Randy Clark's Blog, page 40

Always be Helping — Help Networking

So, what is help networking? There was a saying when I was learning sales, always be closing. The way I was taught the ABC’s of selling didn’t make sense to me. When I was always closing, I wasn’t listening, learning, and helping clients solve problems. I made a lot of sales, because I was overbearing and pushy. But because I didn’t build relationships, my sales were usually one and done. Had I been taught ABH (Always be Helping) I would’ve been a more productive salesperson. Always be networking begins with always be helping. It’s help networking.

Last year I created a resume to apply for a volunteer board position representing a charity. It was my first resume—ever. I’ve been in the workforce for more than 50 years, and I’ve never had a resume. I’ve been a manager, district manager, director, and Vice President. I didn’t need a resume I was recruited and introduced. I’ve never been out of work longer than I wanted to be. I’m not bragging I’m making a point, because it wasn’t anything exceptional on my part. I  accomplished this by helping others, through help networking.

My work experience isn’t the only positive result I can track directly from help networking. I’ve been awarded multi-million dollar contracts that began with help networking. I’ve made lasting friendships, and I’ve had the privilege to help others. The best way to always be networking is to always be helping. Always be networking begins by always looking for opportunities to help.

Who can you connect?Who can you introduce?What advice can you share?Who can you teach?Where can you volunteer?How can you donate?Who needs you to listen?What pitfalls can you help others avoid?Is it Helping or Networking?

I recently shared the concept of help networking with an acquaintance and her first reaction was that it didn’t sound like networking. I explained it’s my networking foundation. It’s how I built a network. Most of the articles, posts, and books I’ve read about networking are centered on networking events—nothing wrong with that. I attend at least two every month, often more. But consider this, what makes the strongest network, strangers you meet at an event and exchanged cards with, or someone you’ve helped?

Over the years I’ve helped many folks and it has been my joy and pleasure, but I’ve been given more in return than I gave. You never know when someone you help will return the favor with an introduction, connection, or recommendation. Does this mean everyone you help will repay your kindness? Of course not, but enough will to more than make it worth the effort, and besides as I’ve said before—it feels pretty darn good to do. Who have you helped?

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Gaurav Dhwaj Khadka on Unsplash

The post Always be Helping — Help Networking appeared first on Randy Clark Leadership Training.

What if the Customer Isn’t Right?

But, what if the customer isn’t right? Since 1909 when Harry Gordon Selfridge first uttered the words, “The customer is always right,” businesspeople have followed his doctrine. But what if the customer isn’t right?

You’re working with a customer. You’ve done your homework, and you understand what they hope to achieve. You’ve asked a hundred open-ended questions, and you know what they need. Then when you’re ready to get the ball rolling, they tell you they want something else.

You know that “something else” is a mistake. It won’t meet their needs; it’s not cost-effective, practical, or may create customer service issues. The customer is wrong. How do you tell them?

What if the Customer Isn’t Right?How to Tell a Customer They’re WrongDon’t make it personal

Never attack them. Instead of using personal pronouns, talk about the plan. Discuss the project, not the person. Remain objective.

Use your experience to teach them

State the facts, give evidence, and share insights. Lead them to the best choice.

Offer alternatives

Fine-tune their idea to make it work or include their thoughts in the initiative.

Blame misunderstanding on miscommunication

Use the opportunity to re-communicate what will best serve their needs.

Make it their idea

After explaining what they need and why seek their input, if their input is positive and receptive, establish a buy-in by agreeing with them.

Be direct, but kind not blunt, or combative

Rather than dwell on why the plan isn’t their best choice, talk about how the proposed plan fits their needs.

Telling your customer they’re wrong isn’t easy. I mean, ultimately, they pay the bills, don’t they? However, the alternative may cause more difficulties. Allowing a customer to make the wrong choice, which leads to an ineffective solution or worse, creates more problems than it solves and exposes you for precisely what you are—someone more concerned about the sale than the customer.

Be an Advisor

Advising your customer the best possible fit for their needs will establish you as a customer-centric consultant and form the basis for a long-term relationship.

If you’ve tried all the above and every way you know to lead the customer down the right path, yet they insist on doing it their way, then it may be time to part ways.

