The Culture of Doing the Work

My leadership team at LaBov was setting goals for the new year and one of their recommendations was to focus on improving the culture. Improving our culture has been an ongoing goal for years and I think that's pretty healthy...you always have to be getting better.

But how do you improve on the great things that our team has been doing? They have several recognition programs, have just won the Sloan award for workplace flexibility, offer great 401k programs and outstanding celebrations and communications from a monthly meeting to weekly updates and cookouts, etc.

Reviewing their great achievements as well as their thirst to improve culture really produced an epiphany for me. Their cultural efforts have been great. But the culture we need to tackle is the culture of doing the work every day. Making that even more fulfilling and meaningful.

You can have all the Thursday afternoon ice cream socials and company cookouts in the world, but if you go back to work after that and it's a hassle, then you've missed the point.

So, we're focusing on the day-to-day culture of getting the work into the company and through the company. Making it simpler, perhaps. Making it more of a joy. If we can do that better, the Thursday afternoon ice cream will taste even better.

Barry LaBov
LaBov Advertising, Marketing and Training

www.labov.com

Replacing Fear with Purpose

Who wants to disappoint someone? Who wants to fall short? None of us do.

But most often when we face those issues, we are filled with fear. It permeates us, it rushes through our veins. And everyone around us knows it.

If we trade fear for purpose, we can only improve our performance.

If we are filled with purpose and openly discuss potential pitfalls and failings, our tone, our words and our actions are totally changed. And...the perception of you by others involved is equally different.

Animals smell fear. Humans do, too. But, we can also sense purpose in a person. Make the trade.

Barry LaBov
LaBov Advertising, Marketing and Training

www.labov.com

Stay away

I consulted with a company, a very good company. One of the execs I worked with didn't want me to speak to any of his people, and if they happened to talk with me, they were interrogated about what we discussed, what I asked, etc.

Well, that exec is gone and in a distant outpost of that company. Funny thing, the very people he kept me from are now performing at a much higher level. My appreciation of them is tenfold. They are flourishing.

Seems he was keeping me from learning a few things: 1) the strength of his people and 2) the weakness of his performance.

There usually is a reason that you are kept away from others. When that happens, make the person who is doing that very, very unhappy.

Barry LaBov
LaBov & Beyond
www.labov.com

To Russia, from LaBov

According to the stats, our LaBov Report blog is most read in the USA, which makes sense. But our number two location is Russia. And soon, it may replace the USA as number one. That's interesting. Is it because my name, LaBov, sounds Russian (my family is from that area of the globe)? I was once at an airport being picked up by a car service. The driver's nametag said "Ivan." He looked at my name and said (insert Russian accent here), "LaBov, good Russian name. Welcome, comrade." He then went on to explain how my family was no doubt Russian and why "that is good thing."

No matter, it's an interesting sign of the times we live in. We communicate and message to and with people from everywhere. There are almost no boundaries.

We can learn and be entertained by a book, a web site, a blog or the lady sitting next to you at a baseball game. As long as our "receiver" is on, we can accept any message transmitted to us, from anywhere.

Barry LaBov
LaBov & Beyond
www.labov.com

Easy isn’t always better

As businesses fight through this economy, I believe we will find that easy is no longer a worthy word in our vocabulary. That easy-to-do-business-with customer may no longer exist. If they are still around, they may be far tougher to work with and far less profitable. That easy project that we’ve done for years may be downsized and turned into a process that no longer has the appeal—and may no longer need you.


I think that the concept of easy applies today in our businesses, but in a different way. I believe that today we must be totally engaged in our work. We must be fearless and face the tough issues early on and we must be focused not on making the customer happy and like us, but rather focus on what it will take to achieve the results that the client came to us to achieve. As we set out to achieve those results, the relationship and project may not be easy, but it will be far easier than dealing with the aftermath of an unhappy client who will replace you with someone else at the drop of a hat.

Barry LaBov

LaBov & Beyond
www.labov.com

Great energy = great performances

I used to be in the music business, kind of. I wrote jingles—those irritating little 30-second ditties that you couldn’t get out of your mind. I would record singers who would try out for the honor of singing a particular jingle. I knew something was magical when I felt energy from their performance. I actually felt uplifted. I was transformed. Technically, that singer may have missed a few notes or had some imperfections, but there was something about the performance. It wasn’t always easy explaining to the singers who didn’t make the cut that while they were technically superb, they didn’t quite fit what we were looking for. Listen to the song “I Won’t Back Down” by Tom Petty. I feel great energy from that performance and message, but technically, Petty’s singing could be far better (unless you like ‘I woont be-ack de-own’). That’s energy. 

Barry LaBov

LaBov & Beyond
www.labov.com

The Easy Button of life

Staples created a great campaign around their “Easy Button.” You can look to Staples for all your office needs and it’s easy. Everything will be taken care of. What a great campaign and great mantra for your life: Just push the easy button.

Most of us are in search of the easy button in our life. In school, we searched for the easy teacher, the easy class where you could be guaranteed a good grade. Maybe we looked for a spouse who would make it easy for us and allow us to do what we want when we want to. Later on, we may have chosen a career where it appeared to be easiest to get what we want, even if we didn’t have passion for it. And finally, we choose employers who we thought would be the least stressful to work for.

I’m not opposed to the concept of easy, because sometimes easy is best. But it isn’t meant to be the compass of our lives. Instead of easy, I’m looking for meaningful. The client who we can have a meaningful relationship with, which in the long run will be easier than the alternatives.

Barry LaBov
LaBov & Beyond
www.labov.com

Go beyond

Nike's slogan is Just Do It. It's not only their mantra, but it's a mantra to live your life by. My company has a mantra, Go Beyond. It describes how we feel it should be at our company.

We should go beyond:

the expected
the traditional
the order
the boring
the safe
the easiest solution
the first idea
convenient
our comfort zone
our selfish interests
the surface

My company is going beyond this holiday season by giving beyond. We're donating $1,000 to a worthy cause and allowing the public to vote on which organization will receive the money. Those who would like to vote should go to labov.com/GiveBeyond and vote for one of the five organizations listed. All these organizations are near and dear to our hearts, as our employees have donated their own time and money to each of them.

If our team more often than not lives our Go Beyond mantra, we should do alright. If I live it in my personal life, I should do just fine.

Barry LaBov
LaBov & Beyond
www.labov.com

Follow the energy

The great Watergate saga “All the President’s Men” had the infamous line “follow the money.” Basically the message is if you followed the money trail, it would lead you to the answer. I look at energy the same way. If you follow where the energy is coming from, you will find the answer.

A person with no energy, no matter how brilliant, is going to be challenged as a leader. A new product, regardless of its quality standard, will not inspire unless you feel an energy from it. Ask people about their new iPhone and look at their energy, their excitement. Watch a great movie and how do you feel when you leave the movie theater? Energized (unless of course, it’s a tearjerker).

Energy isn’t just excitement. In business, it’s a combination of many things that lead you to feel that way. If it’s an idea, it must make sense, it must be inspired, it should have character and it should be unique, perhaps bold. It may not statistically be provable, but if it leaves people feeling upbeat and motivated, then, you have something going. Want to know who’s the most valuable person in the company? Want to know which idea will change the world? Follow the energy.

Barry LaBov

LaBov & Beyond
www.labov.com

More than metrics

I like metrics. What’s not to like? Metrics will guide you to a logical conclusion, which is usually correct and very, very defensible. After all, if you made a decision based on metrics and it didn’t pan out, at least you can say you followed the metrics.

But, I think there’s more to life than metrics. That’s why there are things out there that you can’t explain. Think of the movies that become cult hits. Think of the politicians who came from nowhere to prominence. Some things aren’t numbers-based and simply can’t be explained.

Barry LaBov

LaBov & Beyond
www.labov.com

Order

I woke up in the middle of the night with this sentence racing through my mind. I had to get up and out of bed to scribble it on a piece of paper so I wouldn' forget it:

Order is having the right people in your life happy.

