Communication Fitness Requires Exercise

Just like traditional physical fitness, our ability to perform well in communication takes exercise, training and discipline.

I've found that its increasingly important to exercise your communication "muscles" through regular scheduled practice. You get in better shape and improve your ability to make clear points. You learn to cut out the fat and create compelling arguments using a minimalistic approach. Having less time to make more of an impact today in our "always-on" culture - we need to be quick and concise.

Blogging is an instrument that allows you to publish the results of your workouts in a sphere of judgment and receive public acclaim or ridicule. So do it. Start now and set it up - if my own existence is not proof enough that you don't need to know how to program or be overly web savvy then there isn't any :)

Go. Get communicatively fit.

The nauseating power of an idea.

I used to have an occasional "bad dream" that could awaken me and create a few moments of wide-eyed insomnia. However, often times as it would be lately, the distinct power of an idea has the power to prevent or interrupt sleep with just as much (or more) disruptive nature.

An idea.

Belief in something learned, or something new. I hope this isn't the causation or onset of some schizophrenia-related disorder, however unlikely. But, on the bright side my limbic-brain won't allow me to let the idea fall down. This is a boon yet a quality I hope I can figure out how to lasso. Ideas need to be shared and given a place to flourish, not left to fester or be forgotten...

Uncertainty is caused by a lack of knowledge. Hesitation is the product of fear.

Two truths I've come to appreciate.

Speaking generally, when you're unsure, you need more data. One of a few ways to identify the cause of being uncertain can usually be attached to the following...

1. Not enough data. You may have sought answers, trends and investigated some sources, but after weeding out the inaccurate or untrusted data, you didn't gather enough. Cast a wide net.
2. Data Sources.
3. Communicate the findings to people who add perspective and ask more qualifying questions to get the relevant information you can use.

When we hesitate and delay something, it's generally cause by a fear of some capacity. Fear of being unqualified. Fear of the real answers. Fear of being late. Fear of reprisal. Fear of being wrong. Fear of taking responsibility. Fear of owning a process by starting it. Fear of not achieving your goals. Too many numerous to think of them all. Commonality here is that fear is natural and can cripple us if we don't overcome it with a willingness to try and fail.

Be certain and swift.

Relationship Economics: David Nour

I recently attended a show for the food industry put on by the Produce Marketing Association. One of the great speakers, of which there were many, was David Nour. David was truly one of the best speakers I have experienced. He was engaging, humorous and thought-provoking, nearly absent of cheesiness and self-promotion (which I find rare in speakers).

His coins his message using the term "relationship economics" in which he denotes net-working as NOT-working and the process in building great relationships through a more carefully planned strategic process. Each of us desires to influence people in the self-interest of obtaining a desired outcome. But, to do so is both an art and a science in creating value. He puts is into 3 simple steps, which I translate something like this...

1. Influence the Conversation with Valuable Insights
2. Develop the Trust and Credibility to Obtain the Relationship
3. Earn the Opportunity to Achieve the Outcome

The process helps to organize your actions to methodically get to the goal-at-hand and walk steady towards building great relationships and achieving success. David also classifies the types of relationships we build and manage. This helps us to understand their role and the evolution they take. Here are the three types he mentions...

1. Personal (one's we choose)
2. Functional (peers, customers, suppliers - professional and immediate return)
3. Strategic (one's that elevate our thinking, long-term and indirectly but exponentially more important)

He talks about how the first two are usually more obvious and prevalent but the third type, strategic relationships, are often the hardest to develop. The systemic problem with our lack of strategic relationships often is caused by our inability to recognize and appreciate the importance they have in our ability to grow, learn and succeed.

For more information about David, which I recommend learning more about, you can visit his blog here.

Go. Build Great Relationships.

People buy why.

Simon Sinek, author and researcher, presented his research in buyer motivation from his book "start with why" at the TED conference earlier this year.

People buy why. Then they are interested in how and what. Apple is the pre-immenent example of innovation and marketing a philosophy, not a feature-rich technology product.

Why do you do what you do?

Show Me, Don't Tell Me

I'm a visual person. Most humans are. This is why TV eclipses Radio in popularity, because we able to engage at a deeper level. This is also the concept most companies fail to exhibit in B2B markets.

We, instead, overload people with static images, bland jargon-rich textual content and miss the opportunity to engage. So how do we do that? Well, first understand that engagement isn't measured by website visits, downloads or trade show leads. These are activities. More isn't necessary better.