Not every customer is a good fit 

When a customer asks for something outside of your expertise, do you learn how to do what they want or send them to someone who knows how to do what they’re asking for?

I’ve done both. If it’s something close to my competency or something I’ve wanted to learn, I’ve taken on the task. If it’s a valued customer that needs my help and can’t find it anywhere else, I’ve done that as well. I’ve also told customers no. You must weigh the options.

The bottom line is to do what’s best for the customer, and you and that may be telling your customer no because the customer isn’t always right.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by NeONBRAND on Unsplash

 

 

 

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Identifying Workplace Bullies and What to Do About it

The time for identifying workplace bullies is now. Over the last few years, bullying in our schools has received the attention it deserves; children have been bullied to the point of taking their lives. Something needed to be done. Initiatives to identify, educate, and reform bullies in our schools have made an impact.

But bullying isn’t only in our schools or among our children—it’s in the workplace. Bullying at the office negatively impacts the workplace. It can make an employee dread coming to work, and for some—it’s a living hell. This adversely affects production and performance in the entire organization.

Identifying Workplace BulliesIf Someone’s Being Bullied, Why Don’t They Just Quit?

That is an option for the bullied employee; however, it’s not always that simple. The employee may have tenure, benefits, and income that is difficult to replace. More importantly, from the organization’s point of view, if a bullied employee leaves, you lose a valuable teammate, and the bully most likely will find another victim.

Recognizing BulliesThrowing Temper Tantrums – Even as adults, we have the same reptilian brain we had at two years old. Unchecked by our thinking brain, it can touch off fits of anger directed at co-workers, the company, or a customer.Vicious Gossiping –  Unfounded malicious talk about another’s work, activities, or character.Destructive Insulting – Calling teammates ignorant, lazy, or alluding that they receive special privileges.Not working with others – A bully may refuse to work with someone they’re bullying.Out of sight, out of mind – Unobserved, a bully may treat targets with disrespect and disdain while attempting to be the ideal teammate when observed.What If You’re the Target?

If you’re the target, the first thing you must understand is you’re not the problem. If a teammate or superior is demonstrating any of the five behaviors listed above towards you. It’s their weakness, not yours.

The worst thing any target can do is attempt to change to meet the bully’s demands. Although there is only one absolute remedy, leaving the position, other strategies may end the bullying.

Don’t wait – Don’t sit back expecting the bully to change, or worse yet, don’t try to change to appease the bully.Call it what it is – Don’t sugarcoat it. If it’s harassment or bullying, name it. Naming it shouldn’t be acrimonious. It should be a statement of fact.Talk to the bully – Let them know their behavior is unacceptable, and you will not tolerate such treatment.Go to HR – Approach HR with facts. Explain, in business terms, how the bully is affecting performance, production, and retention. Leave emotion out of this conversation. Be a businessperson.Quit – I know it may not be easy, but if there is no other alternative and it’s to the point that work has become miserable—life is too short.What if You’re the Bully?

If you recognize yourself in the bullying behaviors listed above, seek help and advice. Acknowledging that you’re exhibiting these behaviors is one thing—effectively changing those behaviors is another.

Seek council – The root cause of this behavior may not be what you think. You can often find counseling through local agencies and churches at little or no cost.Offer an apology – This may be more difficult than you think. Victims of a bully may be relieved when they’re no longer targeted, but they may not be quick to forgive.Recognize your actions – To eliminate bullying, you first must track when, where, and with whom it happens. Recognizing triggers is the first step to change. What if You’re the Company?

Your organization experiences bullying at some level. Whether it’s destructive gossip, insulting behavior, or anger directed at employees—it’s there. You may not eliminate bullying, but you can educate your staff about avoiding and dealing with it.

Go public – Make it known the company will not tolerate bullying. State the consequences.Train your management team – Teach them how to recognize bullying and what to do.Offer counseling – Offer counseling to bullies and victims.

Yes, the time for identifying workplace bullies is now. Bullying in the workplace is destructive and costly. The hostile environment created by bullying reduces production, lowers performance, and causes employee turnover. The cost of bullying in the workplace is actual and can be counted in dollars, pain, and lost opportunities. What has been done to reduce bullying in your workplace?

