited to make sure the dust had settled (including the possibility of buying the silence of anyone) before talking to the press.

Learnings:

Timing is everything. If you're wrong, admit it immediately and move on.
Better yet, don't get yourself in trouble by doing terrible things in the first place.

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

The Sales Channel: 5 New Rules for the Manufacturer

If you're a manufacturer and sell through a sales channel of distributors, dealers or reps, here are five new rules for success:

1) Talk to the channel. If you don't communicate in-person (on the phone, video conference or on site), they will forget you're human. It's all about people--show them you're one.
2) Communicate in one language. Simplify the corporate-speak. Reduce the fancy themes for every platform and program you have. The channel is supposed to be busy selling, not doing translations.
3) Include. Don't just focus on the salespeople; the entire dealership, for example, is full of influencers, from the receptionist to the service folks to the technical geeks. They all count. Give them attention and access to as many programs, events, and opportunities as possible. They may be more value than some of the salespeople.
4) Face the invisible elephants. If there are perceptions or issues that might be barriers to the sales channel performing, own up to them. Put them on the table. Address them and what you're doing about them.
5) Ask and expect. Ask of the channel. Don't just entertain them with incentives or meetings. Expect them to know your product before you reward them with incentives or glamorous meetings--that includes training and certifying them. Ask them for input. They have ideas, let them speak. They just may know something valuable.

If you're a corporation with a sales channel or if you're a sales channel (dealer, distributor or rep) feel free to follow our blog dedicated to that single topic. It's called: labovsaleschannel.com.


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

Mystery Companies

Another aftereffect of our new economy is the virtual company. Virtual companies have been around, it's just that now there seems to be more of them.

I was on the phone with an ex-client of mine and he was introducing me to his new company. Only it was weird--it was like he didn't really work there, he seemed to be doing a lot of other things in his life. So he introduces me to a couple of other partners in the firm and they're from different parts of the country and too, seem to be half-engaged and half-disengaged. What's going on?

Mystery Companies. Our new economy has given birth to these. They are often the brainchild of one to three people, who are totally dedicated. Then they connect a network of associates who jump in or out depending on the project need.

This Mystery Company approach fits our economy because these associates are doing other things, they're semi-retired, they're messing around, they have other Mystery Companies of their own, etc.

How does this affect us? Well, you can consider starting your own Mystery Company. If you do work with one, you have to make sure they can deliver.

As long as the economy is difficult for business and employment is threatened, Mystery Companies will pop up and fill the void.


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

Jobless Recovery is another term for Downsized Economy

It saddens me when I hear that our economy is in a "jobless recovery." To me there is no such thing. If we have less people employed, we have not recovered.

In business, when you let go of people and costs and are able to survive, that's called downsizing.

A friend of mine has a company that is down 84% in sales. They've laid-off 700 people, cut salaries, benefits and are stabilizing. Until they are hiring people back, they have not recovered.

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

First start with a million dollars...

In a hilarious skit by comedian Steve Martin, he asked the audience, "Do you want to know how to avoid paying taxes on a million dollars?" His answer was, "First, start with a million dollars."

For the manufacturer focused on achieving high customer loyalty and retention, the answer is:

First, start with loyalty, internally at your company

If you expect customers to be loyal, it starts at the top. If you're loyal and value the loyalty of your employees, suppliers and dealers, then I bet your customers are going to be loyal to you.



Barry LaBov

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

The Grind

Great athletes, when under the stress of a competition and are struggling, say they are grinding. meaning that while they're not in control of the situation, they haven't given up and are trying their best. Most of their competitors would give up at these moments. Ideally, the athlete can recover and win, or at least be rewarded for a good performance.

In your business, do you feel like you're grinding? You know, working extra hours, stretching yourself, etc. If so, congrats on being so tough and determined! However, maybe you should re-think why you're grinding...

