Roadblocks to Results

What keeps you or your business from being successful? What keeps you from achieving the results you set out to achieve? This is a topic that books have been written about but I will try to address at a high level view in this post. My list here will not be all inclusive. There are too many independent variables in each situation we face to list them all here. The ones I will discuss below are ones that seem to be more prevalent in my experience and observations. So what are some of the Roadblocks to Results?

·         Having no goal. If we don’t start with the end in mind then it is more likely that we will not get there. As simple as that seems it is not too uncommon that I run across situations where there is no real goal.

·         No long range planning. Too often we worry about the near term requirements to the neglect of the long term goal(s). We then make decisions based on what are more immediate needs vice the longer term needs we have. That doesn’t mean that near term needs aren’t important. But don’t make all of your decisions based on the more immediate issues to the neglect or impact on your long term goals.

·         Lack of adaptability. Another roadblock is being unable to adapt to changes in the business environment. Things change and unless we either predict the change or adapt quickly we run the risk of getting left behind.

·         Getting sidetracked. Seems obvious but letting other distractions interfere can keep you from achieving your goals. If you pursuing a certain goal and another shiny object appears it takes good business discipline to stay focused. There may be times when you want to change direction and go for the new opportunity but it needs to be weighed heavily and it needs to align with the long term goals.

·         Relying on technology to solve problems. We all love technology and the way it is supposed to make our lives ‘simpler’. But there are problems out there that technology doesn’t solve. A look at your goals and the objectives you laid out to reach them should indicate whether your problem is a technological problem or business problem. One example is…will that new CRM database help you achieve your goals? Or will it create unintended consequences across the company? Often, it’s the basic blocking and tackling that leads to victory.

·         Looking for other examples to emulate vice solutions for you. Don’t look to the example of others to simply cut and paste a solution into your environment. They may have had a very similar problem but the cause of the problem may be different. Make sure it is an exact fit before just copying a solution used elsewhere.

As I said, this topic has had many books devoted to it. My aim is not to write a book about it but to get you to take a hard look at what Roadblocks to Results are keeping you from achieving your goals.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Clichéd Phrases Don’t Motivate

Every profession has them. A lot of people in leadership roles use them. They are Cliched Phrases and they Don’t Motivate. Some of them are downright catchy but regardless of how well-intentioned the phrase may have seemed, they don’t give the employees what they really need – the support, tools, and means to do their jobs. This is especially true when used by someone in a leadership role that offers little more than a clichéd phrase vice real help.

But in every phase of my career I have heard them. And, I am sorry to report, I have even used them a couple of times. Some of them are cute, even funny. Witty, maybe. But none of them ever helped me do my job better. In truth, everyone I have talked to about this is turned off by cheap clichés.

So here is a question. How many of you have ever been motivated to do better by one of these clichéd sound bites? I really don’t know who they inspire other than perhaps the person quoting them. They don’t provide anything to make anyone successful. And to the persons using these quotes – do you really think you’re motivating anyone with them? Are you making sure your employees are equipped properly to do their jobs?

While I have seen them everywhere in my various career paths, the ones that stand out the most are the ones I have heard in my sales/BD career. Here are a few of the types of phrases about which I am speaking:

Are you In It to Win It?

Because everyone likes losing.

The difference between try and triumph is umph!

Only with bad spelling.

This quarter is our most important quarter!

Every quarter is the most important.

We gotta make the number.

Oh, I thought you were kidding about that.

I piss excellence.

That must hurt.

Do you have the juice?

Yeah, which flavor do you want.

Seriously, are goals achieved through catchy phrases? I’d love to know one that is (other than a goal of creating catchy phrases). These clichés are NOT a strategy. Don’t get me wrong, there are some great motivational phrases out there but a motivational phrase without the means to accomplish the goal are useless.

This is equally true when dealing with customers. I did not seek out a career in sales. It found me. I was on a colleague’s sales call with him at the very beginning of my sales career and in the meeting he says, “So, Mr. Customer…what keeps you awake at night.” I almost burst out laughing. I’m pretty sure I cast a sideways look at him. I can’t tell you how many times I have heard people say that you need to ask them what keeps them awake at night. I know what the intent there is but I would never use that phraseology. So I made a vow to try NEVER to sound like a clichéd sales rep. I think I have done pretty well with that vow. Customers don’t want clichéd phrases either. They want help and they want results.

