I thought it was a good idea to to start a business blog to supplement the journal articles I write on change management.
(PDF Articles) I trust that some of the issues raised here may be of interest to you to pursue away from this blog of ideas and thoughts. The blogs run in date order with the most recent at the top of this page.
Conference: Trends in Customer Behaviour & Multi Channel Delivery
Another Conference for Financial Services and this time extremely content rich. I was tired at the end of the day with active listening, note taking and questioning my own assumptions. It seems from the research and the papers presented that many businesses still need to review their understanding of delivery to the customer, customer expectations and service delivery through a range of Channels.
The main themes for me confirmed all my prejudices. We need to:
Redesign our organisations and the cultures around the emotional needs and wants of the customer.
Realise that the culture is the competitive edge of the business and recognise there is absolutely no business, without retaining existing and acquiring new customers.
Understand the emotional needs of the customer and bond with them to create life-time value.
Concentrate on Culture and Organisation, utilise our people to create processes that impact customer satisfaction through cutting edge information delivered through technology
Technology is not the solution - people and processes harnessing that technology is the key
For those in Financial Services or any aspect of Retailing, I would suggest that you requested papers or further information to hone your own business.
Chaired by Prof. Charles Munn, Marion McDonald from Charteris created the right fast moving atmosphere by unveiling the research findings from their work with Giraffe Consulting. Stephen Regan from Cranfield delivered his own humorous fast paced review on 'Drivers for Change' - drawing on his research on European trends in FS.
Scottish Widows' exuberant Carole Mansley
Director of Business Transformation outlined the value and relevance of case studies of her career long interventions, ranging from Tesco re-engineering to her role today in FS. Applying theory to real world cases is what gives me confidence that the challenge can be achieved in practice.
Martin Chitty from Charteris provided a dry and illuminating review on dealing with multi channel delivery to customers through Retail in general.
Summary - a great conference with key issues that companies need to embrace in order to compete in the ever changing future. One final thought - why does Nick Price from Bright Purple Resourcing always appear at every event - does he really know everybody?
Trusted Lieutenant Syndrome and the Downfall of CEO's
My good friend and co Director of Woburn Consulting Peter and I were discussing a really important issue which impacts many in management positions. It is not just the CEO who is the key victim of this terrible disease it can apply to anyone who manages others..
The downfall of many senior executives resides in putting too much faith in their 'trusted' 2nd Lieutenants. The syndrome works like this. In the years prior to the meteoric rise to CEO status, the soon to be CEO shares special friendships and bonds with people on the way up through the business.
As you would expect, these special friendships can result in quite junior people becoming a trusted advisor to the 'soon to be' senior manager or CEO. Okay, friendship is fine but often can result in favouritism or nepotism. For instance, what happens when this friendship results in junior, less experienced staff having the ear of the CEO and becoming part of the cabal of advisers to join the CEO in the hallowed realm of the Boardroom? How does this affect the relationships with other Directors and senior managers?
For others, it creates resentment and confusion and crosses the lines of responsibility. Several decision-making cultures confuse 'delegated responsibility' and the politics of envy arise between those who have the 'ear of the CEO' and those who do not. Those who are senior but don't have the ear of the CEO, often plot to remove the source of power which resides with the 2nd Lieutenant. Sometimes, some senior managers have whole armies of 2nd Lieutenants who are appointed to special positions!
The 2nd Lieutenant syndrome affects those CEO's who are not self assured and surround themselves with less able but friendly faces. This becomes evident when positions of authority and power are handed to less able people. Everyone knows what is going on, but no one says anything!
The major problem the CEO is unaware of is that, although special and has employed their skills and expertise to rise quickly through the ranks, their old companions have not. While the CEO can easily filter through strategic options, the CEO fails to recognise that his or her 'old buddies' do not have this capacity. The best advice is be nice on the way up but not too nice! You have to consider what is in the best interest of the business.
Part of the reason for this behaviour is that in reality the CEO may lack confidence in their new role and rely on his or her 'buddies' to cover his back or deliver when others in the business are assessing the CEO's performance. Over reliance on the old network and contacts is the downfall of many. In this instance, the CEO has failed to manage - his or her personal change and the past and future relationships.