This is sort of like thinking that if you take a baseball bat with a goal to chop down a tree, you just need more hits. This couldn't be farther from the truth. However, if you use an axe, you'll likely achieve your outcome with less cost, frustration and fewer attempts - chopping down more trees and with more stable predictability and scale.

So, how do we make sure we're not using a baseball bat (engagement level) to knock down trees (acquire customers)? Don't take my word for it. Read and do the research. Video and interactive benefit-driven and customer-led programs work better. No big surprise. This is widely known and quickly forgotten. It's easy to throw together a digital feature pamphlet. We've played treeball for too long in the traditional landscape of selling. Although, the trees are stronger and the bats are heavier.

So, why don't we improve? We are, just like most dramatic shifts, it's slow and getting the old school to recognize the game has changed is hard.

Where do we start?

Well, IMHO, it begins and ends with two aspects that fester into the inefficiency of marketing today in most companies which has to do with two things at the core.

1. People
2. Risk.

Great companies have great people and I believe you can measure people using a more predictive index opposed to the regularly exercised competency matrix. This improved measurement is centered upon the idea that great people are not content with the status quo and shows the ability the change and willingness to grow, learn and adapt quickly. They actively make other people better and challenge themselves constantly.

The second variable, risk, is harder to affect, and sometimes has to do with the ability to act upon conditions that you do not have the leadership to tackle, despite the market conditions, research, product and people.

This element of risk, or the willingness to manage risk, relates directly to our ability to plan and prepare for potential outcomes and recognize symptoms of failure so we can quickly change routes and stay on track or hit the brakes and minimize the fallout. So, adept management and great measurement is increasingly important in more risky conditions.

The digital frontier is risky when you don't know enough and the people and culture you breed is not able to learn and embrace the channels and methods in producing these frameworks.

Go, get an axe and start chopping at your cultural reluctance to create engaging experiences.

Show me. Don't Tell Me.

S.M.A.R.T. Goals

S.M.A.R.T. goal setting and planning is not a concept I developed. It has been a lost science to be very conscious in setting goals. The basics are noted here.

S=Specific.

Ex: I am going to achieve 10% market penetration into the $12.5 billion industry within 5 years through organic sub-segment expansion.

Anti-Ex: We're going to double our size and win many customers giving us great market presence in the focused industries we serve.

M=Measurable.

Ex: We will achieve 30% growth in net margins and 50% in revenue in the next 12-16 months and 100% growth in EBITDA over the next 3 years, while adding no more than 20% % of Net in overhead YoY.

Anti-Ex: We will double our company's revenue while remaining profitable and keeping headcount lean.

A=Actionable.

Ex: We are going to create industry awareness and acquire 200 leads, 50 qualified prospects and 10 80%+ pipeline opportunities with a 4-6 month close rate in the next 12 months through participation in key trade shows, developing 3 cornerstone clients and an integrated, multichannel online marketing strategy.

Anti-Ex: We are going to create 500 leads and over $2m in revenue.

R=Realistic.

Ex: We are going to invest $2.5 million in human capital, marketing and platform development over the next 2 years with a projected BE target of 3-3.5 years, performing a semi-annual review to adjust target ROI and allocation.

Anti-Ex: We are going to quadruple our size every 6 months through aggressive marketing and get bought by Google in 3 years.

T=Timeable.

Ex: We will create 12 new positions over the course of 6 quarters, which 50% will be contract or part-time to allow for minimal overhead.

Anti-Ex: We'll create a couple more positions to accommodate for growth experienced by increased demand in the markets we serve over the next 12-24 months.
___

The theme here is quite obvious. Be more comprehensive and don't put big targets into your big plan without a clear path. This is, sadly, not exercised with enough vigor and regularity in many organizations. While it's easier to do things much more non-committal and vague, the returns are less likely and increasingly more frustrating to coalesce a team and pave a tactical plan to success.

While there are numerous subject matter experts on the importance of goals and philosophy of communicating goals to teams to ensure support... hardly enough attention is paid unto the science of creating smart... and S.M.A.R.T. goals.

Go. Be Smart.