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Nik Shuliahin on Unsplash

 

 

The post Identifying Workplace Bullies and What to Do About it appeared first on Randy Clark Leadership Training.

7 Steps to Problem Solving and More

Why would you need 7 steps to problem solving? A decision needs to be made. It’s your call. What do you do? Throw a dart, spin a wheel, or ask the magic eight ball? Should you consult a Ouija board, or use structured techniques to analyze and plan solutions? It’s a leader’s responsibility to direct problem-solving, not bury your head in the sand and hope problems go away. Offering direction through decision-making is your job and makes you an attractive leader to follow.

7 Steps to Problem Solving Where Does Problem Solving Begin? Define the Solved State 

First, consider the outcome you desire. Describe the problem when it’s no longer a problem. What does it look like?

What do you want to achieve?Is there anything you want to keep?What do you want to eliminate?What do you want to avoid? Determine the Causes

To define the problem, you must understand the causes. Ask yourself and others the questions outlined below. Gather information and input.

What is observable?When and where is the problem?What employees, departments, tools, systems, equipment, etc., are involved?

Caution: don’t get caught up in the “blame game.” It’s not who is right. It’s what is right. Often, the first reaction to a problem is who to blame, rather than defining the problem and causes. Blaming others will not solve the problem, but it will make you an unattractive leader.

Define the Problem

Use the solved state and the causes to define the problem.

How would you describe the problem?What sets the problem apart?Where is the problem located?When does the problem occur?How can the problem be isolated? Diagram the Problem  

It doesn’t have to be pretty. Take the information you have gathered, the solved state, causes, positions, departments, systems, equipment, tools, etc., and diagram the problem. I like to take a piece of paper, write the problem in the middle. Circle it, and then run spokes to circles 360 degrees around the problem with points such as when, where, how, and who.

You can also do a flow chart starting with the problem and leading to the solved state.

Develop Solutions

Consider the following points when constructing a solution.

If the problem is complex, it may be best to break it into parts.Keep in mind, you can do something.Try looking at the problem as an opportunity to improve.Analyze. Does the solution take you to the solved state?If the solved state is clear, but the problem is hard to define, begin at the solved state and go back.People work harder implementing their own plans. Involve everyone, as much as possible, in the planning.Solve the problem that exists, not the one you hope exists. Implement the Plan

Don’t wait. Start solving the problem.

When will the plan begin? Set a start time and a deadline.Who will lead the solution team?How will progress be tracked?How will you know the problem is solved? Review the Progress

Create a follow up plan.

Is the plan realistic?Does the plan need improvements, additions?When will you meet with the team?What’s the Next Step? 

Let’s look at a few specific problem-solving techniques. I’ve included several; one size does not fit all. You may find combining techniques is the best plan for you. Develop your own problem-solving methods, borrow, create, and observe.

Use BrainstormingFreely share ideas. In a brainstorming session, there should be no judgment or criticism of ideas. This inhibits sharing. You should encourage everyone to share all their crazy, “wild” ideas.Solicit contributions from everyone: the more ideas, the better. Hopefully, an idea will spur another new idea.List all ideas. When complete, have the group pick the top 3-5, then choose the idea(s) to implement.Internalizing 

My friend Robert calls this exercise “internalization.” He gathers as much information as he can, then he thoroughly considers the information before making a decision. Gather information, get the facts, and don’t rush. Take the time you need to make your best decision. Remain objective. Don’t decide without the facts.

No matter how urgent the problem, snap decisions may cause more significant problems. Take a deep breath and ask for input from many. Too often, managers rush to decisions based on limited or incorrect information. Talk to members of the team individually in your office.

Many people hesitate to give input in a group. By conducting the conversation in your office, you add importance and control. Do not discuss the concern in the hallway or on the work floor where anyone can misinterpret the conversation.

Once you have, to the best of your ability, determined the facts, verify if the problem is covered by a system.

Internalizing within a system

Is there a system, which when followed, avoids the problem?

Are all team members involved informed about the system? If not, train them.Were there consequences out of the team’s control, not allowing the system to be used? Can the consequences be controlled? If so, how?Was the team informed about the system, yet they decided not to follow it? If so, corrective action should be considered.Internalizing Outside of a System

There is no procedure in place for this contingency.