I don't know where it came from, but it makes sense. Things are crazy and stressful if the people who mean the most are unhappy. And life is useless if the wrong people are the ones you're trying to please.

Barry LaBov

LaBov & Beyond

www.labov.com



Business aviation reality

I've been a proponent of business jets for years, having owned a turboprop, and later, a CJ1 jet. I was interviewed numerous times in the wake of the public sentiment that business jets are for fat cat, lousy, super-rich business people. I recently sold our company jet, so I feel I can speak critically on the subject more than ever.

Business jets can be wasteful, they can be instruments of lousy fat cats who see themselves as above (no pun intended) everyone else. They can also become an entitlement within a company as employees expect to be taxied about to various locales on a moment's notice. When that happens, a lot of other bad things happen--companies don't plan and leverage the flights, the employees often will leave as soon as the meeting is done and miss out on socializing with the clients, and in general, the jet becomes an excuse for not communicating often enough (i.e. "I'm waiting to fly out and see the client before I discuss such and such issue).

On the other hand, if used properly, you can actually do the math and see how a business jet can transport a team of employees from or to a location not served well by commercial flights. If the trip is planned and thought through, you can move mountains, socialize and return your employees home at a decent hour--preserving your business, clients and employees.

Now that I don't own a jet, I look at business jets as an option that any smart company must consider from time to time. Business aviation should not be vilified or glorified.

Barry LaBov
LaBov & Beyond
www.labov.com

Just say no

Apple says "no" to new ideas every day because they realize they can't put their resources behind them all. Instead, they decide where those resources are best utilized and then they go off to make billions of dollars and millions of fans.

So, why is it that we of little resources feel compelled to always say "yes"? Could it be we'd have more resources if we said "no" more often?

Barry LaBov
LaBov & Beyond
www.labov.com

Two guys playing music

My daughter and I went to see The Black Keys in concert recently. The Black Keys have plenty of hits and are tremendous performers. The band is really two guys who have been playing together since high school. One's a drummer, the other is a guitarist and singer.  On their records, they fill in the sound by adding bass guitar and keyboards. In concert, they have three back-up musicians who play the bass and keyboard parts from the records.

Their concert was maybe the best we've ever seen. My favorite part was when the two Black Keys dismissed the back-up musicians and played as a duo--drums and guitar. You could tell that this is where the magic was. Somehow, almost inexplicably, you didn't miss the other instruments because this was really where the heart was--two guys playing music together.

It's really hard to determine exactly where the heart and magic is in any business. It's even more difficult to put it on display and celebrate it, but that's where the joy is.

Barry LaBov
LaBov & Beyond
www.labov.com

What is leadership?

People are called leaders because they have a lot of people reporting to them or they have status that indicates they are special in some way.

But what is a leader, really? And who can apply to be one?

A leader is a person who has a higher calling than himself or herself. That calling can be a vision or image that is in their mind of how things should be--whether it be in a business setting, a church or political office. And that person must be determined to see that vision become reality by engaging others to act in concert to achieve it.

We hear of great leaders during times of war or unrest, but there are plenty of opportunities for anyone in any position to lead. Apply within.

Barry LaBov
LaBov Marketing, Advertising, Training
www.labov.com

Avoidance avalanche

Some of the nicest people do it. Some of the most selfish people do it. Some of the smartest people do it. All of us at some point or other do it.

We avoid. We avoid difficult people, situations, decisions, etc. Sometimes it's okay to do it. Things or people or situations sometimes go away. But too often, they don't go away and they get worse, and...others take note of the situation and they respond to it in negative ways. It's an avalanche.

Better to respond in an imperfect manner and get so-so results than to avoid. At least you took action and the people involved, as well as the bystanders watching it all take place, know where you stand.

Barry LaBov
LaBov Marketing, Advertising, Training
www.labov.com

Not so smart fat cats

A very smart young man just left his company because after years of good work, a promise had been broken. It seems his company (a very smart, well-run firm) had told him he would receive a small portion of ownership in return for his years of service but then decided that didn't count after they decided to sell the company and pocket all the money themselves.

They got what they wanted--all of the money. And then he decided to walk, leave the firm. I'm guessing the company will survive it and that he'll move onto to other, more positive things.

But, think of it. The owners had a chance to make a legacy for themselves, a legacy of living up to their promises, of helping and guiding a younger person, of perhaps having that company live on far after they are no longer here.

Instead they took the money and ran. Maybe they're not so smart after all.

Barry LaBov
LaBov
www.labov.com

Patience and timing

Patience is a virtue, so we are told. As a manager or leader, you are in a rough spot. How much patience with an individual should you have? Is it OK to let them fail? How do you protect your customer relationships while showing patience with your employee if it means there can be mistakes made?

I have no specific answer, but I do have one insight. Consider your expectation of time--are you expecting your employee to immediately thank you or acknowledge their shortcoming? I've found that most people know if they are falling short and also know they are being helped, but many of them may take a long time to show they get it. A leader may quickly assume that since there is no immediate feedback, the person has little chance of success.

So, it may be smart to bite your tongue and wait a little longer to see "proof" there is progress, that the person actually is learning and growing.

Barry LaBov
LaBov & Beyond
www.labov.com

Between feelings and facts

Our lives and our businesses are often run by feelings. We feel good, we feel stressed, we feel excited, we feel overwhelmed, etc. Based on those feelings, we take action.

Feelings are good because they allow us to humanize--to look at people as persons, not just things. But, the bigger the gap between our feelings and the facts, the more likely the wrong decision is made.

We usually want to avoid the facts, the data, and the metrics because we don't want to hurt feelings, we don't want to be embarrassed, etc. This just continues the cycle of frustration.

The battle for accountability is fought daily and the leader who can take the fear out of the facts so people can embrace them will win.

Barry LaBov
LaBov & Beyond
www.labov.com

Decisions vs. process

I spoke with a client about a new project. He said he wanted to work with us but needed to have a process created that would allow that decision to be supported internally. As an entrepreneur, I bristled and asked, "Can you make the decision or do you need to take a vote?". He said, "Of course I can make the decision. I just wanted to be inclusive. I want collaboration."

I understood him. He wanted everyone happy, working together and in complete agreement. I asked, "Why not cut to the chase, take the lead, and make the decision?". He did.

We then spent the time collaborating with his team on the project, not wasting time on a fruitless process.

Barry LaBov
LaBov & Beyond
www.labov.com

Sell: Four letter word?

"I don't want to be a salesperson." I've heard that from many people, including many who have worked for my company. It's a crazy comment because our company is dedicated to helping our clients sell their products or services. For our clients, the word "sell" is a good thing.

Some feel that selling is beneath them. Nothing could be further from the truth. Creating ideas and helping clients overcome challenges is something to be proud of. That's what sales is about.

I know that we have all met people who sell for a living who are not particularly sincere people. But there are insincere people who are doctors, teachers, preachers, accountants, customer service agents, etc. That doesn't make those professions less honorable.

If you have creative ideas, solutions, solve problems, come up with breakthroughs and customers are happy to compensate you for it, congrats! You're a salesperson!

Barry LaBov
LaBov & Beyond
www.labov.com

We finished last with you, we can finish last without you

"We finished last with you, we can finish last without you," was what Branch Rickey, the owner of the Pittsburgh Pirates told his slugging home run hitter, Ralph Kiner. Kiner had asked for a raise after winning the home run title.

Rickey was known as a tightwad, but despite that, he did have a good point that relates to business. How often do struggling businesses fear making the tough decisions, including firing performers with bad attitudes? They avoid those decisions because they're afraid to lose a person that may have contributed to their problems.

If your business is struggling, that's precisely the time to make the decisions that you may normally fear.

Barry LaBov
LaBov & Beyond
www.labov.com

Taking the gloves off

The toughest thing to do is to play it safe or to stand on the sidelines and watch things unfold. But, that's what too many businesses are all about: avoiding getting their hands dirty and steering clear of total commitment. It's also why so many businesses are booooooooorrrrring. They're lame, energy-less and just not very interesting.

