Here is a topic that concerns me about all of us. It’s called BALANCE! I’m referring to the balance of work, family, health, sports, religion and everything else life has to offer us outside of our work. What are your thoughts? Jesse R., Futures Trader, Florida
About a year ago, the writer of the question above woke up in an ambulance on the way to local Emergency Room with a possible diagnosis of a heart attack. I am happy to tell you that Jesse did not have a heart attack but an attack of “Stress Level off the Charts.” That’s known in the medical profession as “SLOTC” syndrome. No not really, I just made that up but this IS an important story of life.
The writer above felt that he was programmed for stress and fast pace because of the career path he had chosen. But was he? Do you believe that you are programmed to handle stress as an every day event? I am not speaking of “normal” (if there is such a thing) or everyday business or family pressure, but mountains of life threatening stress.
Many of us live in a fast paced environment and it typically can be filled with heavy duty levels of anxiety, traumas and constant worry. But one thing I have taught myself is how to mentally take care of me. Sure I still get excited and overflowing with enthusiasm when I make a great sale (or not) or sign a new client (or not) or help a colleague out of a mess, (or not).
But I have stopped taking it personal and realize my human limitations. In years past, I lived every waking and many times every sleeping moment thinking about business and how to get ahead in the pursuit of personal success. Today I “pay me” by prioritizing, working a plan and me not allowing anything to stand in the way of my loving family. And in my humble opinion, paying yourself should always be part of your lifestyle.
Work is critical to our survival for without it, our cash flow shrinks quickly. However, work has its place just like family, sports, religion etc. Reflecting only on my life, nothing out ranks family and religion following by work and then all the “fun” stuff. And speaking from only a personal platform, fun stuff includes sports, personal growth, continued learning and trying to make a difference in someone’s life each and every day I’m on this earth.
Now for me, the fast pace and high stress is typically short lived and replaced with gratification, fulfillment, contentment and an all round great feeling inside. And that is how I believe that I keep from waking up in the back of an ambulance for an unplanned meeting with the cardiologist or neurosurgeon.
Regards,
George F. Mancuso
President
Client Growth Consultants
Grinnell, Iowa
Nationally recognized Retained Executive Search and Employee Retention Specialist.
1/16/11
What Do You Want To Be When You Are All Grown Up?
Values, Visions and Missions are all important concepts that a sales or management professional should always be cognizant of to best serve themselves, their families, their constituents, their peers, employees and clientele.
I recently had coffee with a friend of mine who is an extremely talented lady. Not only does she have her doctorate, but she is street smart, logical, dedicated, driven and exceptionally talented manager of people and problem solver.
She has reached a cross roads in her career and just felt she needed to speak with a friend for additional guidance. And to say the least, I was honored she chose me.
Her career path had suddenly offered her more than one opportunity with each being somewhat different from each other and she was conflicted. After listening to her for several minutes, I felt compelled to ask her one simple question; “What do you want to be when you are all grown up?” Of course we both kind of laughed, but I chose to purse the question. “I really mean that” I said. “What do you want to be when you are all grown up?”
I continued with, “….these career opportunities – are they about the money, the prestige, the power, the personal gratification? What is your vision for you?”
Exactly like employees, employers want to know what is in it for them. What are you going to do better for me/us that you didn’t or weren’t able to do at your last career assignment? What is going to make you feel good about you to ensure a lengthy tenure with me/us?
Vision is like painting a unique picture of what you ultimately want to become. This is true for an individual or a company. Vision’s impact should reflect the way you manage and the way you carry yourself through life.
Values are guiding principles, fundamental beliefs and expected behaviors. Values will provide a cohesive culture that is critical in keeping one on track and supporting the realistic corporate culture of an organization, not to mention oneself.
Your Mission should be the fundamental purpose and inner core of Visions and Values. If you only focus on the present, it emphasizes what you are at this instant and not what you strive to become.
With all that said, “….what do YOU want become when you are all grown up?”
Regards,
George F. Mancuso, CPC
President
Client Growth Resources
I recently had coffee with a friend of mine who is an extremely talented lady. Not only does she have her doctorate, but she is street smart, logical, dedicated, driven and exceptionally talented manager of people and problem solver.