So, what clichéd phrases top your list? And “at the end of the day” did they motivate you?

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Failing Our Leaders

Right out of college I was hired to be a supervisor in a poultry processing plant (yes, I studied chickens in college). With the ink on my degree still wet, I was now in charge of 42 people at the seasoned age of 21. I received no leadership or management training other than a four week indoctrination where I spent one week in each of the four major areas of the business to learn what they do.

Then I was thrown to into the fire of ‘management’. With absolutely no formal training on how to lead people I reverted to what I learned from my dad as I was growing up. He was a military man and very strict. I learned pretty quickly that his way of raising us did not necessarily work in everywhere. The result – I failed. It was ugly. And now I look back and can see how I failed the people that reported to me.

I entered the Navy after that and during that time I received some of the best leadership training I have ever had. Throughout my career I had formal training and on the job training. The military invested in my training. What was taught to us in the classroom was only the starting point for leadership training. But having that formal framework gave me the foundation for each job I have had since. Those jobs, in turn, gave me the opportunity to apply what I had learned and to grow as a leader. I made a lot of mistakes but I always had good mentors that guided me through the learning point of each mistake. Because of this it was very rare that a mistake was repeated.

Keep in mind that when you put a person in a leadership role of any kind you are putting them there to help the people reporting to them do their jobs better and be successful. But are you helping your leader do a better job? If you don’t train them then you are doing them and your company a huge disservice. There is really no reason not to invest in them. Would you hire someone to do a job for you without training them on how to do it? I don’t think so. So why do we not invest in our leaders? Why is it expected that just because someone is promoted into a leadership role that they immediately know how to lead?

They need training, especially those that are in their first supervisory role. This training can be in a formal classroom setting and/or with a coach or mentor. Ideally, it is formal training followed up with some degree of leadership coaching. But they need to be given the right tools to do their job just like anyone else in your company. Sure, there is cost to it for both the formal training and the coaching, but what is the cost of having someone in a role that was never trained to do it? Can you afford to have someone learn it as they go?

So when do you invest in them? As I discussed in a previous blog, the time to do this is when they get their first supervisory/management role. Invest in them early and the return on that investment will be greater. With proper training/coaching they can become good leaders and help your business grow. Invest early because it is also very hard to correct improper training and ingrained, poor habits. And the damage that can be done to your business will cost you in the long run if we continue to Fail Our Leaders.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

If I Become King

We all do this. We sit around with friends and colleagues and complain about the way things are being done where we work, and about the people in charge. And we always have a better way to do it.

Back before the earth cooled I was a young junior officer at my first actual job in the Navy (at the ripe old age of 25) after receiving my wings.  I was the branch officer responsible for the care and feeding of 27 aviation electricians. It wasn’t my first leadership role. I’d already held a couple of those before I entered the Navy. And like a lot of young (and sometimes even old) guys I sat around with my pals and we often complained about how screwed up things were and how we would do things differently if we were the King. So I decided to keep a log of things I liked and disliked about the way things were being done, and what I liked and disliked about the leadership styles of the senior officers with whom I served. Most of the comments were bullet points about this and that, and over time it filled about 15 or so pages. I was determined that If I Become King I would do things differently. I would do things right!

About ten years later, when I was put in my first department head job, I recalled that book and pulled it out. I was no longer a junior officer. So as I read through it I was amazed at some of the things that I had written. I was amazed that some of what I had written was still valid. I was even more amazed that about 75% of what I thought needed changing was due to utter naiveté. Of course, when I was younger I thought I had all the answers. But I now had more life and work experience and, while some of what I felt needed to be changed or incorporated into what I wanted my leadership style to be was still pertinent, a lot of what I thought needed changing was due more to my lack of knowledge and experience than a process or leadership style that was erroneous.

On the surface, it would appear that if about 75% of what I wrote down to change was wrong then it was a failed exercise. I don’t think so. I did learn some things from that exercise that have stuck with me since:

·         It’s easy to complain about something when we don’t have the whole picture.

·         Not everything that we think is being done wrong is actually being done wrong.

·         Many things we don’t like have nothing to do with the efficiency or effectiveness of what’s being done, it’s more about our personal preference.