Here are some of the symptoms of 2nd Lieutenant syndrome
Over reliance on staff from a past era - who have failed to progress at the same speed as the CEO
Special projects run by staff that do not have the experience or the status to see them though
Preferential treatment given to the 'inner circle'
Inappropriate and inequitable rewards to those in "the family"
Second and third chances for redemption applied to some when others are admonished for poor performance
New appointments to key positions being transferred to the CEO's cronies
If the CEO fails to 'wake up' to the fact that her or his friendships confuses performance in the business the 2nd Lieutenants frequently screw up sooner or later - usually on important strategic projects. It's not surprising that 2nd Lieutenant syndrome is the reason why many CEO's fail.
Do you have a 'right hand' man?
What impact does it have on relationships and politics in the business?
For your information this 'syndrome' was captured many years ago in the Harvard Business Review as being one of the three reasons why CEO's fail. To find out the other reasons you'll have to tune into the Blog later in the week.
I love my work. I love working with companies to improve performance. I like the idea that improving performance actually impacts security for all. What I don't like is mediocrity.
What I do is focus people's attention on growing the business through paying attention to generating new business and eradicating waste.
Unfortunately, not all businesses operate like this. For some businesses its business prevention day, everyday! Now I know it permeates most industries but the focus of my attention today is automotive retailers.
There is so much opportunity for improvement in the automotive industry especially with the retailers. My wife's car had been giving her some trouble and it appeared that it requires a new catalytic converter costing £700 - not a cheap job and probably worth a reasonable profit for those willing to do the work.
After diagnosis of the problem, which took two days at the start of last week, the service people told her that they would order the relevant part and then phone to arrange installation. As they had not phoned by 4pm today she phoned them to be told "Oh I have not ordered the part, we did not know you wanted to go ahead with the repair!" This despite my wife already booking a courtesy car to be made available for her while her own car was off the road in the coming week.
It pains me to see this business in such a state. It would be so easy to turn things around, through a positive focus on customer engagement, satisfaction which would lead to retention and loyalty.
Do I have to sell the car to myself?
This is not the first problem we have experienced with this Dealership - no wonder we usually rely on KwikFit. This is the same dealership that failed to respond to a request for an evaluation of her car with the intention of purchasing a new vehicle! It's worth knowing she has bought four cars from this dealership over the years so you'd think they would focus on maximising the lifetime value of cars that she purchases!
Last summer they appraised the vehicle but did not follow up the enquiry. A new Volvo costs anywhere from £18 - £30k+, which I would have thought that would have been sufficient incentive to take action! Again, there is real scope for life time retention of a loyal customer but this can only come about through focusing on customer delight.
Generating New Business
Much of what I do in my consulting practise is about generating new business, improving responsiveness to customer needs and eradicating waste. As a customer, when I am confronted with such opportunities for improvement, I am confounded by the lack of interest or care displayed by staff for the success of their business.
Take Good Look in the Mirror
I really do wonder what other failures have reduced any bottom line profit in that dealership.
Quantifying failure through assessing customer satisfaction diagnostics would serve that dealership well. It's a shame they don't know how much they are haemorrhaging money everyday and the number of opportunities they let pass by.
The retail automotive industry is under severe threat and yet there is so much opportunity for improvement. When will they wake up to the reality and pay more attention to the customer who ultimately is the lifeline of their business?
"Secondary Gain" : Halting Organisational & Personal Change
Did you know that one of the biggest blocks to personal change is the secondary gain of staying the way you are?' Although people give the impression they want to change, grow and develop, there is an equal force holding them back. This also holds true in a corporate setting.
Secondary Gain inhibiting Patient Recovery
We first came across this concept in HealthCare. The examples included patients who, although receiving medication and extensive physical and psychological care, simply did not gain the expected wellness or their rate of improvement was barely visible. This puzzled doctors. Why was it that some patients got well and others remained sick, even through they were on the same health regime? Why was it for some patients that the symptoms disappeared whilst others remained unchanged?
