March 22, 2009
Q: Maintaining momentum is a key element to getting things done. It is critical to getting a contract signed, a process moving, a recommendation implemented, or a proposal approved.
A: In sales, management or customer service, more often than not, it is our responsibility to maintain momentum in our relationships with our clients, prospects, staff, professional associations, and community. Here are six keys to maintaining (or creating) momentum:
1. If you feel you are losing momentum act quickly! Don't let any more time pass without taking some action.
2. Use e-mails, phone, and just about any means of communication you can.
3. Recognize that the actual "driver" of momentum does not need not to be the primary subject of the communication; it can simply be an aside.
4. Be careful of driving too hard! If you are forced to push a project forward, push enough simply to get it back on track and then maintain the momentum. Pushing too hard could have the unintended effect of putting project at risk unnecessarily.
5. Provide a rationale for maintaining momentum. This could be an important upcoming deadline, potential lost savings, increasing competition, etc.
6. Always stay positive. Remember to continually emphasize the payoff of completing the project.
Tip: Losing momentum can be difficult to regain once it has been lost. Work on keeping it going—gently, clearly, purposefully. As always, please accept my wishes for a tremendous week.
P.S. Momentum = enthusiasm!
Regards,
George F. Mancuso, CPC
Nationally recognized Retained Executive Search and Employee Retention Specialist.
3/21/09
3/7/09
Commitment or contribution?
March 7, 2009
I’m reminded of an old story about a pig, a cow and a chicken. It seems that the pig, the cow and the chicken were hanging around in the barnyard talking about the farmer.
They all agreed that he was a good farmer and a great care giver and they enjoyed living on his farm. The cow suggested that they do something nice for the farmer to thank him. The chicken spoke up and said, “hey I’ve got an idea, let’s make him breakfast…..fresh milk, eggs and bacon.”
Oh the cow got very excited and said, “I’ll give him a glass of the freshest milk ever.” The chicken said, “I’ll lay for him 3 of the most perfect eggs ever.” Then they both looked at the pig for his response.
“Sure that’s all easy for you. All you have to do is make a contribution, but I will have to make a full blown commitment!”
Now I’m certainly not suggesting that we have to make a commitment to the level of the pig with regards to the bacon. But ask yourself this question, “Do I give my career a full commitment, or do I just contribute?” And if I just contribute, do I contribute just enough to get by or do I make a difference in my life and lives around me?”
The road to success at any level is replete with contributions and commitments. We can turn this economy around if we ALL step up to the front line and make things happen. Hiding under a rock mentality in this day and age is bad for you, bad for your company and bad for the economy.
I couldn’t help but be amazed at Warren Buffet and Donald Trump in different interviews they did on TV last week. Both spoke of the gloom and doom scenario of our economy. Then before the interviews were over, they stated that they were buying properties and business up left and right. Trump even bragged that there was a property he had waited years for and now the owners were in a fire sale and he was right there to put out the fire and elevate their “pain.”
I’ve been preaching for months that these types of investors are the bench mark and the ones to watch. But without hesitation they choose to deliver to us a message of despair while they are growing themselves and their organizations at break neck speed. Take heed those of you under the rocks. It might just be your rock they use as a stepping stone next. Stand up and be counted in the winners’ column!
As always, please accept my wish for another great week. If I can help, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, Iowa
I’m reminded of an old story about a pig, a cow and a chicken. It seems that the pig, the cow and the chicken were hanging around in the barnyard talking about the farmer.
They all agreed that he was a good farmer and a great care giver and they enjoyed living on his farm. The cow suggested that they do something nice for the farmer to thank him. The chicken spoke up and said, “hey I’ve got an idea, let’s make him breakfast…..fresh milk, eggs and bacon.”
Oh the cow got very excited and said, “I’ll give him a glass of the freshest milk ever.” The chicken said, “I’ll lay for him 3 of the most perfect eggs ever.” Then they both looked at the pig for his response.
“Sure that’s all easy for you. All you have to do is make a contribution, but I will have to make a full blown commitment!”
Now I’m certainly not suggesting that we have to make a commitment to the level of the pig with regards to the bacon. But ask yourself this question, “Do I give my career a full commitment, or do I just contribute?” And if I just contribute, do I contribute just enough to get by or do I make a difference in my life and lives around me?”