·         Just because we become leaders doesn’t mean we’re done learning. On the contrary. I’ve learned more about leadership while being a leader than I ever learned in a water cooler conversation or in a leadership training class.

There are times when I wish I had kept a similar journal when I started my corporate career. It would be interesting to see if the results would be the same. I still see things being done that I don’t agree with but now I am more able to discern whether it is an actual problem that needs to be addressed, or just something that I would personally do differently If I Become King.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

When They Say “NO”

It doesn’t matter what you do for a living, there will come a time (many, actually) when a customer will say NO. It could be that what you are offering doesn’t meet their needs, they have gone with a competitor, or decided that they don’t want, or aren’t prepared, to make a decision at the moment. As disappointing as it can be, it’s not the end of the world and there are ways to turn it into a positive.

Years ago when I was selling software I was trying to get on a couple of teams for a major government outsourcing procurement. I was trying to get on two of the teams in particular. I only ended up on one of them. Nothing unusual there. So over the next 12 months or so of the source selection process I stayed in touch with the other team and actually worked with them on another program. When the contract was awarded our team was not selected, but the other team I tried to get on was. I called and congratulated them and moved on to closing other business. A few months later they called me. The software provider they had originally chosen was not able to be used in that environment and they were now in search of a replacement. It would now be a competitive runoff between us and two other vendors. Back in the game!

The point here is that a NO is not always the end of the story. There are ways to handle a NO that may keep the relationship alive. So what should you do when you hear NO?

Ask for feedback. Why were your products or services not selected? Did your company lack something the customer wanted? What could you do better the next time? No one wants to hear criticism but if it helps win future business it is worth hearing.

Thank them for their consideration. No one will win everything they attempt. But if you at least got to be considered, be thankful. And let the customer know that you appreciate their time too.

Stay in touch. Maintain contact with them, especially if you think there is potential to do business down the road. Remember a recent blog of mine where I discussed building long term relationships. Customers don’t want to feel like the only reason you’re there is to sell them something. Sometimes a loss may lead to another opportunity to help that customer in a different and/or even bigger way. So stay in touch. Send them pertinent information as needed. Keep trying to learn their business. But don’t be a stalker. Make your interactions with them relevant.

Also remember, getting told NO may be a blessing in disguise. Not every deal is a good deal. You will have to determine how to react to a NO. My experience has shown me that staying professional and in contact after a NO built a longer term relationship that in some cases reaped bigger rewards.

Oh, the shootout with the other two vendors…we won and it was the biggest software sale of my career, and the biggest in that company for the year. I am still in touch with some of those teammates even 12+ years later.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

HAPPY VETERANS DAY

Cobalt Group honors all that have served, and those that are serving now.

 

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Are We Going to Abilene?

We've all been there. We are in a discussion about something and we sense that the path we’re taking is the wrong direction. Either through what we believe the evidence to be or by instinct, we know that the decision being made is going to be a bad decision. But then, we just sit there and say nothing.

Right after I received my Wings of Gold in the Navy I was sent to their Leadership, Management, Education, and Training (LMET) course. This was the first course on leadership and management that I received in the Navy and it was a good course. I was a young Ensign and had already been a supervisor before joining the Navy. In one of the sessions we were discussing what I mentioned in the first paragraph and they had us watch a short movie called ‘The Road to Abilene’. As I recall, it was about a group of people that were sitting around, bored, on a hot Friday or Saturday afternoon trying to decide what to do when someone suggests that they take a trip to Abilene (about an hour away) for dinner. No one really protests but no one really wants to spend the hour on a hot and dusty car trip. When they get to the cafe, the food is just as bad as the drive. Then they drive back home and are exhausted.

One of them says, "It was a great trip, wasn't it?" The others now said they would rather have stayed home but went along with it since the everyone else seemed so eager. Then they all sit around and try to figure out why it was that they together decided to take a trip which none of them wanted. They each would have preferred to stay at home, but did not admit to it when they had the chance to say so.

I have experienced this in the Navy and in my corporate career. Someone comes up with what they think is a good idea and the rest of us aren't really sure, or know we shouldn't, but we all just go with it. No one wants to speak up and be the voice of reason or dissent, and challenge the group think or momentum that the idea is beginning to build. There have been times when I was in decision meetings on what tactic to use to destroy a target, or what opportunities to pursue, and I knew inherently that the decisions being made were bad but I didn’t speak up. In the Navy some of those could have life or death consequences, while the corporate consequence was usually fiduciary. Regardless, I should have spoken up. Why didn’t I?