Research found that in some cases this was due to 'secondary gain'. Often, the reason for not getting well was the pleasant experience of "being "special, being cared for, having social and psychological support and gaining the loving attention of friends and family".
Gaining health would diminish or remove the 'secondary gain' they were currently receiving. The motivation to stay ill or not regain health was 'attention and love' which would be taken from them should the illness disappear. In other words, if the patient returned to full-health this attention and affection is perceived to be switched off".
Relationships, Decisions & 'Secondary Gain'
In relationship-counselling it is well known that secondary gain can unravel all the good intentions of one partner to regain health, stop drinking, and lose weight - while the other partner makes no change to their lifestyle. When people decide to change their life, dump the excess weight and step up to the fitness regime and healthy lifestyle they may have more choice in the decisions that are available to them. Often, the range of options and choices that they have available will radically increase. Taking new perspectives on life automatically will lead to questioning old behaviour, current behaviour and future possibilities.
New Life, New Choices
While one partner is striving for fitness, a new vibrant outlook and a new streamlined physique they will experience a new found confidence that flows to them. This may be the very 'epiphany' that makes them question the foundation of their current situation.
Undoubtedly, this may offer new options and choices for them. Obviously, it can go either way. The person making the change may decide a new route for their life and commit and action that. Alternatively they may look at the "pain" they will experience of moving on and ask "is it worth it - what will I lose? Am I certain that change is for the better for me?" Doubts will arise.
Personal Change & Tough Decisions
The confidence of losing weight, gaining new confidence and forging a new identity and career may be too much for the person undertaking the transformation. It may force them to make new 'risky' decisions based on a different perception of their relationship with others. Because this offers new often, painful options that could completely change their life they decide to forego their new future and settle for less.
Settling for Less v Mastering Potential
We often see this in social groupings in communities when people appear to want to advance but do not. This is due to 'herd mentality' and 'group conformance'. Groups and communities (large and small) develop unwritten rules and beliefs that may hinder people moving on up and out. So, although the teenager gets the opportunity to move from their disadvantaged background from his community to attend University in a new setting - there are strong ties holding them back. The "Who do you think you are" and "What makes you so different to us" syndrome can all hold personal advancement in limbo. That's one reason that some talented boys do not do well at school. It's not cool to be seen as an achiever - it's best to become part of the pack and conform to the norms of the social group.
It's cool to be Average or Mediocre!
It happens in business also. Consider this in terms of organisational change. Why doesn't a talented manager or team player commit to the development that will take them to the next level? Why don't people take the risk and move to that new job that can open up a huge new world of opportunities?
'Secondary Gain' kicks in again. The 'gain' is receiving the approval of the social network and group that you are part. Not moving on says a lot about you. It means you accept the norms of the group - that you want to remain loyal and part of the group and that you respect the code of the group. You legitimise the groups code and reinforce behaviours and values of that group.
The old excuse, "I am no worse than anyone else" is not the empowering thought will take us all to the next level!
Is 'Secondary Gain' holding you and your business back?
Conformity and the personal 'secondary gains' often stops progress and prevents people advancing and achieving their potential. It's worthwhile asking yourself the following questions as they relate to your business and you as a person.
What are the possible benefits of not changing, and staying as you are right now? List them - all of them!
What are the upsides of not dealing with the problem as they affect you now?
What are the downsides to having the solution and changing your life or career?
What were the bad things that happened the last time you achieved a solution?
Will others know who you are without this problem? Will YOU know who you are without this problem?
In what way will not having this problem make you seem unimportant … too similar … too different?
In what way will not having this problem be unsafe … dangerous … stressful … insecure … uncertain … unfamiliar?
Will having the solution change others' perceptions of expectations of you? Will it change YOUR expectations of you?
Will having the change in personal identity impact other aspects of your organisational and personal life and are you prepared to deal with these?
I have been working with some of my colleagues at 'Woburn Consulting'. on a new series of articles to be shared on the website. I also have been writing materials publicising two events taking place on the 8th and the 23rd April, both at the Royal Scots Club in Edinburgh. The first event is entitled 'Brand You', and the second event is How to become a Change Master.