She has reached a cross roads in her career and just felt she needed to speak with a friend for additional guidance. And to say the least, I was honored she chose me.
Her career path had suddenly offered her more than one opportunity with each being somewhat different from each other and she was conflicted. After listening to her for several minutes, I felt compelled to ask her one simple question; “What do you want to be when you are all grown up?” Of course we both kind of laughed, but I chose to purse the question. “I really mean that” I said. “What do you want to be when you are all grown up?”
I continued with, “….these career opportunities – are they about the money, the prestige, the power, the personal gratification? What is your vision for you?”
Exactly like employees, employers want to know what is in it for them. What are you going to do better for me/us that you didn’t or weren’t able to do at your last career assignment? What is going to make you feel good about you to ensure a lengthy tenure with me/us?
Vision is like painting a unique picture of what you ultimately want to become. This is true for an individual or a company. Vision’s impact should reflect the way you manage and the way you carry yourself through life.
Values are guiding principles, fundamental beliefs and expected behaviors. Values will provide a cohesive culture that is critical in keeping one on track and supporting the realistic corporate culture of an organization, not to mention oneself.
Your Mission should be the fundamental purpose and inner core of Visions and Values. If you only focus on the present, it emphasizes what you are at this instant and not what you strive to become.
With all that said, “….what do YOU want become when you are all grown up?”
Regards,
George F. Mancuso, CPC
President
Client Growth Resources
1/9/11
Clarity In The Process of Conducting Business Will Improve Profits.
Our company has had issues with management and sales personnel making way too many assumptions on projects, processes or customer involvement. These can easily be serious financial mistakes. Any suggestions for us?
Steve J; Business owner Cameron, MO
One professional sales lady I know says that she keeps a white board filled with the names of her clients (and prospects) and the title at the top of the board is "What can I do today to help..." She says, "This helps my mind focus on my clients and their needs. It helps me realize what I am all about (i.e., helping my clients) and it causes me to think about where the opportunities are."
An extra benefit to this approach is that it helps you to avoid neglecting some of your clients or prospects. It quickly highlights where you need to devote more mind time. A clever way to reinforce and employ this technique is to place the same list on your screen saver…Yes that would give your monitor a different look.
Professional sales and management people sometimes make proposals that ultimately don't work out. Often the source of the failure can be found in the conjecture on which the recommendation was based on.
Call them what you’d like; assumptions, suppositions or conjectures all can be defined as a set of beliefs surrounding a particular topic that are often shared by a group that causes them to think or act in a certain manner.
A helpful technique used to provide employees or clients with better service and involvement is to preface the "Recommendations" section of a given report or project with a list of "Assumptions Made". By explicitly listing the assumptions made, mutual understanding of the problem and actions recommended between both parties can be ensured. It will also help to highlight any faulty assumptions made prior to implementation.
Wrongful suppositions often lead to poor recommendations. Capture these items in writing and share them with your client or employees in advance to ensure that you are both on the same page.
Clarity will improve profits and cash flow. Mistakes cost huge amounts of money.
Steve J; Business owner Cameron, MO
One professional sales lady I know says that she keeps a white board filled with the names of her clients (and prospects) and the title at the top of the board is "What can I do today to help..." She says, "This helps my mind focus on my clients and their needs. It helps me realize what I am all about (i.e., helping my clients) and it causes me to think about where the opportunities are."
An extra benefit to this approach is that it helps you to avoid neglecting some of your clients or prospects. It quickly highlights where you need to devote more mind time. A clever way to reinforce and employ this technique is to place the same list on your screen saver…Yes that would give your monitor a different look.
Professional sales and management people sometimes make proposals that ultimately don't work out. Often the source of the failure can be found in the conjecture on which the recommendation was based on.
Call them what you’d like; assumptions, suppositions or conjectures all can be defined as a set of beliefs surrounding a particular topic that are often shared by a group that causes them to think or act in a certain manner.
A helpful technique used to provide employees or clients with better service and involvement is to preface the "Recommendations" section of a given report or project with a list of "Assumptions Made". By explicitly listing the assumptions made, mutual understanding of the problem and actions recommended between both parties can be ensured. It will also help to highlight any faulty assumptions made prior to implementation.