The road to success at any level is replete with contributions and commitments. We can turn this economy around if we ALL step up to the front line and make things happen. Hiding under a rock mentality in this day and age is bad for you, bad for your company and bad for the economy.
I couldn’t help but be amazed at Warren Buffet and Donald Trump in different interviews they did on TV last week. Both spoke of the gloom and doom scenario of our economy. Then before the interviews were over, they stated that they were buying properties and business up left and right. Trump even bragged that there was a property he had waited years for and now the owners were in a fire sale and he was right there to put out the fire and elevate their “pain.”
I’ve been preaching for months that these types of investors are the bench mark and the ones to watch. But without hesitation they choose to deliver to us a message of despair while they are growing themselves and their organizations at break neck speed. Take heed those of you under the rocks. It might just be your rock they use as a stepping stone next. Stand up and be counted in the winners’ column!
As always, please accept my wish for another great week. If I can help, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, Iowa
3/1/09
Visualize the Project
March 1, 2009
Q: Management is sometimes reluctant to start a project until they see the full scope of the process but can't visualize the scope until they start and complete some diagnostics. How can I get past this constraint with our executive management team?
A: This is always in a manager's mind but probably more so in these risk-averse times. From the manager's perspective, he or she wants to be assured that money and staff time are well spent and wants to know the scope, sequence and content of the project tasks. From the team or team leaders’ perspective, they should want to conduct some diagnostics first before laying out the full scope of the project, even though they have a pretty good idea of how they would proceed. In management, as in medicine, prescription without diagnosis is malpractice.
The building industry figured this out years ago when building slowed down. They developed the design/build concept, where a single firm would do the architectural design work prior to building. Once the project was clear, the buyer could search for and identify the best builder. With this concept, the buyer had already established a trust and confidence in the design phase because they were familiar with the design process itself. More often than not, the buyer would select a firm it knew and by offering both services, the project was more efficient and better for the builder as well.
Offer to provide both design and build services for project curriculum. Approach your management group by offering to scope out the work using fast track diagnostics and limited interviews. For a low cost and risk, you can provide the management an objective and independent view of what might be needed in an improvement project. The management and/or company receives valuable perspectives from you, gets a chance to know you with limited obligation to any project, and you get insight into how best to serve. Sounds like a good plan all around. Hope this helps.
As month three of 2009, I again wish you a tremendous week. I encourage you to use every day as a day where you are or you do make the difference. We are here to help. Call or write if you need us.
George Mancuso CPC
Gman Business Resources, Inc.
Q: Management is sometimes reluctant to start a project until they see the full scope of the process but can't visualize the scope until they start and complete some diagnostics. How can I get past this constraint with our executive management team?
A: This is always in a manager's mind but probably more so in these risk-averse times. From the manager's perspective, he or she wants to be assured that money and staff time are well spent and wants to know the scope, sequence and content of the project tasks. From the team or team leaders’ perspective, they should want to conduct some diagnostics first before laying out the full scope of the project, even though they have a pretty good idea of how they would proceed. In management, as in medicine, prescription without diagnosis is malpractice.
The building industry figured this out years ago when building slowed down. They developed the design/build concept, where a single firm would do the architectural design work prior to building. Once the project was clear, the buyer could search for and identify the best builder. With this concept, the buyer had already established a trust and confidence in the design phase because they were familiar with the design process itself. More often than not, the buyer would select a firm it knew and by offering both services, the project was more efficient and better for the builder as well.
Offer to provide both design and build services for project curriculum. Approach your management group by offering to scope out the work using fast track diagnostics and limited interviews. For a low cost and risk, you can provide the management an objective and independent view of what might be needed in an improvement project. The management and/or company receives valuable perspectives from you, gets a chance to know you with limited obligation to any project, and you get insight into how best to serve. Sounds like a good plan all around. Hope this helps.
As month three of 2009, I again wish you a tremendous week. I encourage you to use every day as a day where you are or you do make the difference. We are here to help. Call or write if you need us.
George Mancuso CPC
Gman Business Resources, Inc.
