What are some of the main obstacles to a path of success for a manager?
My definition of a manager is anyone who manages anything or anybody. This might include a team, a process, a department or even an entire company.
Now with that concept in mind, I can tell you that all managers experience various encumbrances on a daily basis. And there are probably no single egregious obstructions that would be attributed to a failure, but rather a combination of several.
However from years of business consulting experience, one of the most prevalent errors that I see is a lack of courage to stand by long term goals, plans and visions that managers have identified as a must do in their careers. When the business economy experiences severe pain, it brings with it an allurement to short cut the process for a quick fix. And many of us fall prey to the short term attraction without consideration of the long term consequences.
Standing by your plan takes immense courage and determination. With the presumption on my part that your strategy, goals and visions are sound in concept, they must include the option and plan to deviate slightly without losing sight of the overall and primary goal. It is okay to make small and logical adjustments, but it’s not okay to just abandon the plan. In retrospect, those who just abandon the process of management and continually start over and over will find their original and subsequent plan(s) were terribly flawed to begin with.
Courage of conviction means confidence in you as a manager. Confidence in you means rewarding results.
Regards,
George F. Mancuso
President
Client Growth Consultants.com
Nationally recognized Retained Executive Search and Employee Retention Specialist.
12/19/10
Are We Really Going To Be In Hard Times in 2011?
Q: Are we really in hard times?
A: Today it appears that we have been delivered harder times than we have experienced in the past. And as with anything else in life, uncertainty exacerbates the situation at hand. However it is times like this that makes me want to remind my friends and colleagues of that which we already know, mainly because these thoughts are so simple and fundamental;
1. Things are never as bad as they or the media makes them seem.
a. The economists that we listen to (and remain reassuringly consistent regardless of the news) tell us that the markets will begin to improve in February and that the stocks don't fall unless people buy. And people buy because they are convinced that stock prices will increase.
b. The media has always been the messenger of perceived doom and gloom from those who call themselves “experts” in these matters. Only if we allow ourselves to be lead into this black hole do their predictions come true.
c. We Americans are a resilient bunch and have demonstrated time and time again that we know how to overcome adversity and bring our lives back to normal. And I subscribe to you today that now [IS] one of those times.
2. What you do in difficult times will result in greater rewards than what you do during the good times.
a. Difficult times make or break businesses, careers - and families. Make your own success by not getting distracted by the times and focusing on what is important, what you have to do. You'll benefit from being clear headed and conveying stability in these times, and it will benefit those around you as well.
b. From within your own circles of friends and/or influence demonstrate your leadership.
3. The best times quite often follow the worst times.
a. There can't be good times without bad times. Almost 3,000 years ago Solomon recognized that there is "a time to get, and a time to lose; a time to keep, and a time to cast away."
b. And although these are hard and uncertain times, we need not mourn.
c. We need not stick our heads in the sand.
d. We must as individuals and as a group be the “good times” leaders of the world.
A friend of mine told me recently, don’t be a lightning rod, but be the lighting that ignites the rod! I still firmly believe that in these economic times, we must be the leaders we claim to be during the good times. When the so called recovery comes, you will be so far ahead of your competition, it won’t even be funny. Put your “A” game face on, get into the trenches and make your markets, take no prisoners and grow yourself and your business! If you need help, hire a great business consultant.
As always, I wish you a tremendous week, filled with good spirits, good business, family and great health.
Regards,
George F. Mancuso
President
Client Growth Consultants
Grinnell, IA
A: Today it appears that we have been delivered harder times than we have experienced in the past. And as with anything else in life, uncertainty exacerbates the situation at hand. However it is times like this that makes me want to remind my friends and colleagues of that which we already know, mainly because these thoughts are so simple and fundamental;
1. Things are never as bad as they or the media makes them seem.
a. The economists that we listen to (and remain reassuringly consistent regardless of the news) tell us that the markets will begin to improve in February and that the stocks don't fall unless people buy. And people buy because they are convinced that stock prices will increase.
b. The media has always been the messenger of perceived doom and gloom from those who call themselves “experts” in these matters. Only if we allow ourselves to be lead into this black hole do their predictions come true.
c. We Americans are a resilient bunch and have demonstrated time and time again that we know how to overcome adversity and bring our lives back to normal. And I subscribe to you today that now [IS] one of those times.
2. What you do in difficult times will result in greater rewards than what you do during the good times.
a. Difficult times make or break businesses, careers - and families. Make your own success by not getting distracted by the times and focusing on what is important, what you have to do. You'll benefit from being clear headed and conveying stability in these times, and it will benefit those around you as well.
b. From within your own circles of friends and/or influence demonstrate your leadership.
3. The best times quite often follow the worst times.
a. There can't be good times without bad times. Almost 3,000 years ago Solomon recognized that there is "a time to get, and a time to lose; a time to keep, and a time to cast away."
b. And although these are hard and uncertain times, we need not mourn.
c. We need not stick our heads in the sand.
d. We must as individuals and as a group be the “good times” leaders of the world.
A friend of mine told me recently, don’t be a lightning rod, but be the lighting that ignites the rod! I still firmly believe that in these economic times, we must be the leaders we claim to be during the good times. When the so called recovery comes, you will be so far ahead of your competition, it won’t even be funny. Put your “A” game face on, get into the trenches and make your markets, take no prisoners and grow yourself and your business! If you need help, hire a great business consultant.
As always, I wish you a tremendous week, filled with good spirits, good business, family and great health.
Regards,
George F. Mancuso
President
Client Growth Consultants
Grinnell, IA
12/12/10
This Holiday, Pay Yourself!
PAY YOURSELF!
The holidays can be fun, but they can also add stress to our already crazy existence as business professionals. If you close your eyes and review 2010 – would you make any changes? Would your W-2 be higher? Would you take better care of yourself?
Here is a chance to wave the magic wand…….Picture 2011 as a White Board which is very exciting and full of opportunities! You can create anything you want for yourself next year. Now ask yourself this question…..Do you know EXACTLY what you want? Most people don’t get what they want out of life because they’re too busy worrying about everyone else to take time to determine what THEY want out of life.
During this extremely busy Holiday Season, find a quiet place for yourself for at least one hour. Close your eyes and envision yourself one year from now, and you are celebrating your BEST YEAR EVER!
Now open your eyes and write down who was at this celebration, what you achieved and what you have to do (starting now) to make it happen. Make certain some of these goals are “personal goals.”
Think about this…..
What you do for a living is admirable!
What you do for a living is challenging!
What you do for a living changes the lives of other people on a daily basis! How incredible is that?
Put yourself on your Holiday Shopping List. Reward yourself each month of 2008 when you achieve your monthly goals. Your clients, your peers, your friends, your employees need YOU, to take care of YOURSELF in 2011, so that you can take care of them. Just call this "Business Management" at in it's finest hour.
Don’t be afraid to pay yourself! It will be well worth the investment.
Regards,
George Mancuso
The holidays can be fun, but they can also add stress to our already crazy existence as business professionals. If you close your eyes and review 2010 – would you make any changes? Would your W-2 be higher? Would you take better care of yourself?
Here is a chance to wave the magic wand…….Picture 2011 as a White Board which is very exciting and full of opportunities! You can create anything you want for yourself next year. Now ask yourself this question…..Do you know EXACTLY what you want? Most people don’t get what they want out of life because they’re too busy worrying about everyone else to take time to determine what THEY want out of life.
During this extremely busy Holiday Season, find a quiet place for yourself for at least one hour. Close your eyes and envision yourself one year from now, and you are celebrating your BEST YEAR EVER!
Now open your eyes and write down who was at this celebration, what you achieved and what you have to do (starting now) to make it happen. Make certain some of these goals are “personal goals.”
Think about this…..
What you do for a living is admirable!
What you do for a living is challenging!
What you do for a living changes the lives of other people on a daily basis! How incredible is that?
Put yourself on your Holiday Shopping List. Reward yourself each month of 2008 when you achieve your monthly goals. Your clients, your peers, your friends, your employees need YOU, to take care of YOURSELF in 2011, so that you can take care of them. Just call this "Business Management" at in it's finest hour.
Don’t be afraid to pay yourself! It will be well worth the investment.
Regards,
George Mancuso
12/5/10
Employee Retention Begins Before You Hire Them
I’ll bet most of you are thinking to yourselves, “…What did he just say?” It is important to recognize that the most critical step in retaining employees comes before the hire itself!
Good leaders commonly state that they surround themselves with the best people. In turn, high-performing business cultures are fueled by employees who deliver productivity, innovation and profitability. But first, an organization needs to view and understand its job candidates as individuals, rather than as simple resumes.
A recent survey claims that ONLY 20% of companies are taking proactive measures to ensure that their best people stay put. The alternative is high turnover which costs an estimated 1.5 times the salary of each employee who has to be replaced. As an example, if a manager was making $70,000 plus an additional $25,000 in benefits (which is industry standard) it would cost approximately $142,500 to replace! This is staggering!
Resumes represent a static list of skills and job duties, but cannot speak to how well the person performs unsupervised or on a tight deadline. Reference checks can also be tricky for various reasons.
To begin with I highly recommend that you stay away from questions that encourage “smooth-talking” (i.e. “where do you see yourself in 5 years) instead of a candid self-critical evaluation questioning. Ask questions regarding the prospect’s essential nature, and the preferences and attitudes that make him/her an individual.
These types of questions predict job performance and satisfaction. The more job performance-relevant information employers have, the greater the likelihood of building, and retaining, and engaged, productive worker.
Employers need to be clear about their needs and expectations for any given position up front – before the hiring process begins. Put a variety of measurements together to create a good hire. We offer to our clients a professional online assessment to maximize person-job fit so that the individual hired is CAPABLE of doing AND is WILLING to do the best job possible. And I do recommend utilizing a professional assessment ONLY as an additional tool in the hiring process.
I could easily spend hours writing pages on the subject of employee retention. It continues to be the number one topic of questions from you the readers of our weekly newsletter. Hopefully this small tidbit of information will be of assistance to you. If not, call or write and I will respond immediately!
