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Home > Features > Spotlight: How-To Guide

Spotlight: How-To Guide
Jul/Aug 2005, By Candy Campbell

1. BE A GREAT BOSS
Greg Baldwin,
chairman and CEO
Baxa Corporation

Greg Baldwin led Englewood-based Baxa Corporation’s salesgrowth from $26.5 million in 1997 to more than $74 million in2004. Through his leadership, Baxa met the regulatory challenges of ISO 13485 and EN46001 (CE), while achieving opera-tional excellence through the adoption of lean manufacturing processes and Six Sigma.

Most of us got to be a boss because we excelled at producingresults. How ironic that this skill, the capacity for hard work and determination that got us into this position, can be our undoing as a leader. It’s natural to continue what got us here, work even harder and do the work of the team we’re charged with managing. The result – we’re labeled a micromanager or task master (if we dele-gate our to-do lists) – instead of the label we desire, Great Boss.

Becoming a Great Boss starts with a change in mindset. If we view the position as a prize we’ve earned and recognition we’re due, we’ll never be the boss our people need. To be a Great Boss, we must recognize that the real boss is the customer. Our role is to lead people to serve and delight our customers. That’s more than just delegating tasks: it means giving people the resources, skills and freedom necessary to win in the marketplace. At the same time, we must set goals and objectives and hold peopleaccountable for their performance, or we do a disservice to them and to our customers

AND SO, MY THOUGHTS ON THE ACTIONS THAT MAKE (OR BREAK) A GREAT BOSS:

If our self concept comes from closing the sale, solving the problem or crunching the numbers, we will never be the Great Boss our people want.
  • We need to take the time to build relationships of trust with people, understanding what training and experience they need to succeed, or we will never be the Great Boss who builds their capabilities and careers.
  • We must expect people to set specific, measurable, achievable and challenging objectives tied to company and departmental goals that matter, or they will not have clarity of purpose, and we will not be the Great Boss who stretched them to the next level.
  • We need to meet with our people regularly, reviewing their progress and creating accountability for their performance, or we will not be the Great Boss that led them to great achievement.
  • We must support our people in advancing outside our department, even when it means having to find and develop replacements, or we will never be the Great Boss they want to work their best for.
  • We need to celebrate both our successes and our failures, or we will never be the Great Boss who motivates people to take on challenges.
  • If we hate losing sleep, and thus avoid making the tough decisions that only we can make, we will avoid being remembered as a Great Boss.
Being a Great Boss means developing a meaningful agenda, tied to the organization’s vision and goals, but it’s more than that. It means viewing yourself as a leader and servant dedicated to developing people with the skills and ability to achieve that agenda, then giving them the freedom to make it happen. It means holding people accountable for timelines and deliverables. It means treating each person on your team with dignity and ethics. Finally, it takes viewing a Great Boss not as something you are, but as something you are always in the process of becoming, being willing to admit when you’re wrong or when you’ve made a mistake. And with that, you have the courage to become a Great Boss.

2. NEGOTIATE
Joyce Colson
Colson Quinn Attorneys at Law
www.colsonquinn.com

One of best places to go for advice on how to negotiate is a law firm. If you have doubts about that, imagine what it really takes to win a case in and out of court. Being a master negotiator makes all the difference in getting the results you want.

Joyce Colson, one such master negotiator, also a Partner at Colson Quinn, believes you must begin with some key basics:

IDENTIFY THE “NEEDS” - THEIRS AND YOURS.
What are their issues, concerns? Not what is their “position.” Likewise, what are your issues and concerns? What are the “Options”? What are their alternatives? And what are yours?

BE PREPARED. GATHER INFORMATION.
What do you know about them? What is their history? What do other buyers/sellers/ customers say about them? What are the quantifiable standards that support the best deal for you? Persuade them of the reasonableness of your terms. Confer with your attorney and accountant before you negotiate – you will save money and avoid unnecessary problems.

KEEP QUIET.
Let them make the first offer. Your silence during negotiations can be powerful. People hate silence – they will talk and often reveal a lot of useful information.

WRITE IT DOWN.
Your checklist.Their checklist.Writing makes you stop and reflect. And remember to take notes while negotiating. And get the deal reduced to writing.

ASK QUESTIONS.
You need information. Avoid asking yes or no questions. Ask “who, what, when, where, why and how” questions. Before you negotiate, make a list of the questions you want answered and the ones they may ask you.Avoid a bottom line question, e.g. how much do you want? by asking them a question.