Why not take the gloves off, feel the excitement, the pain, and the adrenaline? It beats being in a business-induced coma.

Barry LaBov
LaBov & Beyond
www/labov.com

Business Historians

Historians. I'm tired of historians when it comes to business. Sure, I love to analyze and use info from the past to help predict the future. But too many business historians hurt progress because their primary purpose is to look smart, to be viewed as that unflappable, all-knowing person.

I don't need to hear "this is what happens every year at this time" or "that's just how it always goes with that client" or "we all know we can't make money doing those kinds of projects." That's baloney.

If the great leaders and thinkers were bound by history, they'd never have done the amazing things that we are in awe of. There would be no wheel, penicillin, flights to Mars, or nuclear fission. They simply didn't let "history" tie down their dreams.

History should serve us. We should make history.

Barry LaBov
LaBov & Beyond
www.labov.com

Be Real

Be real:
Admit you're nervous
Express your excitement
Stand up for your beliefs
Be vulnerable
Enjoy the moment
Face the music
Admit defeat
Commit

Most of us are not real very often. We're on our heels, we're covering up, spin doctoring, avoiding, hoping, etc. It's just a waste of talents and passion. It's not like many (if any) of us are so immensely talented that we can fake it and be tremendous successes. Be real, it's easier.

Barry LaBov
LaBov & Beyond
www.labov.com

Bomb drops

People do things in the name of efficiency that can destroy progress. I call them "bomb drops." Here are a few:

1) You talk to an employee, let them know they're not cutting it and tell them it's their problem, not yours, and they have to figure out how to solve it. Then you walk out or hang up.
2) You tell a customer they're difficult to work with and you're not so sure they're worth it.
3) You stop by your boss' office to let her know it looks like a customer has defected...and then you leave.

All of the above can be done in only a few minutes. You can check the task off your list and move on. The problem is, this causes tremendous damage to an organization and the clean-up from these bomb drops can be exhausting.

In business, we are supposed to face issues, treat people as persons (not objects) and do our very best to solve problems and create opportunities, not drop bombs.

Barry LaBov
LaBov & Beyond
www.labov.com

You impress me

I didn't know what you were going to do.
I didn't know how it would turn out.
It wasn't easy going through this with you.
I had hopes, but were afraid to express them.

You decided to do what you did.
It was your call.
You did it.
I'm impressed.

Barry LaBov
LaBov & Beyond
www.labov.com
Fort Wayne, IN

Don't try to figure it out

Just when you have it all figured out, what happens? Often, the opposite does. You can spend a lot of time trying to analyze, but maybe it's not worth it. You learn what you can, but mostly, you have to accept the result. Then you can predict what happens next. But we all know what usually happens.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

Leadership

Leadership straddles the easy stuff. On one side, you can be the tough guy. You can tell your team to buck up, to deal with it. On the other side, you can give in and concede against your beliefs.

Leaders have to be the moral compass and do so in a way that inspires. It's not easy because it's not a black and white situation usually. It's quite lonely sometimes.

And the other thing about being a leader? You can't expect to get positive feedback for doing the right thing. Often, it takes a lot longer than you think. But that's why it's called leadership.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

Passion Junkies

If you need excitement and drama in your life, then maybe you stir things up and blow things out of proportion. A lot people do that. They cause a little trouble and create nothing particularly good.

But if you you are restless in your pursuit of great ideas, or breakthroughs, or maybe you are looking for magic and won't stop until you get it, then you're a passion junkie.

Some great companies were created and run by passion junkies who drove people nuts but also changed the world for the better.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

I'd rather do it myself

I'd rather do it myself...

Don't look over my shoulder.
I want to do it my way.
I want to prove I don't need you.
I'm better than you if you'd just leave me alone.

It's great if a person wants to do something on their own as long as the goal is about the team or the customer or company. If it's to prove independence, there's nothing good or admirable about it.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

It's all my fault

It's all my fault...

My team is great, I let them down.
I didn't know what to do and made a mistake.
The customer expected more and I came up short.
I couldn't fix the problem.
It's all me, it's all my fault.


Sometimes we take full credit for a failure when we truly were not alone in it. We could have demanded more of our co-workers or even our customer. It's almost as easy to take too much of or all the blame as it is to deflect it all.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

It can't be my fault

It can't be my fault...
The customer is mean.
My co-worker didn't return my message.
I thought you were doing that, not me.
I can only do so much.
You promised me it would be easy.
I'm the boss, you're supposed to figure it out.
You won't give me a chance.

Sometimes we spend more time preparing to explain our failures than we do trying to avoid failing at all.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

Is it possible?

I was watching a ball game, and afterwards, the coach of the losing team told the players they didn't come to play, that they were all asleep and disinterested.

I wonder. Is it really possible for a dozen people to be asleep or disinterested at the same time? If the team had won, would the coach have said the same thing, or would they have been praised for their resilience or whatever?

I think as coaches (because that's what we are in business), we have to dig a little deeper than to yell out cliches that really mean nothing. It's too easy to watch the scoreboard and declare that we lost because we all didn't care. It's tougher to identify what we did right and to isolate what one or two or five us could have done better.

I don't think we should praise a bad performance just to be nice, but I believe if we take the title of coach or manager, we owe to the team or company to be just as a "awake" and engaged as we want our players to be.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
www.labov.com

Little Things

We all want to make huge strides now, but that's tough to do. That's why we lower prices, change policies, and add stuff. All in the name of progress.

It's not all that concerting, but I believe it's the little things that can tell you whether or not you're on track. Is morale up? Is there an excitement about the new product internally? Are there some breakthroughs that haven't yet resulted in sales?

We can look at end results (and we need to), but they only tell a portion of the story. The little things make the big things possible, usually not the other way around.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Precision

Precision. It's a word seldom used today to describe companies or experiences. Usually we talk about attention to detail or quality, yet precision can be a little different from those terms.

I experienced a private country club that was extraordinarily precise. All tee times were adhered to, you could not fall behind or you'd risk being sent a warning letter from the club. On the positive side, their dining area had no menu--you could order anything and they'd fix it for you. When you entered the property, they knew who you were (even if you were a first-time guest) and they were very attentive to you.

This club had a unique relationship with its members. Their members were almost fearful--they didn't want to get in trouble or be viewed as slow players.

It might be worth noting that this club has a waiting list and is very expensive to join. Precision has its cost and its magnetism.

Barry LaBov
LaBov & Beyond
Fort Wayne, IN
http://www.labov.com/

Protect me from myself

Decades ago, my mom and dad both passed away from cancer. It was a tough time for them and our family. You never knew what was next. You had hopes, but even more worries. You just couldn't predict what was going to happen.

A friend of mine is now facing that with one of his parents. He is understandably concerned and worried. But at the same time, he has a career and responsibilities. His boss and I are banding together to help protect our friend from himself.

We're both going to force him to do the uncomfortable--leave work early or don't come in at all and spend time with his mother. I'm convinced that if our friend does this (I know he wants to, it's just tough for him), it will not only help his mom, but his family will benefit and so will he. And I'm convinced his business won't suffer; and if it does, so what?

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
www.labov.com

Flying solo

In rock bands, you need a great soloist. But those soloists can also play back-up, too. That's part of being in a good band--it's not four guys playing separately from each other, they're actually feeding off each other. That's called jamming. Jams can be boring or they can be inspired. But you never know until you try.

In our business, we need to jam more often, to play off each other, because we might just create some magic. Why don't we do just that? A few reasons:
--We don't want to expose our ideas to criticism or judgment
--We don't want to bother others
--We want to prove we can do it on our own

No matter the reason, we are always worse off by not collaborating with our fellow band members or office mates. No jamming, no magic.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Age matters

It's funny, I have friends who are old like me and they hate to admit it. It's as if being "old" is something you keep quiet for fear that someone will notice.

I hear people say that 60 is the new 50 and that 40 is the new 30. Again, we're trying to re-frame how old we are.

I know a 70-year-old who is a lot younger than a 55-year-old I know. I am friends with a 28-year-old who is much older than a 40-year-old I work with.