Regards,
George F. Mancuso
George F. Mancuso, CPC
GeorgeM@ClientGrowthConsultants.com
GeorgeM@ClientGrowthConsultants.com
www.ClientGrowthConsultants.com
11/28/10
Steps for Grooming Successful Mentors
QUESTION: As a business consultant I get asked many times, "What are the steps for grooming successful mentors?
RESPONSE:
First off, I’d like to acknowledge that managers need to play a role in driving employee engagement and performance. I would not recommend that you replace manager-employee coaching or try to make up for bad managers with a mentoring program.
Clarify your objectives. An effective mentoring program supplements coaching from managers, and it should be positioned as a way to make the business, not just individual employees, more successful. From there you can add a more specific goal, such as helping new employees get up to speed quickly.
Define your mentor selection criteria. Mentors need to be more than willing. They need to have a coaching attitude and ability. Describe these characteristics in writing—and other traits, such as particular business knowledge or specific skills.
Equip your mentors. Provide tools and training to help mentors fulfill their role. This process goes beyond basic coaching skills to include an emphasis on:
• Individualized partnerships. “Do unto others as you would have others do unto you” may serve people well most of the time, but it can actually get in the way of successful mentoring. Effective mentors understand their individual mentees needs and work with everyone differently. What works great for one person can derail another.
• Career coaching. Although employees may look to their mentors for career “navigation” advice, our research indicates that few are clear on what’s important to them. Mentors need to help people get behind the core values that create job satisfaction for them. What do they like to do and why? What would enrich their work each day? Only then can mentors help employees create a plan for professional development, career progression or job enrichment.Reinforce mentoring. To reap the benefits that mentors provide, you need to make mentoring a way of life. Senior leaders must be role models and discuss with employees the impact that mentoring has on business and personal success.
Leaders experience success as mentors through practice. The more they mentor, the more successful their mentoring becomes. A virtuous cycle will then take hold: They believe in mentoring, they’ve seen how it works, and they’re motivated to build their own competence.
And don’t forget to build in accountability, metrics and recognition systems. Without these, mentoring can fall by the wayside as a “nice to do that we don’t have time to do,” instead of remaining a core strategy for building an engaged workforce and thriving business. Of course if you need help in setting up a mentoring program and/or would like to send your managers to a 2 day seminar that teaches mentoring, leadership and building relationships to improve your company culture, please call or write and I will respond immediately!
As always, please accept my wishes for a tremendous week. If I can be of assistance to you or your organization when it comes to revenue growth, retention or recruiting, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
President
A Highly Specialized Business Consultancy
In The Growth of Revenues And People
11/21/10
Asking The Right Questions Is Critical
QUESTION: Whether you are in sales, marketing, customer service, consulting or management role, the power of learning to ask open and closed ended questions properly is paramount to your success.
RESPONSE: Open-ended questions are those designed to solicit additional information from the person being questioned. This type of question is broader in scope and prompts the receiver to use more than one or two word responses. They are designed to avoid leading, controlling or manipulating the responder.
Open-ended questioning provides an opportunity for a wide-range of responses and gives the person answering the question an opportunity share opinions, perspectives and details in an unstructured manner. Although they can be more time consuming to utilize, open-ended questions are often perceived by the receiver as less limiting and/or intimidating.
Closed-ended questions on the other hand are those which can be answered in a finite manner, often by using either a “yes” or a “no. ”These questions are typically restrictive by nature. Close-ended questions can be useful in validating or confirming a fact or event. And this is an extremely efficient and timely way to get an answer.The intrinsic downsides of close-ended questions include;
- the risk of receiving an incomplete response
- they can limit the responders ability to respond thoroughly
- they can be leading
- they can result in misleading assumptions or conclusions
Two examples might be:
- Open-ended: “What do you see as most beneficial to you from the information I have just provided you?”
- Close-ended:“Does that sound pretty good?”
Get your respondents interested in you, your service/product and get them involved in the conversation so how to respond in kind. Answers to your questions give you information. Information gives you knowledge. Knowledge gives you the power to perform or respond in a professional manner. Believe me when I tell you this works when dealing with customers, peers, direct reports, management or prospective clients or your family.
In all of my seminars I always ask the attendees; “What is a sales person’s most powerful tool?” Answer is his/her mouth. Then I ask, “What is a sales person’s greatest liability? ”Answer is his/her mouth. Learn to ask questions properly, then zip your lips shut and patiently give the professional courtesy to the responder to respond accordingly and without interruptions. More than one sales person has “blown a sale” because they don’t know when to shut their mouth and listen.
As always, please accept my wishes for a tremendous week. If I can be of assistance to you or your organization when it comes to revenue growth, retention or recruiting, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
George F. Mancuso, CPC
A Highly Specialized Business Consultancy
In The Growth of Revenues And People
11/19/10
Don't Use Poor Judgment in Your Hiring Decisions
Question: It is my opinion that the "bait and switch" tactics used by employers and their hired employment agencies is consistently used to screen the undesirable "minority" and/or “disabled” candidates from the better "match" non-minority, non-disabled candidates. Yet, in the face of the various adversities that prevents highly qualified candidates from becoming gainfully employed, what can a candidate do without playing the race, age or disability card? (Harold R., HR Director, Omaha, NE)
Response: To begin with I am NOT an expert on racism. I am however a 67 year business professional with a disability (I walk with a cane) and have experienced discrimination from both of these arenas. Even though I am consider an “expert” in employee retention and other people issues, I was told recently that although I am filled with energy, the President of a particular company was reluctant to hire me to facilitate a management strategy seminar for his people because he wanted somebody that “looked whole.”
Considering I fly airplanes, walk, talk, dress, swim, manage a business, have an exercise regime, play catch with my grandson, facilitate a dozen seminars a year, am happily married and have spent a lifetime learning my trade, I was a bit irritated to say the least. So irritated in fact that I canceled the recruiting contract I had with them, even though it was lucrative and they “claimed” I was one of the few recruiters that every really performed for them.
My advice to you is the same as it is to all of my potential candidates. In order for me to present you as the “most place-able candidate” or better said……in order for YOU to prepare yourself to become the most place-able candidate it all comes down to the following; SKILLS, STABILITY, EXPERIENCE AND ATTITUDE.
All these actions demonstrate why an employer wouldn’t want to keep an employee. And if you fit into these categories, change or the results will be the same in the future for you.
Now from the management or hiring side of these issues I suggest the following;
Regards,
George F. Mancuso, CPC
President
Client Growth Consultants
Response: To begin with I am NOT an expert on racism. I am however a 67 year business professional with a disability (I walk with a cane) and have experienced discrimination from both of these arenas. Even though I am consider an “expert” in employee retention and other people issues, I was told recently that although I am filled with energy, the President of a particular company was reluctant to hire me to facilitate a management strategy seminar for his people because he wanted somebody that “looked whole.”
Considering I fly airplanes, walk, talk, dress, swim, manage a business, have an exercise regime, play catch with my grandson, facilitate a dozen seminars a year, am happily married and have spent a lifetime learning my trade, I was a bit irritated to say the least. So irritated in fact that I canceled the recruiting contract I had with them, even though it was lucrative and they “claimed” I was one of the few recruiters that every really performed for them.
My advice to you is the same as it is to all of my potential candidates. In order for me to present you as the “most place-able candidate” or better said……in order for YOU to prepare yourself to become the most place-able candidate it all comes down to the following; SKILLS, STABILITY, EXPERIENCE AND ATTITUDE.
- All companies ask me for the “skill set” first. If you don’t match the qualifications, why would you try to force a square peg into a round hole? All it does is offer frustration and a set up for a failure.
- Job hopping is a no-no. I recently read an article that says the Generation X & Y employees will change jobs 26 times in their career path. This is an atrocious goal in life. I hear from hiring managers, “why doesn’t he/she stay any longer than 2 years at any given job?” And I rhetorically respond, “Good question, why don’t they?”
- You must learn your trade and then relearn your trade every day. Our world moves fast and change is a common word in most growing business environments. If you don’t have the skill sets required by an employer it probably won’t be a match, no matter how hard you try. What did you do in the last 12 months to improve yourself? Remember that YOUR resume is only a job description of who you were. You must be prepared to demonstrate to a prospective hiring manager what you plan to be and how your presence can impact their company in a positive way!
- There are no longer any “give-me’s” in this world. Having an attitude that the new employer or current employer “owes you” is a destination to nowhere. It all begins with you the employee. Why fall into an impossible stereotype? Why not demonstrate your qualifications by example? My grandmother used to tell me, “deeds not words!”
All these actions demonstrate why an employer wouldn’t want to keep an employee. And if you fit into these categories, change or the results will be the same in the future for you.
Now from the management or hiring side of these issues I suggest the following;
- Start looking at candidates from what assets and value that they bring to the organization.
- Look at candidates with this thought, “if he/she has only five years left to work, how can I empower them to allow me to tap into their knowledge to grow the people in this department or company?”
- Become known as a company that is a champion of PEOPLE. This will probably include soul searching and making decisions that you have probably not made in your “job hiring” past.
- The results will be that you will have a work place that people will WANT to work and the word will spread and it will positively affect your sales and bottom line.
- If one of your friends or parent was noticeably older than you or walked with a disability or had a different color of skin, would you tell him/her not to come to your house because you didn’t want the neighbors to know that you associate with “those types” of HUMAN BEINGS? I think not, so why do it in your business life?
- QUALIFIED candidates will reward you, the company and their co-workers once given the opportunity to shine.
Regards,
George F. Mancuso, CPC
President
Client Growth Consultants
Employee Retention Is a Management Issue, Not a Human Resource Issue
Question: Employee Retention continues to be a management and not a human resource issue! Below is a true story that was related to me by one of my clients in Overland Park, KS. This is shared with you with their permission.
Response: My “client” has a high end greenhouse operation. They hired a young lady “employee” on a part time at minimum wage. The employee had lost her job, was a single mom, homeowner and been in the community for several years. She took the job out of desperation to feed her family. The client loved her work ethics, on time always there reporting, and first to offer to help. The employee was on a hunt for a full time job and met with the client owners, explaining her dilemma. The employee explained that she really loved working there. She enjoyed the co-workers, good working environment and was very comfortable but just couldn’t make ends meet.