Writing has always been second nature to me and I guess always working in the world of learning and change has encouraged to me publishing ideas. In this search I uncovered a PROCESS which aids the creation of new material. Let me share this with you.
Once you grasp the concept, I know that these five steps can - and DO - work for anyone who is working on any kind of creative process. Anything that you create has to start with ideas.
My clients and I have been using these five steps for several years. They can be taught very easily.
Five Steps in the Creation Process
STEP 1: Foraging Seek out as much information from as many sources as you can. The more widely you "forage", the more success you will have when you go to the next step. Scan wide and deep.
STEP 2: Sorting Organize the information you have gathered into personally meaningful categories. Some things will be for the project
you are working on now, some will be for later, and some you just don't know what they are for, or will be superflous to your needs.
STEP 3: Incubation When you have thoroughly sorted all the information you have, the project needs some incubation time. Just put it away and leave it alone. The incubation period can be as short as five minutes, five hours, five days or even as long as five years or more.
You will know when you are ready. You will have a "idea is switched on" AHA! moment, when suddenly the only thing on your mind is to get to the keyboard and start madly capturing it all.
STEP 4: Writing & Finalising the Product Just do it now. And ensure you have done the first 3 steps.
STEP 5: Editing This step cannot be taken until the previous 4 steps are done. When there is nothing else left to do - just edit!
Would you like to know how to use them to ALWAYS orient yourself within the process, and to use them to easily bust your obstacles and get back on track?
Understand that the 5-step process is a living creation.
It's natural to repeat one or more of the steps, any time that you feel stuck. What the "stuckness" is telling you is that you need to go back and do more work on one or several of the previous steps.
When that happens, just know it's a natural part of the process. Expect it. And be confident in the fact that you know what to do to get back on line!
Are your Blocked?
When you reach a moment when you feel lost or stuck, just think about the five steps. Which ones have you done? Where are you in the total process? Think about the previous steps, not the future ones!
Don't try to edit work before you have gone through the previous four steps. You cannot edit or critique your work before you have completed all the previous four steps. You WILL encounter blocks -- because the process has not been followed in the formats I have outlined.
Blocks to creativity are not so much the result of being a "bad creator" rather the result of not knowing that it IS a process, and where you are within that process.
Bathe in the Rewards of Creativity
At the end of any writing session, acknowledge to yourself what step you are working on, and what your goals are for completing that step. This allows you to sharply focus yourself within the 5-step process, and gives you confidence that you know what you are doing. And that confidence is something you will come to appreciate more with every step you take.
Consultative selling is about selling to customers using the selling strategy they like to receive. It's about identifying the customer's UBS - their 'unique buying strategy'. Consultative Selling is focused entirely on winning rapport with the customer or prospect. Few salespeople are skilled in the area because this UBS strategy is focused on "others" rather than "self". You may agree that most salespeople's selling strategy is based on their USP, rather than the customer's UBS.
Customer Delight and Zero Buyer Remorse
You will not be surprised to hear that some responses and strategies are based on scripted language patterns, that enable rapport building to lead to an automatic closure with the customer desperate to complete the process. This results in customer delight and zero buyer remorse - simply because the customer felt they controlled how they were sold.
Language Patterns & Scripts
Scripts are essential in enabling Consultative Selling techniques. You probably saw Helen Mirren on the TV news or perhaps pictured in newspapers - maybe even you invested more hours than that and stayed up all night to watch the 'Oscars' recently.
Every single one of the actors who won one of the coveted stately figurines had one thing in common - and it's exactly the same 'thing' that every other actor has in common - regardless of whether they appeared in the latest blockbuster movie, the hottest soap or even a 'black and white' talkie. They all have rehearsed.
Rehearsal and scripting is the cornerstone of Effective Communication
It was often said about Sir Winston Churchill that preparing for a 30 minute speech on the Radio took him minutes - but preparing for a 3 minute speech took him days.
What does this have to do with you achieving success?
Simply this, when you interact with those who provide the revenue to your business - the customers - then preparing, rehearsing and polishing your scripts will pay healthy dividends.