Was this a non-repeating, rare occurrence that may not require a system? You may consider training the thought process needed to cope with similar scenarios.Was this a concern that will reoccur and requires a system? Ask the team to develop the system.Do you currently have a system that does not adequately cover the occurrence? Have the team reevaluate or update the current system.Evaluate the Process What commitments did you receive?What was learned?How can you improve your part in the process?Follow upIs the new system being used?Does it work, and is it realistic?Does it need to be adjusted or improved?Role-Play as a Problem-Solving Method

Imagine you’re in the department or position where the problem occurs

What happens?Why is it happening?What would you change?

Picture the solution. How does the solved state operate? Imagine every aspect of the end-product, the solved state, and play it out.

Use Modeling as a Problem-Solving Method Construction Model

Build the solution one phase at a time from the ground up. What is the foundation, the walls, the roof, the interior, etc.?

Recipe Model

What are the ingredients, proportions, spices, cooking time, etc.?

Other Models

How is it like a machine, other organizations, or like previous problems? Make your own model.

Don’t Change Any Plan Without the Planners!

Once a plan has been submitted, implemented, or chosen, don’t change the plan without including everyone involved in the plan.

Note: If you’re blame/excuse-oriented rather than proactive, your team will copy this behavior. You are a model for your team. If you want your team less “defensive,” it starts with you.

Make this 7 Steps to Problem Solving Work for You

How you use or don’t use the 7 steps to problem solving is your choice. As a leader, your decisions are not expected to be correct 100% of the time (unless it’s brain surgery or air traffic control). You should have an easily defined thought process for your decision. When you can do this, you have a powerful tool to analyze your mistakes, failures, and successes. Improve the mistakes, limit failures, and repeat successes.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Sebastian Herrmann on Unsplash

 

The post 7 Steps to Problem Solving and More appeared first on Randy Clark Leadership Training.

6 Ways to Cultivate Repeat Business

Every company I know wants to cultivate repeat business, but few consider how to achieve this. Everyone loses clients, budgets are cut, companies change directions, and some companies don’t survive. But have you ever lost an account you could’ve and should’ve continued to service? Has a customer ever needed new work you could’ve done, but they didn’t come to you? If you have ever lost an account to a competitor, you understand the pain and self-doubt created. What could I have done differently? What did the competitor offer that I didn’t? Why? Here are a few ideas to help you avoid losing that customer in the future.

6 Ways to Cultivate Repeat BusinessBe easy to work with 

A friend of mine became a new manager for a loan company in a failing branch. The corporate office was considering closing the branch. In three months, my friend made it the number one office in the district. Corporate sent auditors certain they would find loans that didn’t qualify by company standards. The auditors not only didn’t find “bad” loans, but to the contrary, the office received the highest grade possible.

The loan company specialized in high-risk loans through auto dealerships. They would offer loans to potential car buyers that auto dealerships couldn’t finance. Most loan officers waited for the auto dealership to call in applications, then process them. Instead, my friend scheduled visits to every dealership in his area and told the branch manager not to worry about picking and choosing applications; he simply took all the applications and sorted them. So, what could you do to make it easy for your customers to work with you?

Send customers to your customer 

If you want to thank your customer, send them business! They may return the favor. Call your customer and inform them of the referral. Don’t accept a gift or charge a fee. Let them know having them as a customer is more than enough.

Make it easy to communicate with you 

Ask you customer their communication preference. Don’t assume because you like email or text that they do as well. Learn how and when they want to communicate and then follow up.

Stay ahead of your customer by communicating information pertinent to them, such as the progress of an order, before they ask you. Stay ahead of the game.

Under-promise and over-deliver 

Meet or beat your deadlines. Follow through on your commitments and promises. If a deadline is unrealistic, do not agree to it. It’s better to explain why a deadline is not realistic up-front than to miss the deadline. Offer the best product and service to meet the customer’s needs — not necessarily the most expensive.

Add value

Set up a time to inspect the work. Follow up on a recent job or determine how an older project is meeting their needs. Ask your customer for their advice and input, then meet with them to complete a survey about your work, their future needs, and referrals. Invite them to a seminar at your office.

Offer to conduct free training or workshops at their office. Introduce them to others in your office with expertise, which could help your customer, whether it directly relates to your product and service or not.