So the client said, let us think about it and we’ll give you an answer tomorrow.
Tomorrow came and they offered her full time work, and a whopping .25 per hour raise. TWO WHOLE DOLLARS PER DAY! 3 days later the employee gave a two week notice as she had interviewed and was offered an administrative position for $3.50 more per hour. The client responded by saying they would match it if she would stay, but the die had been cast and she turned them down. One well trained good worker gone, and it didn’t have to be.
In discussing this with the client they revealed to me that they pay a temp agency almost $13.00 per hour for untrained help for a day or two of “warm body” work. I asked if they didn’t see the error in their judgment. Their turnover rate is very high, they don’t keep but a very few employees as core employees. The cost of training and retraining far outweighs the value of paying people a fair wage for a fair days work.
I asked, “…if you were willing to match the offer, why didn’t you just make it in the first place?” Answer, “…because we thought she’d stay and we’d save the money.”
This scenario plays itself out all over the United States in the workforce. From a financial standpoint this position is truly illogical. From a moral standpoint, it’s deplorable. And from a morale and retention standpoint, it’s the kiss of death. Retention continues to be a management issue.
I hope this week is a great one. Call or write if I can assist you with Employee Retention, Recruitment or Revenue Growth issues.
Regards,
George F. Mancuso, CPC
President
Client Growth Consultants
Response: My “client” has a high end greenhouse operation. They hired a young lady “employee” on a part time at minimum wage. The employee had lost her job, was a single mom, homeowner and been in the community for several years. She took the job out of desperation to feed her family. The client loved her work ethics, on time always there reporting, and first to offer to help. The employee was on a hunt for a full time job and met with the client owners, explaining her dilemma. The employee explained that she really loved working there. She enjoyed the co-workers, good working environment and was very comfortable but just couldn’t make ends meet.
So the client said, let us think about it and we’ll give you an answer tomorrow.
Tomorrow came and they offered her full time work, and a whopping .25 per hour raise. TWO WHOLE DOLLARS PER DAY! 3 days later the employee gave a two week notice as she had interviewed and was offered an administrative position for $3.50 more per hour. The client responded by saying they would match it if she would stay, but the die had been cast and she turned them down. One well trained good worker gone, and it didn’t have to be.
In discussing this with the client they revealed to me that they pay a temp agency almost $13.00 per hour for untrained help for a day or two of “warm body” work. I asked if they didn’t see the error in their judgment. Their turnover rate is very high, they don’t keep but a very few employees as core employees. The cost of training and retraining far outweighs the value of paying people a fair wage for a fair days work.
I asked, “…if you were willing to match the offer, why didn’t you just make it in the first place?” Answer, “…because we thought she’d stay and we’d save the money.”
This scenario plays itself out all over the United States in the workforce. From a financial standpoint this position is truly illogical. From a moral standpoint, it’s deplorable. And from a morale and retention standpoint, it’s the kiss of death. Retention continues to be a management issue.
I hope this week is a great one. Call or write if I can assist you with Employee Retention, Recruitment or Revenue Growth issues.
Regards,
George F. Mancuso, CPC
President
Client Growth Consultants
10/16/10
When You Achieve Success, Act Like You've Been There Before
October 17, 2010
Question: Vince Lombardi the renowned former football coach of the Green Bay Packers once said, “When you get into the end zone and score a touchdown, act like you’ve been there before.” What do you think he really meant by that statement?
(Steve W., Entrepreneur, Madison, WI)
Response: As our economy continues with its recovery, this is the perfect time to get your “publicity” in gear. Just like Vince Lombardi coached his receivers, you need to; “act like you’ve been here before!” Lombardi’s philosophy was that the other team(s) would view his receivers capable of scoring a touchdown every time they handled the ball. In essence, the perceptions is to be that we are winners all of the time.
Coach Lombardi also said, “Confidence is contagious. So is lack of confidence!” When you have self confidence, you have a feeling of exhilaration that is usually hard to beat. This feeling can easily get you through unknown paths, uncomfortable situations and provide you with a self determination that almost makes you unstoppable in your quest for success.
Knowledge, familiarity and comfort can be a solid element of trust in the eye of the beholder. We don’t have to be really famous to get attention. Although in the absence of a full blown media campaign, we do need to identify at least one thing that allows us to be “slightly famous.”
How do we translate this, without a complex marketing plan, into a presence in our target industry? How can we use personal or self marketing to differentiate ourselves from others? How do we actually create brand loyalty and not just awareness?
Perception is reality and the more self confidence you “show” the more likely success will be yours. The old adage that people like to do business with successful people is as true today as it was years ago.
Look the part, back it with wisdom, caring, desire and determination and you’ll off to a great start. Carry yourself well with a good posture, heads up, eye contact and a spring in your step. In other words become a silent or subliminal personal billboard about YOU and the balance of your requirements will begin to fall into place. Every single day you step into the business world, look like a success, act like a success and everybody around you will believe that YOU HAVE BEEN HERE BEFORE!
As always, please accept my wishes for a tremendous week. If I can assist you or your organization, please call or write and I will respond immediately! Your comments, concerns and/or questions are always confidentially welcome here.
Regards,
George F. Mancuso
Question: Vince Lombardi the renowned former football coach of the Green Bay Packers once said, “When you get into the end zone and score a touchdown, act like you’ve been there before.” What do you think he really meant by that statement?
(Steve W., Entrepreneur, Madison, WI)
Response: As our economy continues with its recovery, this is the perfect time to get your “publicity” in gear. Just like Vince Lombardi coached his receivers, you need to; “act like you’ve been here before!” Lombardi’s philosophy was that the other team(s) would view his receivers capable of scoring a touchdown every time they handled the ball. In essence, the perceptions is to be that we are winners all of the time.
Coach Lombardi also said, “Confidence is contagious. So is lack of confidence!” When you have self confidence, you have a feeling of exhilaration that is usually hard to beat. This feeling can easily get you through unknown paths, uncomfortable situations and provide you with a self determination that almost makes you unstoppable in your quest for success.
Knowledge, familiarity and comfort can be a solid element of trust in the eye of the beholder. We don’t have to be really famous to get attention. Although in the absence of a full blown media campaign, we do need to identify at least one thing that allows us to be “slightly famous.”
How do we translate this, without a complex marketing plan, into a presence in our target industry? How can we use personal or self marketing to differentiate ourselves from others? How do we actually create brand loyalty and not just awareness?
Perception is reality and the more self confidence you “show” the more likely success will be yours. The old adage that people like to do business with successful people is as true today as it was years ago.
Look the part, back it with wisdom, caring, desire and determination and you’ll off to a great start. Carry yourself well with a good posture, heads up, eye contact and a spring in your step. In other words become a silent or subliminal personal billboard about YOU and the balance of your requirements will begin to fall into place. Every single day you step into the business world, look like a success, act like a success and everybody around you will believe that YOU HAVE BEEN HERE BEFORE!
As always, please accept my wishes for a tremendous week. If I can assist you or your organization, please call or write and I will respond immediately! Your comments, concerns and/or questions are always confidentially welcome here.
Regards,
George F. Mancuso
10/9/10
Be Genuine or Don't Bother
Q: I am a firm believer in saying what I'll do and doing what I say. However, I do want to provide whatever support for my employees and clients when possible. What are some ways to give that impression without being unpleasant about it?
A: You are right to be cautious. Clients are smart (they hired you, didn't they?) and keenly perceptive (they got their job, didn't they?) and employees are intelligent, intuitive and have probably already dialed into your persona, so be genuine or don't bother.
Here are a few combined thoughts for clients and employees alike:
• Purposely "beat" a promised deadline (e.g., something expected next week is given to them tomorrow).
• Periodically send over helpful information and notes about things you feel will benefit them.
• Send an informal note recommending articles of particular interest to them or their business with no other "strings" attached.
• Prepare a summary report of an event you just attended and send it to them without telling them in advance that you are going to do it.
• Provide friendly, unexpected reminders/acknowledgments of key dates, events, anniversaries, birthdays, etc. Do not even consider these unless you have already talked about the event and share its significance.
The ultimate goal, is for employees and customers should always to get them to think "Wow, that was way more than I ever expected and I appreciate that." What you don't want them to think is "That's odd. I wonder why he or she did that." It has to be natural and something that occurs to you as a person, not in your role as a manager, sales person or business owner. Non-business items can many times be more appreciated than business items.
As always, please accept my wishes for a great and personally rewarding week. If I can be of assistance to you and/or your organization, please call or write and I will respond immediately!
Regards,
George F. Mancuso
A: You are right to be cautious. Clients are smart (they hired you, didn't they?) and keenly perceptive (they got their job, didn't they?) and employees are intelligent, intuitive and have probably already dialed into your persona, so be genuine or don't bother.
Here are a few combined thoughts for clients and employees alike:
• Purposely "beat" a promised deadline (e.g., something expected next week is given to them tomorrow).
• Periodically send over helpful information and notes about things you feel will benefit them.
• Send an informal note recommending articles of particular interest to them or their business with no other "strings" attached.
• Prepare a summary report of an event you just attended and send it to them without telling them in advance that you are going to do it.
• Provide friendly, unexpected reminders/acknowledgments of key dates, events, anniversaries, birthdays, etc. Do not even consider these unless you have already talked about the event and share its significance.
The ultimate goal, is for employees and customers should always to get them to think "Wow, that was way more than I ever expected and I appreciate that." What you don't want them to think is "That's odd. I wonder why he or she did that." It has to be natural and something that occurs to you as a person, not in your role as a manager, sales person or business owner. Non-business items can many times be more appreciated than business items.
As always, please accept my wishes for a great and personally rewarding week. If I can be of assistance to you and/or your organization, please call or write and I will respond immediately!
Regards,
George F. Mancuso
10/2/10
What Can You Learn From Sherlock Holmes?