LISTEN.SHHHHHHHHH.
The more you talk the less you learn. What are they saying? What aren’t they saying?

TAKE YOUR TIME.
Don’t accept the first offer.Tell them you have to think it over. Ask yourself, is this the right time for a deal or is the status quo better?

MAKRE ADMISSIONS.
Your ignorance.Your vulnerability. It’s ok to admit you don’t know the answer. They will likely feel inclined to help you.

ATTITUDE IS EVERYTHING.
espect. Realism. Patience. Self assured. Negotiations are not arguments and debates.

3. WORK WITH A SPOUSE
Mark and Maureen Marosits, co-founders
Worldways Social Marketing
www.e-worldways.com

A successful marriage does not necessarily guarantee a successful business partnership between spouses. However, with attention to some powerful principles of working together, couples can be the best of partners.

Mark and Maureen Marosits are the co-founders of Worldways Social Marketing and have been married for almost ten years. In the past four years, they have built a highly successful marketing and communications agency with global reach by paying attention to some things they think every couple in business together should consider. Their marketing and communications firm specializes in helping both non-profit and for-profit organizations and businesses to move life-transforming ideas forward.

WHAT’S WORKED FOR THEM:

Make a professional, not just emotional decision about working together.

Being excited by the prospect of fulfilling a shared dream or goal can be an important motivation. However, motivation alone is not enough. Before starting out, spouses should make sure they have distinct and complementary skills that are necessary for the success of their venture.

• DIVIDE THE WORK AND SHARE THE ISSUES. A clear division of labor prevents turf battles and helps balance power in the business relationship. However, problems and opportunities are best addressed in collaboration, preserving the mutual regard found in strong marriages. “Mark stays focused on development and I stay focused on operations. However, when it comes to our future or a specific client challenge, we put our heads together,” says Maureen.

• KNOW WHAT’S RIGHT FOR THE OFFICE AND WHAT’S RIGHT FOR THE HOME. It is important to keep marital issues out of the workplace and to have clear boundaries for how much work is done at home. “We are happy to bring the best traits of our marriage-loyalty, honesty and commitment – to the office. The rest stays at home.We also both understand the value in taking a time-out from work just for ourselves and for family,” says Mark.

• PREPARE FOR THE RISKS AND ENJOY THE REWARDS. Couples, especially those who previously enjoyed incomes from two sources, should realize that they are now hitching their wagon to the same economic star.This can heighten the experience of risk. However, one of the joys of working together is the ability to easily set coordinated time off and plan some fun into business travel.

• BALANCE TOGETHERNESS WITH AUTONOMY. One of the great joys of being in business together is spending more time with the person you have chosen to spend your life with. However, work is a place to grow professionally and to grow friendships, and that requires autonomy. “We work with a lot of terrific people and have lots of learning opportunities,” say Maureen.“It is important to make time for these as well as time for your spouse”.

• KNOW THE DIFFERENCE BETWEEN WORK AND MARRIAGE. Marriage and business both require hard work in order to be successful. However, one is bond that transcends the business environment and the other isn’t. “Our goal is to work together until we retire,” says Mark. “But we both know that if work ever threatened our marriage, we’d end work almost immediately.”

• HAVE A GOOD SENSE OF HUMOR AND AN OPEN MIND. Sometimes, laughter is the best medicine when things don’t go as planned. So is keeping an open mind when your partner heads out in an unexpected direction. “Mark and I both can get very driven and occasionally surprise each other. However, with a little thought, we’re quick to recognize that we always act in our mutual interest,” say Maureen.

• MAKE ROOM FOR FAMILY AND FRIENDS. Couples that work together often have an atypical focus on their work, especially when they own the business. It is important to let family and friends know about the vision and values that make your business such an important part of your life. And when needed, to give them a break from it. “Our family and friends provide incredible support for who we are and what we do. It has an incredibly positive effect,” says Mark.

• SAY THANK YOU. Appreciating each other, the friends and family who support you and the colleagues and clients who bring so much to your life is essential. “You can’t rely on the appreciation you show at home as a proxy for appreciation at work. Remember to say thanks to your colleague, not only your spouse,” says Maureen.