Keep your name in the customer’s mind

Visit, send thank you cards, get opt-in permission for an email newsletter. My real-estate agent from 2001 continues to send me birthday cards, interesting tidbits—even an occasional ticket to an event, and you know what? I recommend her. She did a great job helping me, and her name is front and center.

Knowing how to cultivate repeat business is easier and less expensive than finding new customers. Not that you don’t want both, you do. However, if you offer quality products, excellent service, and have  an outstanding reputation  then when you cultivate repeat business those customers will send you new clients.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Christiann Koepke on Unsplash

 

The post 6 Ways to Cultivate Repeat Business appeared first on Randy Clark Leadership Training.

Leaders Know When to Let Go

Are you in a leadership role? Do you know when to let go? I’m a control freak, and it seems both my adult daughters are, as well. Huh, I wonder where they got that? 

I remember an awards banquet I coordinated several years ago. I had the evening planned to the last detail. Every activity was listed down to the minute, from who would present each award, for how long, and what the band would play as the presenter left the podium. 

I had accounted for every moment of the banquet, and timing was critical, at least in my mind. The administrative staff came to me minutes before the ceremony kicked off and asked if they could gather everyone to the stage for a group photo. I said, “no.” It wasn’t in the book, and damn it. I was in control. 

Thank goodness I came to my senses, and we added the photo opportunity to the evening. My point is, don’t let being in control get in the way of doing what’s best. Know when to let go.

Know When to Let Go

• If someone has a better idea than you, let them use it. Yes, that’s right — someone may have a better idea than you.

 • When someone on the team wants to prove you wrong by making their plan succeed, let them prove it.

 • If it’s time for innovation, a new approach or perspective may show opportunities you didn’t know existed.

 • When you need a break, you can share some of the burden and the fun with others. Not only could they rise to the occasion, but you will benefit from the renewal.

 • When others, through their hard work and proven track record, have earned the right to take the lead.

 • To keep creative employees happy. Maintaining employee happiness isn’t only about money, benefits, or time off — it’s about being “in” on things, a part of the decision-making process, and being recognized as a valued member of the team.

 • When your team is passionate about a project, let them run with it.

 • When your team or individuals are ready to take on more, let them. How will they learn and grow if you’re always in control?

So, Do You Know When to Let Go? 

Are you a control freak? If you answered no, are you sure? Do any of the bullet points sound familiar? Do personality tests indicate you may be disposed to wanting to control … everything? Do you find yourself disagreeing with co-workers on how to do even the simplest tasks? Maybe, just maybe, it’s time to step back and let someone else have a little control, but not too much.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Brett Jordan on Unsplash

 

The post Leaders Know When to Let Go appeared first on Randy Clark Leadership Training.

7 Activities Leaders Avoid

Do you have an idea of some of the 7 activities leaders avoid? In a previous blog, What Makes a Leader Attractive? I outlined a few characteristics of successful leaders. But what makes someone unattractive as a leader? What should people in leadership avoid? Regardless of your position, title, or role, if people don’t want to follow you of their own accord, you’re not a leader. A leader has followers — do you?

7 Activities Leaders Avoid 1. Finger-pointing 

One of the quickest and surest ways to lose followers is to finger point. Even if it’s warranted, it will not solve anything. Rather than finger point – find solutions. If someone requires a critique, do it privately and make it a teaching opportunity. Take the emotions out of it, and don’t make it personal. It’s not who’s right. It’s what’s right. The only person, a leader, should point fingers at is themselves.

2. Self-serving 

Leadership is service. True leaders take on the responsibility of serving others. Anyone who accepts a leadership role strictly for personal gain is doomed to fail. The success of those who enjoy helping others is measured by the followers they serve. 

3. Playing Games 

Political maneuvering, pitting one against the other, and withholding information are not games followers enjoy. Those who are not forthright, honest, and open will not gain followers.

4. Creating Drama 

There’s enough real-life drama in the world without creating more. Don’t make a mountain out of a molehill. Not everything is urgent, and if you make it so, you become the boy who cried wolf. People seldom follow those who create and are surrounded by drama.  