Q: What can Sales and Management Professionals learn from the legendary Sherlock Holmes?A: Business professionals might want to learn how to play detective! We are often asked to solve a problem, figure out what caused a failure (or success), etc. Think of yourself as that famous London-based fictional sleuth of the late 19th/early 20th centuries who was created by Sir Arthur Conan Doyle.
The next time you face a quandary, think "What would Sherlock Holmes do?"
He would:
1. Keep an open mind.
2. Employ deductive reasoning.
3. Investigate all possibilities thoroughly.
4. Look carefully at the details.
5. Look for connections, relationships, consistencies and inconsistencies.
6. Ask lots of questions.
7. Wear a disguise (OK-you might want to scratch that one!).
8. Be relentless in your pursuit of the solution.
The next time you are given a challenging question, remember to ask yourself the question, "What would Sherlock do?"
P.S. Did you know that Holmes never actually uttered that famous line "Elementary, my dear Watson" in any of Conan Doyle's four novels or 56 short stories featuring the character? Holmes does say "Elementary" in the book The Adventure of the Crooked Man, but the famous line does not appear in its entirety in any of Conan Doyle's stories. The full phrase seems to have originated in either a subsequent film or theater play (the actual source has been long debated) based on Conan Doyle's original work.
I hope your week in another outstanding one especially because we’ve just entered the 4th Quarter of 2010. Just 3 months left to accomplish all of your 2010 goals. If I can be of any assistance to you or your organization, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
9/26/10
What is the Secret of Recruiting More Women into our Organization?
Q: What is the Secret to Recruiting Women For Jobs Traditionally Occupied by Men? We are attempting to recruit more women for jobs as outside sales representatives with our firm. This is a position that has been predominantly occupied at our company by men. In the interest of diversity, we are eager to interest more women in these roles. Thus far, job boards and women-focused job sites have been little help. How else can we publicize these positions and reasonably assure ourselves that we will be able to recruit good candidates? (Margaret H., President; Dallas, TX)
A: Many employers recognize the advantages of forming a gender-balanced workforce. A diverse group of employees, composed of both women and men, can create a more effective, productive and cohesive organization and deliver a wide range of capabilities at multiple service levels. Recruiting women for nontraditional positions may pose challenges but can be accomplished with some creative ideas.
The first step is to analyze the position, along with your recruitment process. Review the job description and job postings. Make sure the functions and responsibilities are neutral and geared to attract to both women and men. Then, partner with the hiring department to develop clear goals to recruit more women. Make workforce diversity a corporate priority and market any prominent roles played by women in the organization.
Involve women in every step of recruitment. During the interview process, give potential women candidates the opportunity to meet women in the organization who can share their views and experiences.
Blend traditional and new recruitment methods. Continue to advertise on gender-specific job boards and to search posted resumes, and use online career centers to attract candidates from your targeted audience. Invite current women employees to accompany human resources to trade expos that attract large numbers of women. Market "women-encouraged" messaging at various events; and showcasing women in a variety of roles at all levels of the organization. You can also launch a creative "ambassador" or employee referral program, encouraging staff to recommend women candidates for your sales jobs.
Use company newsletters, press releases and your corporate Web site to profile the extraordinary work of women at your firm, including promotions and other success stories. Partner with educational institutions, trade associations, women-focused organizations and bloggers to identify potential women candidates.
Streamline recruitment by moving the application process online. Resumes of people that match the job criteria can be quickly identified through algorithms that help you select the most qualified candidates.
Implementing these strategies will help your company fill the roles traditionally dominated by men and cultivate a more diverse and representative workforce. Women are out there and eager to work, especially for organizations that support and reward their efforts.
Please accept my wish for your week to be an outstanding one. If I can help your organization or you personally, please write or call and I will respond immediately.
Regards,
George F. Mancuso
9/18/10
Does your intrepidity (fearlessness) shine through every day?
Q: Does your intrepidity shine through?
A: One of my all time favorite movies was the Hollywood Epic, The Magnificent Seven staring Yul Brenner and a fabulous cast in a great western. It was true (in this movie) that the Magnificent Seven were very willing and able to fight tirelessly for a cause. But in this case, their intentions were to create an ideal situation without bloodshed. A situation that included giving the villagers the inner and morale strength to stand up for themselves and send the bad guys a message that this village just might not be a push over to their nefarious ways.When it comes to sales or managing a business, if your inner person is “right” then your confidence, knowledge and fearless level will shine through in the way you carry yourself and approach any given situation and/or competition. Your confidence level, when shinning through, puts people around you on notice that you are a force to be dealt with.
The solution meets the problem when you offer a “demo” whether with props or verbalization. I firmly believe when I personally am in this mode, it is a test of my ability. And failing tests in not an option for me nor should it be for you.
When you sell a service, your prospect has to visualize the service and its impact or positive results on him/her. And if a picture or even a mental image is worth a thousand words, then a live demonstration is probably worth 10,000 words because our brains act a hundred times faster on what we see than the image our imagination portrays.
My message today is that your confidence level can act as the perceived problem solver for increased productivity, providing happiness, minimizing negativity and improving lives to name just a few areas. Make the problem areas come alive, then create a sense of urgency by not only identifying the problem(s) but the effect the problem has on the other person or company.
For an example, an ordinary sales person is so interested in “the pitch” that he/she isn’t aware that the buyer has gotten accustomed to living in a pan of water that’s steadily getting warmer and warmer. A consummate sales professional has a “fire raging through his/her hair” and infects the prospect with that urgency of solving his/her problem.
Don’t try to convince the prospect with rhetorical nonsense, self centered rationale, features and benefits. Paint a picture of how hot that water is going to get and what the ultimate outcome will be if they don’t react if something isn’t done.
So here is my self evaluating question to you; “Does your intrepidity (fearlessness) shine through every day?”
As always I wish you an absolute tremendous week all good and no evil. Your questions and/or comments are always welcome here. And of course, if I can ever be of assistance to you and/or your organization, please call or write and I will respond immediately.
Regards,
George F. Mancuso, CPC
9/12/10
How Can I Be Different From Every Other Sales Professional?
Q: My Company is fairly large and well regarded and I am an experienced sales professional. What can I do to differentiate myself from thousands of other sales professionals who do similar work?
(Sandra J., VP of Sales, Athens, GA)
A: Every professional faces the same issues of differentiation, regardless of firm size, discipline, products or services. Certainly your personal reputation from prior work and, often in a large firm, the reputation of your sales partners can make a big difference.
However, people shop on rationality and buy on emotion. In the minds of a buyer of professional services, particularly the more senior they are, there is a greater likelihood of identifying with you if you come across as a peer. This means exhibiting leadership characteristics. And it’s a proven fact that professionals who are also innovators grow more rapidly than those who have a tendency to “go with the flow.”
One of the best ways leaders relate is by having relational stories to tell. Stories, more than dry recitations of capabilities that are virtually indistinguishable from others, help you emotionally connect. Great leaders can tell three stories:
1. About themselves (what you stand for, where you came from)
2. About the organization they represent (you are promoting your firm as well as yourself)
3. About how they have made/can make people feel they are part of something bigger than themselves (this can be about past clients, community organizations or missions that you and your audience have in common)
Your stories won't get you in the door - only your capabilities, experience and value will. Create the stories that define you and your commitment to professional service and you are much more likely to connect. And connecting to somebody new is truly the key. Tell [your] story and make it happen from there.
As always, please accept my wishes for a tremendous week.
Regards,
George F. Mancuso, CPC
Client Growth Consultants
(Sandra J., VP of Sales, Athens, GA)
A: Every professional faces the same issues of differentiation, regardless of firm size, discipline, products or services. Certainly your personal reputation from prior work and, often in a large firm, the reputation of your sales partners can make a big difference.
However, people shop on rationality and buy on emotion. In the minds of a buyer of professional services, particularly the more senior they are, there is a greater likelihood of identifying with you if you come across as a peer. This means exhibiting leadership characteristics. And it’s a proven fact that professionals who are also innovators grow more rapidly than those who have a tendency to “go with the flow.”
One of the best ways leaders relate is by having relational stories to tell. Stories, more than dry recitations of capabilities that are virtually indistinguishable from others, help you emotionally connect. Great leaders can tell three stories:
1. About themselves (what you stand for, where you came from)
2. About the organization they represent (you are promoting your firm as well as yourself)
3. About how they have made/can make people feel they are part of something bigger than themselves (this can be about past clients, community organizations or missions that you and your audience have in common)
Your stories won't get you in the door - only your capabilities, experience and value will. Create the stories that define you and your commitment to professional service and you are much more likely to connect. And connecting to somebody new is truly the key. Tell [your] story and make it happen from there.
As always, please accept my wishes for a tremendous week.
Regards,
George F. Mancuso, CPC
Client Growth Consultants
9/4/10
How Do YOU Define a World Class Company?
September 5, 2010
Q: The president of our company is somewhat of an ego maniac and keeps complaining that he is trying to make this a “world class” organization as his legacy. He keeps trying to benchmark us against other, not necessarily similar companies that he has deemed, world class. For the most part, there is no way we will soon, if ever, be world class. How do I (we) let him down gently?
A: You had me right up to “let him down gently.” Organizations vary widely in both their current capabilities and their potential. As a business consultant, I’ve always believed that it is my responsibility to help a company improve as much as possible within their steadily improving capabilities. I think I help most by being clear and realistic about the path of improvement.
Implying that the company will never be world-class contradicts the experience of many companies who originally never seemed to even be world class prospects. Hewlett Packard is a perfect example of starting from a garage to widely admired “world class” company.
However with all that said, we should be absolutely clear that this SHOULD mean best in a SPECIFIC class not in all classes. I believe the answer to your question lies in the redefining of the process, the goal and the methodology necessary to get to Best in Specific Class. That is of course, once a Specific Class has been defined.
As an example, create scenario that includes the sales functions of company “A”; Add the innovation methodology of company “B”; and couple it all with the governance of company “C”; Once this hypothetical model is in place, mold it to fit your president and his/her staffs concept of what it will take to achieve the goal…..Best In Specific Class! Once you have made progress, you can always raise the bar to the next height. Who knows, one day that height might just be World Class!