4. START ALL OVER
Jennifer Esposito, founder
Espo’s Cucina Dolce
www.esposgelato.com

founder and president of Espo’s Cucina Dolce, Gelato Shop & Café in Denver, used to have the ultimate corporate job. She was with one of the top financial services firms in the world, working from a midtown Manhattan office. To Esposito, she thought she had arrived. But starting over doesn’t always begin at the onset of a major corporate downsizing or a forced career move based on economic factors. “My heart really wasn’t into the job, despite working for a prestigious firm and earning a six-figure salary,” recalls Esposito. “I knew someday I would own a business; I just didn’t know what I would be doing.” Esposito began by putting money away for that ultimate day when she would take the plunge and go for it. “I wanted to be ready for when that day would come,” she recalls.

Then 9/11 happened. “my outlook on life dramatically changed”

“When I saw the World Trade Center Towers crumble, my outlook on life dramatically changed, as did my quality of life,” she says. “I realized that life really is short. I no longer would sit back, relax and read the New York Times on my way to work in the morning. I realized I was in survival mode – 24 hours a day. I realized that I could not continue to live like this.”

In April 2002, Esposito decided she would start her own business immediately, and not wait for that “magic moment” to happen when she had enough money in the bank to get started.

“I realized that my true passion in life was cooking,” she says. “Since I’m of Italian heritage, Italian cuisine was my forte. I decided to pursue my passion, utilizing my cultural background and focus on all my favorite family recipes. I moved from New York to Denver and within six months – Espo’s Cucina Dolce was incorporated and I was in business.”

Esposito says it was the best decision she ever made. “I learned that once you follow your heart, and do what you truly love in life, success is imminent. I’m living proof of that.”

Her advice to anyone looking to start their career over again: just go for it. Don’t wait for that magic day to arrive. Make it arrive today. Once you put your intentions out there, it’s interesting that all the pieces seem to fall into place. All the right people and connections start coming your way. Be aware of that and follow your gut. If you can focus on your passion – you will be a success!

5. HIRE WISELY
Gary Wright,CEO
G.A.Wright Marketing, Inc.
www.gawright.com

G.A. Wright Marketing is one of the leading direct marketing and fulfillment companies in the Rocky Mountain region. Their clients include leading franchisers, financial institutions, associations, publishers, telecommunications companies, resorts and educational institutions. Some are household names. Others are leaders in smaller, niche markets. All are important – as are the employees who service and maintain client relationships for the firm.

When it comes to hiring, Gary Wright, CEO of G.A. Wright Marketing, Inc. believes a temp-to-hire scenario often works well with lower-level employees. “Try before you buy,” he says.

Wright insists that you always get references and more importantly, check them.We are having good luck with sites like Monster.com and less luck with classified ads than in the past.

Interview carefully. Pay attention to the relationships they describe with workers, family, friends, etc. How stable and long lasting are those relationships. It’s a good indication of how stable they will be in a relationship with your company.

Find out how well they know the business.What books have they read? What courses of study have they completed? When I hire a copywriter, I always ask what industry experts they follow and what books they’ve read. Look for patterns of success in school, sports, hobbies and other life challenges. Have they continued to move up in a job? Have they been fired? Successful people tend to be successful.

Watch out for breaks in employment.

Be careful with those who show a history of job-hopping, even though the reasons look good.

If someone is going to falsify anything on a résumé, it is education and degrees. Always check this. Never hire someone who falsifies information.

For a specialized position look for industry referrals. People in a specialty know each other and those who are looking for a job.

Always be up front about the difficulties and demands of a job. Better to undersell and over deliver. Diversity is a good thing. If everyone looks like the boss and acts like the boss they will probably have the same shortcomings as the boss.

6. BUILD YOUR BRAND
Bill Obermeier, chairman STRATECOM
www.stratecom.com

STRATECOM, a 14-year-old Boulder based firm, helps companies of all sizes – both business-to-business and business-to-consumer – build their brands through marketing, advertising and public relations.

According to Bill Obermeier, “The first step in building a brand is to understand what a brand is. A brand only exists in someone’s mind.Your brand, therefore, is what people think and feel when they hear or see your name. So, building your brand is all about influencing what people think and feel about you.”