5. Negative no-saying 

If you tell others what can’t be done, that’s what will happen. Those who are quick to point out the downside become energy vampires draining the drive out of teams. Followers don’t want to hear what’s bad or wrong constantly.

6. Not making decisions 

Leaders are not wishy-washy; they make decisions based on the best information available and lead others in their vision.

7. Showing anger 

If you want to lose followers, get mad at them. Bullying will only push them away from you. It’s never worked in leadership, and while it was more prominent in the past, it’s no longer acceptable. Hold it in, don’t do it, or don’t try to lead.

I’ve Done all 7 Activities Leaders Avoid

This post was easy for me to write because I’ve done every single one of these at one time or another. You can be like me and learn these 7 activities leaders avoid the hard way, or you take the lesson from me and strive to avoid these 7 activities. Believe me. The latter is easier. 

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Nong Vang on Unsplash

 

The post 7 Activities Leaders Avoid appeared first on Randy Clark Leadership Training.

How to Prepare for a Networking Event

How to prepare for a networking event isn’t one size fits all. I have one networking event, two meetings with networking opportunities, and a virtual conference all scheduled. Sound familiar? If so, are you ready to get the most out of your networking opportunities? If you hesitated one millisecond with your answer—you might not be as ready as you believe. But I have good news; it’s not all that complicated or time consuming to get ready, and it can be fun.

How to Prepare for a Networking Event

Preparation begins by asking yourself a few easy questions—who, what, when, where, why, and how.

What and where – What do you hope to gain? Are you seeking a new position, business connection, client, or vendor? Know your priorities before the event. What do you need and where do you need help?

Who can you help? Who can you help and how can you help them? Are there people attending who you could connect? Will one of your customers be there and can you send prospects to them? Is there a way you can help that has little to do with your business but would be impactful?

Who can help you? – Who can help you and how can they help? Review the attendee’s list to determine who can offer assistance and who could introduce you to those who can.

When will you network? – Will there be time to network, before, during, or after the event? Should you arrive early because an influential presenter may be available? Have you thought about who you’d like to sit with? Are you prepared to introduce yourself and offer a compelling reason to set a meeting? Why should anyone help you—what’s in it for them?

How will you follow up? –  Decide how you will follow up with connections—don’t leave it to chance. If you know who you want to meet and what you hope to gain then complete the process with a follow up plan. Are you ready to meet your next big client? If so, offer to take them to dinner. Did you connect with someone who works where you’d like to work? Set up a visit. Be prepared to send information, meet for coffee, or set a time to give a presentation.

What else should you consider?

Now that you understand what you want and who can help you achieve it, you need to be sure you have the means. Here’s a short checklist of the tools you need to meet your networking goals. It’s not difficult so don’t overthink it.

_______ Business cards – bring more than you need then put a few more in your bag.

_______ Apparel – be yourself but dress for the occasion and a little more, but don’t overdo it. Don’t wear a tux to a tweet-up.

_______ Attendee list – note who you want to meet. There’s no need to memorize the list; take it with you and use it to avoid missing someone.

______ Elevator pitch – have your pitch or pitches prepared—30 seconds and 30 words geared toward attracting others to continue the conversation.

______ Resume – if you’re in the job market shouldn’t you have copies of your resume?

______ Collateral material – I wouldn’t willy-nilly hand out brochures and product information, but I’d want it available to clarify a point or strengthen a connection.

Once you know what you want and who can help there’s not much to it. With a little foresight, planning, and the proper tools at your disposal you can become a networking superhero. I have a fun question for you. Of the tools listed above, what have you forgot to bring to a networking event? I once attended a Chamber of Commerce networking event and didn’t have a single card on me. Not one. Ouch.

How Can I Help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Becca McHaffie on Unsplash

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17 Activities Successful Sales Managers Embrace

What are the ingredients to a successful sales managers recipe? Is it hitting targeted sales quotas, building a roster, developing relationships with clients? Yes, it is, it’s all of the above and more, but what activities help successful sales managers reach these goals? As I’ve said more than once, you cannot do a goal you must do activities to effect change. Here are 17 activities successful sales managers embrace.

