Tag: Coaching

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Things Will Change – New Habits Will Be Created

Early in my career, I learned that it is unwise to rebuild a retail outlet on site when there is an option to build on another site better positioned to serve the trade area.  Taking an outlet off-line for reconstruction, forced our customers to seek alternatives.  They began shopping with other brands, creating new habits.  And, the rebuilt outlet seldom regained their full sales volume.  It was a bad investment.  Building a new outlet in a better location avoided the lost revenue while creating excitement for the new store.  It was usually a better investment.

Once a new shopping pattern is established (read – a new habit), it is difficult to revert.  This experience gives me confidence that the effect of the Covid-19 outbreak will create new habits and accelerate other trends.

Trends to Watch

  • Improved/Greater Focus on Personal Hygiene
  • Remote Working
  • Internet Shopping/Home Delivery
  • Tele-Medicine
  • Virtual Meetings

The first change I expect is an increased vigilance toward sanitation.  It is obvious that people are likely to become accustomed to washing their hands more often, hopefully using anti-bacterial soap.  It’s reasonable to expect retailers and other employers to adopt measures to better protect their customers and employees.  Who knows, this might lead to a reduction in overall flu cases, reducing absenteeism.  Even now, I have a client in the Janitorial Services Sector who is generating significant add-on sales from an innovative sanitizer product.

My friend Faith says that this pandemic will be the catalyst to make telemedicine a more widely accepted modality of care. “Telemedicine has been operational for 40 years.  It has had a tremendous resurgence since 2016 and continues to increase in utilization.  Telemedicine, including telehealth, is viewed as a viable option to access needed care.  Copays and other fees are being waived both for commercial and Medicare patients.   The virtual platform that is steering patients will become more widely accepted and utilized. There was already a push for digital applications to handle chronic conditions, urgent care, follow up visits, and medical consultations.  It will be difficult to resume pre-pandemic modes of care.”

As I begin my third day of voluntary quarantine, I have changed the plans for our monthly meeting in favor of a ZOOM meeting.   Based on government guidance, I decided to conduct a virtual meeting instead.  It isn’t as useful from a networking perspective, but the content of the meeting will be presented well, and I will record the meeting for future reference.  I am hearing that many of my colleagues have been engaged in virtual meetings this week.   I imagine that many will become more accustomed to virtual meetings during this quarantine.

As people work from home for the next two weeks, many managers who are uncomfortable with remote working will have an opportunity to change their thinking.  Imagine the overall benefit of working from home. Less commuting time via automobile will benefit employee mental health and productivity while lowering the cost of owning an automobile.  The benefit to the environment and maintenance of infrastructure will be enormous.   Mass commuting to and from work by automobile is no longer practical or sustainable.

Yesterday, I heard that Amazon.com is hiring another 100,000 workers.  It’s safe to say that the home shopping trend, including restaurant delivery, will experience a surge of growth.  One can imagine how restaurants will change their business models to accommodate more home delivery.  I expect the creation of outlets providing delivery and carry-out only, without any accommodations for dine-in customers.  This is a huge opportunity for grocery stores as well.

For the next two or more weeks we will be living outside our normal patterns.  Disruption of our typical routine will certainly result in the creation of new habits.  Working from home, making greater use of technology and new applications will reveal better ways to accomplish our work.  I expect that our quarantine will be a catalyst for accelerating change.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

 

 

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Part III – It’s Not Who You Know, It’s Who Knows You! An Interview with Susan Knox of Corporate Connections

Susan Knox CEO Corporate Connections

Susan Knox of Corporate Connections is a tenth generation Georgian, with an exceptional reputation and network.   I am so pleased to have her on the ITB Partners Team as her business is unique and her personal story is compelling.  In fact, I thought you would find her story so interesting, I convinced her to sit for an interview.  This is the third installment of our discussion.

Jim: “What is your motivation?  What gets you out of bed every day?”

Susan: “Number one, I love having great people around me.  When I say great people, I mean people with integrity, who are smart, and ask ‘how can I help you first.’ They aren’t takers.  They check their egos at the door; men and women, who are genuinely good people.  I love having that as my nucleus and I thrive on meeting new people. The capital of my company is my relationships.  I think that relationship capital is under-valued currency.”

Jim: “So you wouldn’t call yourself an introvert.”

Susan: “No! I could not do what I do if I were an introvert.” 

Jim: “You said you have three brothers, older, younger?”

Susan: “All are older, I am the youngest.  I learned a lot from them. My dad treated me like a little princess. He also taught me to be fiercely competitive.  I could outrun them, swim across the lake underwater, and not come up (for air) because I was not going to disappoint them.”       

“I have a very competitive spirit.  I like to win.”

Jim: “How would you describe your clients, is there a common denominator?  Industry segments for example?”

Susan: “No, there isn’t. It’s really across the board.  I have three companies raising capital, a very big software development company, and a marketing company.  My clients also include a Law Firm, a Bank, and a CPA firm.  My Network and my clients are much the same.  I work with them on retainer until they feel they have gotten what they need and then flip them into the Network, my board.  My clients are a feeder system for my Network.   I want to make sure the members of my Network, work well together.  When I started my network membership, almost two years ago, I did not want to become industry-specific and have one member per category. It is not a leads group at all.  It’s totally about relationships and bringing people together that can be top of mind, where likes attract likes is the kind of group I wanted to build.”