2/14/09
How Important Is Cross Training Employees?
February 14, 2009
Q. I’ve considered cross training many of my employees, but it can be costly and take away from each other’s real time activity. Please share any thoughts you may have on this subject.
A. The time has never been more right to initiate cross training in any organization. In fact if you are just now thinking about it, you are probably a bit behind the curve. I have always been a proponent of “continually train your replacement” because you never know when an opportunity is going to pop up and there will be no one ready to step into your shoes. You should be training ahead of you and behind you as well.
When insecure managers and employees hear that statement, they will respond with, “…if I train him/her to do my job then they won’t need me!” When confident and secure managers and employees hear that statement, I get responses like, “….sounds like it would make my job easier; or there will be no excuse for me not getting a promotion if I have my replacement ready to continue on in my place.”
Cross training in 2009 is paramount to survival! Allow me to share a story with you to demonstrate this concept.
An executive for a major telecommunication company that I’ve known for many years told me last week that he had been ordered to attend 100 hours of classroom and hands on cross training from the wireless arena he is in, with the landline and data group. When I asked why, he said this order has gone to all wireless people to get cross trained because the union on the landline side has ordered a strike in March 2009 of 50,000 employees!
He went on to say, “with the state of the economy as it is, our top line management is upset and doesn’t plan to take this laying down, so we are cross training several thousand other employees to step in and take control. It’s like the potential strikers don’t realize the importance of their jobs, and how it will affect tens of thousands of other people not only in and around the telecommunications theater, but the customer base as well.”
This defined cross training under these time constraints are very costly and should have been done over time to keep people ready and spread the costs over a period of time. But the good news is, they are doing something about it. You should do something about it in your organization as well. If you are living under a rock or believe this will never happen to me, remember that the graveyard is full of people who only got shot once! Is your company ready? Are you ready?
Cross training has many benefits including employees offering a different prospective of any given job, cost saving ideas, a work force that is ready for anything that comes their way and a great morale builder because employees want to feel wanted and needed. Most employees want to do an exemplary job; most employees only want a chance; most employees will excel when given the opportunity to share their ideas. Don’t micro manage employees but rather embrace their abilities and your retention will improve, quality will improve and the overall strength of your company will improve.
As always, I wish you a tremendous week. Call or write if I can be of any assistance to you.
Regards,
George F. Mancuso
Gman Business Resources, Inc
www.gmansearch.com
Q. I’ve considered cross training many of my employees, but it can be costly and take away from each other’s real time activity. Please share any thoughts you may have on this subject.
A. The time has never been more right to initiate cross training in any organization. In fact if you are just now thinking about it, you are probably a bit behind the curve. I have always been a proponent of “continually train your replacement” because you never know when an opportunity is going to pop up and there will be no one ready to step into your shoes. You should be training ahead of you and behind you as well.
When insecure managers and employees hear that statement, they will respond with, “…if I train him/her to do my job then they won’t need me!” When confident and secure managers and employees hear that statement, I get responses like, “….sounds like it would make my job easier; or there will be no excuse for me not getting a promotion if I have my replacement ready to continue on in my place.”
Cross training in 2009 is paramount to survival! Allow me to share a story with you to demonstrate this concept.
An executive for a major telecommunication company that I’ve known for many years told me last week that he had been ordered to attend 100 hours of classroom and hands on cross training from the wireless arena he is in, with the landline and data group. When I asked why, he said this order has gone to all wireless people to get cross trained because the union on the landline side has ordered a strike in March 2009 of 50,000 employees!
He went on to say, “with the state of the economy as it is, our top line management is upset and doesn’t plan to take this laying down, so we are cross training several thousand other employees to step in and take control. It’s like the potential strikers don’t realize the importance of their jobs, and how it will affect tens of thousands of other people not only in and around the telecommunications theater, but the customer base as well.”
This defined cross training under these time constraints are very costly and should have been done over time to keep people ready and spread the costs over a period of time. But the good news is, they are doing something about it. You should do something about it in your organization as well. If you are living under a rock or believe this will never happen to me, remember that the graveyard is full of people who only got shot once! Is your company ready? Are you ready?