17 Activities Successful Sales Managers EmbraceCoach

A coach develops players and molds them into a team. They do this by understanding the needs of individual teammates and giving them the tools to succeed. “One of my mantras is that you manage projects and lead people. I guess if we’re talking about managing versus coaching it would read you manage the game but coach players. Are you doing both in your workplace?” — When to Coach and When to Manage

Train

Successful sales managers understand training isn’t a one and done proposition but is a continuous process geared to individual learning styles. “Too many trainers only teach how they learn. Too often, when a trainee does not grasp the information, we think less of them (What are you … stupid?). Consider the question, “How do I adjust my training to their learning style?” — How not to Train

Direct

The best managers give their team the direction they need to succeed. “Mission statements share what a business stands for—their overall goals. Vision statements address how a company will achieve the mission by sharing direction and strategies. A Statement of Purpose should clarify why the mission is important, by communicating the purpose of the organization’s mission.” — Why Your Business Needs a Statement of Purpose

Protect

Sales managers who get the job done have their teammates backs, and by doing so develop a team of loyalist who will do what it takes to get the job done. “Don’t confuse project management with leadership. Projects are managed—people are led. Leaders lead people. It’s that simple. And it’s that complicated. To lead people, one must care about people.” —  Leaders Go to Bat for their People—Do you?

Hold People Accountable

No one has ever been helped by being allowed to fail. Good managers know this and understand accountability is a form of help. According to a Harvard Business Review Report, 46% of managers are terrible at holding staff accountable; One out of every two managers is terrible at accountability. I’m surprised. I thought it would be higher. I’ve seldom seen managers good at accountability, including me, for most of my management career.

Follow up

Whether it’s training, customer service, or delegation, managers know that follow up is a major key to completing tasks successfully, especially with new employees. “New employees make up their mind to leave your organization sooner than you think—some make the decision on their first day. The best way to find out where a trainee stands is to ask them. At the end of the first day sit down one on one and ask about their day. Ask what wasn’t as they expected, what questions they have, and where they need help. Take a minute and ask for their input and opinions. Don’t wait 90 days for a follow-up, 90 days is too late. Check in with new team members at least once a week; once a day is better.” —   Your Best Employee Retention Plan

Set Goals

Rather than focus on results, the best sales managers set goals based on activities. “If you want goals taken seriously, it starts with the team leader. A team leader must take goals seriously. Serious goals are researched, analyzed, written, reviewed, re-read, and shared. It’s not easy, it’s time-consuming, and a lot of thought must be put into it.” — 6 Ingredients of a Goal

Share a Vision

People who share a vision are more focused on the outcome than those without. Good managers share a vision for the team as well as the individual. It starts by creating a vision that fits your culture. Where is your organization going? What’s down the road? Do you see and recognize every possibility? I ask because so many leaders get stuck in the trenches and find it difficult to see the forest for the trees. So, maybe it’s time to bring in the cavalry. Ask a couple of loyal and valued employees, ask a mentor, enlist a vendor, seek out local businesspeople you respect, and form a vision team. Because you never know what they may see in your future.

Motivate and inspire

Motivation isn’t one size fits all, effective sales managers know this and take the time to learn the individual motivators of their team members. The first key to motivating anyone is to understand WHAT motivates him or her; too often, well-intentioned leaders attempt motivating their team with what works for the leader. What motivates the leader seldom motivates every individual on a team. And to complicate matters, motivational factors change.

Review

Action plans, training, and goals need reviewed. Most leadership initiatives are fluid they aren’t constant therefore they require continuous review.

Observe

The best managers spend time with their team watching them in action and using their observations to recognize positive behavior or as a training opportunity.

Connect

Effective managers act as a liaison between departments, vendors, and customers.

Hire Character

The managers who rise above the crowd learn that character is more important than skill when developing a team and hire for character first. I believe experience and knowledge are useless, if not destructive, without character. Hiring for character takes a tremendous amount of work. It’s so much easier to hire for experience because it reduces the need for training. Consider whether some of your best employees are people who came to you with little or no experience. Have you worked with experienced and knowledgeable people who caused problems due to poor character? Here’s an example of hiring for character. —   The Rockettes, Your Business, and Recruiting for Character

Set an Example

Setting an example doesn’t always mean doing the work it means approaching every activity with the same integrity, work ethic, and discipline that you expect from your team.