Age is a number and it does matter. A guy who has been around a long time and allows others to benefit from his experience is fantastic. A lady who is young and is ultra-sensitive to giving much of herself for fear of being taken advantage of is not so fun.

A person who has 25 years of unique experience in his field is invaluable. If he, however, has one year of experience 25 years in a row, that's another matter.

Age matters. Like so many things we are given, it's what we do with it that either makes a difference or is sadly wasted.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
www.labov.com

Cut through it

You're a salesperson at a dealership. The customer walks in, and for the third time, looks at a particular car and then leaves without buying.


You're a product designer. Your company has been working with a supplier that just doesn't produce the quality you need for your design to succeed.


You're new on the job and your boss is always too busy to stop and train you. Yet you feel pressure to perform well.

All of the above scenarios happen daily. They will not solve themselves. You can't wait them out without the real possibility of failure. So...

Talk to the customer, get to the heart of where things stand.
Research another supplier and fold them into your recommendation.
Go for help somewhere in the company and try to learn from someone, somehow.

You have to cut through all of it, even if you're not perfect. If you don't, you fall prey to countless possibilities that are out of your control. Cut through it, do something. It can only help.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Indications

We use words to express where we stand. But so often, those are just words and nothing more. If someone is dedicated and believes, is it enough that they say that? Or does it mean nothing if their actions betray those words?

If the customer says they are satisfied, yet don't purchase another product, then how satisfied are they?
If the partner says she is committed, yet does the minimum, is she really a partner?

Conversely, if the customer says little, but recommends you to others, it's a good bet that they are truly satisfied.

It's easy for us to look at words to hear or see what we want. It's better to look at actions as the true indicator of where a person stands.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Celebrate

My wife and I had some remodeling done on our home and after the months of inconvenience, it was finally done. We invited all who had worked on the house to join us for a celebration. Most of the folks showed up and it was a lot of fun.

One of the contractors told me that in the old days, fifteen or so years ago, this was commonplace. But in the last few years, he hadn't been invited to one such party.

Interesting. I could understand people not making time to do this if they were too busy; but in these times, it seems more important than ever to celebrate and enjoy a good performance.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

People, not objects

The cashier feels it. So does the salesperson, the landscaper, the attendant, the mechanic and the person who dropped her cell phone in the parking lot.

They can tell whether or not you look at them as real people or if you look at them as objects, interruptions or speed bumps on the road of your life. We can all sense it.

How do your customers think you view them? Don't ask them, just look at the results. Do you lose customers frequently or do you have long-term friendships and business partnerships?

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
www.labov.com

Show you care

Show you care:
Check your product, make sure it is flawless
Check your work, make sure it actually does what it is supposed to do
Check your math, check your spelling
Follow up and see if the customer is happy

It's not hard to do the above. But you do have to care.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Because you want to be there

If you visit a beautiful locale and hang around the locals, you'll notice something: they actually like being there. They enjoy it and they talk about it.

When you are in the typical city or town and listen to the locals, you'll notice something different: they have to be here. This is where they've always been and they often complain about it.

Companies are the same way--some have a culture that people love and others are the places that people have to work at.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Baby suit

I walked into a clothing store and picked a suit I liked. It needed some alteration, so their tailor walked up to help me. He was a 70-year-old Italian and he took one look and said in his Italian accent, "Bebby suit."

I asked him what he said and soon I understood he was saying baby suit. He said, "The suit is too small, you need to have enough room to move around." He was right.

Whether it's our clothing or other purchases (cars, for example), we need to realize how big we are, how old we are, etc.

No one likes to be told they're wearing a bebby suit.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Urgency

LaBov & Beyond Marketing Communications just conducted research in a niche industry that has two primary competitors. One is the dominant leader with 60-70% market share. The other is a small, newer company. Interestingly, the biggest issue facing the little company was its lack of urgency. They take too long to fix problems, they waste too much time thinking and not doing.

You'd think that a small upstart firm would not have that problem. Large companies can be slower because they have the resources to make up for it. If you're small and resource-strapped, you better have urgency, because sometimes that's all you've got over the big guy.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
http://www.labov.com/

Let’s have a loooooong meeting

A client of ours was surprised when we scheduled a 90-minute meeting with them to discuss a recent assessment we did of their retail chain relationships. Our client had expected it to be a day-long affair.

That precisely was one of the findings we gleaned from our sales channel assessment: their dealers and employees complain that the company wastes too much time in meetings, too much time talking and not enough time getting down to making progress.

A loooong meeting is probably not a great one.

Barry LaBov

LaBov & Beyond Marketing Communications and Training

Fort Wayne, Indiana

www.labov.com 

A Tale of Two Brands

I just traveled and met with two iconic brands that compete head to head. They are located within a few miles of each other. Same business, same city, same product…. They couldn’t have been more different.

Little did I know, their industry market share reports were released the morning of my visits. Company #1 had fallen dramatically to Company #2 over the last quarter.

Lucky me, I met with Company #1 first and it was like walking into a morgue. Quiet, no energy.  The room was filled with their people, at least a dozen. They were preoccupied, talking in vague riddles to each other. Definitely on their heels.

I left and drove a few miles to Company #2. Lots of energy, smiles, fast paced. I met with one person there. He was excited about their goals and growth.

It might be a coincidence, but the company that was failing had an excess of people in the meeting. The one that was charging forward had one person meeting with me because others were too busy doing their jobs.

Barry LaBov

LaBov & Beyond Marketing Communications and Training

Fort Wayne, Indiana

www.labov.com 

What happens when you lose your only differentiator?

It happens. You no longer offer the only one of its kind, or your price advantage is now also offered by your competitor, or now all of your rivals have a commerce website just like yours…

You now have no differentiation. What can you do? Some companies do nothing, others lower their prices, others shut it down, and others try to copy someone else.

I think the best thing to do is step back and re-assess what you are and what you offer. You may find you really offer something else just as valuable. You may find not.

Lowering your price or copying your competitors will only make failure certain. It may be the scariest of times, as if you’ve lost your best friend; but, keep your head up. You may become stronger, far stronger, going through this.

Barry LaBov

LaBov & Beyond Marketing Communications and Training

Fort Wayne, Indiana

labov.com

The advantage of having a loose arrangement

A manufacturer is the clear number two brand in its market. Its dealers actually sell more of the number one manufacturer's product than theirs. To make matters worse, the manufacturer has very loose agreements in place with the dealers, allowing the dealers to really have no accountability.

Sound hopeless? Yes, unless the manufacturer takes advantage of the looseness and creates a new model—maybe they sell direct or put up company stores—whatever they think will help them grow. And since there is no binding agreement in place, they can do whatever they please. Maybe it’s not so hopeless after all….

Barry LaBov

LaBov & Beyond Marketing Communications and Training

Fort Wayne, Indiana

www.labov.com 

It’s simple and that’s why it stinks

Maybe it’s because I’m an old codger, but why do we always avoid the simple stuff? We can track or measure things, we can set a clear priority list and we can make a succinct promise. But after that, it so often vaporizes into thin air.

Maybe it’s all fear—fear of being wrong, letting someone down, fear of not measuring up—whatever it is, if we have the strength to face that stuff, other things will become clearer and easier.

Barry LaBov

LaBov & Beyond Marketing Communications and Training

Fort Wayne, Indiana

www.labov.com 

A Best of Barry: Building walls or bridges?

If you tell only of your successes and triumphs, you build walls. Whether you're a brand, a dealer, a small company or an individual, the more you puff up your triumphs, the greater the separation from those around you. People are smart, they know no one or no thing is perfect. There's always room for learning and improvement.


If you're vulnerable and own up to shortcomings, failings and imperfections, you build bridges. You're human. People understand, they forgive, and after all, they are human, too. 

I guess it all depends what business we're in. Are we in the wall-building business or do we build bridges?

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
www.labov.com
Originally posted 03/29/10

A Best of Barry: Five Considerations for Thinking Small and Thinking Again

A trend with thousands of downsized companies is to save money by doing more of the work that suppliers do in house. The concept is common sense--why pay a lot of money to a supplier if you can hire someone cheaper and do it in house?

