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

What Were You Thinking?

A teenager races his car and crashes.
A 10-year old Little Leaguer neglects to run home to score a run with two outs.
A presentation is not checked for typos or errors and is filled with them.
A purchasing agent reneges on an agreement with a supplier.

Feelings are hurt, lives are at risk, games are lost, opportunities are thrown away...

What were they thinking? Too often the answer is:

They weren't thinking at all.

Think.

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

The Rare Art of Collaboration

Collaborating in the work environment is rare and priceless. So few of us communicate openly, share ideas, ask for help and team-up. The very best performers collaborate all day long and would feel lost without it.

On the other hand, weaker performers don't want to collaborate. They are independent, they have to be hunted down and stalked in order to find out what is going on. They keep everything on a "need to know" basis for fear of being criticized or exposed. By rejecting the idea of collaborating, they make their lives harder, their ideas are less innovative, and they make needless mistakes...all because they want to go it alone.

When you collaborate the equation is 1 + 1 = 3.
Go it alone and it's 1 + 0 = 0

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

Can't Predict What May Happen? Then go ahead...

So often we stop ourselves just short of a breakthrough because of the unknown--we don't know what might happen if we ask for the sale, or we don't how it will be received if we suggest our big idea, or how the customer will act if we call them.

So what do you do if you can't predict the outcome?

You go ahead and do it.

You ask for the sale. You present the idea. You call the customer.

Even if you don't succeed or get your desired result, you're richer. You now have a better understanding of the customer and the customer knows that you care about them and value them.

So, go ahead.

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

Overstaffed? Two Options

It's very possible today that a company may be overstaffed. The economy has not turned around enough to utilize its people so it has 5% to 20% too many employees. There are two options to solve this:

Option #1 Reduce the number of employees. Sounds simple, but it's tough. Reducing the underperformers will improve the company and it will light a fire under the entire company. On the other hand, it could affect morale. There is another option:
Option #2 Utilize your people to the max, even if it means doing things that are not "billable" or paid for by the customer. Things such as focusing on new business, social media, or new idea generation can in short time, generate business and put the extra people back to work being productive. This option is tougher than you think because it means people will be asked to do things they usually don't do, plus they'll be busier than they have been. They may complain about that or give push back or even refuse to do it.

What then?

Go to Option #1.

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

Don't Confuse Your Team with Yourself

If you have a team that works with, and maybe even for, you, it's critical to avoid one mistake that impedes progress:

Don't Confuse Yourself With Others

For example, you've been traveling, barely have enough time to think, there are a couple of huge opportunities in front of you but you're burned out, need a break. So...you shut it down. You do nothing. Wrong move.

Look at your team, there are a few of them that aren't burned out, they have time, they'd love to tackle an assignment. While you get that needed mental breather, they can be at work having a great time. By the time you get refreshed, they'll be able to show you the progress they made.

Sounds Utopian? It's not. In fact, when you don't utilize people like this, they will interpret that as your not having confidence in them or worse yet, you're trying to keep the cool work for yourself. All because you confused yourself with the people you work with.

End the confusion.

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

Four Games That Don't Play in a Weak Economy

In a strong economy, companies and people can be "fat and happy." They can be loose on discipline and get away with it. Today, however, that just won't work.

Here are games that will not play in a poor economy:

1) Deciding which work to do game. Today, you must do all the work you promised to do, regardless of convenience.
2) Confusion game. You can't use confusion as a ploy to get out of work or responsibility.
3) Process game. You can't hide behind a process or complain there isn't a process. You have to do what is right, with total commitment.
4) Life (and the economy) stinks game. You can't use the economy as an excuse or compare yourself to the companies or people that are performing poorly. You have to find a way to succeed.

Time to stop the games.

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

Adding Someone Can Hurt The Mix

Too often, we think if we can add another person to a project team, it will make things better, overcome issues, etc. It seldom works. In fact, adding to a team can hurt unless that person is 100% needed and has a clear responsibility that doesn't overlap with anyone else.

The fewer, the better is the rule:
The fewer people assigned to a project the better
The fewer the people doing a similar job on a team, the better

The fewer the people, the more ownership, the less politics, and the less confusion.

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

Want to be more valuable? Be a "one-timer."

Here's a huge edge for any employee:

Be a communications "one-timer"

A "one-timer" is someone who emails, texts, or communicates clearly enough in-person that there need not be any further clarification. A "one-timer" makes it so clear that there is no confusion or misunderstanding.