Celebrate

Managers who are in tune with their team recognize positive behavior, milestones, and victories. “One of the best ways to encourage repetition of positive behaviors is to recognize those behaviors.” — How Recognizing Employees Helps your Organization

Share Mistakes

Teaching a team, the pitfalls to avoid as well as the mistakes you’ve made might be more important than sharing your successes.

Pick One of the 17 Activities Successful Sales Managers Embrace

Above are 17 actions that successful leaders use to develop and direct a team. I have a challenge for you. Pick one to improve. Not five, one. If you have more than one to work on, then pick them off one at a time. If you think you are following all 17, then pick one to take from good to great. Have fun.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

So, does your business have a management training plan? Because, if not, many organizations, large and small, use my book, The New Manager’s Workbook, a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Campaign Creators on Unsplash

The post 17 Activities Successful Sales Managers Embrace appeared first on Randy Clark Leadership Training.

10 Networking Introductions to Break the Ice

So, why would you need 10 networking introductions?  Because you’ve been there. We all have. It’s the pre-event networking 30 minutes, and you only know one other co-worker and the bartender, but he doesn’t count because you just met him two minutes ago. The question is, do you stay with your co-worker, sit at the bar, or talk to a stranger? Okay, so you know you should talk to a stranger, right? However, how do you introduce yourself? Do you barge into a conversation, and isn’t that rude?  You could stay close to your teammate and the bartender and hope someone introduces themselves to you OR you could try one or two of these 10 networking introductions.

Breaking the Ice with 10 Networking Introductions1. How can I help you?

Asking how you can help someone is my go to networking intro. It may begin as “What brought you to this event?” and could progress to “Who would you like to meet?” but it usually opens a conversation.

2. Give-it-away, Give-it-away, Give-it-away-now

I was at an event where one of the speakers went around the room handing out a square aluminum bottle opener, which held his contact information. It was his business card, but the best thing he did was use it to open up conversations with total strangers. Brilliant. Beyond the Business Card

3. Start with a Joke

It doesn’t need to be said, but I will; only share non-offensive, appropriate humor. Humor that fits the event is best. For example, if you’re at a marketing convention try this, “How many Marketers does it take to screw in a light bulb?  None, they’ve automated it.” — Hubspot: 10 Cheesy Marketing Jokes.

4. Ask for an Introduction

Start by asking your friends  and co-workers who they know. After you’ve begun a conversation with a new acquaintance, ask who they came with. “So you came with your team? I’d love to meet them.”

5. Listen

What’s more appealing than someone who’ll listen to what you have to share at a networking event? Be that person. Be the listener.

6. Practice

Pick a couple of ways to introduce yourself and then practice them. Say them out loud, record yourself, ask a teammate to role play, and attend several events, virtual or in person, to try them out. You’ll improve and become more comfortable.

7. Ask for Advice

Approach an individual or group. Introduce yourself and then ask for advice. It could be a question about the presentation if there was one. It could be about the event group, or it could be about your industry. Regardless, asking for help lets others share their knowledge, which is a great way to begin a conversation, and you may learn something.

8. Be Inviting

Be someone you’d want to chat with. Smile, make eye contact, and avoid defensive body language. Don’t cross your arms in front of you, hide behind furniture, or sit at the bar all night.

9. Compliment Someone

If there was a presentation, compliment the presenter. Walk up to a group and say, “You look like you’re having the most fun here, may join the conversation?”  You could tell someone how much you appreciate their product or service. CAUTION: Stay away from compliments that could be considered invasive or forward.

10. Make it Fun

I’m an extrovert. I’m not shy. I make networking look easy, but it’s not, and it’s not always easy for me. I’ve worked hard at making it look easy. I’ve practiced, and improved my networking skills, and so can you, and when you do it’s fun.

Here’s a Challenge for You

Pick two of the 10 introductions listed above, practice them, and then attend at least three events with networking opportunities in the next 30 days. If you can’t find three events, set up a virtual or in person meet for coffee. Leave us a comment, and share how it went. Thank you.

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

So, does your business have a management training plan? Because, if not, many organizations, large and small, use my book, The New Manager’s Workbook, a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by LinkedIn Sales Solutions on Unsplash

The post 10 Networking Introductions to Break the Ice appeared first on Randy Clark Leadership Training.