Posts Tagged ‘communication’

Platinum Rule

A long time ago, someone told about the Platinum Rule – “Do unto others as they want done unto them…”

In other words, before you try and impress a client, prospect or industry find out what they want.

Makes sense doesn’t it?

Then why is almost no one living by this rule?  How come every time someone attempts to sell me something they start off by handing over a brochure?

While I’m sure there are a ton of reasons, I think that we have all become experts at talking and completely forgotten how to listen.

We are so consumed with pushing information (email, Facebook, Twitter, YouTube, etc.) that we neglect to ask ourselves the following question – “Does anyone care about what I am saying?”

What if you became the one person who listened first?

What if you put the interests of others before your own?

Why not give it a shot?

Do you Click?

Have you ever wondered why it’s so easy to connect with some people and impossible with others?

The Brafman brothers (Rom and Ori) addressed the topic in great new book called “Click”.

This book points out that our ability to make a meaningful connection or “click” with another person can lead to success on many levels.

For example, in a sales situation an emotional connection to a prospect is critical to closing the deal.  In other words, people buy from people they like.

The book also provides a handful of simple strategies (backed up by compelling research and data) for helping you “click” with others.  These strategies are intuitive and easy to implement/  In fact, within hours after completing the book I used one of these tactics with an audience and felt the energy in the room completely shift.  I “clicked” with the group and was successful in getting them to connect to my message.

As technology changes the way we communicate, it’s going to be more important than ever to build deeper relationships with the important people in our lives. Click will help you learn how to build these relationships.

So, the next time you lose a deal or struggle to motivate an employee, I would recommend that you consider how “clicking” could have changed the outcome.

CJ McClanahan

Paradigms

We all have a lens through which we see the world.  This lens was developed over time and is heavily influenced by our environment. If you grew up in a wealthy upper class neighborhood you fully expect that every kid should have a car when they turn 16, go on multiple vacations year and attend the best college.

On the other hand, if you were raised in a lower class environment you may have never been on an airplane, struggle to find bus fare each day and only know a handful of people who’ve graduated from high school.

The communication problem we all struggle with is that we expect everyone to see life through our paradigm. This is rarely the case.  Every time you get into an argument and you ask yourself, “How can they possibly think that way?” you are suffering from this challenge.

The next time you’re preparing for a conversation with a prospect, employee, coworker or your spouse I suggest that you carefully consider their perspective before you formulate your argument.

You can win the argument from your perspective and seem like a complete idiot to the person sitting across the table.

As Dr. Covey points out, “seek first to understand”.

CJ McClanahan is the Founder of reachmore. For more resources on business leadership, please visit reachmore’s seminars.

How to Document a Business System

Growing a business is no easy task. A key factor in successfully gaining and keeping customers is having routines that delivery quality, dependable results. As your business grows, you may need to hire and train new staff to meet the demand for your product or service. This is where business systems enter the stage. “Systems” ensure that your company can deliver results, even if the people doing the work change. Based on the popular book E-Myth Revisited by Michael Gerber, here are some tips on the “How” of creating documents and guides for your business.


How many Systems do I need?

Even a small business could have 50+ micro systems, but I’d recommend at least 4 key systems:


  • Marketing: How to get a customer’s attention
  • Sales: How to get a customer to say YES
  • Fulfillment: How I get my customer happy about the money they spend
  • Money/Accounting: How I pay the bills / How I get paid


What needs to be documented?

The point of documenting the routine is to make a job easier. So remember to keep it clear, concise and as generic as possible (tailored for your business of course)


  • Document results you do well as a business (so you can continue to do it well over time).
  • Document routine tasks (so you keep the quality each time).
  • Document the “Core” of a system (clear, concise, generic)
  • If the system is too detailed, it deflates the employee who reads it. Don’t get bogged down in the details, but do add references if needed.


How the system is communicated:

Remember – A system only works, if you work it. Make sure systems are easy to reference, up-to-date, and highly readable.


  • A system is made up of 1) Steps 2) Standards
  • Steps say “What to do.”
  • Standards say “How to do” the steps (Keep the details in the Standards).
  • Each step needs: step description / position responsible / timing (What, Who, When).
  • Let team members know where systems can be referenced.
  • Organize systems used by the entire staff, as well as specific roles (sales, marketing).
  • When a system is updated, send an email to positions who work the system. Copy and paste the system from the place it’s documented (and can be found later).
  • Visuals are helpful, like a “Box & Arrow” diagram to help show Yes/No steps. (If Yes, move to step 4).