As always, please accept my wishes for a tremendous week. Go forth and make a difference as you have the power, you just need to determine to use it properly. If I can ever be of assistance to you and or your organization, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
President
Gman Business Resources, Inc.
Q: The president of our company is somewhat of an ego maniac and keeps complaining that he is trying to make this a “world class” organization as his legacy. He keeps trying to benchmark us against other, not necessarily similar companies that he has deemed, world class. For the most part, there is no way we will soon, if ever, be world class. How do I (we) let him down gently?
A: You had me right up to “let him down gently.” Organizations vary widely in both their current capabilities and their potential. As a business consultant, I’ve always believed that it is my responsibility to help a company improve as much as possible within their steadily improving capabilities. I think I help most by being clear and realistic about the path of improvement.
Implying that the company will never be world-class contradicts the experience of many companies who originally never seemed to even be world class prospects. Hewlett Packard is a perfect example of starting from a garage to widely admired “world class” company.
However with all that said, we should be absolutely clear that this SHOULD mean best in a SPECIFIC class not in all classes. I believe the answer to your question lies in the redefining of the process, the goal and the methodology necessary to get to Best in Specific Class. That is of course, once a Specific Class has been defined.
As an example, create scenario that includes the sales functions of company “A”; Add the innovation methodology of company “B”; and couple it all with the governance of company “C”; Once this hypothetical model is in place, mold it to fit your president and his/her staffs concept of what it will take to achieve the goal…..Best In Specific Class! Once you have made progress, you can always raise the bar to the next height. Who knows, one day that height might just be World Class!
As always, please accept my wishes for a tremendous week. Go forth and make a difference as you have the power, you just need to determine to use it properly. If I can ever be of assistance to you and or your organization, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
President
Gman Business Resources, Inc.
8/29/10
I'd Like A Few Management Tips Please.
August 29, 2010
Q: I just purchased my first manufacturing plant which will probably test my management skills to the max as this will be my first entrepreneurial venture at this level. The company has about 45 employees and I want to approach this entire process in a highly professional & effective manner.
(Any suggestions for the “new girl on the block?”)
A: I could probably write books on the do’s and do not’s if I knew more about your life experiences and the new company. But let me to provide an extremely short version of items that just pop into my head without much of an in-depth or detailed thought process.
1. Work on being consistent. Employees like to know where “YOU” stand on a given day. Try to present the same game face almost every day no matter how stressed you may be or problems on your mind.
2. Do not attempt to micro manage as this would be the kiss of death. Instead become a sponge, ask questions that show employees you truly are trying to learn. It gives them an opportunity to show you what they know and once they know how you are and that you care, they will open the flood gates of knowledge.
3. Don’t burden them with massive amounts of meetings. Start slow, gain knowledge and then move forward accordingly.
4. Do not make sweeping changes in the first few weeks of ownership. My personal belief is that change brings opportunity but most rank-in-file employees’ thought process doesn’t necessarily embrace change when it’s forced upon them. Learn how to be subtle and while allowing “it” to be THEIR idea.
5. You have a business to run, but always remember that employees like customers like to know W.I.I.F.M.? (What’s In It For Me?)
6. Sense of humor is very important. Please do not walk through your manufacturing facility with a stoic or offended look on your face.
7. Do not forget the words, “thank you, please, looks good and great job!”
8. If you are a workaholic remember that most rank in file employees are not. They have families and lives to go to and that should always be respected.
9. Keep employees informed. The office staff knows when good things happen so why not have regular and/or impromptu plant meetings and updates everybody? i.e. Big sale, New customer that will be bringing business, job security issues, new ideas, issues that affect all are just a few suggestions of topics.
10. In all manufacturing environments, safety is a huge issue. As the owner, practice what you preach. i.e. Wear eye/ear protection, no loose clothing, watch where you walk etc.
11. Be a great example of being a team player. And I define a great team player as one who knows when to lead and when to follow.
12. Don’t ever have critical or disciplinary discussion in public.
13. And finally remember this; A manager is a person that employees are directed to follow. A leader is a manager that employees WANT to follow.
So “new girl on the block” I wish you the best and hope these few tips are of value to you. I salute you for your determination, definition and CAN DO attitude. I look forward to hearing about the great results from the fruits of your labor.
As always, your comments, opinions and suggestions are always welcome. Go forth and make this a tremendous week by making an outstanding contribution in someone’s life. If I can help in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Q: I just purchased my first manufacturing plant which will probably test my management skills to the max as this will be my first entrepreneurial venture at this level. The company has about 45 employees and I want to approach this entire process in a highly professional & effective manner.
(Any suggestions for the “new girl on the block?”)
A: I could probably write books on the do’s and do not’s if I knew more about your life experiences and the new company. But let me to provide an extremely short version of items that just pop into my head without much of an in-depth or detailed thought process.
1. Work on being consistent. Employees like to know where “YOU” stand on a given day. Try to present the same game face almost every day no matter how stressed you may be or problems on your mind.
2. Do not attempt to micro manage as this would be the kiss of death. Instead become a sponge, ask questions that show employees you truly are trying to learn. It gives them an opportunity to show you what they know and once they know how you are and that you care, they will open the flood gates of knowledge.
3. Don’t burden them with massive amounts of meetings. Start slow, gain knowledge and then move forward accordingly.
4. Do not make sweeping changes in the first few weeks of ownership. My personal belief is that change brings opportunity but most rank-in-file employees’ thought process doesn’t necessarily embrace change when it’s forced upon them. Learn how to be subtle and while allowing “it” to be THEIR idea.
5. You have a business to run, but always remember that employees like customers like to know W.I.I.F.M.? (What’s In It For Me?)
6. Sense of humor is very important. Please do not walk through your manufacturing facility with a stoic or offended look on your face.
7. Do not forget the words, “thank you, please, looks good and great job!”
8. If you are a workaholic remember that most rank in file employees are not. They have families and lives to go to and that should always be respected.
9. Keep employees informed. The office staff knows when good things happen so why not have regular and/or impromptu plant meetings and updates everybody? i.e. Big sale, New customer that will be bringing business, job security issues, new ideas, issues that affect all are just a few suggestions of topics.
10. In all manufacturing environments, safety is a huge issue. As the owner, practice what you preach. i.e. Wear eye/ear protection, no loose clothing, watch where you walk etc.
11. Be a great example of being a team player. And I define a great team player as one who knows when to lead and when to follow.
12. Don’t ever have critical or disciplinary discussion in public.
13. And finally remember this; A manager is a person that employees are directed to follow. A leader is a manager that employees WANT to follow.
So “new girl on the block” I wish you the best and hope these few tips are of value to you. I salute you for your determination, definition and CAN DO attitude. I look forward to hearing about the great results from the fruits of your labor.
As always, your comments, opinions and suggestions are always welcome. Go forth and make this a tremendous week by making an outstanding contribution in someone’s life. If I can help in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
8/22/10
Values in Testimonials
August 22, 2010
Q: In your experience, do prospective clients pay attention to testimonials? My company is a sales and service organization with both tangible and intangible offerings and we’ve only been in business slightly over 8 years. I’ve told my team they we need to solicit and post on our website comments from satisfied customers both current and past. Do you agree?
A: Remember that selling has a great deal to do with the competence perceived, but clients are buying the concept of confidence as well. A testimonial is one way to lower the perceived risk that the intangible and/or intangible services a client is about to buy are plausible, realistic and risk free (or at least "low risk"). When you ask a client for a testimonial, think more about what a risk-averse executive or manager needs to hear and request the testimonial address the risk issues they considered in buying from you.
There is value to planning your "testimonial portfolio." Consider the range of compelling reasons you would like to place before a prospect. Since each testimonial can't realistically present all of these reasons, work with your client to create a testimonial that fills the gaps.
Prospective clients are less impressed by a testimonial about a firm when it doesn't necessarily relate at all to the buyers proposed needs. If possible, collect testimonials from the individuals on the clients’ team rather than the firm in general.
First, consider the greatest value your clients have received. What have they said was the most important benefit you provided? Then build your testimonial around that. Consider including the following (in a sequence that works for you):
• The project issue or challenge (the preamble for why product or services were required)
• The intended outcome of the engagement (the value provided)
• The actual outcome (especially longer term, in unit terms of dollars, output, or other measure that might translate to a prospective client)
• The reason the client selected your firm (this is the key element to convincing the next client why they should select you, and should include why any reservations were quickly overcome by your performance)
• The core strength you brought to the project (what aspect of your firm's offering you want to highlight)
• The reason the client selected you above other consultants (here is the second most important aspect of the testimonial to induce your prospect to select you)
You should think about the points above when you are writing your marketing pieces or updating the presentation of your website. Use these concepts to make your company standout and demonstrate why “you” and not “another firm.”
Here is an interesting fact about August 2010; This August has 5 Sundays, 5 Mondays and 5 Tuesdays and all in this one month. It happens only once every 823 years. My suggestion is that we all enjoy THIS August 2010 just in case we not here for the next one.
As always, please accept my wishes for a tremendous week. Remember that your comments and/or questions are always welcome here. Call or write if I can ever be of any assistance to you or your organization.
Regards,
George F. Mancuso, CPC
Q: In your experience, do prospective clients pay attention to testimonials? My company is a sales and service organization with both tangible and intangible offerings and we’ve only been in business slightly over 8 years. I’ve told my team they we need to solicit and post on our website comments from satisfied customers both current and past. Do you agree?
A: Remember that selling has a great deal to do with the competence perceived, but clients are buying the concept of confidence as well. A testimonial is one way to lower the perceived risk that the intangible and/or intangible services a client is about to buy are plausible, realistic and risk free (or at least "low risk"). When you ask a client for a testimonial, think more about what a risk-averse executive or manager needs to hear and request the testimonial address the risk issues they considered in buying from you.
There is value to planning your "testimonial portfolio." Consider the range of compelling reasons you would like to place before a prospect. Since each testimonial can't realistically present all of these reasons, work with your client to create a testimonial that fills the gaps.
Prospective clients are less impressed by a testimonial about a firm when it doesn't necessarily relate at all to the buyers proposed needs. If possible, collect testimonials from the individuals on the clients’ team rather than the firm in general.