I have experience with this approach from both sides of the equation. Here are the five considerations:

1) Assuming this will save money, make sure you are not sacrificing the upside of what your supplier base would bring. A brilliant concept from the supplier could bring you thousands of sales or save you millions, an in-house replacement may not--but they might be cheaper on lower-level functions. It's tough, but be honest: is this move to merely reduce costs or is it to get great work done for less money? Big difference.

2) Instead of eliminating the supplier base, seek to work in conjunction with them in this process and retain some of their services. Why? Because, otherwise your in-house team will make decisions on whether they can do the work--of course, they will think they can--their jobs are at stake.

3) Ask the tough question: if this in-house person is so good, why isn't he/she working for a supplier, or better yet, running their own firm?

4) Cherry-pick if you must, but cherry-pick not only the supplier, but your in-house alternative. There are functions that probably can't be done effectively in-house. Face it, identify them and make sure you're covered.

5) Do the math. It sounds obvious that a $40k a year in-house employee will be a bargain over the supplier. But do you need 40 hours a week, or would you be better off negotiating with a supplier for a package price for low-end work, or even considering part-time contractors to do the work that is needed and nothing more?

Thinking small can work if you think through the process.

Barry LaBov
LaBov & Beyond
Fort Wayne, Indiana
www.labov.com
Originally posted 01/17/11

A Best of Barry: It is personal

I recently spoke with the head of an up and coming marketing company. After a few minutes, I could see why they were "up and coming."

He was expressing his enthusiasm for a new client and he said how much it meant to them to have this opportunity because they took it personally that they had this account.

Today, we are taught that business is business, nothing personal. Most of us buy into that. It lets us off the hook--no extra effort, no working past closing time, no thinking of the client on the weekend, etc. The only problem with that is the great businesses do take it personally.

They find the joy in the extra effort, the personal touches, the late-night email to the client with an idea, etc.

Whether we want to face it or not, business is something to take personally...if we want to experience the success and the joy.

Barry LaBov
LaBov & Beyond
www.labov.com

Originally posted 03/26/10

A Best of Barry: A different look at your value

Some advertising campaigns are all about the product--how great, fast, cheap or perfect it is, etc. It's them talking at the customer. Other campaigns are about the end-user--their personality, uniqueness, etc. Most razor blade commercials are about the new triple blade lubricated action or whatever. Apple Computers with their Mac versus PC is all about the end-user. It's all about the customer and connecting--who do you like more, the Mac or the PC guy?

We can apply this approach to our careers. Maybe it's not about a list of features that I offer. Maybe it's about what I mean to the customer.

If you're a snowmobile dealership salesperson, does your client want you to talk at them to show what you know or do they want you to be someone they trust, someone who loves the outdoors, someone who has a passion for snowmobiling?

If it's the latter, then that means you have to think customer-first--what do they need, and how can I make their life better/easier? That may lead you to performing in a different, but more effective and meaningful way.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 01/18/11

A Best of Barry: Say no, say yes or bring an idea to the table

It’s pretty exciting to tell the customer “yes” to whatever they want. Equally exciting is playing hardball and laying a “no” on them. A lot of times “yes” or “no” work, but not always.

How about the next time you’re tempted to say the “y” or the “n” words, you stop and think—maybe there’s an answer that is far superior? It takes time, thought and guts (because you might be rejected), but it sure will be exciting, not only for you, but for the customer as well.

Barry LaBov

LaBov & Beyond

www.labov.com

Originally posted 08/15/11

Check your work

A supplier I work with is very likeable. The whole team is a bunch of personable, young guys who love what they do. Their leader is the tallest, most handsome one of the group and he's very sincere, too.

Problem is, they don't check their work. They don't make sure the little things are in order. They do pride themselves in being willing to fix anything that goes wrong asap. But why does the customer have to endure that?

All the great things they do are undermined by their lack of attention to details, yet they want to grow their business through referrals. Can't be done.

The little things aren't all that little if they stop you from being profitable and deny you growth.

Barry LaBov
LaBov & Beyond
www.labov.com

Washed-up two-bit has-been

I watched the band Chicago play a concert a few weeks ago. Last time I saw them, I had a full head of hair, back in the days of wood-burning computers. Both concerts were excellent. A talented band with a unique sound.

The three original members who are still in the band were quite different in the recent concert. They were enjoying themselves this time around. One of them even promised to the crowd that they'd never break up or stop touring again. Nobody wants to be a "has been."

Too often we take the great thing we have going for granted and then move on to greater things that don't turn out so great.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Give the kid a chance

I'm a baseball fan and love nothing more than seeing my favorite team, The Phillies, parade a young prospect onto the field and give him a chance to be a star.

Too often in Major League Baseball, as well as in Little League, the established star plays while the young kids sit the bench. You can learn from watching others play the game, but you can only learn so much.

That's what we need to do in business, let the kid play. Throw the kid out there and let him learn in the pressure, in the situation. Yes, there will be errors, but if the kid has what it takes, he'll work on those.

Otherwise, he can only dream of the day he takes the field as his bottom is getting sore from sitting on the bench.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Warshy

Warshy is a buddy of mine. He moved to a new city a year ago and instead of waiting to see if he enjoyed it, decided to taste every flavor it offered. He went to games, events, conventions--almost every day he was doing something. And he often went alone, because his wife is far more balanced than him.

He now loves his new city and is an ambassador to all newcomers to the area. I've followed his lead and am doing the same, with similar results.

So often, I've felt that if i can't get others (my family for example) to go with me, then why bother? Warshy doesn't care, he just goes ahead and does it.

I can see applying this as a lifestyle. When you join a new church, a new company, a new club, do a deep dive and experience every nuance. You'll surely learn and most probably appreciate what you have even more.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Teacher Conference

My son's teacher conferences are fantastic. The middle school really understands the student and parent needs.

Instead of inviting parents to come to the school and wander around to talk to a couple of teachers who will be in their rooms, the parents and student come to one room and the teachers all take turns sitting down one on one. The student leads the conversation based on some question he or she has answered in advance (i.e What am I most proud of this semester? Where can I improve?)

You get a full view of how your child is doing, the good and the not-so-good. Plus, you see the interaction between the teacher and student, which is sometimes more valuable than a grade.

How could this approach be used with customers or employees?

Barry LaBov
LaBov & Beyond
http://www.labov.com/

A Best of Barry: Fear the right stuff

In business, it's easy to be afraid of what the customer might think or what the boss might think or how you look to your fellow employees.

But if we need to be fearful of anything (other than fear itself), we need to fear:

Not doing what we believe is right
Not taking complete responsibility or ownership
Not being honest and vulnerable
Not taking action

If we have to feel fear, the other stuff, such as how you look or appear to others, shouldn't even be a thought. Fear the right stuff.


Barry LaBov
LaBov and Beyond
www.labov.com
Originally posted 10/30/09

A Best of Barry: If you are in short supply, demand what you need

How often is our mantra that we need to sell more, grow more, get more, expand more, etc? That’s all good IF you have the resources to service that growth and expansion. If you don’t, why give away your precious resources in the name of growth?

No matter if it’s your time, your people’s time or your resources, if they are in short supply, you must price it, position it, and clarify it so that you can deliver with ease. Or, you’ll have less of all those and you have squandered an opportunity for more.

Barry LaBov

LaBov & Beyond

www.labov.com
Originally posted 09/16/11

Product and experience

Brands are looking to upgrade the customer experience. It sounds easy to demand the customer receive the treatment they deserve. But the product itself must be worthy of that customer, too.

Product alone will not do it, but neither will demanding a better experience.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Pride

What do you take pride in? What matters? What doesn't? How much of what you are paid to do involves what you are proud of?

If a product is phenomenal in one area, yet lacks everywhere else, it is in trouble. If it is competent in everything, but nothing stands out, ditto.