How to document (the details):

Think of your document as a Checklist (simple steps) and the reference notes (scripts, links, and standards)


  • Answer the question: “What is this system supposed to do?”
  • List the 5-50 steps needed (save the details for the standards).
  • List the team member (position only) who does each step.
  • Add timing for each step. Use these terms: As needed, ASAP, 2 weeks, 1 day, 2 hours (means X time after trigger for the current step. “Return Phone call” assumes phone rang).
  • Add standards, scripts for staff to follow, links, and the “How to do” each step. Link or reference any support documents, other systems.
  • Standards include describing any Quantity / Quality / Behavior a staff member needs to use.
  • List resource requirements. This allows staff to see the needed tools/time before starting a task.
  • Include the total man-hours planned to complete the whole process from A-Z (amount & type of manpower needed to fulfill the result).
  • List any space/facilities/equipment needed (Types of space, utilities, physical tools, software, data).


Tips / Ideas:


Keep these in mind when writing your documentation:


  • Test your time estimates by tracking hours. Estimate how many man-hours are involved in a system, then track how long it really takes. Do any steps take longer than expected? Do you need to tweak 1 or 2 steps?
  • Write for New employees, so they can understand quickly and easily
  • Don’t document just to document, have an action you are shooting for.
  • Don’t put Names in a system, use positions/titles. Org charts reference “Who’s who”, not the process document.


If you are interested in learning more about creating a business that runs smoothly (or runs without you), I’d start with listening to the Audiobook. It is an 8 hours very well spent (in your car). Ready for the next step? Learn about more E-Myth Training or contact Reachmore.


A process thinker, Josh Brammer helps knowledge workers balance work and family life through workflow and habit management.


Josh Brammer is VP of Product Delivery at SpinWeb and believes: Character + useful technology – distractions = saving time without becoming a robot. In his spare time, Josh enjoys his family, good films, making outlines & creating more spare time.


Josh shares a personality with Walt Disney & Ben Franklin (ENTP), which makes life much more interesting. If not behind a Mac, you’ll catch him reading or enjoying double espresso macchiatos.

Closing a Deal in 30-Seconds or Less

I met my most powerful contact in an elevator.  I recognized him from photographs, introduced myself, and then took 30-seconds to make him want to meet with me again.

As he left the elevator, he shouted his number to me, and told me to meet with him next week.  Case closed; and that was the beginning of a beautiful relationship.

This is how I developed a 30-second elevator pitch (e-pitch) that established credibility, quickly educated the listener, and created interest for a follow up meeting:

1.       Be the Brand – When you look, speak, and smell like a hot mess, that’s also what I’ll think about your business.  Your image is a crucial part of communicating with credibility.  You shouldn’t wear a 3-piece suit if you’re a plumber, but regardless of what you do, make conscious decisions about how you are presenting yourself to the marketplace.

2.       Know your Target – If you don’t know who you help, how can someone else help you find them?  Who is your best customer?  Where are they located?  What industry are they in?  What is their role?  How big are they?  Now, say it in 4 words or less. (ex. small north side business owners, professional service marketing directors, Carmel stay-at-home moms, etc.)

3.       Communicate the Benefit – What is the most popular overarching benefit to your product or service. Do you help people save time and money in the kitchen?  Do you take the pain out of plumbing?  Or, do you help business owners build a business that runs on its own?  When you select the words you use, you will want the listener to actively picture what you do.  You know you have a good benefit statement when the listener says, “How do you do that?”  You know you have a poor benefit statement when the listener says, “I don’t get it.  What does that mean?”

4.       Creating Interest – Your target and benefit statement should be clear, quick, concise, and follow the following formula:  “I help (target market) (benefit statement).”  This sentence should take you literally 3-seconds or less to say.