Why I do what I do

I believe in results. I count and measure often. I practice active listening. I am passionate about markets. My inclination is not to wait, ask, lobby or assign but simply to go and make something happen. I like to help businesses grow. Creating something is rewarding. I’m intrinsically motivated. I believe the best way to succeed is by helping other people be successful. I don’t play politics. I don’t like excuses and laziness. I like to be productive. I believe the process of planning is more important than the plan. I believe being a leader is something that is earned, not born or assigned. I want to lead. I believe I am capable and willing to work harder, smarter and faster than most other people. I like risk and uncertainty. I believe I prepare well but never believe I’m prepared well enough. I am willing to get my hands dirty and do what it takes to get the job done. I am passionate about technology and how people’s lives can be better through effective use of good technology. I like to smile and being a hard worker and devoted leader makes me smile. There’s no ‘I” in Team, but “I” is in the middle of WIN. I believe people should make big promises and keep them.

Sustainable Growth: Lessons from A.G. Lafley (part 2)

(Continued from last post)

Where to play?

From the Core/Adjacencies.

In P&G's case, they understand their consumers better than any other company on the planet in CPG. They know each type of buyer, regional data and have so much knowledge, that they have pioneered consumer research methods and spend over $250 Million a year to understand their buyers. They use this data in a productive and proactive capacity to reinvest capital into additional value-added products that appeal to the same buyers. They expanded their footprint in personal care in brands and product lines that are able to capitalize on buyer habits and consumer interest. They don't take unadulterated risks in unknown sectors, yet baby steps away from their core, which he called adjacencies.

To apply this concept into your business, simply understand the 2 degrees of separation philosophy and expand your products based upon the market knowledge and buyer behavior related to new opportunities in your adjacencies.

To next deploy a strategy and draw up a tactical plan, A.G. recommends the best structure is the least structure and most flexible, cross-functional team. Keep it small and grow the team organically.

Innovation. 4 steps. Concept to Market. Idea-Development-Qualification-Commercialization. Protoype fast/early/often and cheap.

Leadership. Leaders aren't born. The quality is a learned trait, only measured by ability to execute and create momentum. It's a choice and is deliberately an outcome of proper execution.

Total Quality Management. You will know when you have achieved a TQM cultural reality when all your employees tell you the truth all the time. Culture is the thing that happens when you aren't asking, helping, pushing or looking (managing).

Finally, Think before you act, and act often. This will make you think and encourage methodical risk taking.

Go.

Performance trumps everything.

Sustainable Growth: Lessons from A.G. Lafley (part 1)

I'm attending the Fresh Summit in Orlando this week(end). The show is all about the produce industry and the keynote speaker was the former CEO of Proctor & Gamble, A.G. Lafley.

I wanted to sum-up and share some of the key takeaways from the talk he gave, as I believe there to be some great nuggets of wisdom. For those who don't know much about A.G.'s resume and track record, please take the time to review. All-in-all, he was largely responsible for some significant growth initiatives and innovation at P&G during his 10 year tenure at the helm of one of the worlds largest companies.

The topic of his talk was "Driving Sustainable Growth." Normally, I would greet a topic of this magnitude with some skepticism, despite the 'cred' of the presenter. Although he by in large was able to narrow his approach to tactical and usable advice and pragmatic suggestions.

Goals. There are only 2 kinds: Financial and Strategic. That's it. I agree wholeheartedly. In making each type of goal, he mentioned the importance in determining a commitment and stretch goal. Most of us do this already, but the next tidbit we can forget. Goals, when not properly set, can create serious ramifications to people other than ourselves. Understand the people who are affected and are invested in the ability to achieve the goals. Notably, we all share some common groups - shareholders, employees and investors. Each group has distinct interests. Take them into consideration throughout the planning and goal-setting process. Making unrealistic, unattainable and untimely expectations can create disillusionment amongst employees and dissatisfaction amongst investors and shareholders.

OK. Next valuable takeaway was when he spoke about the organizational chart. Most of us see this as a pyramid. P&G sees it upside down from the traditional image. People closest to the customer are on top. This creates a system of valing the customer as top-of-mind and customer management as the top priority of the organization. Great philosophy.

In P&G's market analysis, A.G. noted he asks two questions: Where to play and how to win. In analyzing the first question of market selection, he used a simple mentality in looking at the 'core + adjacencies' to the business and shot for the business lines that were close cousins to their existing entrenched markets.

All for now. (much) More to come.

I'm the greatest mother-fucker alive!

I'm reminded of a Lewis Black skit where he relates our national pride and the way some people proclaim "the USA the greatest nation on the planet." We're the only country who does that. And, as he notes, it's not necessarily true - but even if it was, what a bad way of communicating your superiority. This attitude engenders anger and envy from others. Although, If we take this statement and generalize it, deconstruct it and apply it to business - it's basic marketing.