Remember, a fluid salesperson is someone who is so well rehearsed that they can draw on any strategy to meet the needs and wants of the customer
Rehearsal enables you to use all your skills. Scripting gives you more options and "less things" to have to think about when serving your customer. A recent article may be of interest to you - click here for 'Selling Magically'.
Communication is what is received not what is written
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The
phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheearch at Cmabrigde Uinervtisy,
it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm.
Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe
Just suppose you were able to acquire the strategies and skills of superior persuaders. What impact would that have on your career and your life? After running several recent events in Scotland we have decided to launch a series of new workshops focusing on you as the 'Brand'. The whole focus of our work is on taking the interpersonal competence of delegates to a new level and is applicable to whether you are in customer management, sales, purchasing, HR, consultancy, training etc.
Consider, undertaking an audit of your own personal style using Jungian analysis and various other profiles and then practising the techniques in a variety of contexts. What could be more important than being at the forefront of the art and science of persuasion? For further information on "Brand You", download the details here and see for yourself the structure and benefits of attending the Workshop.
Wanting to watch all the Rugby Games on Saturday I decided to take stroll around a few car dealerships early on Saturday morning. I was amazed at the lack of focus to selling cars in two dealerships. How long did I have to walk around the showrooms before someone came over to ask me if I needed any help? It is not that I was looking particularly intimidating. You know, I think they are just scared of sending potential customers away!
Take a Risk
I also believe that the sales industry has been replaced by 'order takers' who are there to qualify customers who have already made up their mind. What is interesting is the Auto Industry is in for a big surprise - if they have not felt the sound of change reverberating in their ears.
Internet Research
Previously, customers would go along to a dealership with a flexible view to find out more about the cars etc. Now the average customer will have spent several hours on the Internet researching the vehicles - so much so that they probably know far more about the cars and the finance deals than the sales staff.
Auto-Finance - Big Threat
What is really scary for Dealerships is that today's average customer will have arranged finance for purchasing vehicles before they ever visit the Dealership. So goodbye captive Auto Finance providers! Unless Auto Traders and dealerships wake-up to this reality, develop strategies that understand the dynamics of the customer pathway to purchasing vehicles and arranging finance then they could be in for a sticky, unprofitable future.
They are going to have to become 'marketing geniuses' in order to drive people to their forecourts, otherwise they will perceived as no more than a 'commodity' supplying what the customer dictates.
It has been some time since I attended a Yoga class - probably 25 years at University. Walking through our local gym I noted a free demonstration for a Yoga and Meditation class. I entered the class and experienced my most relaxing hour for some time. Two of my buddies are working their way back to health so DFC and NP I recommend the Yoga - but don't overdue the Lycra - it would be too scary a sight!
Perhaps that is an idea that will permeate my new upcoming workshops entitled 'Brand You'. More on this later.
I am getting lots of interest in my article on the Persuasion Paradigm. So much so that we are building it into our open workshops. It is interesting looking back as well as forward. Revisiting my original ideas and concepts of sales training has been really productive. I see everyone in business as having a sales role.
It matters not whether you are a team leader, a team member or even a specialist who works in isolation. We all have the need to influence or persuade others. Although we may not be customer facing we have the opportunity to influence others - even if its only in the 'supply chain' in the business we work in.
To be truly effective in sales we have to walk a mile in the shoes of those we are attempting to influence or persuade. To sell with integrity and honour means to subjugate your interests to those of the client.
You have to appeal to the UBS (unique buying strategy) of others. I have no interest or patience in any other sales technique which does other than service the customer.
Integrity and Honour in Sales
This comment is for those 'hard hitting' - 'win-lose' sales mavericks out there - "LISTEN". The best selling strategy is not forcing our options, wishes and solutions but rather serving the interests of others. The word "sales" is derived from the Norwegian word 'Selje' which means to serve. I like that because it fits my model of the world perfectly.
Another element of designing an effective sales process is to pay attention to the motivation of others and also their values. 'People do what they value and value what they do'. This being the case, then it's probably a good idea to listen for the values and the UBS of others and then when meeting their needs appeal to these values. (You may be interested on attending one of our half-day taster sessions on being held in April in Edinburgh and Milton Keynes).