It is hard for a lot of us to say no in these circumstances. Perhaps we aren’t sure of our reasoning. Perhaps we fear the group pressure that would follow. Maybe we fear not being seen as a team player. The reality is most people want to be liked and perceived as part of the team so at times we seem to agree to things even if we think the decision is bad. Whatever the psychology or the reason is, the fact is that by agreeing to going down a path that is undoubtedly wrong is detrimental to you, your team and your organization. And they deserve better from you.

It is not always easy but if something isn't right about the direction being taken, or if it doesn’t seem right, speak up. There are ways to do it tactfully that won’t make you seem like a counterproductive member of the team. You just might be surprised at how many others feet the same way but chose, for whatever reason, not to rock the boat. And the last thing you want to do is waste time and resources on a venture that is likely doomed to fail.

So if you have a doubt, be the one to speak up and ask, “Are we going to Abilene?”

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Looking Within to Look Without

In a recent post I discussed building long term client relationships. I started thinking about the people I really liked working with and what their qualities were. I’m a social person. Not everyone else is so I have learned to adapt to the social styles of colleagues and clients alike. The one thing we all have in common is that we are human. And all humans have needs. Often, I will try to put myself in my customer’s shoes and ask myself what are the characteristics of the person(s) with whom I prefer doing business. It boiled down to a few basic traits.

Is there chemistry? Some people we just like and don’t know why. We just sort of click with them. Others, not so easy. I can work with people I don't click with but it's easier there is a good chemistry.

Are they professional? I want them to behave like a business person. I also want them to treat me like a professional too.

Do they seem to care about my needs and concerns? When someone at least acts like they care I am more willing to do business with them. I know they are trying to make a sale but I don’t want to feel like all I am is their next sale. That will sour me instantly.

Are they reliable? The people I do business with must earn my trust. I want know I can count on them to be there if I need them. I also want a good deal for whatever I buy but I am willing to pay a little more if I believe the customer service from one person will be better than another.

It’s kind of like looking in a mirror and seeing what is reflected. Am I being to others what I want them to be to me? Am I giving them a reason, beyond the product or service I’m offering, to want to do business with me?

Ask yourself that question. And be honest with your answer.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

How Often Should I Be Coaching My People?

As leaders of any type we should all know that our people are out most important asset. They are the ones that really do the work that makes our businesses successful. And we need to groom and develop them so that they are able to succeed in their job. This can be done by effective coaching and mentoring. We’re not just talking about their job performance, we’re also talking about grooming your next generation of leaders. Bench strength is usually discussed in terms of people with skill sets that you might need for work requirements. There is also a bench strength that the vast majority of companies don’t think about – the leadership bench. In addition to coaching your people on their job performance, you should also be coaching and grooming those that are being looked at to move into leadership roles. And the time to do that is not after they have role (although they’ll need it then too), it should be done before they get it. So how often should you be coaching your people? A lot of it depends on what their role is.

How Often Should I Coach? This can depend on the number of people you have. With all the other demands on your plate it may not be able to be done as frequently as some would suggest. My recommendation is to try to get 30 minutes with them once per week. Although, after some time I have found that most meetings usually drop to 15-20 minutes when things are going well. But keep the time open for each person in case you need it. Coaching is more effective if it is timely so having regularly scheduled meetings allows you to be more effective by providing guidance in a more opportune manner. If you have more than about 8 people directly reporting to you then you may want do something more reasonable by meeting with each of them every two weeks. This can be done in person (which is preferable) or over the phone if the situation does not lend itself to a face-to-face meeting. This should work for most people in most roles.

By coaching I do not mean bringing in the Spanish Inquisition. What they need is an honest assessment of their performance, and for you to ascertain what challenges they are facing that may be inhibiting their ability to do their job more effectively and efficiently. The coaching needs to be two-way and it needs to be reinforced. Refer my post on Excellent Listening. Try to apply that to coaching as well. In addition, coaching needs to be supportive and not something that they dread. You are there to lead them. And you are there to make sure that they have what they need to do the job they are doing for you.