The key is to realize exactly where your strength is and see if your customers come to you because of that. If so, your weaknesses, as long as they aren't crippling, will be overlooked. But if your area of pride is not where your customers' interest lies, you'll be in for a rough road.

Barry LaBov
LaBov & Beyond
www.labov.com

There's always a critic

Critics are everywhere. Some are our friends and actually want to help. Others are not our friends and try to
undermine. Others are more neutral, they just want to look smart with their observations.

We need to own our decisions. If a critic's observation helps, great. But, in the end, it's our decision and we live with the consequences, while the critic is off elsewhere.


Barry LaBov
LaBov & Beyond
http://www.labov.com/

All-new

Do you know why automakers say "all-new" (as in the all-new BMW 3-Series)? It's because much of the time, a "new" car is not real new. It's a slight revision from last year's model: a few more bends of sheet metal, a new grill or maybe some improved electronics; but all in all, pretty much the same as last year's product.

We hear it so much, that "all-new" means nothing to us. We get used to terms (such as value or service or all-new) and after a while we don't even hear the words.

Maybe it's time for an all-new all-new?

Barry LaBov
LaBov & Beyond
www.labov.com

Donny-boy

I've worked with Don Hunter at Sycamore Hills Golf Club for five years. He's run the club and has been the face and heart of the operation. He's moving on to another opportunity shortly. He will do well there, too, no doubt.

As we talked recently, I shared what he had that worked so well. He has a rare combination of talents, skills and attributes. He is high-energy, determined, hardworking and creative.

I believe what puts him over the top in performance is his creativity. Having all that energy, enthusiasm and people skills; then combining it with the creative juice to solve or create something that makes everybody happy is fantastic.

A rare talent. Thanks, Don, for making everyone feel better about themselves and enjoy their lives a little more. Time to enjoy your life even more!

Barry LaBov
LaBov & Beyond
www.labov.com

Linkster

We call him Linkster. A great guy. Hardworking. A lot of talent: smart, athletic, etc. His best talent: loyalty.
You need someone, he's there. You need support, he's there.

So often we look to build loyalty or to maintain loyalty in business. In Linkster's case, he is loyalty.

Barry LaBov
LaBov & Beyond
www.labov.com

Finishing

It's critical to start out an assignment well. But it doesn't matter your intent or your initial enthusiasm if your focus dwindles before you reach the finish line.

The beauty of the product design or the sales process manifests itself at the climax, the end. A well-thought-out approach that brings it all together at the end is art. It inspires, it uplifts. It makes sense.

We're not bees flying around doing a little pollinating and buzzing off. For the magic to happen we have to be engaged at the end.

Barry LaBov
LaBov & Beyond
www.labov.com

Contagion

Believing or not believing is contagious. If you don't believe in yourself or your product, others will sense it and some will start to buy in to your doubt. Likewise, if you are steadfast in your enthusiasm for your brand, others will be, too.

We can argue facts all day long, but we all will catch where your heart (or belief)  is.

Barry LaBov
LaBov & Beyond
www.labov.com

A Best of Barry: Standing on your own two feet

We all know someone we work with who needs propping up, a little help, every now and then. In fact, that could describe me and all of us.

But if we need to constantly do that person's job and run interference for them, day after day, then that's a different story. We do that person an injustice by babying them. In fact, they'll just get weaker.

Why do we do that? Maybe we're trying to be helpful, maybe it makes us feel good about ourselves. Nonetheless, enough is enough. We need to show the confidence that we expect that person to pull their weight. And, if they're made of the right stuff, they'll be far more engaged pulling their own weight instead of being coddled.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 01/05/11

How it was, only smaller...

Today's dealers are seeing an influx of walk-in traffic at their stores. The economy has improved. There's a large exhale being heard from dealerships throughout the nation.

Now we are going back to: how it was, only smaller...

So, in order to make it a better how it was, there is one thing that can be done: Prospect. Actually, reach out to attract customers to you before they shop around. Add them to the traffic that is already walking in and you're on the path to the same as it always was.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

It took one more day

Since today is February 29, that means it will take one extra day to get to March 1st this year. Is this year going to benefit from that extra day we have been given?

What could you do with today to take advantage of this?


Barry LaBov
LaBov & Beyond
www.labov.com

False Humility

How often do you hear someone who did something well (or at least thought they did) give over-the-top credit to someone else? The response from those around is the same, people smile uncomfortably because intuitively we all know something isn't quite right. Either the person who's giving all the credit away is sincere, yet clueless to their contribution or they are lavishing praise on the other person to actually position themselves as a great humble, person.

None of this false humility is any good. Why not be totally honest and accurate? Maybe you did a good job and another person played a key role? Say that. Maybe you did all the work and the other person is your boss or client and was asleep at the wheel. Gently focus on the positive part of that and say nothing negative as to embarrass. Maybe the other person actually is completely responsible for the success. Make it clear.

False humility is just that, false.

Barry LaBov
LaBov & Beyond
www.labov.com

Differentiation, true differentiation

I met with a manufacturer that had been experiencing a drop in their market share. They had tried numerous things to overcome the loss of profit, including everything from lowering their prices to re-tooling their processes through Six Sigma. Market share keeps going down.

It turns out that their chief differentiator (which I cannot divulge) is no longer a differentiator since their main competitor can now claim the same thing. This differentiator, which they leaned on for decades, has all but vanished. Yet, they hold on to it. Big mistake.

It's the most exciting or terrifying time in their company's history (or maybe both). They now have to actually look at what they do and determine why a customer should choose them. It's been a good ride for them, but now they have to make the tough decisions that their "differentiator" had allowed them to avoid for years.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

We need a finish line

Starting off on a good foot with a new customer or new member of the team or a new project is great. But, if we don't have a finish line, an end-goal or measurement or some way of knowing if what we're doing is working out, we take a strong chance of being disappointed.

I think that's because we look at those kinds of metrics as bad or as potential punishments. And sometimes they can be. But how do I know if I did well or that I'm worth it--other than me judging myself?

It's just as vital to have an end-goal as it is a starting point.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Small business is not always the answer

Small businesses such as dealers, service companies, restaurants and shops are not all created equal. Contrary to what we read, small business does not always add to the growth of our economy.

Microsoft was a small business and it added, and still adds, thousands of jobs, true. But the corner liquor store or the small bookstore down the street may not have added a job in years.

The truth is, we need large and small businesses alike to grow jobs.  We need to celebrate the huge corporations that invest billions into a facility and jobs, as well as we do the local start-ups that just opened offices, or the dealership that added a new showroom ands hired a handful of employees. They all add up.

Barry LaBov
LaBov & Beyond
www.labov.com

Buy-in before process, Part Three

As we try to establish that new process that will dramatically improve our companies, our client experience and our employees' lives, we have to realize processes are not perfect. They don't need to be, either.

A process that is imperfect but has the buy-in of everyone involved is as close to perfect as possible. A brilliant process that has no support is not just a waste, it's worse than no process at all.

If the people who will follow the process are the ones who helped create it, then at worst, the process will live on. At best, the process will constantly be tweaked and improved upon.

You don't need "perfect" if you have collaboration.

Barry LaBov
LaBov & Beyond
www.labov.com

Buy-in before process, Part Two

It's easy to say you need buy-in before a new process will be accepted and become a part of a culture. But how do you get buy-in? 

Some companies provide arguments, others mandate, while others ask kindly so as to not anger anyone. None of these work ideally. Legalistic arguments make logical sense, but adoption of a process is not usually logical, it's emotional. Mandating creates a flavor-of-the-month compliance, which we all know will not last. And finally, asking nicely will not get results because you would have gotten them already.

To ensure your new process will be adopted with love and enthusiasm, you must NOT unveil your process. You must, instead, include all the constituents in the creation and testing of it, which will cause some tensions, but will dramatically improve your odds of success.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Buy-in before process, Part One

I admit it, I'm not a real "process" guy. Process, just the word itself, sounds cold and sterile to me. As I've aged, I've come to accept that processes are critical in any company.

But, the one thing I've learned is that while processes are important, they mean little unless they are "bought" by the individuals who are supposed to be executing them.