5.       Educating the Listener – When the listener asks, “How do you do that”, that they’re really asking is, “How do you differentiate yourself in the market place?”  Tell them.  We offer a kitchen cutlery product with a custom edge that makes cutting easier and faster.  We have a 7-step evaluation, estimate, and repair system that makes plumbing repairs easy for the client to understand.  Or, we teach clients how to build systems in their business through a 12-week seminar that’s kind of like getting a MBA in entrepreneurship ASAP.  Your “differentiation statement” should be longer than your benefit statement, and take 20 or so seconds to say.  Remember to simply answer the question, “What makes you different”.

Creating your e-pitch is a simple process, but can be challenging.  After you have taken some time to create your e-pitch, please share it with our readers!

Jamar Cobb-Dennard is the Vice-President of Business Development for reachmore, which teaches small business owners how to build a business that runs without them.  For more resources on business leadership, please visit reachmore’s seminars.

Are You Open for Business?

You know what really grinds my gears?  A business that supposedly wants to grow and get new clients, but is never “open for business”!

I have been searching for a downtown loft.  Last Friday, I ended my workday 2 hours early, so I could view apartments while the leasing offices were still open.  To my dismay, 3 out of the 4 places I went to had no one attending their offices! I went back to my first stop, and a leasing agent finally came back to greet me.  I called the numbers on the door of another building, only to get two disconnected numbers, and left a voice message on the third, which has yet to be returned.

Here is a second example.  We sell business coaching to business owners of companies with an average of 1-5 employees.  Most of the time, the business owner of a company that size is the point-person for business development.  It amazes me how many times I have to call a client before they pick up the phone.  They have no clue who I am (I typically don’t leave messages), so one would think, “Hey, if I want more business, I should probably pick up the phone – this could be a prospective client calling!”

How easy do you make it for clients to contact and initiate the sales process with you?

Do they have to figure out, work, and guess at how to buy from you?

Are you available and quickly respond to office phone calls, cell phone calls, email, web inquiries, twitter, facebook, tungle?  If you don’t have the capacity to instantly respond to each of these methods of engaging you as a provider (or at BARE minimum, give them a same day response), then you need to create a new system to do so; immediately.

If you don’t, your business stands no chance of ever running without you.

Jamar Cobb-Dennard is the Vice-President of Business Development for reachmore, which teaches small business owners how to build a business that runs without them.  For more resources on business leadership, please visit http://blog.goreachmore.com.

Use the Right Communication Currency

Have you ever called, and called, and called a prospect, never to get a return phone call?  You’re not alone.  I couldn’t even begin to number the amount of prospects that have lost out on a great product because they didn’t pick up their phone.

Wait.  Maybe I lost out, because I didn’t find their communication currency.  What I mean by communication currency is the medium that someone likes to communicate through.

For prospects, this could mean contacting them through phone, email, or snail mail.  This could also mean that you may need to reach them through facebook, text, or twitter.  Some people just don’t respond to phone calls, and others never check their email.  There are still some clients who refuse to text or use social media.  Amazingly enough, there are some people who only respond when I stop by their office!

Everyone has a means that they like to communicate through.  Your job as a business owner is to find your clients communication style as quickly as you can, so you can move your prospect through your sales pipeline.

This may mean blasting a client with messages at every outlet that you have from the get-go.  Even though you may think you are inundating them with the same content, they are actually only receiving it in 2 out of 6 communication vehicles.

Take reachmore’s founder, CJ McClanahan, for example.  You will rarely catch him on social media, and you would almost never get a text response from him.  If you stopped by the office, he’s either teaching or off-site with a client.  No luck with a cold call.  Sending an email will just get you sent to his VP of Business Development or trash folder.  If you called him on the telephone before 8am, you might just catch him.

The same philosophy rings true when you are communicating with your employees.  Don’t know if you’re communicating with a D, I, S, or C?  Ask questions and use key phrases for all 4 styles until you have nailed exactly how someone would like to be communicated with.

The point of this blog is to encourage you to be flexible when communicating with prospects and employees.  If you think that everyone receives information the same way that you do, you are sorely wrong, and will have the mediocre success if you continue to act as if they do.

Be flexible, and remember that people aren’t difficult, they’re just different!

Jamar Cobb-Dennard is the Vice-President of Business Development for reachmore, which provides leadership coaching for small business and executives.  For more resources on business leadership, please visit http://blog.goreachmore.com.

Leveraging Yourself to Excellence – Advanced Training!