I discovered a long time ago that when the people that worked for me felt like they had a valued role in the success of the organization that they would usually go the extra mile to make that organization successful…willingly. Go take care of your people.

So, how often are you coaching your people?

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

To Pursue or Not To Pursue

That is the question. We all want to grow our business to some degree. Regardless of whether we sell a product or a service we are looking for more opportunities to win. The issue then becomes what opportunities should we pursue to do this. Not every deal is a good deal. You may have all the requirements nailed and it can still be a lousy deal for you. So how, then, should we decide which deals To Pursue or Not To Pursue?

Each company will have their own qualification and bid/no bid guidelines to help make that decision. But the basic questions that I feel need to be answered are:

Is the opportunity real? Not every opportunity you come across is a real opportunity. Liken it to job boards. I had a recruiter once tell me that 80% of job postings are not real. I don’t think that this is the case with business opportunities but everything we come across is not a real deal. That is what the qualification process is about. Is there a real need? Is there a budget? Is it truly a competitive deal?

Are we competitive? Just because we have some relevant quals and experience doesn’t mean we are competitive. Do we have a viable solution? Can we differentiate our solution? Can we afford to compete?

Are we aligned to win? Assume we are competitive. Do we know the customer? Do we have any relationships with the customer? Are we credible to the customer? Do we have customer confirmation that our solution would be acceptable? Just having quals and experience doesn’t necessarily mean we are positioned well to win.

Is it worth winning? To my statement above, not every opportunity is worth winning. There are risks involved with any business. Are they mitigated and are they acceptable? What is the ROI/profit? Can we make money doing this work? Is there a strategic value? I have pursued deals in the past that our group knew would not be as profitable as we wanted, if at all, because there was a strategic value in pursuing it. I have also walked away from opportunities that were right up our swim lane because we determined, for a variety of reasons, that it just wasn’t right for us. It’s not always a simple thing to decide.

Now these are just high level, basic categories of thoughts and questions. Each of these categories has a dozen or more other questions to help qualify the opportunity and decide on whether or not to pursue it. And as basic as it may sound, whatever your company uses to for this bid/no bid process is useless unless it is objectively applied. Not following your qualification guidelines usually results in wasting resources (time, material and money) that could have been better used on an opportunity that you had a better probability of winning. Or, it would have led you to walk away from what looked like a good deal but could have ended up being a nightmare.

Just like customers are looking for the right provider of a good or service, providers should be looking for the customers that are a fit for them. Not all customers are necessarily good customers for you. So the question is…To Pursue or Not To Pursue? What are some of the things you use to make that decision?

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Ask Excellent Questions

Following up on last week’s post on how to Be an Excellent Listener, I thought I might address how to Ask Excellent Questions. 

Time is valuable for both you and your customers  . So when you are able to get in front of them make sure you don’t waste it. 

Being an Excellent Listener works best when you Ask Excellent Questions. 

All questions are not created equal. 

If you want to get more useful information from your customer, you have to ask the right questions.

Here are some ideas on how to elicit that information so that you and your customer get the most out of your valuable meeting time.

Ask Excellent Questions that:

• Show that you've done you homework. Before your call, make sure you do some research. Most people appreciate it when they believe you have an interest in them.
• Are asked one at a time. Don’t ask a barrage of questions in one breathe. Ask them individually. It’s easier for a customer to respond to a single question than it is to a set of sequential questions.
• Are to the point. Avoid the long preambles. Get to the question so that your customer doesn’t have to try to discern what you’re really trying to ask.
• Are customer-focused. Ask your questions in a way the makes them feel you are not there for your own benefit, but to help them. Questions that start with “I” are probably not customer-focused.
• Are not leading. Ask overhead question when able. Try to get them to talk openly. Avoid leading question to get a desired response.
• Elicit useful information. You want to probe for the information that helps identify their issues and needs. You also want to understand the issues and needs behind them.

In the sales training courses I have taken we are taught that every answer should lead to another question. 

It’s not true for every question but the real point is to follow up answers with additional questions to seek clarification or to probe deeper into that issue. 

And when you aren't sure you have a complete answer to your question, keep probing.

Now go Ask Excellent Questions.

For more information about how The Cobalt Group can help you with any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Be an Excellent Listener

We live in a world where there are many demands on our time. That is true not only for you, but for your customers and colleagues, too. 