First, consider the greatest value your clients have received. What have they said was the most important benefit you provided? Then build your testimonial around that. Consider including the following (in a sequence that works for you):
• The project issue or challenge (the preamble for why product or services were required)
• The intended outcome of the engagement (the value provided)
• The actual outcome (especially longer term, in unit terms of dollars, output, or other measure that might translate to a prospective client)
• The reason the client selected your firm (this is the key element to convincing the next client why they should select you, and should include why any reservations were quickly overcome by your performance)
• The core strength you brought to the project (what aspect of your firm's offering you want to highlight)
• The reason the client selected you above other consultants (here is the second most important aspect of the testimonial to induce your prospect to select you)
You should think about the points above when you are writing your marketing pieces or updating the presentation of your website. Use these concepts to make your company standout and demonstrate why “you” and not “another firm.”
Here is an interesting fact about August 2010; This August has 5 Sundays, 5 Mondays and 5 Tuesdays and all in this one month. It happens only once every 823 years. My suggestion is that we all enjoy THIS August 2010 just in case we not here for the next one.
As always, please accept my wishes for a tremendous week. Remember that your comments and/or questions are always welcome here. Call or write if I can ever be of any assistance to you or your organization.
Regards,
George F. Mancuso, CPC
8/14/10
Is Leaving A Voice Mail A Waste of Time?
Is leaving a voice mail a waste of time? Not if your message has a unique or impressive impact!
1. “HEY LOOK AT ME” – Leaving a message lets the business world know that I exist. And making that best first impression begins right at the beginning! Leaving a meaningful but short message plants a seed. It is the first step in opening a door. The recipient of my call knows that, moving forward, I’m going to be searching for an opportunity to reach them.
2. “I MIGHT JUST HAVE SOMETHING OF INTEREST FOR YOU” – One thing is for certain; my prospect are getting hammered with sales calls all day long. That is why they aren’t answering their phones. Voice mail acts as a filter where sales people move themselves into or out of the picture. My goal is to leave a message puts me in the game!
3. “SET THEIR HAIR ON FIRE WITH EXCITEMENT” – When calling on qualified prospects, they will likely be looking for new solutions, upgrades, and alternatives… if not now, then at some point in the future. My voice mail positions me as an option and a backup plan. There is nothing worse than finally getting the decision maker on the phone after months of calling and hearing, “Actually, we just signed on with one of your competitors.” That’s when you think, “How did I miss out on this deal? I should have left a unique message.”
4. “HOW CAN WE HELP EACH OTHER? – I need to leave a targeted 15 – 20 second commercial. There are plenty of prospects who initially make the statement, “I’m not interested… we’re fine where we are.” Click, they hang up the phone. “Wait a minute! I haven’t even said anything yet.” What good is it to finally get someone on the phone if they are going to hang up as soon as they realize you are a sales person? A compelling voice mail, prior to the first conversation, can create an opportunity for a more professional discussion when they finally answer the phone. Leaving quality messages begins the process of opening doors that were once closed tight!
5. “I’M NOT A PROBLEM, I’M A SOLUTION” – One way to differentiate myself is to consistently follow-up. While my competition is not following through, not using their CRM, and turning over sales people left and right, I have to be the consistent consultative voice breaking through all the noise barriers.
6. “ONE CALL DOES NOT DO IT ALL” – I need to have multiple influencers within the company, for example, I will leave messages for the CFO, Controller, and Director of XYZ. I want them to know that I just left a message for their colleague. The goal here is to have them sitting in a meeting or conversing over lunch about a problem and all of a sudden my name comes up! My new strategy must include a very specific set of five to eight targeted voice mail, email, and maybe even regular mail messages that I can leave and send over the course of time. If I am dealing with targets that are very difficult to reach, I have to prepare for a long term attack!
7. “WOW! I’M SPEAKING TO A REAL PERSON” – If you are expecting voice mail and instead you get the party to whom you have called……………Only one message here……..You’d better be just as prepared to be unique, informative, impressive and able to deliver What’s In It For Them in the first 20 seconds or so. Otherwise my point in paragraph 3 above will ring true and you will have wasted time and maybe closed a door that could have been opened.
As always, please accept my wishes for a tremendous week. Go forth and make a difference in your life and in the lives of those around you. You comments or questions are always welcomed here. If I can be of any assistance to you, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
1. “HEY LOOK AT ME” – Leaving a message lets the business world know that I exist. And making that best first impression begins right at the beginning! Leaving a meaningful but short message plants a seed. It is the first step in opening a door. The recipient of my call knows that, moving forward, I’m going to be searching for an opportunity to reach them.
2. “I MIGHT JUST HAVE SOMETHING OF INTEREST FOR YOU” – One thing is for certain; my prospect are getting hammered with sales calls all day long. That is why they aren’t answering their phones. Voice mail acts as a filter where sales people move themselves into or out of the picture. My goal is to leave a message puts me in the game!
3. “SET THEIR HAIR ON FIRE WITH EXCITEMENT” – When calling on qualified prospects, they will likely be looking for new solutions, upgrades, and alternatives… if not now, then at some point in the future. My voice mail positions me as an option and a backup plan. There is nothing worse than finally getting the decision maker on the phone after months of calling and hearing, “Actually, we just signed on with one of your competitors.” That’s when you think, “How did I miss out on this deal? I should have left a unique message.”
4. “HOW CAN WE HELP EACH OTHER? – I need to leave a targeted 15 – 20 second commercial. There are plenty of prospects who initially make the statement, “I’m not interested… we’re fine where we are.” Click, they hang up the phone. “Wait a minute! I haven’t even said anything yet.” What good is it to finally get someone on the phone if they are going to hang up as soon as they realize you are a sales person? A compelling voice mail, prior to the first conversation, can create an opportunity for a more professional discussion when they finally answer the phone. Leaving quality messages begins the process of opening doors that were once closed tight!
5. “I’M NOT A PROBLEM, I’M A SOLUTION” – One way to differentiate myself is to consistently follow-up. While my competition is not following through, not using their CRM, and turning over sales people left and right, I have to be the consistent consultative voice breaking through all the noise barriers.
6. “ONE CALL DOES NOT DO IT ALL” – I need to have multiple influencers within the company, for example, I will leave messages for the CFO, Controller, and Director of XYZ. I want them to know that I just left a message for their colleague. The goal here is to have them sitting in a meeting or conversing over lunch about a problem and all of a sudden my name comes up! My new strategy must include a very specific set of five to eight targeted voice mail, email, and maybe even regular mail messages that I can leave and send over the course of time. If I am dealing with targets that are very difficult to reach, I have to prepare for a long term attack!
7. “WOW! I’M SPEAKING TO A REAL PERSON” – If you are expecting voice mail and instead you get the party to whom you have called……………Only one message here……..You’d better be just as prepared to be unique, informative, impressive and able to deliver What’s In It For Them in the first 20 seconds or so. Otherwise my point in paragraph 3 above will ring true and you will have wasted time and maybe closed a door that could have been opened.
As always, please accept my wishes for a tremendous week. Go forth and make a difference in your life and in the lives of those around you. You comments or questions are always welcomed here. If I can be of any assistance to you, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
8/7/10
Retention Continues to a Critical Issue
August 8, 2010
Q: How do we retain top employees when sales are down, budgets are strained and the necessity to survive looms large over us?
A: Money is a convenient and overused excuse for turnover. It is rare that money alone causes the typical employee to leave. Most employees would willingly take a little less money than they could make somewhere else if they find other things they value more in their work environment—challenge, developmental opportunities, friendships with peers and supervisors, flexibility, appreciation and other real benefits.
Even in cases where employees are happy with the job, knowing that they are paid significantly below market can cause hard feelings and lead to turnover. Money is a natural and fundamental concern. As such, it often deserves serious, albeit painful, consideration and action by even the most cash-strapped organization.
Before you spend a penny on additional salary, benefits or other programs, it is important to find out specifically what is broken in your relationship with employees. If you don’t do this, you risk fixing the wrong things and wasting precious money, time, effort and good will.
Here are a few data-gathering techniques that have worked well for me over the years:
Exit interviews:
Find out what leads your employees to read want ads or accept a call from a recruiter in the first place. There are a number of good questions you can use to get the information you need. One of my favorites is “Tell me about the three things you’d change tomorrow if you owned the company.”
Another is “What things, if changed, would have prevented you from considering another job?” An active and patient listener will glean a lot of good information from these questions.
Focus groups and surveys:
There are a number of decent employee-opinion survey products commercially available. Learning to do a focus group is easily within the grasp of most HR professionals.
Even so, I prefer using objective, experienced third parties to do this kind of work. Employees often feel that outsiders will keep their input more confidential and are less likely to have their feelings hurt by the results of focus groups than will company personnel. Focus groups and surveys done by outside personnel tend to get more forthright answers than those done by in-house personnel.
Retention interviews:
Identify the employees you really, really need to keep. Sit down with them and discuss the company, their personal satisfaction, ideas to make their job even better than it is, and related topics. Showing your interest is often rewarded with additional commitment and longevity.
One word of caution for all of these techniques: Don’t use them if you aren’t willing to listen to what people think. More important, if you are not willing to consider making changes, you are well advised not to ask. The “sugar high” of raised expectations quickly diminishes into all-time lows of employee morale if people think you aren’t listening.
You will find that the answers to turnover are not as elusive as you may think. They are, in reality, fairly basic. The suggestions you harvest from employees will help you design the practical solutions you need and can afford.
Regards,
George F. Mancuso
George F. Mancuso, CPC
Q: How do we retain top employees when sales are down, budgets are strained and the necessity to survive looms large over us?
A: Money is a convenient and overused excuse for turnover. It is rare that money alone causes the typical employee to leave. Most employees would willingly take a little less money than they could make somewhere else if they find other things they value more in their work environment—challenge, developmental opportunities, friendships with peers and supervisors, flexibility, appreciation and other real benefits.