Wrongful suppositions often lead to poor recommendations. Capture these items in writing and share them with your client or employees in advance to ensure that you are both on the same page.
Clarity will improve profits and cash flow. Mistakes cost huge amounts of money.
Regards,
George F. Mancuso
President
Client Growth Consultants
Grinnell, IA 1/2/11
Will Your Company Really Change in 2011?
Q. Our management team has been trying to get the Executive Management and Private Owners of our manufacturing company to make positive changes to grow the company, achieve a larger market share and make this an all around better place to work. But although “they” say “they” want change, nothing ever happens. We’ve even had a consultant work with us for a short time and he echoed everything we’ve been saying. Change begins then hits a brick wall and we’re back to business as usual. Is this the way it is in all privately owned companies?
WK, Galveston, TX
A: To begin with, let me assure you that you and your current employer are not in a club by yourselves. Not only does this scenario occur in the private sector but in large corporations and governmental agencies as well. Several examples come to mind but here are two that should easily demonstrate this to you.
1. Two years ago, an old friend of mine interviewed for the position of Director of Economic Development for what was once a very historic and popular Midwest City with a population of 20,000. The call for candidates went out in January, 2008. They interviewed all four of four candidates that applied. My friend is hands down the most qualified and he was told at the interview by the President of the Chamber of Commerce, “…they hoped to have a decision by the 1st of June!”
My friend, in a very professional manner, explained to them the errors of dragging this out so long and he asked them; “….Are you REALLY ready to make the changes that we have discussed?” The room was silent for a bit and then they did finally decide that he was right and will make that decision next week. The fear of the “newbie’s” on the hiring committee is the “old-timers” will want to go with someone from the good old boy network and it will be business as usual. The real end of this story is....."they were not ready for change" and today they are in a slightly worse position than they were in January 2008. How sad.
There is obviously a great deal more to the story, but it shows that even a city that is losing their young people, businesses moving out of town, no new growth, virtually no inquiries of companies wanting to move there and STILL they willing to procrastinate because the fear of reality has set in. They procrastinate because change for some brings fear. But for others it also demonstrates failure. “If the new guy does good, then I guess it shows that we didn’t do so good, so we are failures!” Instead of acting all grown up about it, and realizing that they took the city as far as they can, now it’s time for someone else to take the reins and go forward before the city becomes a ghost town. This analogy plays out in private sectors as well.
2. I know a gentleman who was hired by a large and formidable manufacturing company and when he was introduced to the entire company by the president, he was called their “change agent” and strongly endorsed by management team. He was full of ideas, concepts, suggestions, observations and improvements and he diligently began the work at hand. Most of the staff bought into the changes and improvements and progress seemed to be happening. Privately employees praised his work but the praises were filled with trepidation.
Once he reached the level of the entrenched upper management, the same upper management who were involved in the interview process and approved his hiring, the process began to drastically change. Change was okay for the other departments, but not for “mine” became the mantra of the day. Attitudes began to change, projects were undermined, secret meetings with the owners, cooperation stopped and so did the process. Nobody discussed their fears or concerns with the “change agent”, just continued on their own personal agenda’s to make certain no change came to their departments.
One day the president came in and said to the “change agent”, I appreciate the work you’ve done here, but it’s causing too much grief with my “entrenched” (not his word but mine) people. No explanation, no discussion, but the president wanted the “entrenched” people (and probably himself) to feel safe, so it was back to business as usual. The ride was over. How sad. And today, they are still in business but growth is not to the level that it could be. Retention and recruitment issues remain and so do the entrenched favorites.
Now this is just two examples of executives, managers and owners giving lip service to wanting change and when the reality hits, the insecurity of their lives and positions, the fear in their inner beings and the intrinsic lack of confidence of themselves and what they have built, takes over and they can’t bring themselves to innovate or hand over control.
Change is not easy but it is CRITICALLY IMPERATIVE for survival in 2011. Recruitment of quality employees is becoming more difficult, retention of employees is an everyday process, talk of recession and changes in the world are in the air and affect all of us. The owners and managers in control of any given company MUST understand the value of change as it relates to the organization and themselves. They MUST put aside the egotisms, greed and paranoid thinking OR it will be business as usual? And in my humble opinion.....it will be sad.