These time demands mean that it can be harder to get meetings with customers. 

So when you do get in front of your customers (or colleagues) it is important not to waste their time, or yours. There is a reason for the meeting so have a plan on how to accomplish those objectives. 

In any meeting there is ideally an information exchange. And hopefully that goes both ways. 

To make sure you get the information you need from the meeting you must learn to be an Excellent Listener.

Some meetings are really product or service presentations. For those meetings you will be talking more than listening. 

In those cases I recommend allowing 25-30% of the allotted time for discussion. 

You want to make sure the customer understands what you’ve presented and be able to address any questions.

Most meetings, however, are about gathering information from a customer or potential customer. You are listening for a customer to express their needs and/or issues. 

For these types of meetings, and for the discussion part of a presentation, here are some recommendations on how to be an Excellent Listener:

•    Be prepared. Not knowing what you want to get or a plan on how to get it will not be helpful, and it will waste everyone’s time. Have a call plan and use it.
•    Remove distractions. Turn off your phones or put them on silent. Give them your full attention. Make them feel like you value their time.
•    Don’t talk too much to make a point. Make the point, look for acknowledgement, and move on. Learn to be comfortable with silence too.
•    Get confirmation on what the customer says. It reinforces your memory and lets them know you’re listening.
•    Unless you’re giving a presentation, you shouldn’t provide more than 60% of the data exchanged. But in most instances I prefer to think of it another way: you have two ears and one mouth so use them in that proportion in the meeting. 
•    The more you let the customer talk, the more you will learn.
•    And lastly, follow up. Whether it is to confirm the meeting outcome or to ask for additional information/clarification, follow up with them.

Being an Excellent Listener makes your customer feel like they are more than just a sale. It makes them feel like there is more of a partnership. 

And being an Excellent Listener may also lead to the following:

•     Better customer satisfaction
•     More effective information sharing
•     Better understanding
•     Better results

For more information about how The Cobalt Group can help you with any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

Build Long Term Client Relationships

It really doesn’t matter if you’re business is more transactional or has a longer opportunity cycle, building a long term relationship with your client is important. Why? Because the relationship is not just about the current deal you’re trying to close, it’s about a lifetime.

All things being equal, most people buy from someone they feel that they like. They buy from someone that makes them feel like more than the next sale. I have seen the sales and business developers that have been interested in the customer only up until the point that they sign on the dotted line, and I have seen the ones that developed and cultivated the long term relationships with their clients. Both can be successful in the short term, but my observation and professional experience has shown me that the business person (owner, sales, BD, etc.) that builds relationships with their customers will do better in the long term. Let me ask you this. When you’re the buyer, do you want to feel as though the only interest in you is getting you to buy? Like most people, I am social. So when someone develops a relationship with me I am way more likely to return to them for the next purchase. And it’s not just about the social aspect. There is the familiarity and the trust that develops too.

A growing client relationship is important. That person you’re doing business with now will not always be in that position. There is often turnover and people move to new jobs within the company, or to new companies. Just like you have a career progression in mind, so do they. Follow them. One day, perhaps, they will be in a role of greater responsibility that will enable you to provide a greater degree of support. They will remember who built a relationship on being a valued partner vice being there only to profit, and it’s always easier to do business with someone you know.

It will take work. And frankly, it won’t apply to everyone with whom you do business. But for those with whom you choose to choose to build a relationship, it will take a dedicated effort to cultivate it and maintain it. The good news is that today’s technologies make it much easier than in the past. There are a lot of social media options like LinkedIn, Twitter, Facebook, etc., that enable you to follow your clients as you both progress in your careers. Use them. But not exclusively.

And that leads me to a couple of other suggestions. Every now and then pick up the phone and call. Meet them for lunch, coffee, a drink, or whatever. The social media thing makes it easy to have a relationship in short comments and ‘likes’, but that person will value it more if you take the time to personally reach out to them. Personal interaction goes much further than a ‘like’ on a social media site. There is no hard and fast rule because each person is different but my recommendation is to try to have physical contact (voice or in person) with them about 3-4 times a year at a minimum, depending upon your relationship with them. They will appreciate the effort you’re making to stay in touch. Wouldn't you?