Obermeier believes it is really a simple concept. The difficulty lies in actually doing it. The steps to building your brand can be defined as follows:
  1. Identify the people who determine your success. The decision-makers, the decision-influencers, the opinion leaders, your investors, current customers, and often overlooked but most important, your employees.
  2. List all the ways these people experience your brand. They experience you through your advertising, public relations, sales materials, shopping environment, purchase experience, your web site, community presence, philanthropy and especially word-of-mouth.
  3. Confirm what you want your brand to stand for – what you want people to know about you that makes you different (and better) than all your competitors.
  4. Determine what you have to say, how you and your employees have to act, and what you need to do to make all of your identified audiences believe that difference about you in all of the brand experiences you’ve listed.
Many define the essence of your brand as your unique selling proposition. It is what truly gives you a competitive advantage. And it has to be more than a slogan, rather the very soul of how you do business. If, for example, you decide what makes you unique is that yours is the company that always smiles, you better be hiring people with great smiles, training your people how to keep smiling in difficult situations, rewarding smiles, having a web site that brings a smile to people who visit you there and so on.

When the essence of your brand is confirmed in all of your communications, and drives how your employees do their job, and is reflected in every brand experience, the result is a brand that has consistent meaning and value for all of your audiences. That is called brand equity, which drives your ultimate success.


7. MAINTAIN INTEGRITY
Creighton
ATNI
www.atni.us

With the constant drone of stories and books detailing the dirty dealings of the executives who led the likes of Enron, Worldcom, Adelphia, Tyco, etc., it’s refreshing to learn about businesses and situations in which commerce is conducted truthfully and fairly.

Associated Tele-Networking, Inc. (ATNI) is in the unglamorous business of helping their clients expeditiously recover high fair-market value for their excess telecom, networking, IT and power generation equipment assets by fully auditing, warehousing, marketing and selling them into their international, end user, eBay, dealer, manufacturer and wholesale buying channels. The profession, known as Asset Investment Recovery, presently resides in a ‘sweet spot’ because large firms are realizing that due to network/system upgrades, lay-offs, acquisitions, etc., they have accumulated large quantities of materials they no longer need, much of which is stored at great cost while the items lose value. Savvy CFOs and CIOs understand that there’s real money that can go directly to the bottom line when these items are liquidated. Since most companies don’t have in-house experts to accommodate this function, outsourcing to recovery gurus with years of experience is the way to go. What does this have to do with integrity? It’s the essence and key differentiator of ATNI.

Most of ATNI’s clients (many in the Fortune 1000) demand anonymity. They don’t want investors, stock holders and/or competitors to know that they have large lots of surplus assets – it can negatively impact things like stock price. So,ATNI pledges allegiance to uphold those wishes and are sworn to secrecy. Also, most businesses keep horribly inaccurate records of their assets. This invites deception and theft from unscrupulous asset recovery vendors. ATNI regularly receives tractor trailer loads of equipment from clients without inventory lists. They’re tasked with auditing the equipment to create an accurate Inventory Report. They could tell their client that the shipment consisted mainly of blue cheese and the client literally wouldn’t know the difference. However, this is the crux of the ATNI differentiator – it’s taken them years to achieve a solid reputation built on integrity. One misstep would ruin that reputation immediately. The guiding principal being, “do the right thing.”

There have been instances in which shipments arrive at their docks without paperwork, indicating from where they came. ATNI could sell the contents and pocket the cash. Several months may go by before a call is received from the rightful owner, asking if the equipment was received. A special area on ATNI’s pallet racking in their warehouse is designated specifically for situations like these, where they’re stored until the owner is properly identified.

It’s plain to see that the Asset Investment Recovery industry is ripe for potential rip-offs and misrepresentations. ATNI has taken it upon themselves to lead the industry toward fairness, honesty and trust in their dealings with clients — concept that is sorely lacking in today’s corporate environment.

8. ASSEMBLE A BOARD OF DIRECTORS
Steffie Allen
chair of the Women’sVision Foundation Board

Steffie Allen has served on more than 20 boards, has been the president of two companies and four non-profits and is an author of Doing it All Isn’t Everything.

The hardest part to articulate, according to Steffie Allen, chair of the Women’s Vision Foundation Board, is making sure that you know what you want your board to be doing. After all, they are your best strategic partner.

“Write it down and use it in every recruiting discussion you have with prospective individuals,” she advises. “Don’t accept people only because they are willing. You want every person who becomes part of this critical group to have a clear expectation of what you expect from them and what they can expect from you. This includes making clear how often they will meet, what goals and objectives you wish the board to achieve, and how you expect them to work with you. It is critical that they support the vision and mission of the organization. No free riders! If you expect them to bring you business, make that clear up front.” Once you have your board’s mission in order, Allen suggests following specific criterion for selecting and recruiting members:

First: pick people who will add perspective, expertise and experience that you do not have. The objective is to broaden your perspective as well as your ability to solve problems and take advantages of new opportunities. Look for people who ask tough questions. It may helpful to have people with board experience, but fresh new blood is can just as valuable.