The greatest process in the world will fail if people don't understand or like them. However, if people really get it and feel a part of the creation of the process, it's an entirely different world.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

The Good Client

Good clients wants their vendor to succeed. They have an interest in their vendor's success and are happy to pitch in.

The not-so-good-client is looking for the vendor to slip up, to make a mistake and pounces on them when they do.

The good client has a lot more enjoyment and sees more success.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Be careful what you change

When our company, LaBov & Beyond, does client assessments, our biggest challenge is not learning what our clients should change, it's identifying what they should NOT change. It's so easy for an entrepreneur to stop doing something or to alter course--after all, that's what they do.

Problem is, sometimes, the one thing you change is the one thing you got right. Beware of changing for change's sake.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

A Best of Barry: The burden of success

Look around and we see people wearing the burden of success. They're stressed, unhappy and beaten up from the responsibilities on their shoulders. A shame.

There should not be a burden of success. Success is meant to be enjoyed and used to benefit as many people as possible.

Have success of any kind? Feel fortunate. It's a blessing.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 03/10/11

A Best of Barry: What's right, what's wrong and what's reality

Woody Allen once said that he wrote and produced movies in part because they offered him a chance to have things turn out the way he thought they should have in real life.

In movies, media and books, we all are "treated" to good versus bad. The bad congressman, the evil business tycoon, the poor victim, the inspiring rags to riches athlete, the hard-working single parent, the bad rich kid, etc.

But in our lives, reality is different. There is seldom a totally evil customer or boss or employee. Or a true victim or a completely bad or completely wonderful child.

It's complicated at times. It's not black and white, it's various shades of many colors, and yes, once in a while it is black or maybe white.

We have to face and deal with all of this and on a one-to-one basis, do our best each day, realizing that our best may not be enough. That's in our personal lives and business lives. That's why we're here on this planet. That's reality.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 06/22/11

A Best of Barry: Tired of the topic

Make it go away
Get it done asap
Sell it as soon as you can

In negotiations, there are many motivators. Sure we want to get a good, fair price, maybe even a higher, unfair price for our product or service or whatever. We want to be treated with respect. We want to like whoever it is we're selling to. But, there is another motivation:

I'm sick and tired of dealing with this property/issue/situation

Sometimes our biggest motivator to sell is to just get rid of this anchor that's around our neck. Even if we don't make a lot of money, even if we lose money in the transaction. The weight of that burden being lifted off us is worth a lot.

Sometimes the cost of dealing one more day or hearing about it in one more meeting will motivate us to sell, to settle, or to compromise. That's ok, it's worth it if we don't have to deal with it one more time.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 2/24/11

A Best of Barry: Killing you with ideas

I love ideas and come up with a lot of them. Some might even be good once in a while. So why aren't they always greeted with excitement and anticipation?

Because people feel they are already busy and don't need more junk (ideas) clogging up their day. And I hate to admit it, they're right.

It's tough enough trying to do everything every day really well, without adding fifteen new great breakthrough ideas to focus on. So...

If you're going to bring a new idea to the table, it better be a great one, a big one. And you better bring just one if you expect people to be ready to commit.

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

Rock Band Business Management #4: Mistakes

We all hate mistakes. But in a rock band, mistakes are where the genius is found. The wrong note that the bass player hits that sounds incredible. The error your fingers committed on the way to a chord that is amazing. The wrong note the singer hits that works perfectly.

I believe that most of our favorite songs were born of errors, they were those moments that happened when someone stopped and made that "mistake" again and decided there was something special here.

Same thing goes with our businesses. Sometimes, the wrong word or the wrong color or image or wrong page in a presentation happens. Before it's rejected because it's wrong, it may be worth stepping back and seeing it in a different light. You may have a hit on your hands.

Barry LaBov
LaBov & Beyond
www.labov.com

Rock Band Business Management #3: Dive Deep

The great progressive rock band, Yes, was known for its complex style. Folklore has it that they would work on one measure of music for hours or days until they could make it perfect.

I recently saw their lead singer, Jon Anderson, play and sing in a one-man show and he was great. But the songs he played from Yes sounded very simple and easy--nothing like the band. Obviously the band took his simple songs and dove deep and found (or created) a complex, yet beautiful final product.

Many times in our business lives there are ideas that are pretty good. But, if you dive deep and find the beauty in them, they could be phenomenal.

Barry LaBov
LaBov & Beyond
www.labov.com

Rock Band Business Management #2: Jamming

In a rock band, you jam. Jamming is a way to experiment, to stretch out, and in some cases, to create something special. Jamming can be unpleasant and appear to be a waste. And sometimes it is. But once in a while, the band hits on something that is magical and that turns into a hit.

In business, we are seldom encouraged to jam unless it's an official creative session. The thing is, there's plenty of room for jamming and experimenting in other facets of the business. The more you jam, the more you create the opportunity for magic.

Barry LaBov
LaBov & Beyond
http://www.labov.com/

Rock Band Business Management #1: Accept

As an old washe-outd, has-been rock 'n roller, I've adapted a management style with my business that is pretty close to how a rock band is run.

In a rock band, you have to accept the weird quirks of the various members. You can't change a bluesy gutiarist into a rap guitarist. You can't change the vocal range of the leader singer, he has a range and you write your songs to fit it.

In my business, I do the same. I take the specific talent and match it to what we need. It may not make sense at first, but often it works. For example, we may meet with a construction client to discuss marketing. What if you have a construction expert in your midst, but he's not a customer-facing person on a daily basis? Take him, even though he may not play a huge role. Let him engage, let his passion show through to the client. Where will it all end? I don't know, I'm in a rock band, let the guy finish his solo and we'll see...


Barry LaBov
LaBov & Beyond
labov.com

Name your price

If you really think you have the answer to the customer's problem, and your answer is uniquely yours, then name your price. BTW, that answer may be a car, motorcycle or a solution.

Often the customer will then try to negotiate you against others who don't have the answer (but who are cheaper). You then have two choices: 1) stay firm or 2) reduce your price to the point where you can't provide the answer.

Name your price, not someone else's.

Barry LaBov
LaBov & Beyond
labov.com

A Best of Barry: Conflict, criticism and candor

At my company, LaBov & Beyond Marketing Communications and Training, we surveyed our employees on two things: 1) What do you like most about our company and 2) What about our company would you like to change?

One thing that our employees love is our culture of entrepreneurialism--they love our high standards, intensity and tremendous client list.

One thing they wanted to improve is how we deal with each other in regard to criticism and dealing with conflict.

We're tackling that as I write this. We'll succeed, but I think it will be a challenge. If we want to do great work to exceed our clients' expectations, it will require total dedication and open communication. That means we can't avoid conflict or criticism because that will erode our performance--we all need that feedback to do our best.

It sounds easy, but it's not. We've worked with clients that ran their business like a church or volunteer organization where it was all pleasantries and conflict avoidance. We've also worked with clients that all but had fistfights in the cafeteria every day. Neither resulted in a healthy organization.

So, we can't avoid the truths, but we can't trample on the spirit. The good news is that by facing it and addressing it, progress is already being made.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 12/12/10

A Best of Barry: Hobbyists

Noun: hobbyist - a person who pursues an activity in their spare time for pleasure

Look at the above definition. Does that describe the stuff you do outside the office or does it describe what you do for a living?

I know that's a tough question, but I think it's worth considering. I bumped into this situation when I bought a division of a client's company and inherited a staff of six employees. A couple were artists, one was a photographer, one was a videographer and the remainder were writers. A funny thing happened as we got to know each other: I found out that none of them were trained or educated in their area. They had worked elsewhere at the company and over the years for various reasons transferred into this division. They were put in an unfair position of being expected to do something they were not equipped to do. In fairness to their former company, the employees could have asked to be trained or get schooling, but did not. Hence, the reason the division was sold--it didn't perform well because it couldn't.

We are paid to do our jobs every day. Are we hobbyists or specialists?

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 3/29/11

A Best of Barry: Put on your oxygen mask first

When you sit on a commercial air flight and listen to the safety instructions, what do they always end up telling you? 