The Zero Defect Mentality

How many of you work in an environment that is not tolerant of any mistake? It’s the one and done culture. Make an error and you’re gone.The Zero Defect Mentality occurs in places where the leadership, the culture, or the prevailing belief is that mistakes will not be tolerated. This can be in the military or in the corporate world. I have been in them and they are not fun places to work.

No one really wants to fail or make a mistake. But the truth is that we do both. Often. Most of us fear failure. That fear often makes us cautious, hesitant, and indecisive, among other things. Those behaviors can lead to no decision being made, or bad decisions being made in the hope of minimizing the risk of failing and looking bad. And it is not just the failure that people fear, it’s also the consequences of it: getting fired, getting demoted, being humiliated, getting passed over for that promotion, and so on.

I believe the good leader will make sure his/her people understand that no one is perfect and mistakes can and will happen. And when those mistakes do occur they will be addressed but not in a Zero Defect Mentality sort of way. In my Navy career in aviation, the price of a mistake could be fatal. That is way less likely to be the case in the corporate world,. So a good leader will foster an environment that lets people know that making a mistake can be turned into a good learning opportunity and hopefully preventing a repeat of that mistake. Don’t get me wrong, there is a difference between and honest mistake and gross negligence, and the latter should have a bigger consequence.

History is full of people that made what would have been career ending mistakes were they in a Zero Defect Mentality organization but went on to do great things. Take a look at Chester Nimitz. As an ensign he ran a destroyer into a sand bar. I am sure he was the butt of a lot of jokes but he later went on to be the Commander in Chief of the Pacific Fleet in WWII. How might that war have ended if his naval career had been cut short over that mistake?

I leave you with this thought. Failure is always an option. Do all you can to mitigate the risk of failure but don’t make the mistake of NOT addressing the possibility of failure. Even in the things in life where I succeeded I made many mistakes along the way. I am grateful for the leaders that made those mistakes into great lessons learned and didn’t foster the Zero Defect Mentality culture.

Attributes of a Good Leader

What attributes does a good leader have/need? As I was asked that question again recently I started jotting a few things down. This list is not all inclusive but does cover a good portion of the attributes I believe make a good leader. If you’re in a leadership role, and most of you are in some way or another regardless of your title, how many of these describe you? Honestly?

• Knows that he/she cannot do it all by themselves. If so, you would not need people to lead.
• Is honest and trustworthy. If your people can’t/don’t trust you, you’re in trouble.
• Speaks directly. That doesn’t mean to insult or give someone unfiltered opinions, it means that you address the issue head in a direct manner and not try to talk around it.
• Is consistent. One of the worst things a person in a leadership position can be is vacillating. If your people don’t know what to expect from you then they won’t know what to give you.
• Is decisive. Indecision is a terrible thing. Or is it?  Lead, follow, or get out of the way is an expression I heard often in the Navy. It is never a good thing when a leader cannot do the main part of his/her job…make a decision and move forward. Decision paralysis benefits no one.
• Sets clear expectations, and follows through. Your people need to know what is expected of them or, just like in the fourth bullet, they won’t know what to give you. Following through is just as important as the set expectation.
• Seeks input from his/her people. When your people feel like they have a contribution to the goals they will take more ownership in achieving them.
• Doesn’t have all the answers. But he/she does know what questions to ask to get those answers and to lead his/her people to the answers.
• Empowers people. Give your people room, define the boundaries, and give them ownership of their job. You’ll be amazed at how many will rise to, and exceed, the expectations you set for them.
• Supports his/her people. If you want to bring out the best in your people they need to know that you will support them. When they know you have their backs they will do their best to have yours too.
• Praises publically. Disciplines privately. Self-explanatory.
• Focuses on the strengths of his/her people, not their faults. Too often the only time some leaders engage their people is when it is time for a correction. No one wants to only talk with their boss(es) when things are going wrong. And don’t be afraid to move a person into a role that is more suited to their strengths. They will be happier and more productive.
• And lastly for this blog post, a good leader is coachable. A good leader doesn't know everything. They haven’t faced every challenge they are going to meet. But if they are humble enough to be coachable then they will become better at what they are asked to do. LEAD.

So, as I asked at the beginning, how many of these traits describe you? And, since I am coachable too, what traits did I not list here that you think a good leader should possess?