I'm the greatest motherfucker on the planet = My product is the best in the market.

Anger can be a positive thing. Kind of along the line of "any press is good press" from the Hollywood types. Anger is emotional and when people have emotional reactions to your words, they're at least investing their time, you've got their attention and you can create a great relationship - or piss someone off, but eh you can't win em all.

Secondly, when you make proclamations about your product, its benefits and customer-driven value statements, prepare for the market to quickly respond.

Envy can manifest itself in productive capacities as well. Envy can show itself through competition and emerging threats. It can be a flurry of attacks on your company and products, sniping customers and employees. Emotions, again, can be lassoed and used to an advantage, if approached in a way that is tactful and purposeful - challenge yourself to confront envy and meet it with as much passion/emotion as it presents upon you.

If you want to be the best, it doesn't happen by telling everyone you already are. You need to prove your virtues through making a great product, earning the reputation from customers and being told you are the best. The best, truly the best at anything don't have to tell anyone else they are the best.

Go, be the greatest mother-fucker alive.

get back to work.

The modern philosophy of working to sustain a profession, learn and grow, support a family and maintain a reasonable quality of life has turned, rather suddenly, into an aggressive and selfish pursuit of wealth (money and fame).

I believe this degrades our economy as a whole, our companies and ultimately will lead to a lazy workforce and make us less competitive. Consumerism is the basis for growth and yet it's at the foundation that is killing us - kind of a evil catch-22. The value of working hard, contributing real value and achieving goals worthy of praise and equitable compensation has gone by the wayside in most American communities. In it's place we have a worker who has an entitlement to more in exchange for less. Social security is all but bankrupt, often abused and corrupt with politics and backwards policies. You have food stamps being used not for food to nourish our hungry, but to buy sugary sodas and junk food that further the epidemic of obesity and diabetes in our countries poor communities. At it's essence, we've become lazy.

Then, the economy crashed. It was a natural wake-up call based IMHO upon the cycle of our own degradation of hard work.

For the elitists who thought they could game the system, fuck you. To the Bankers who turned their cheeks and cashed the checks despite the reprehensible act - fuck you too.

For the rest of us who are now left with the rubble, let's not continue to play a part in our own entitlement mentality. Break the cycle, and stand up and speak up for the pursuit of hard work and steady, reasonable rates of return. You should expect people around you to make commitments and meet them. You should pull your own weight (at least). Don't abuse any system, but be a shining example of how the people can make this right, not politics. Be incredible at your job, whatever it is. This doesn't mean abandon the capitalism-driven economy and entrepreneurial spirit, nor does it mean to take fewer risks in investment and strategy - nearly the opposite, just be willing to work your ass off and get back to building companies through sweat and blood equity.

Go, Make it happen, now.

Job titles can sink your startup/company/enterprise

Know when and don't hire to obtain a result. Hire talent to help create a clear map.

http://venturebeat.com/2010/09/15/job-titles-can-sink-your-startup/?obref=obinsite

well put Steve.

Go with Gusto!

"GUSTO"
–noun
1. hearty or keen enjoyment, as in eating or drinking, or in action or speech in general: to dance with gusto.
2. individual taste or liking.
—Synonyms
1. enthusiasm, delight, relish, zest, spirit, fervor.

My blog is evolving less about selling and marketing lately, and that's ok. I guess that is what you call finding your passion through verse - i like to write about why and the qualities that seem to be important in building successful business models. Most of which have to do with great people. People with Gusto.

I have found most people to lack this enjoyment and passion in their profession. They reserve it, if at all, for their hobby or personal passion. When you can approach your work, though, with Gusto, I'd argue that you're more productive and your energy and enthusiasm will positively affect other people. Everything is more fun when you embrace it and make it interesting.

My mailman is a perfect case in point. I have never seen a mailman, literally, smiling ear-to-ear when on his route. This guy leaps over bushes and springs towards mailboxes with pride. Every time I receive a package, it is accompanied with a dog biscuit for my lab. He is my favorite mailman ever. I see him and my reaction is to smile and greet him, exchange some quick banter (god forbid I actually interrupt his sacred schedule) and he gleefully returns, wishing me great day.

This guy has several options and has chosen Gusto as the road to professional enjoyment and happiness in his craft. What will you do?