How to know if the grind is worth it:

1) You feel a sense of camaraderie with others at your company, others are pitching in with you
2) It's appreciated by your fellow employees
3) It gets results--you do great work and grow business

How to know if the grind is not worth it:

1) There's little to no teamwork
2) It's not appreciated, in fact, it may be resented
3) It only results in more opportunities for you to have to grind on more things

I'm all for being determined and dedicated, but remember that draining yourself for a lost cause isn't very smart. We have to make sure that if we're supposed to be in this together, then that means just that. Otherwise, forget the grind.

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

Make it easy to buy

If you want one secret to selling more stuff, no matter whether you're a dealer or a manufacturer or a salesperson, here it is:

Make it easy to buy

One Saturday morning I finished a workout, showered, put on my warm-ups, tee shirt and baseball cap and drove to an electronics store to buy some high-end audio speakers for my home. I quickly spotted the audio department and stationed myself in front of the best (and most expensive) speakers they had. Within minutes a salesperson who had been eyeing me interrupted and said, "Sir, I can tell you really love music. Let me take you to listen to speakers that YOU can afford." He then shuffled me to the low-end district of the department where he spent fifteen minutes telling me how good the $30 speakers sounded. I told him thanks and left. I went down the street and bought some tremendous (and somewhat expensive) speakers from his competitor.

Obviously, he profiled me--I was dressed down and evidently looked "low-rent." That salesperson committed a cardinal sin. He made it too tough for me to buy. I was ready to take my wallet out, but he wouldn't let me until he finished his spiel and by then, I was finished with him.

We can make it too hard for customers to buy--whether it's employing the wrong salespeople or having too few people to wait on customers or if maybe we don't stock the product itself. The list goes on and on. Want to increase sales?

Make it easy to buy

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

How will this year turn out?

Usually around New Year's we all get asked about the upcoming year: How's your year going to turn out?

Now that we're a month into the new year, how's yours turning out? Or is it too soon to tell?

To a great extent, we've already determined what kind of year this will be. Have you cut back? Have you invested in growth? Have you given up on new business or are you focused on it? Are you doing the best work of your life or is it mediocre?

We do not have control over everything, but we can make a difference. Assuming the economy will not make a miraculous recovery, where does that leave each of us? It's pretty much in our hands.

Great work or mediocre work?
Aggressive growth or complacency?
Order-making or order-taking?
Breakthroughs or status quo?

You make the call, it's your year.


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

Perspective

It'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
www.labov.com
LaBov Sales Channel
PB&J Newsletter

Learning from the Amish

Years ago, I worked with an Amish company and really enjoyed it. The leader of the company was a tremendous man, filled with integrity.

I initially approached their company with a little discomfort, because I assumed they would be different. I found they were more fun and more like the other companies I got to work with.

They certainly were conservative. But it wasn't like working with a bunch of monks. They interacted, they disagreed, they had issues and they dealt with them just like everyone else. They also had a sense of humor. I saw what amounted to an Amish stand-up comedy routine during a convention--it was side-splitting, very funny and at the same time appropriate.

Once, I was sitting with their President in his office during a snow storm. The phone rang and he said, "I see, that's OK." Then he laughed. I asked what was up. He told me one of his workers called in and said he wasn't going to make it into work because, due to the storm, they had no electricity at his house."

I stared back and said, "So why was that funny?" He said, "Barry, he's Amish, his house has never had electricity. He was pulling my leg. That's Amish humor."

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

Sometimes you don't how much you influence others

Betty was a lady born in the 1920's who grew up in a man's world. Her dad was an entrepreneur. He owned restaurants, a collections company and various marketing companies. Watching her dad engage in his businesses inspired her.

Of course, back in those days, her job as a woman was to graduate high school, get married and have kids. She did that and then jumped into the workplace as soon as she could to become a bookkeeper/office manager for a small business. She constantly told her kids what a great businessman her father was and how exciting business was. You can imagine how that went over with her two sons, who rolled their eyes and went out to play catch in the backyard--to them, business was boring and undesirable.

But Betty, my mom, had an influence. I don't know if was brainwashing or if she woke me up to some kind of genetic thing I share with her and my grandfather, but it worked. And I thank her for that.

We don't know how much influence we have on others. Sometimes, it takes a long time.


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

Efficiency or Water Torture?