Jim: “What was involved in creating Corporate Connections?”

Susan: “Well, I will never forget my first meeting. I invited people I knew well.  I called it “An evening of introductions.’ I am still using this title today. Nobody knew what to expect, because there was nothing like it at the time.  I was mixing people who should know each other.  I served wine and beer and went around introducing them.  One of my signatures is to have people introduce themselves (to the group). There is nothing better than knowing who is in the room with you so you can immediately pick out someone to meet. I learned early on to combine socializing with facilitated introductions, and then to follow up.”  

 “Through the years I’ve learned to give people the most for their time.  I learned to slow down, work the room, and let people know why they need to know each other.  I learned is to make a personal connection; mention that they both like to play golf, or they might be avid tennis players. Maybe their kids go to the same school or they are both Clemson Alumni.  I get to know my contacts so I can say something personal about them.  It takes some of the stiffness out of the room.”

 “I want to know about their passions. A lot of my contacts are willing to give back their time and their money.   Some want to be a mentor or to serve on a board.  So, for me to know your passion is important.”  

 “This morning I was with six hundred women who work with children that don’t normally have access to something like Westminster.  It is called Odyssey. These women all have a passion for giving underprivileged children a hand up.”

 Jim: “That would be an extension on what you are doing with a philanthropic angle?” 

Susan: “And, I tell everyone to figure out ‘what your passion is about and go volunteer.’  Get on a board, help with membership. Do whatever it is that you are passionate about.” 

 

TO BE CONTINUED…

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

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ITB Partners February Meeting is on the 21st!

Paula Fowler will present the Six Disciplines Strategic Planning System: A Sumptuous Breakfast Buffet is included.

REGISTER NOW

About this Event

Join Us for the February ITB Partners Meeting featuring Paula Fowler

Whether you are an Entrepreneur, an Employee or in transition, Strategic Planning is important to your success. Get ready for 2020 and learn the fundamentals from Paula Fowler, Six Disciplines Coach, and Predictive Index Certified Partner, offering small business owners tools to align people strategy with business strategy to achieve business results. Paula will present:

“It’s 2020 – What’s Your Plan?”

About Paula Fowler:

Paula Fowler

Paula is a strategic leader with a proven ability to create a company-wide vision and drive business results. Over 20 years of management and consulting experience in small to mid-sized businesses across a broad range of functional areas, including sales, marketing, finance, manufacturing, software development, operations, HR and customer support. Skilled as an internal consultant in analyzing existing operations and implementing strategies, processes, and technology to improve company profitability. Uses Predictive Index talent optimization tools to develop an organizational design, hire, inspire and drive team performance. Linkedin

REGISTER NOW

Date And Time

Fri, February 21, 2020

7:30 AM – 9:30 AM EST

Add to Calendar

Location

Bella’s Gourmet Kitchen

350 Embassy Row Northeast

Sandy Springs, GA 30328

View Map

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David Shavzin, CMC, Exit Strategist, interviewed on RadioX North Fulton.

David Shavzin Interviewed by N. Fulton RadioX

David Shavzin created The Value Track to help business owners build value and create a path toward a successful exit. Too often, they have not built the value they need and are unprepared when the time comes to put their transition into action. In this RadioX interview, “Maximizing Exit Strategy, Understanding Value”, interviewed by John Ray on Business RadioX®:  Listen to the Interview

David discusses critical issues that business owners need to understand in order to maximize the sale of their business. Exit planning is a process – not something to decide one day, and try to implement the next.

David helps business owners think through their long-term goals and plans, educates them on business value and brings the right – collaborative – advisory team around the table. He then assists in the implementation of value-growth initiatives, guiding them to a successful transition (sale, family transfer, etc.). His 7-step process improves their quality of life and allows them to exit on their own terms.

A frequent speaker on these topics, David is a CMC, former IMC Georgia chapter president and President and Co-Founder of Exit Planning Exchange Atlanta, formed to bring advisors together in a collaborative effort to serve their clients.

His early career was in banking and finance, then 12 years with life sciences company Sanofi/Aventis. He spent 4 years in corporate finance and Mergers & Acquisitions. Then, 8 years of leading teams responsible for Quality, Finance, Supply Chain, Customer Service and IT functions within a $175M subsidiary.

For More Information, Contact David Shavzin at:

(770) 329-224

david@getonthevaluetrack.com   

 

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Subtext Secrets To Winning New Business For Consultants

 

Joel Alpert

Breakfast meetings can be a wake-up call when the attendees are experienced and masterful at their crafts. And when Jim Weber of ITB Partners presented his perspective on selling consulting services last week, even the most experienced among us sat up and took notice. (This post combines Jim Weber’s presentation, and with his approval, some framing with my own perspective.)

Anyone who is a good consultant wants to do a good job, and differentiate their services for their prospects and clients… that’s natural. Sometimes, however, we can miss the point — which is making the connection to our client, and understanding their world fully, through their eyes.