Go, Make something Happen, with Gusto!

Tradeshow/Seminar participation dynamics

If you've got a million dollar budget and staff of 40 to market through events, then this does not apply. If you're like most technology and software companies, who are privately held and vertical market focused, then read on.

Situation: We've got a list of several events, a few tradeshows and a seminar. The budget only allows you to participate and exhibit at a few strategic events and you want to maximize your return-on-participation metric. You may or may not have previous participation.

There's a lot of numbers you need to examine in getting to the projected return. Here is what I believe is important and less important.

In no particular order.

0. First, Prepare. This is the best method for getting the most out of any event. Get a list, call customers, ask everyone you speak with if they're attending or who they know is attending. Gather Qualitative feedback.

1. Prospectus is another word for sales collateral. This will help, but notable info to skim for would be demographic/titles of attendees and breakout session topics. The credibility of the speakers is paramount for the credibility factor to draw key decision makers and thought leaders.
2. Price, as I have become to appreciate more so, is relative. Measure value.
3. Pitch the event organizer to participate in the breakout sessions or panel discussions, if approached so in sufficient advanced time before hand.
4. Booth location can make or break an event. Through-ways and entrances are best - corners also matter if close to high-traffic zones. If possible, use your knowledge collectively as an organizaton if you have ever participated in other events located in the same location.
5. Duration of the show. If it's 2-4 days, that's about all you will be able to use and show floor traffic will be best at the beginning and end, as attendees make first and last laps. Is there a reduced rate for
6. Networking events kick it off and can be great icebreakers meeting key contacts or speakers, setting the stage for what you can take away from the rest of the event.
7. Competitors presence matter, but often times it's irrelevant unless you are uber-focused on their kool-aid.
8. Quotes of previous attendees are useless unless directly quoted.

Other than that, use common sense and ask other people you trust for their consideration. Is it a good deal? Can you send few resources that are able to maximize your return? If so, go for it. Be sure to recap the event with a debrief with key members in attendance (pre-written) and compare notes and share with others who may gain from participation, who may not have been able to attend.

Cheers!

Patience in Planning

I hear a lot from folks who talk about planning for the annual goals. I plan for weekly and monthly and maybe quarterly goals. The reason? Not because I don't think long-term planning is not important. I just think, realistically, that my plans, goals and timelines (not to mention reality) will ultimately change much more frequently to predict with any accuracy the returns to be expected on an annual basis.

Now, that being said, I think you should draw up some goals to bring people together and manage expectations, but tactical plans for actually getting something done? More tactical frameworks, accountability and narrow timelines ensures it gets done.

Example...

2011: Annually, we will develop a new vertical and drive 100 qualified opportunities worth over $5M in pipeline.

Narrowly defined, tactical attack plan: This month, I will make 100 calls and perform 10 email blasts to market segments and visit 4 customers in person. I expect this to return 10 new opportunities with a net gain of 8 on a $500,000 pipeline impact. In addition, I will create a report outlining our actual market feedback based upon my experience versus our product plan for the next two releases.

Now, after your tactical plan and actions are defined... end every time by saying this: Next month, if I don't achieve the intended return on actions, I will adjust activity, resource and priority to improve. Or, if you're an idiot, just keep trying the same things every month and hoping for better results. That sounds pretty sane.

Oh yeah, and define responsible parties, individuals, groups and roles in accomplishing these tactical plans. Commit to them and hold people accountable. Make everything measurable. Cut out the fat and get lean.

Next Rant: Patience is for suckers.

Some people have told me that patience is a virtue and is necessary to not get your sights placed inappropriately. I'd say back, patience is a crutch used as an excuse by people who are lazy, not intrinsically motivated and make lot of excuses for being late or under-performing.

Patience? Do you mean to be more reasonable and stay committed, without unrealistic expectations? That doesn't have to do with patience. Reasonable and Committed means to stick to your guns, keep firing and understand that your goals and objectives wil be achieved with more ammo and target practice.

Patience? If we were patient in introducing new products to a market, then we'd wait for people to come around to value them, not capture first movers and risk competitive market presence and give-up the process for earning reputations and market leadership.

To sum it up, and tie this off... The Plans we make must be able to be followed and be actionable and methodical. This is not a stone tablet created in January for the year.

Patience is for losers. Being agile, leading great teams and working relentlessly with incredible expectations doesn't have room for patience. You be patient, I'll go be successful and rich.

Go, Make something happen.