Give yourself a communications check-up:
How many times after you send an email or voicemail, do you receive questions to clarify what you said? How often is there confusion of any kind?

If the answer is frequently, you can improve and become more valuable.

BTW, you can under-communicate or over-communicate and be confusing. It's all about the quality of the message and the understanding of your audience. For example, if you use the word "he" several times in your email, yet there are three "he's" it could refer to, you're opening up a world of confusion.

Think and communicate in a clear, simple, succinct fashion. Be a one-timer.

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

What Do We Want To Be When We Grow Up?

I've heard numerous execs tell me over the years they needed a strategic plan to determine "what we want to be when we grow up." Usually that statement is more than just a statement, it's a judgment. A judgment that their company is rudderless, it is meandering down the road of business.

Sometimes it doesn't matter what we want our business to be when it "grows up." For example, if you want to run an ultra high-end luxury spa and you're located in an impoverished location, it may be impossible to achieve that dream, despite it being what you want.

Rev. Rick Warren's book, The Purpose Driven Church, is a great resource for businesses. He covers this topic. You can try to match the services or prices of your competition, you can build a huge building or campus for your business, you upgrade every software program, your signage, your website--whatever--but don't think that any of those changes that you think would be great will result in business success. They won't unless they are what your customers will find attractive and will pay for.

My company, LaBov & Beyond Marketing Communications and Training, conducts assessments for corporations to give them the insights they need to "grow up." Learn first, analyze first what your customers love and need from you--whether it's what you dream of. Learn who you are to customers before you change who you are and alienate them. A strategic plan is great only if your customers are co-authors of it.

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

Want to increase sales? Increase attention to customer.

There are stores, dealers and websites fighting for sales every day. They have similar products, similar selections, and a wide array of options as to delivery--some are a click away on the web, others may be down the street a few miles. So how does one of them get to win the battle for our money?

Attention

Prices, selection and convenience are pretty much commodities today. But paying attention to what the customer needs and giving them special focus is the best way to win them over.

I buy stuff from a guy named Mitch. We never have met or talked in-person. Mitch emails me back with recommendations, he's generous with pricing, and he delivers (via UPS or FedEx) as promised. I like him and want to see him do well.

Two miles from my house, a guy named Tom sells the same stuff for a little more money, but he is convenient. Problem is, Tom doesn't proactively reach out and he seldom returns my calls. I don't mind him succeeding, but it's not top priority for me.

Now a new store opened up a mile from my house and they sell the same stuff at good prices, they're convenient, and they will actually deliver stuff to my house. I like this guy, and just like Mitch, I want to help him do well.

Now I have two sources for the stuff I want. Tom, my other option, is now squeezed out of the mix. He didn't give me the attention he could have. He lost a lot of money because of it. It all comes down to one thing:

Attention

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

Stability, all of a sudden, is important

Until this economic downturn, employees valued certain things, including good benefits, a competitive salary, and a positive working environment. Now add one more thing to the list:

Stability

Stability, which used to be taken for granted, is more important today than it has been for decades. A well-run, healthy company that isn't strapped at the end of each month to meet its payroll is a plus. A company that is debt-free, or at least not debt-burdened, is a winner. Why?

A company that is financially challenged will be tempted to make poor decisions. Poor, desperate decisions lead to a downward spiral that usually ends in a crash.

It's time to look at that calm, fiscally conservative company as a pretty attractive place to work.

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

You Don't Bring Me Flowers

If you want to stand out and make an impact, don't whitewash or "BS" your customer. Today, we need to know the truth, the whole story, and we need to know it now. We don't need glad-handing or verbose compliments. Too much is at stake. A mistake recognized immediately and fixed is far more valuable than an insincere pleasantry.

I once met with a grizzled corporate executive and was giving him my rundown of what my company, LaBov & Beyond, had discovered during an assessment of his company. As I told him the good things they were doing he fidgeted, looked at emails and was expressionless. Then I turned to the problems his company had that must be tackled immediately and he transformed. He was on the edge of his seat, email was turned-off, and he was totally engaged.

He needed to know the tough stuff. The good stuff was nice and feel-good. But the tough stuff was top priority for him:

Bring the customer the whole truth, warts and all. They don't need "flowers," they need the truth.

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