If I can help you grow your company, improve your revenues, stabilize your retention of employees, customers or vendors and/or assist with recruitment, please reach out to me. Put your egotism aside....I can help.
Regards,
George F. Mancuso
Client Growth Consultants
Grinnell, IA
WK, Galveston, TX
A: To begin with, let me assure you that you and your current employer are not in a club by yourselves. Not only does this scenario occur in the private sector but in large corporations and governmental agencies as well. Several examples come to mind but here are two that should easily demonstrate this to you.
1. Two years ago, an old friend of mine interviewed for the position of Director of Economic Development for what was once a very historic and popular Midwest City with a population of 20,000. The call for candidates went out in January, 2008. They interviewed all four of four candidates that applied. My friend is hands down the most qualified and he was told at the interview by the President of the Chamber of Commerce, “…they hoped to have a decision by the 1st of June!”
My friend, in a very professional manner, explained to them the errors of dragging this out so long and he asked them; “….Are you REALLY ready to make the changes that we have discussed?” The room was silent for a bit and then they did finally decide that he was right and will make that decision next week. The fear of the “newbie’s” on the hiring committee is the “old-timers” will want to go with someone from the good old boy network and it will be business as usual. The real end of this story is....."they were not ready for change" and today they are in a slightly worse position than they were in January 2008. How sad.
There is obviously a great deal more to the story, but it shows that even a city that is losing their young people, businesses moving out of town, no new growth, virtually no inquiries of companies wanting to move there and STILL they willing to procrastinate because the fear of reality has set in. They procrastinate because change for some brings fear. But for others it also demonstrates failure. “If the new guy does good, then I guess it shows that we didn’t do so good, so we are failures!” Instead of acting all grown up about it, and realizing that they took the city as far as they can, now it’s time for someone else to take the reins and go forward before the city becomes a ghost town. This analogy plays out in private sectors as well.
2. I know a gentleman who was hired by a large and formidable manufacturing company and when he was introduced to the entire company by the president, he was called their “change agent” and strongly endorsed by management team. He was full of ideas, concepts, suggestions, observations and improvements and he diligently began the work at hand. Most of the staff bought into the changes and improvements and progress seemed to be happening. Privately employees praised his work but the praises were filled with trepidation.
Once he reached the level of the entrenched upper management, the same upper management who were involved in the interview process and approved his hiring, the process began to drastically change. Change was okay for the other departments, but not for “mine” became the mantra of the day. Attitudes began to change, projects were undermined, secret meetings with the owners, cooperation stopped and so did the process. Nobody discussed their fears or concerns with the “change agent”, just continued on their own personal agenda’s to make certain no change came to their departments.
One day the president came in and said to the “change agent”, I appreciate the work you’ve done here, but it’s causing too much grief with my “entrenched” (not his word but mine) people. No explanation, no discussion, but the president wanted the “entrenched” people (and probably himself) to feel safe, so it was back to business as usual. The ride was over. How sad. And today, they are still in business but growth is not to the level that it could be. Retention and recruitment issues remain and so do the entrenched favorites.
Now this is just two examples of executives, managers and owners giving lip service to wanting change and when the reality hits, the insecurity of their lives and positions, the fear in their inner beings and the intrinsic lack of confidence of themselves and what they have built, takes over and they can’t bring themselves to innovate or hand over control.
Change is not easy but it is CRITICALLY IMPERATIVE for survival in 2011. Recruitment of quality employees is becoming more difficult, retention of employees is an everyday process, talk of recession and changes in the world are in the air and affect all of us. The owners and managers in control of any given company MUST understand the value of change as it relates to the organization and themselves. They MUST put aside the egotisms, greed and paranoid thinking OR it will be business as usual? And in my humble opinion.....it will be sad.
If I can help you grow your company, improve your revenues, stabilize your retention of employees, customers or vendors and/or assist with recruitment, please reach out to me. Put your egotism aside....I can help.
Regards,
George F. Mancuso
Client Growth Consultants
Grinnell, IA
12/26/10
What Are Some of The Obstacles For A Manager?
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
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
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