Even in cases where employees are happy with the job, knowing that they are paid significantly below market can cause hard feelings and lead to turnover. Money is a natural and fundamental concern. As such, it often deserves serious, albeit painful, consideration and action by even the most cash-strapped organization.
Before you spend a penny on additional salary, benefits or other programs, it is important to find out specifically what is broken in your relationship with employees. If you don’t do this, you risk fixing the wrong things and wasting precious money, time, effort and good will.
Here are a few data-gathering techniques that have worked well for me over the years:
Exit interviews:
Find out what leads your employees to read want ads or accept a call from a recruiter in the first place. There are a number of good questions you can use to get the information you need. One of my favorites is “Tell me about the three things you’d change tomorrow if you owned the company.”
Another is “What things, if changed, would have prevented you from considering another job?” An active and patient listener will glean a lot of good information from these questions.
Focus groups and surveys:
There are a number of decent employee-opinion survey products commercially available. Learning to do a focus group is easily within the grasp of most HR professionals.
Even so, I prefer using objective, experienced third parties to do this kind of work. Employees often feel that outsiders will keep their input more confidential and are less likely to have their feelings hurt by the results of focus groups than will company personnel. Focus groups and surveys done by outside personnel tend to get more forthright answers than those done by in-house personnel.
Retention interviews:
Identify the employees you really, really need to keep. Sit down with them and discuss the company, their personal satisfaction, ideas to make their job even better than it is, and related topics. Showing your interest is often rewarded with additional commitment and longevity.
One word of caution for all of these techniques: Don’t use them if you aren’t willing to listen to what people think. More important, if you are not willing to consider making changes, you are well advised not to ask. The “sugar high” of raised expectations quickly diminishes into all-time lows of employee morale if people think you aren’t listening.
You will find that the answers to turnover are not as elusive as you may think. They are, in reality, fairly basic. The suggestions you harvest from employees will help you design the practical solutions you need and can afford.
Regards,
George F. Mancuso
George F. Mancuso, CPC
7/31/10
Where Has The Integrity Gone?
August 1, 2010
Q: Because I continue to receive 25 to 50 Emails a month about this subject, I decided to readdress this issue today even though I wrote about it several weeks back. So please indulge me on behalf of all of those people in the hunt for a job.
A: Two weeks ago in the Des Moines Register in the editors section, a professional in search of a job wrote the following:
TO EMPLOYERS: “When interviewing prospective employees, put yourself in their shoes. See how it feels when you get flushed for a job after weeks of hearing you’re the top candidate!” Signed: “unemployed and frustrated”
A very talented sales lady I know, pursued a company that was searching for a VP of Sales, B2B environment within the services industry, AND she is highly qualified. She went through tag team interviews that last almost 4 hours each. She was told it was down to her and one other candidate.
Then they asked to prepare an in-depth plan of what she would do to succeed, even asking her to provide them with the types of documents she would use. They included contracts, proposals, follow up and pre-approach correspondence. In essence they asked her to teach them how to get the job done and she did thinking she was going to get the offer.
Then along comes the stalls with the most recent one, “the other candidate has some family issues and can’t meet with us for two weeks so we are going to hold off our decision until then.” She asked them, what does he have that I don’t? And what would prevent you from hiring me? Their answer, “if he turns out to be the best sales person in the entire state of Kansas!” ARE YOU KIDDING ME? What a crock of porpoise poop.
Another candidate was told he had the job and to call the hiring manager on Friday. He calls and gets a 2 week stall but a tentative start date, but is instructed to call back on the Friday before start. He calls, gets another week delay. This has been going on for six weeks.
This is just 3 brief stories of multiple horror stories I have read about in my Emails. These are deplorable ways to treat our fellow human beings.
Come on hiring managers and authorities, “grow a set, will you please?” Stop pushing your procrastination style back onto the H.R. department. Stop playing with qualified candidates without regard for the consequences. Where is the integrity? Where is the honesty? Stop hoping that there will be one more candidate that comes through the door a tinge more qualified.
Indecisiveness of hiring people has been a contribution to the mess this country is in. And guess what, WE ARE RECOVERING IN SPITE OF YOU! And one day, in the future, when you least want it to happen, the fortunes will be reversed and sadly it will be your turn next. If you have hiring authority, I hope this is another wake up call, because we as the working public need it to be.
Have a great week and be kind to each other. Go out and make a difference in many peoples’ lives. Call or write if I can assist you in any way relative to Revenue, Retention or Recruitment.
Regards,
George F. Mancuso
George F. Mancuso, CPC
Q: Because I continue to receive 25 to 50 Emails a month about this subject, I decided to readdress this issue today even though I wrote about it several weeks back. So please indulge me on behalf of all of those people in the hunt for a job.
A: Two weeks ago in the Des Moines Register in the editors section, a professional in search of a job wrote the following:
TO EMPLOYERS: “When interviewing prospective employees, put yourself in their shoes. See how it feels when you get flushed for a job after weeks of hearing you’re the top candidate!” Signed: “unemployed and frustrated”
A very talented sales lady I know, pursued a company that was searching for a VP of Sales, B2B environment within the services industry, AND she is highly qualified. She went through tag team interviews that last almost 4 hours each. She was told it was down to her and one other candidate.
Then they asked to prepare an in-depth plan of what she would do to succeed, even asking her to provide them with the types of documents she would use. They included contracts, proposals, follow up and pre-approach correspondence. In essence they asked her to teach them how to get the job done and she did thinking she was going to get the offer.
Then along comes the stalls with the most recent one, “the other candidate has some family issues and can’t meet with us for two weeks so we are going to hold off our decision until then.” She asked them, what does he have that I don’t? And what would prevent you from hiring me? Their answer, “if he turns out to be the best sales person in the entire state of Kansas!” ARE YOU KIDDING ME? What a crock of porpoise poop.
Another candidate was told he had the job and to call the hiring manager on Friday. He calls and gets a 2 week stall but a tentative start date, but is instructed to call back on the Friday before start. He calls, gets another week delay. This has been going on for six weeks.
This is just 3 brief stories of multiple horror stories I have read about in my Emails. These are deplorable ways to treat our fellow human beings.
Come on hiring managers and authorities, “grow a set, will you please?” Stop pushing your procrastination style back onto the H.R. department. Stop playing with qualified candidates without regard for the consequences. Where is the integrity? Where is the honesty? Stop hoping that there will be one more candidate that comes through the door a tinge more qualified.
Indecisiveness of hiring people has been a contribution to the mess this country is in. And guess what, WE ARE RECOVERING IN SPITE OF YOU! And one day, in the future, when you least want it to happen, the fortunes will be reversed and sadly it will be your turn next. If you have hiring authority, I hope this is another wake up call, because we as the working public need it to be.
Have a great week and be kind to each other. Go out and make a difference in many peoples’ lives. Call or write if I can assist you in any way relative to Revenue, Retention or Recruitment.
Regards,
George F. Mancuso
George F. Mancuso, CPC
7/23/10
Retention is a Management Issue, Not a Human Resource Issue
July 23, 2010
Retention continues to be a management and not a human resource issue! Below is a true story that was related to me by one of my clients in Overland Park, KS and is shared with you with their permission.
My “client” has a high end greenhouse operation. They hired a young lady “employee” on a part time at minimum wage. The employee had lost her job, was a single mom, homeowner and been in the community for several years. She took the job out of desperation, to feed her family.
The client loved her work ethics, on time always there reporting, and first to offer to help. The employee was on a hunt for a full time job and met with the client owners, explaining her dilemma. The employee explained that she really loved working there. She enjoyed the co-workers, good working environment and was very comfortable but just couldn’t make ends meet.
So the client said, let us think about it and we’ll give you an answer tomorrow. Tomorrow came and they offered her full time work, and a whopping .25 per hour raise. TWO WHOLE DOLLARS PER DAY!
3 days later the employee gave a two week notice as she had interviewed and was offered an administrative position for $3.50 more per hour. The client responded by saying they would match it if she would stay, but the die had been cast and she turned them down. One well trained good worked gone and it didn’t have to be.
In discussing this with the client they revealed to me that they pay a temp agency almost $13.00 per hour for untrained help for a day or two of “warm body” work. I asked if they didn’t see the error in their judgment. Their turnover rate is very high, they don’t keep but a very few employees as core employees. The cost of training and retraining far outweighs the value of paying people a fair wage for a fair days work.
I asked, “…if you were willing to match the offer, why didn’t you just make it in the first place?” Answer, “…because we thought she’d stay and we’d save the money.”
This scenario plays itself out all over the United States in the workforce. From a financial standpoint this position is truly illogical. From a moral standpoint, it’s deplorable. And from a morale and retention standpoint, it’s the kiss of death. Retention continues to be a management issue.
I hope this week is a great one. Call or write if I can assist you in any way.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, IA
Retention continues to be a management and not a human resource issue! Below is a true story that was related to me by one of my clients in Overland Park, KS and is shared with you with their permission.
My “client” has a high end greenhouse operation. They hired a young lady “employee” on a part time at minimum wage. The employee had lost her job, was a single mom, homeowner and been in the community for several years. She took the job out of desperation, to feed her family.
The client loved her work ethics, on time always there reporting, and first to offer to help. The employee was on a hunt for a full time job and met with the client owners, explaining her dilemma. The employee explained that she really loved working there. She enjoyed the co-workers, good working environment and was very comfortable but just couldn’t make ends meet.
So the client said, let us think about it and we’ll give you an answer tomorrow. Tomorrow came and they offered her full time work, and a whopping .25 per hour raise. TWO WHOLE DOLLARS PER DAY!
3 days later the employee gave a two week notice as she had interviewed and was offered an administrative position for $3.50 more per hour. The client responded by saying they would match it if she would stay, but the die had been cast and she turned them down. One well trained good worked gone and it didn’t have to be.
In discussing this with the client they revealed to me that they pay a temp agency almost $13.00 per hour for untrained help for a day or two of “warm body” work. I asked if they didn’t see the error in their judgment. Their turnover rate is very high, they don’t keep but a very few employees as core employees. The cost of training and retraining far outweighs the value of paying people a fair wage for a fair days work.