Motivation - Towards and away From
It's simple really. We are motivated by pursuing pleasure - which is a 'towards motivation' and also by avoiding pain which is an 'away from' motivation. I picked this up many years ago when attending one of Tony Robbins sales seminars on his first tour of the UK.
An 'Away from' motivation is a primer to take ACTION and be DECISIVE
A 'Towards' Motivation is to make that action into a DAILY HABIT.
It's easy to get someone to do something once. It's more difficult to turn it into a Habit - yet this is the cornerstone of our ability to adapt and change. Helping people acquire new habits, in leading change, building teams or selling more effectively, is what I do.
Ostensibly this all resides in helping people themselves to become change makers. If we cannot change ourselves - how can we go out there and change others?
Most make decisions and then take action based on the formula of avoiding pain not seeking pleasure. Knowing this is useful if helping others to make effective sales whether they be selling products or services.
By listening for what creates 'pain' in others - one can motivate them towards seeking pleasure. Remember 'Away From' motivation is great in the short-term for changing behaviour but real development of effective habits comes from creating a compelling future which people are naturally drawn 'Towards'.
Everything you have and are was created with a simple idea!
Isn't it amazing how one simple IDEA can spark loads of actions. I was asked by Carl Gardiner, Marketing Guru and spokesperson to the Chartered Institute of Marketing in Edinburgh, to run an event for members in January in Edinburgh . The topic was 'How to improve our sales, influence and ability to persuade. That was well received and last month I ran an event in Inverness with 65 attendees which also went well -I was requested to write an article on the 'Persuasion Process' and we published it on my website and that of our new business Woburn Consulting. So from one simple idea and request a host of actions and new behaviours and outcomes have been generated.
From this interest we have booked training events and are planning to take the process to Financial Service businesses with direct sales teams or those reliant on an often untrained third party such as IFA's.
All this started with a simple idea. But isn't that true of everything. Everything we have, the environment in which we live, our households our possessions and lifestyles were all started with a simple idea. It's so simple you would think that more organisations and companies would create an Ideas or Innovation function to encourage thinking outside current reality.
And it would be even better if we ran workshops on helping people to learn and think innovation. Now there is an idea. More on Sales tomorrow.
Most of my work is focused on helping people and organisations change. The majority of the projects are usually big corporate initiatives that require as a solution the refocusing of their culture to be customer facing, delivering great performance for the customers which is reflected in corporate results. From time to time I get to speak with really great people and use my Coaching skills. I guess over the years of being in a variety of forms of learning and education either as a business school lecturer, trainer or consultant I have been exposed to some great tools, models and people.
You know I never tire of working individually with people to help them achieve their potential. It's not the 'change your life around in a weekend' or a series of CD Roms or Webinar's focused on the quick fix - its genuinely working with people's strengths and giving them the confidence to take the next step.
At the start of the week I have the opportunity to work with some new people and I am excited by that prospect. I cannot think of anything better than working with others to help them move to the next level,- that's why I love what I do.
The Thinking that got you to where you are today will not take you to the next level.
The thrilling prospect for this month is summed up in this Blog title for today. I am fortunate to be working with some exciting people on both corporate change and individual change.
A passion for me is partnering with a variety of people on individual coaching and just now I have projects in Milton Keynes, in Leeds and in Edinburgh.
It's not just working with individuals, it's working with my colleagues in White Clarke Group on future business growth. It is working with Woburn Consulting to build a sustainable business providing an elite service for clients who are keen to expand their business in new geographies and markets. It is about helping clients in the frenzied world of pre and post post-merger and acquisition create bright new business entities that deliver total customer satisfaction.
'Thinking' differently is what is needed to take the individuals and the business to the next level and that's where entrepreneurs often fail.
Doing the same thing over and over will not generate new results or behaviour. Thinking of possibilities and employing an optimistic approach to look for opportunities, rather than falling back on the old view that 'it will not work' is what takes us up to the next level.
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