Drip. Drip. Drip.

Water torture was designed to drive a person crazy due to constant irritation. No time to relax or focus or gather yourself. Aren't we tempted to do the same in the workplace with interruptions and multiple focuses going on at the same time?

Let's face it, we can only really do one thing at a time, so maybe we need to adjust our thinking a little. If I have five projects to do and want to do them each well, I need to do one project at a time, then move onto the next until they're all done well.

Of course, that's not reality in the workplace, because there are also changes, interruptions, fire drills, etc. But it's all in the approach. If I can at least focus on one thing for as long as possible as a rule, then I'll handle the interruptions as just that, an interruption. That will positively affect the quality of my work and my morale.

Otherwise, my workplace life is multiple assignments plus interruptions plus fire drills which equals:.

Drip. Drip. Drip.

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

"Seamless" or "Faceless"?

I listened to a supplier talk of their working relationship with a client and described it as "seamless." Sometimes, that means good things. In this case, it was the opposite.

In this case, "seamless" meant this supplier did the client's work and sent it over to them. Seldom did the client review it, never did the supplier interact with the client. It was "seamless." It also was:

Unappreciated (the client couldn't know the effort put in)
Unapproved (the client was so hands-off, it was only a matter of time before a problem would crop up)
Questionable quality (meaning that in truth, the supplier couldn't know if it was good or bad due to no feedback)

The lack of connection with the client also allowed the supplier to draw its own conclusions as to how great their performance was and how important this "seamless" work was. All this without feedback from the client.

"Seamless" is only good when all parties are engaged to give feedback, to refine the product and to appreciate each other's efforts. Otherwise, it's merely "faceless."


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

Either/Or is Not an Option

We live in an either/or world.

I'll get this done but that means these things drop.
We promised to send this inventory but we had other issues to attend to first.
We can deliver you the model you want, but it won't have the options you desire.

If you have confidence in your company, yourself, and your co-workers, you can't allow an either/or option of choosing what to do and what to drop. The cost is too high. Customers are depending on you, and so are your fellow employees.

We've got to find a way to do what we promised. Often, that is romanticized as making huge sacrifices, staying late, working people to the bone, etc. That's not a smart approach.

We can do what is promised, but it means we have to face the situation immediately, use our brains to figure how to do it, and then enlist people in helping us to do it. That's work, but it's also rewarding.

And necessary if we want to claw our way back from the depths of the recession and begin to grow.

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

Feeding the Machine

A manufacturer is cutting margins on all its products. A dealer is slashing prices. A supplier is saying yes to every demand its customers make. Why?

They're feeding the machine. What's the machine?

The machine is the organization itself. We feel the overwhelming pressure to keep production as high as possible, employment as high as possible, projections as high as possible, etc. All to keep that machine churning. It doesn't end.

But the cost of feeding that machine is high. It can cost a company its focus, its identity, and its value. And of course, if the only thing that is important is pushing product out the door, it will cost morale and sooner or later, it will cost business, because clients will be walking away.

In sports, some athletes ingest steroids to bulk up to feed their machine. Factory-farms fatten their cattle with inhumane treatment and drugs to bulk them up and feed their machine.

We must not feed our machine. We need to provide our best product and/or service and allow the machine to grow to its natural size, which may not be as large, but it will be more rewarding and profitable.


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

The Myth of a Tough Economy

Don't buy it. It is not true that companies and salespeople are hungrier during a down economy. That's a myth.

If you're a manufacturer and you believe your dealers are automatically more aggressive in this economy, think again. If you're a dealer and think your sales force is going to work harder than ever to serve the client, think again.

This is not necessarily a bad situation for everyone.

It is a tragedy for the company that doesn't go back to its roots and get its hands dirty in the trenches making progress. That's what we have to do today. We have to get basic and realize why we're doing what we're doing, why our company is in existence, and what kind of impact we can make for our customers. If all of that is lost, then so are our hopes.

I've only seen one kind of success in this economy: the company or individual that sees this downturn as an advantage to stand out, to make a bigger difference, to be even bolder than before. That's reality.

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