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.
Nationally recognized Retained Executive Search and Employee Retention Specialist.
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
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