Cross training has many benefits including employees offering a different prospective of any given job, cost saving ideas, a work force that is ready for anything that comes their way and a great morale builder because employees want to feel wanted and needed. Most employees want to do an exemplary job; most employees only want a chance; most employees will excel when given the opportunity to share their ideas. Don’t micro manage employees but rather embrace their abilities and your retention will improve, quality will improve and the overall strength of your company will improve.
As always, I wish you a tremendous week. Call or write if I can be of any assistance to you.
Regards,
George F. Mancuso
Gman Business Resources, Inc
www.gmansearch.com
2/8/09
Refresh Your Business
February 8, 2009
I am looking to create new services and products in my business. What are some simple ways to put me in a position to do so?
Much has been written about creativity in individuals and formal processes to foster innovation in companies. What you seem to be talking about is in between, where you want to create a space for your company but where you are the company.
Convert problems to ideas: The stimulus for new ideas comes from being forced to focus on solving a problem. In almost every case, there are better ways to solve, or avoid, a problem. See problems as needing a new approach, not just something to power through using common wisdom.
1. Create an innovation system: Creativity exists in all organizations and in all individuals, but it is rarely channeled and deliberate. Make innovation intentional. Set up a time and set of steps to think about the nature of problems, the inputs and processes commonly used to solve them and the satisfaction of the outcomes. Where are alternatives possible?
2. Make your sense of pain or urgency drive innovation: New ideas may be spontaneous but translating them into actionable processes or products requires emotional attachment. You have to see excitement or promise in new ideas to move them from thought to action.
3. Hang out with other creative people and/or people who have the same problems you face: The same thinking yields the same results. Innovation is most fertile when several disciplines come together. Make it a point to get to know other business professionals who work in other industries or disciplines and ask how they would solve a common problem.
Tip: Make innovation a deliberate part of your business strategy. Considering that professional services has about a three year life (at least that was conventional wisdom a few years ago), you need to replace or refresh a third of your services every year. Write down a few problems you'd like to solve or services you'd like to introduce. Introduce yourself to a steady stream of new prospects to discuss these ideas and help them innovate as well.
Month two of 2009 has begun. Are you doing your part to grow yourself, grow your company and help your peers grow as well? As always, here is my wish that you have a tremendous week. If you feel Gman can help, please call or write and we will respond immediately! Your comments and/or suggestions are always welcome.
Regards.
George F. Mancuso, CPC
Gman Business Resources, Inc.
I am looking to create new services and products in my business. What are some simple ways to put me in a position to do so?
Much has been written about creativity in individuals and formal processes to foster innovation in companies. What you seem to be talking about is in between, where you want to create a space for your company but where you are the company.
Convert problems to ideas: The stimulus for new ideas comes from being forced to focus on solving a problem. In almost every case, there are better ways to solve, or avoid, a problem. See problems as needing a new approach, not just something to power through using common wisdom.
1. Create an innovation system: Creativity exists in all organizations and in all individuals, but it is rarely channeled and deliberate. Make innovation intentional. Set up a time and set of steps to think about the nature of problems, the inputs and processes commonly used to solve them and the satisfaction of the outcomes. Where are alternatives possible?
2. Make your sense of pain or urgency drive innovation: New ideas may be spontaneous but translating them into actionable processes or products requires emotional attachment. You have to see excitement or promise in new ideas to move them from thought to action.
3. Hang out with other creative people and/or people who have the same problems you face: The same thinking yields the same results. Innovation is most fertile when several disciplines come together. Make it a point to get to know other business professionals who work in other industries or disciplines and ask how they would solve a common problem.
Tip: Make innovation a deliberate part of your business strategy. Considering that professional services has about a three year life (at least that was conventional wisdom a few years ago), you need to replace or refresh a third of your services every year. Write down a few problems you'd like to solve or services you'd like to introduce. Introduce yourself to a steady stream of new prospects to discuss these ideas and help them innovate as well.
Month two of 2009 has begun. Are you doing your part to grow yourself, grow your company and help your peers grow as well? As always, here is my wish that you have a tremendous week. If you feel Gman can help, please call or write and we will respond immediately! Your comments and/or suggestions are always welcome.
Regards.
George F. Mancuso, CPC
Gman Business Resources, Inc.
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