Second: pick a mix of people who match the profile of the clients you serve. You are creating a “bunker” of experienced leaders who should lead you to new opportunities as well as save you from mistakes. One good person can often lead you to another exceptional person and that person to even another talented person. Select people who can extend your market reach and connect you to other centers of influence.

Third: only bring people on your board whose integrity is beyond reproach. So do your homework and check them out. What is their experience? What is their reputation in the markets you serve and the business community in general? Don’t be afraid to pick up the phone and do some serious due diligence. The wrong person in a group can be at very best a distraction and at worst a time-consuming problem…even lawsuit. On the other hand, the person who always asks the tough courageous questions is a treasure! As Jim Collins says in his book, “get the right people on the bus!”

Fourth: pick people who want you to succeed while holding your feet to the fire. Yes, they are on your team but they should never be there to protect you from honest criticism. It is exactly then they can be most valuable. When you are doing good and great things, they should celebrate with you. But when you need a “kick in the pants,” these are the folks who should do it; they don’t work for you, you work for them. Keep that clearly in mind as you assemble your group or add new members.

Fifth: they need to have a passion for what every service, product or cause you are leading.Without that passion, the added work of being a board member becomes drudgery.What you’re asking from them is their thinking and creative time. Those juices don’t flow if the interest level is low.You want them thinking about you and your company not when they are just in meetings, but between meetings. Encourage them to call when they have information, or inspired thoughts, and especially when they think of connections or opportunities that should not wait until the next meeting.

Allen advises that once you’ve selected your members, “Spend time and effort to bring them on board.” She believes they must share your vision and know your expectations and hopes for the company. And once they are on the board, keep them up to date and committed to your organization. “They need to see progress,” she says.“They need to feel that you are using them to identify and solve strategic (not tactical) challenges and take advantage of strategic opportunities. If you have problems or concerns, they need to be among the very first to know. Avoid surprises, especially bad ones.You want to know that they share in the life of your company.Your board is your key strategic partner.”

9. INSPIRE
Kelly Robbins, owner
Kelly Robbins LLC
www.KellyRobbinsLLC.com

Whether looking to inspire yourself or others, creating the right environment for inspiration to grow and thrive is paramount to your success. Inspiration is cultivated in environments that have a positive atmosphere, places where people have freedom to take some risks, and situations where creativity flows.

Stop and think about who or what inspires you. Take a look at the people around you.Who inspires you? For most people, inspiration derives from positive experiences or people in our lives.

If you want to inspire either yourself or others, you must consciously take steps to create and be around situations and people with high levels of enthusiasm, motivation and energy. People who always seem upbeat and positive in life realize that they can’t control everything. They can only control how they react to what happens. Your challenge is to make conscious decisions about how you react to situations. Take the time to analyze what you have learned from a situation, realize you can’t change what’s happened and move on. This begins the flow of positive thoughts and energy, and stops the negative cycle many of us live with.

What steps can you take to inspire others? First and foremost is cultivating an environment of trust. Be confident in your employees and be sure they have the freedom to be themselves. Forcing employees to be someone they are not won’t bring out the best in them, or your team as a whole.While there are several books you can read on motivating employees, inspiring them is taking it a step further. Inspiring them is creating a desire to achieve more.

To create this atmosphere, you must first be confident in yourself and your ability to motivate others, and you need to focus on the positive rather than the negative.You need to create an environment where your people can be themselves and not corporate clones.
  • Actively seek opportunities to recognize and praise others – in front of their peers, in front of their managers and in private.
  • Take time to learn about individuals and what motivates them to push themselves. Go right out and ask them. Each person has their own unique set of goals and motivations.
  • Find out what makes individual employees happy and help them try to incorporate that into their work. For example, if you have an employee who loves backgammon, help him try to find ways to incorporate that into his role at work. No, that doesn’t mean let him play backgammon all day, but perhaps he can set up a rewards system for the sales force and use the game as a way to measure success. Be creative.
Whatever the outcome you search for when inspiring yourself or others, a positive atmosphere must be in place first. Take the time to determine what inspires you, and learn what inspires others around you to create an environment of trust and creativity.