How have your attempts at delegation gone since my last blog about creating leverage?
Here is a fact – to be truly successful, you cannot do everything yourself.  I am currently learning this lesson at home.

I just hired someone to manage everything that has to do with my personal life.  I am not an expert at home stuff, and she is.  Her work allows me to be uber-successful at what I am remarkable at.
Below are some advanced tips that will take you from delegation novice to leverage expert:
Give feedback – After giving an assignment, don’t just take the completed work and then grumble about what was not done correctly.  Open up a conversation that lends itself to your employee improving at their new skill.  “Great work!  Let’s go over a couple of things for next time that I would like for you to do the same way, and a couple of things to tweak…”


Delegate to develop
– Delegating in order to dump your work on someone else is a surefire way to turn your team against you.  Instead, delegate to develop them.  Before assigning someone work ask yourself, is this highly-trained college-educated employee going to improve their career by doing the work that I am going to give them?  If the answer is, No, find a lower paid assistant to do the work.


Gives 3 or fewer tasks at a time
– Steven Covey mentions that if you give someone 4 or more tasks, a large percentage of them will either not get done, or will be done poorly.  He then mentions that if you give them 3 or fewer tasks, you have a higher chance of getting the job done and done right.
ABC Prioritization – When you are overloaded with “to do’s”, prioritize them using the following system:

  • A – This task represents something that is working ‘on’ my business, and can only be completed by me.  Put this task on your to do list.
  • B – This task represents something that could or could not be working ‘on’ my business, and could be done by a well trained employee if I took the time to educate them on how to complete the task correctly.  Schedule time to delegate this task.
  • C – This task represents something that does not enhance the state of my business, and should be delegated immediately to an hourly assistant.  Create a system for this task to be done regularly by your assistant, and teach him how to do it at your next staff meeting.

Recognize – When someone else does the work, recognize them in front of everyone.  Give your employee credit for the work that they do, and take every opportunity you can to promote their hard work.  If you do this well, you will have someone who is always happy to grow through taking on extra assignments.


Reassign
– Whether or not the project was done well or poorly, give your employee another assignment (after giving them feedback).  You will instantly kill morale if you never give them another project, and you will also stunt the growth of your business by trying to handle things yourself.
It takes time and patience to effectively leverage your time within your business.  After a few wins and losses with this process, you will start to see that portions of your business are running without you!

Jamar Cobb-Dennard is the Vice-President of Business Development for Reachmore, which provides leadership coaching for small business owners and executives.  Email Jamar at jamar@goreachmore.com for the latest on Reachmore’s newest seminar, Launch.

Communication

During the past week I had a client tell me that “no one listens” anymore.

Do you sometimes feel that way?

No matter how hard you try, it seems that your clients, prospects, employees and family members are so distracted that they have stopped paying attention.

It’s probably driving you crazy.

I have thought that this will radically change the way you feel about other’s lack of attention to what you’re saying.  However, initially, it’s likely that this quote will make you really upset.

Communication is the response you get.

In other words, if people aren’t responding the way you would like it’s probably because you have done a poor job delivering the message.

Let that sink in for just a second.

When the prospect says – “I’m not ready to buy at this time.” It’s not because they are an idiot.  It’s pssoible that you did a bad job of communicating the value propostion.

When a client continues to disregard your advice, it’s possible that you didn’t clearly make the connection between your advice and the desired end result.

When an employee continues to miss deadlines it’s possible that you haven’t explained the consequences of this behavior.

This week, before you blame soemone for not listening carefully, first look in the mirror and consider the fact that it may have been the messenger’s fault.

CJ McClanahan
reachmore

Communication

Earlier today, I got into an argument with my wife.

Imagine that.

After I had cooled down a bit, I prepared to go back and rationalize all of the reasons why she was wrong and I was right.

We sat down and she informed me that before we discussed our disagreement she wanted to remind me why she was upset.

I had done a bad job of managing her expectations.

Now, I don’t want to give the impression that my wife is always right but… I quickly realized that I was wrong in this instance.

My wife has some simple rules when it comes to communicating with her, and despite the fact that they have been the same rules for 10+ years, I seem to forget them from time to time.

How about you?

Do your employees and/or coworkers have a style of communication they prefer?

Remember, often times it’s not what you say but how you say it.

Put yourself in their shoes before you speak (or email).