In the case of de-pressurization, put your oxygen mask on first, then help others, such as a child.

I was at first surprised when I heard that years ago, but it makes sense. You have to make sure you are clear-headed first, and then you can help others.

Isn't that what leaders need to do in business? Leaders have to take time to clear their minds and sharpen their focus to truly help their team.

Barry LaBov
LaBov & Beyond
www.labov.com

Originally posted 11/15/10

A Best of Barry: Thank you for accepting my weakness

It's smart to focus on our strengths. But what if I only do a few things really great every day and the rest of the 23 1/2 hours of the day I stink?

Is my weakness my problem or is it to be shared by those who surround me?

I don't think the answer to this is black and white. Sure, I should focus as much as possible on where I make a big difference. But then again, if I try to grow and learn, I can expand that strength area a little and be more valuable to my team.

On the other side of the equation, my customers or bosses can look at me as a person with specific talent and do their best to put me where I can succeed.

For my part, I need to build on my strengths, not just sit on them. Hopefully, those around me will appreciate it and we'll build on that.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 01/10/11

A Best of Barry: Why creativity should be booming

In a tough economy, you have less people hanging around. You have more people knocking on your door looking for work. And you have clients more hungry than ever for great ideas.

That means the old way of doing things: giving all the creative opportunities to the same people at your company--is changing.

Now, companies in all industries will be moving toward competitive sourcing--internally and externally. That means having your employees compete against your suppliers in order to find the best idea. Why not? It may reduce the complacency in your company. It may allow you to test drive a freelancer or new supplier.

The price is small: a few bucks to a supplier to come up with ideas. The upside is great: better ideas and reduced complacency.

Barry LaBov
LaBov and Beyond
www.labov.com
Originally posted 09/12/09

A Best of Barry: The love of numbers

We have data available to us everywhere. We can learn about the trends. We can track progress on graphs and charts. We can access statistics from years ago or minutes ago. Problem is, all those numbers are useless unless we do something with them.

My company, LaBov & Beyond, worked for a large corporation to help track its customer satisfaction scores. They knew the status of every customer and every dealer that customer bought from. We helped our customer tabulate the findings and we found some trends that could dramatically alter that corporation's performance for the better. Only one problem: they didn't want to do anything about it. They merely wanted the data to prove they cared about customer satisfaction--not to do anything about it.

It's not about having the numbers, it's about using the numbers.

Barry LaBov
LaBov & Beyond
www.labov.com
www.labovsaleschannel.com
Originally posted: 10/01/10

A Best of Barry: Commitment is Critical

I was just at a seminar and had to make a decision: Do I really commit to this message, do I give more of myself than I usually do...or do I sit back and see if get pulled in?
This time I decided to give it my all and I really was moved, I think this seminar can really make a meaningful difference in my life. The thing is, the facilitator was good, but not phenomenal. The message was strong, but not unique. The setting (the room, the locale) was decent, but not breathtaking.

The big deal was that I was ready to receive and to engage. We may hope our ideas, our events, and our messages are brilliant, but if the audience doesn't jump in with both feet, it doesn't matter.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 11/12/10

A Best of Barry: Why a little measuring is good. A lot, maybe not so...

Some of us are data-junkies--the more the better. Numbers, numbers, numbers, etc. Others play it by feel--this feels good, that doesn't, etc.

Even a feel "player" can benefit from data once in a while. Our world is so busy that it's impossible to see where you stand accurately with customers or general business performance. A couple of valid, real numbers you can track and learn from can make all the difference. For instance, if a manufacturer can use its customer satisfaction scores to determine if it's making progress in quality construction, that's a lot better than "feeling" things are going the right direction.

Is there one or two metrics that can help you? That's the key word--"help"--because often we reject data because it doesn't "feel" like fun. Look for the measurements that you can affect, that will help you know you're on track (or maybe need some help).

A couple of metrics may just anchor you in the sea of daily craziness, too many of them will sink the boat.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 11/10/10

A Best of Barry: Option, what option?

There's a reason why new technology is utilized in war times. It's because it has to work. There is no longer time to wait and wonder and tinker and fiddle around--it's time to pull the trigger.

Well-known technologies, from atomic bombs to bunker busters, have been employed in wartime to gain advantage, each after years of experimentation. All the way back to the Civil War, new technologies included submarines, military railroads, hospital systems, the Gattling Gun and others.

Does that apply in the workplace? I think so.

If I don't have an option to take a day off because I'm not in the mood, then maybe that makes me face my issues and solve them. If I don't have an option to lose that sale, maybe it makes me hunker down and get to the heart of the issue.

When you don't have an option to fail, it dramatically increases your chances to succeed.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 02/10/11

A Best of Barry: Business card or ticket to leave?

You're at a store and are interested in buying a product. The salesperson is not the best in the world. You could be persuaded to buy, but you're not making it easy for him. Then the salesperson reaches into his pocket and hands you the ticket to leave--his business card. He says, "Call me if you have an interest or want to stop by again."

You walk out, time goes by, it's two weeks later and you reach into your pocket and find that guy's business card, only by now it's wrinkled up and tattered, because it's been in the wash a few times. So, of course, you throw it out.

Just like he threw you out as a customer.

I knew a salesperson years ago who had an interesting approach: he never printed up his own business card. When you'd ask him for his card, he replied, "I don't carry business cards, but I'd be happy to take yours." Pretty smart--he'd keep control by being the one with the information.

Also, it saved him money printing up business cards that would result in him losing business.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 05/17/10

A Best of Barry: "Your" versus "Our": Ask "Y"

There are times to take credit. Sometimes it is simply accurate to say that concept is your idea. Or maybe it would be viewed as insincere to imply it was ours when nothing could be further from the truth. But...

Most of the time, ideas, concepts, new products, great performances are not created alone. They truly are collaborations. Why not share the glory?

The difference between saying something is yours, versus it is ours, is the letter "Y." Ask "Y" when you're tempted to say it's yours.

What I find is that taking credit is also time-sensitive. Haven't we seen someone take credit for an idea after it had been loved by the client? Where was that conviction before the client bought it? That person was laying low, playing the game. If it turned out bad, then he wouldn't take credit.

Here's when to take full credit:

1) When it is 100% accurate to say so.
2) Before the idea has been declared a winner.
3) When you are also willing to take total responsibility should it fail.

Otherwise, just ask "Y."

Barry LaBov
LaBov and Beyond
LaBov & Beyond
www.labov.com
Originally posted 01/15/10

A Best of Barry: Powerwalk vs. Sleepwalk

I just hung up the phone talking to a CEO friend of mine. My company has done a little business with his company (let's call them Company A), but never really clicked with them. They were too slow-paced, too low-intensity. The CEO realized it and asked me to help identify it for him. I told him of another multi-billion dollar company (Company B) we work with that has also gone through tough times. But you can clearly see their response is different.

I told the CEO he should visit Company B and walk the halls, but when he does he better make sure he walks fast or he'll be run over. At Company B, the people are so focused and intense that they power walk down the skinny halls of their old building. Company A's employees sleepwalk through their cavernous hallways.

Look at the pace of your company, what does it tell you?

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 07/21/10

A Best of Barry: What is Loyalty?

Lots of efforts focus on loyalty. Lots of money is spent on measuring it, learning where it's lost, learning what can increase it, etc.

But what is the definition of loyalty? If a company offers me a couple grand off my next purchase and I buy their product because of it--does that constitute loyalty, or does it constitute a good deal?

Why judge my loyalty only after years of owning a product? Why not consider (and treat) me as loyal the moment I buy that product and put down thousands of dollars?

Am I a loyal employee if I stay an extra year to get my bonus or because I have golden handcuffs and can't leave?

People are loyal because they choose to be, for reasons independent of a bribe (cash). When we believe and buy in, we are on the road to loyalty. Let's call the other stuff what they really are: special deals, discounts, bonuses, etc.

Barry LaBov
LaBov & Beyond
www.labov.com
Originally posted 10/04/10