10. RAISE CAPITAL
Jack Tankersley, founder
Meritage Private Equity Funds

Equity financing is undoubtedly a high-risk industry. As such, investors must be extremely prudent about whom they back and what they fund in order to manage the associated risks. Similarly, it is essential for entrepreneurs seeking capital to select the right investors in order to succeed in the fundraising process.

Jack Tankersley has spent more than 25 years in the venture capital industry. He is founder of Meritage Private Equity Funds, a Colorado-based VC firm with $475 million of capital under management.

Tankersley believes the best way to raise capital is to choose the right investor. “Identifying the most appropriate firm to approach is critical,” he says. “It is surprising how little research many entrepreneurs conduct before making contact. Before approaching a firm, learn as much as possible about the people who lead the firm and the companies it has funded.”

Approaching a potential investor requires more than a business plan. “Investors are quite likely to turn down an unsolicited business plan,” says Tankersley.“Therefore, the best approach is through a quality introduction. This introduction may occur through a banker, lawyer, accountant, another entrepreneur or even another investor.” Tankersley believes an introduction through a successful entrepreneur who has received funding is often the best. He also advises to be careful with investor references. “If an investor from whom you requested an introduction has turned you down, others will want to know why,” he says. “However, if a passive investor introduces you to an active investor with the comment ‘if you invest, we will too,’ the result can be very positive.”

Preparing the person making an introduction is another important point. Tankersley advises, “Be sure to prepare the person making an introduction. Provide them with an executive summary that clearly highlights the opportunity. Remember, they are selling on your behalf, so help them be successful.”

“The initial contact following the introduction should be by telephone,” he says. “The purpose of the call is to get the investor to request your business plan with a commitment to read it upon receipt. It should be clearly understood that initially the sole purpose of sending the business plan is to get a meeting.” According to Tankersley, the majority of business plans received are turned down after the initial reading. In a typical scenario, a firm may receive 500 plans in a year, meet with only 60 teams and fund three to five ideas.

TANKERSLEY’S FORMULA:
The business plan should be concise, well written and include a summary that covers the following five essential points:
  1. What is the market and growth opportunity?
  2. Who are the people on the management team and why are they qualified to succeed in the endeavor?
  3. What major milestones have already been achieved?
  4. What is the company’s unique competitive advantage?
  5. What are the potential investment returns?
“Once a meeting has been set, be prepared to make a formal presentation,” he says. “Bring a PowerPoint presentation tailored to address questions raised during your initial telephone calls. However, be ready to deviate from this agenda if necessary. Never answer a question with ‘we’ll be getting to that later in the presentation.’ Demonstrate agility.The investor is using the meeting to learn about the product and market, but is primarily focusing on evaluating your team.”

“Once you have met with the firm, you will have to work hard to keep their attention,” he says. “Always have a reason to call beyond simply asking about the status of your business plan. Offer “good news” updates on the progress of your business. If they have questions or concerns, follow up with relevant research or information. If your product or service could be useful to one of the firm’s existing portfolio companies, suggest an introduction so the company can evaluate your product. Ultimately, it is your responsibility to keep the firm’s attention and push your plan through the due diligence process.”

Tankersley insists that in today’s marketplace, you must be even better prepared to successfully compete for capital.“It is the task of the entrepreneur to prudently select and approach the investor,” he says. “If done wisely and systematically, you will improve the odds of finding an investor.”

11. TAKE A VACATION
Denise Plante, radio personality
KOSI 101
www.kosi101.com

Denise Plante, one of Denver’s favorite radio personalities, is also a well-known host for the morning TV Colorado & Company show. Certainly, Plante’s roster of community activities, appearances and celebrity status make her an excellent expert at “on-the-go” adventures.

You’ve worked hard and spent way too many hours at the office, now it’s your turn for a little fun in the sun. I hate to break it to you, but before you take off on your dream vacation…there’s more work to be done. You don’t actually have to consider it work; with a few helpful activities, it can be fun! All great trips have one thing in common: planning.

I learned from past vacations that the first rule of planning should involve the entire family. Just because your children are young, I have two boys – 5 and 2 – it doesn’t mean that they can’t tell you what a FUN FAMILY VACATION could include. Ask your family what they would like to do and see.