I asked, “…if you were willing to match the offer, why didn’t you just make it in the first place?” Answer, “…because we thought she’d stay and we’d save the money.”
This scenario plays itself out all over the United States in the workforce. From a financial standpoint this position is truly illogical. From a moral standpoint, it’s deplorable. And from a morale and retention standpoint, it’s the kiss of death. Retention continues to be a management issue.
I hope this week is a great one. Call or write if I can assist you in any way.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, IA
7/17/10
What If My Recommendations Are Not Accepted?
Q: From a consulting sales position, what should I do if my client's staff attacks my recommendation(s)?
A: Try to avoid getting defensive. After all, your client's staff might actually be right in questioning your recommendations. They also might have "other" motivations, may be operating under very different assumptions than you are, or even feel defensive themselves. Perhaps you were not clear enough in presenting your recommendations to the team. If any of the above are true, getting defensive will probably not help.
So what do you do? First, try to gain an understanding on where you and the staff differ. Clarify your assumptions, rationale, conclusions, and specific recommendations and be prepared to modify them if required. Let them know that you want to better understand their thinking by asking a few questions.
Here are three potential examples:
1. "Folks, I was assuming the following parameters are present (describe them). Are my assumptions in synch with yours?"
2. "Perhaps I was not clear in what I was recommending. May I ask you a few questions to help me understand your concerns with my recommendations a little better?"
3. "I am sensing that I might have 'stepped on some toes' here. That was absolutely not my intention. Help me to better understand your thinking and concerns, and let me see if I can clarify where I was coming from."
Listen carefully to how they respond and be open to changing your approach where appropriate. While dealing with the individuals or group, be sure you respect their thinking and acknowledge the validity of their approach. Move on to clarify your approach and explain why it has merit.
The next time you present your recommendations to the client's staff, try labeling them "Preliminary Recommendations for Discussion Purposes". This might set a much better tone for the presentation, showing clearly that you are looking for staff input.
Please accept my wishes for an outstanding and profitable week. If I can assist you in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resouces, Inc.
A: Try to avoid getting defensive. After all, your client's staff might actually be right in questioning your recommendations. They also might have "other" motivations, may be operating under very different assumptions than you are, or even feel defensive themselves. Perhaps you were not clear enough in presenting your recommendations to the team. If any of the above are true, getting defensive will probably not help.
So what do you do? First, try to gain an understanding on where you and the staff differ. Clarify your assumptions, rationale, conclusions, and specific recommendations and be prepared to modify them if required. Let them know that you want to better understand their thinking by asking a few questions.
Here are three potential examples:
1. "Folks, I was assuming the following parameters are present (describe them). Are my assumptions in synch with yours?"
2. "Perhaps I was not clear in what I was recommending. May I ask you a few questions to help me understand your concerns with my recommendations a little better?"
3. "I am sensing that I might have 'stepped on some toes' here. That was absolutely not my intention. Help me to better understand your thinking and concerns, and let me see if I can clarify where I was coming from."
Listen carefully to how they respond and be open to changing your approach where appropriate. While dealing with the individuals or group, be sure you respect their thinking and acknowledge the validity of their approach. Move on to clarify your approach and explain why it has merit.
The next time you present your recommendations to the client's staff, try labeling them "Preliminary Recommendations for Discussion Purposes". This might set a much better tone for the presentation, showing clearly that you are looking for staff input.
Please accept my wishes for an outstanding and profitable week. If I can assist you in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resouces, Inc.
7/3/10
Staying Ahead of Your Game
July 4, 2010
Q: Any suggestions for “staying ahead of the game?”
A: Smart business professionals always stay "ahead of the game."
Whether it's creating a report, writing a weekly column in a publication, preparing for a presentation, or developing client communications, effective professionals avoid waiting until the last minute to get things done. Why?
Staying "ahead of the game" is smart for the following reasons:
1. It removes unnecessary pressure and anxiety.
2. It allows time for your thoughts to "simmer". (Note: This is important for anything we do!)
3. It allows you to change your mind.
4. It can impress and instill confidence in your abilities from others, and finally
5. In the long run it's simply faster, which, when coupled with quality work, is always appreciated by your customer or business associates.
Stay ahead of YOUR game to the benefit of yourself, your clients and your network.
Happy 4th of July and remember, this year is HALF OVER! Take time to reflect on the past six months. What have you done right? What are the 20% of your actions that provide you with 80% of your results? Focus on doing more of those activities in the last two quarters of this year.
I hope you have a tremendous and personally profitable week. Call or write if I can assist in any way.
Regards,
George F. Mancuso, CPC
Q: Any suggestions for “staying ahead of the game?”
A: Smart business professionals always stay "ahead of the game."
Whether it's creating a report, writing a weekly column in a publication, preparing for a presentation, or developing client communications, effective professionals avoid waiting until the last minute to get things done. Why?
Staying "ahead of the game" is smart for the following reasons:
1. It removes unnecessary pressure and anxiety.
2. It allows time for your thoughts to "simmer". (Note: This is important for anything we do!)
3. It allows you to change your mind.
4. It can impress and instill confidence in your abilities from others, and finally
5. In the long run it's simply faster, which, when coupled with quality work, is always appreciated by your customer or business associates.
Stay ahead of YOUR game to the benefit of yourself, your clients and your network.
Happy 4th of July and remember, this year is HALF OVER! Take time to reflect on the past six months. What have you done right? What are the 20% of your actions that provide you with 80% of your results? Focus on doing more of those activities in the last two quarters of this year.
I hope you have a tremendous and personally profitable week. Call or write if I can assist in any way.
Regards,
George F. Mancuso, CPC
6/26/10
Does Your Company Have An Employment Brand?
June 27, 2010
Q: We want prospective employees to be attracted to our company because we can demonstrate it’s a great place to work. How do we develop an “Employment Brand?”
(Keith M, Technology Company, Omaha, NE)
A: Historically, an employer branding exercise meant calling in your advertising agency to conduct a brainstorming session to develop a new slogan. Thanks to the increasing competition for talent, this discipline has evolved into a much more sophisticated process.
Branding isn’t just about slogans, logos and design; it’s about defining what’s known as your “employment value proposition” and developing a focused communications campaign with your target labor market. So where do you begin? It all starts with your Employment Value (EVP).
The EVP is the collection of attributes that people value in an employment relationship. Generally, there are five main categories of attributes that drive an individual’s satisfaction with their employer: the organization’s success and reputation, rewards and compensation, development and advancement opportunities, work/life balance and, most important, the quality of the people who work there.
There are two main requirements for initiating an effective employer branding effort. First, you need to understand what attributes in each category of the EVP are most important to your employees and the people you are trying to attract. This can be determined by conducting surveys or focus groups involving employees and job seekers.
Identify the top five to 10 attributes that employees (and prospective employees) rank as important. Against this information, you will need to determine how well your organization delivers on those attributes.
Typically this information is also collected using surveys or focus groups. Once you have this information, compare the desired company attributes to the actual attributes conveyed by your organization. In effect, you are now able to conduct a gap analysis to identify your strengths and weaknesses.
For example, you may discover that your target labor market has ranked work/life balance as a top-five attribute; however, your organization ranks low in delivering a work/life balance (weakness). You may also discover that development and advancement opportunities are very important, and you rank high in this area (strength). This is common in fast-paced, high-growth organizations.
The next step is to apply what you’ve learned about your company’s strengths and weaknesses, and decide on the message you want to send to those you are recruiting. Here is where you should engage your communications department, professional recruiter or advertising agency for creative expertise.
Your messaging must be accurate and truthful if it is to have credibility. Don’t sell work/life balance if your company cannot deliver it.
Developing an employment brand will help you attract the people who will feel at home in your corporate culture. As such, you should find it easier to retain them. A focused employer brand development effort takes patience and commitment. Given the competition for talent, the results are more than worth the effort.
As always, please accept my wishes for a great week. If I can assist in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Q: We want prospective employees to be attracted to our company because we can demonstrate it’s a great place to work. How do we develop an “Employment Brand?”
(Keith M, Technology Company, Omaha, NE)
A: Historically, an employer branding exercise meant calling in your advertising agency to conduct a brainstorming session to develop a new slogan. Thanks to the increasing competition for talent, this discipline has evolved into a much more sophisticated process.
Branding isn’t just about slogans, logos and design; it’s about defining what’s known as your “employment value proposition” and developing a focused communications campaign with your target labor market. So where do you begin? It all starts with your Employment Value (EVP).
The EVP is the collection of attributes that people value in an employment relationship. Generally, there are five main categories of attributes that drive an individual’s satisfaction with their employer: the organization’s success and reputation, rewards and compensation, development and advancement opportunities, work/life balance and, most important, the quality of the people who work there.
There are two main requirements for initiating an effective employer branding effort. First, you need to understand what attributes in each category of the EVP are most important to your employees and the people you are trying to attract. This can be determined by conducting surveys or focus groups involving employees and job seekers.
Identify the top five to 10 attributes that employees (and prospective employees) rank as important. Against this information, you will need to determine how well your organization delivers on those attributes.
Typically this information is also collected using surveys or focus groups. Once you have this information, compare the desired company attributes to the actual attributes conveyed by your organization. In effect, you are now able to conduct a gap analysis to identify your strengths and weaknesses.
For example, you may discover that your target labor market has ranked work/life balance as a top-five attribute; however, your organization ranks low in delivering a work/life balance (weakness). You may also discover that development and advancement opportunities are very important, and you rank high in this area (strength). This is common in fast-paced, high-growth organizations.
The next step is to apply what you’ve learned about your company’s strengths and weaknesses, and decide on the message you want to send to those you are recruiting. Here is where you should engage your communications department, professional recruiter or advertising agency for creative expertise.
Your messaging must be accurate and truthful if it is to have credibility. Don’t sell work/life balance if your company cannot deliver it.
Developing an employment brand will help you attract the people who will feel at home in your corporate culture. As such, you should find it easier to retain them. A focused employer brand development effort takes patience and commitment. Given the competition for talent, the results are more than worth the effort.
As always, please accept my wishes for a great week. If I can assist in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
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