After the location is picked, you can do a little research on the internet or your local library, a great resource for information. Now girls for the serious stuff…packing! Yes, we all know that’s the biggest problem between men and women.They claim we pack waaay too much and WE claim we just simply can’t find anything to wear! My solution? It’s a trick I learned from my 10-year marriage…pack light and buy when you get there! Almost every vacation has needs for special clothing. You can’t wear the same clothes for rock climbing, sightseeing in Europe or a day at the beach. Make a list of what you will need and look for bargains along the way. I ended up buying a pair of shoes in Arizona for $21; the same pair were $58 at the mall here in Denver. Beginning to get the idea?

Traveling with kids. Bring along some crayons and paper. Ask your kiddos to draw a picture of what they want to do or see when you get there. It may not keep them occupied for the entire trip, but you’ll get a good 40-50 minutes out of it.

Accommodations can be booked ahead of time to reserve the best price possible. If you’re trying to save money, never take the first price offered and always ask about specials.

These are just some helpful tips I learned from past vacations. Do your planning and you won’t have to sweat the small stuff on your well-deserved vacation.

11. SELL IT LIKE YOU MEAN IT
Kendra Lee, president and founder
KLA Group
www.klagroup.com

Kendra Lee is president and founder of KLA Group, LLC, a consulting services company that focuses on helping companies dramatically improve their sales results through positive transformation across their customer facing organizations.The company, which specializes in the IT industry, helps people in every department who deals with customers to improve customer interactions and productivity. It has helped small entrepreneurial companies and large multi-million dollar companies alike notably improve their sales results.

Making a sale is like building a house: it has to begin with a solid foundation. Otherwise, cracks will develop, weaknesses will be exposed and the entire structure will come crashing down.

That’s not something a company can afford, especially if it’s invested time and money in establishing a sales force the company is depending on to sell its product or services. Selling is a process that demands everyones buy-in from the very beginning, and getting that buy-in requires up-front work from the management team. Without this concerted effort, a sales team won’t have the direction they need to succeed. They need to be given a process they are part of and can believe in to “sell like they mean it!”

Creating a custom sales process to fit a company’s specific selling practices is a great way to get everyone to believe. Unfortunately, many companies look for “sales formulas” that have worked for other companies and seem to be the best approach for their sales team. The problem is these “formulas” don’t fit the processes and skill sets of every company, and may actually do more harm than good. By following someone else’s step-bystep sales process, a sales team won’t exactly be motivated. After all, a successful sales process can’t be pulled off of a bookshelf. It is unique and requires a much more personalized approach based on the best practices, successes and language of a company.

In order to customize a sales process for your sales team, it’s important to start with the very basics. Companies should take a hard and honest look at their existing sales process: what makes it work as well as fail? Everything from cold calling, to lead generation to implementation and follow-up should be put under the microscope. Without this first step, the roadmap to success will be littered with misinformation and poor direction.

Following this initial analysis, a company should focus on its own business and services and determine how its current and future customers make buying decisions.

This process should include the company’s sales managers, where everyone shares information about how sales are made, what’s been successful in the past, why sales haven’t closed and what major challenges exist. The group should also make suggestions on what they feel the sales process should become based on their desired customer relationships, how to achieve those relationships and how the sales process should evolve throughout each new client engagement. If facilitated correctly, the brainstorming session will become the impetus for the company’s new sales process.

Once everyone has shared their ideas, the information should be documented in a formal sales guide. As the guide is completed, it’s time to assess sales reps’ skills against the sales process to determine where their strengths and weaknesses lie. The company now knows where its reps need training, coaching and reinforcement.

With the sales process and skills to train defined, the company can roll the new sales process out to the sales force. During the roll-out, the objective is to simultaneously gain sales rep buy-in to the new process and train them on how to execute against it.Training topics might include getting past the “Gatekeeper” to the executive decision maker, effective qualification of leads and changing a customer’s perspective of a consultative solution.

These interactive meetings become a “best practices” sharing and training session combined.

After the sales process has been presented, and everyone has had a chance to contribute and internalize, the team can begin following a methodology they know addresses the right way to sell to their customers. It isn’t a random approach, but something that has been developed specifically for the company, its sales team and its customers. The terms being used, targets and processes, are all things the team is very familiar with. Nothing is being borrowed from another company’s style, and a company doesn’t have to create something entirely new. Instead, it can draw on the best practices that led to its success in the past and improve upon them.

By implementing a customized sales process, a sales team has exactly what they need to “sell it like they mean it!”




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