We sometimes miss the subtext of the conversation, which may be about the client’s unstated needs. So good consultants must be connected to their clients. They must value the client’s interests. And the context of selling consulting services must be reframed to focus on the client’s interests.

There’s also a bit of healthy schizophrenia involved — while you must understand the client’s need, you must also ensure that your own consultant’s assessment adds up.

Here are some takeaways:

Inside Your Prospects Head

At just about any company, the person hiring you will want to know two essential questions — “Do You Understand My Problem?” and “Will You Make Me Look Good?” If you can’t get past these questions, all the great work you might do… might not happen. Other key questions will likely include “Can You Work Within Our Culture?” While the culture may be cool, calm, and collected…or mad as a March hare, most clients expect No Drama.

You Are In Front of Viable Prospect

A key step in developing the plan is making sure there can be a plan. Is the prospect qualified? Are they just fishing around, or do they have a defined need? Are they looking to you to define this need?  Do they have a budget available to pay for the project?

To understand and frame your client’s expectations you can  ask: “What’s important around here?” This will help you determine if they are looking for a certain type of program response, or profitability, other KPIs or “soft” goals.

 

Sizing Up The Project And Expectations

Asking the right questions here may make the difference. You may ask “What have you done” in regard to the project, and this will offer insights into the client’s approach, plus success or failure at that endeavor.

And you will want to know “how” they executed the project — “How did you execute that?” will also tell a lot. The consultant can check out expectations by asking a question such as “If we found new ways of thinking through this issue, would you be open to that?”

Your Goal – Close The Deal!

When discerning the client’s needs, and their framing of it, you’ll want to  Validate The Client’s Diagnosis. This step is key for producing later success.

You’ll also want to understand the company culture, and how your work and style fits into it. Then, essentially, you will be validating your fit for the work.

 

The Presumptive Close

I presume there are all kinds of “presumptive close” styles, but part of the subtext of the selling conversation will be to continue building the relationship. You’ll want to demonstrate what it’s like to work with you, and your Closing Strategy conversations are the beginning of your work.

 

How To Scare Off Your Prospect

Sometimes we can scare off the prospect by identifying all their landmines. And we suggest solutions. I take this one personally, I do it often — my rationale, likely yours, too — is to help the client, direct the conversation, and to provide value even in that initial selling process.

While those insights might be correct, the client just wanted to solve a particular problem. Other times, in the spirit of being a hero and showing how much we know, we can come up with a premature diagnosis – which is not fully informed, and off-target. We can also be too surgical in our technical techniques and conversation — even if it’s right, it just doesn’t build rapport.

 

A Successful Sales Close

While a consultant needs to map the terrain and understand where the client is at if all the questions asked to serve the consultant… then you might as well hire yourself. Jim reports that some consultants were “dying” when they focused on the mechanics of their job. But-but-but when they switched to issues that were important to the prospect… they arose like Pegasus. That’s a way better end result!

Another interesting bit of perspective from the meeting and discussion, regarding agenda and expectations, was the insight to “assume the worst going in” to a meeting. That doesn’t mean being a pessimist, it means that we live in a fast-paced world, and everyone may not be prepared for the meeting, or you might not expect the unexpected — you may need to guide the agenda and set expectations.

Jim’s presentation had us focus on being connected. Valuing the prospect’s interests. Playing their role. Not just understanding what they say they want, and selling the value of your services… but absolutely ensuring we meet their interests. Sounds good to me!

– – – – – – – – – – –

Would you like to see the narrated .ppt presentation? Here’s the link, as Jim Weber presents Selling Consulting Services: https://lnkd.in/eXPbePR

Joel Alpert of MarketPower is a branding and marketing consultant who has developed branding, strategic thinking,  direct marketing and more, for Fortune 500… SMB… and one person consultancies, in just about every conceivable category of business.

Connect with Joel: www.LinkedIn.com/in/JoelAlpert123

Find what you need…take a quick tour: www.MarketPowerOnline.com

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

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You Have The Prospect’s Attention: Now Close The Deal!

A close friend and associate, John, become a successful independent consultant after leaving his corporate career.  His transition was relatively easy as his network was strong, and he was well respected.  His network was so powerful that he seldom failed to close a deal where he had a first-party referral.  Those referral-based deals launched his career, with a little help from me.  His challenge was closing deals when he had a third-party referral or if he had surfaced the prospect. That was an important learning experience for John.

 

 

John had difficulty closing a prospect unfamiliar with his reputation.  We would debrief after those situations and I would offer suggestions to improve his technique. During this time, I recognized a self-destructive pattern common to inexperienced Independent Consultants.  John had difficulty selling himself.  Inadvertently, he repelled his prospects.

 

 

As discussed in my last post, prospective clients must become comfortable with the consultant.  They want to ensure that the consultant will make them look good.  Stated more bluntly, they want to ensure that they won’t be fired for letting a contract with an incompetent consultant, someone disruptive to the culture.  These are the same concerns any manager would have when considering a potential hire.  In John’s case, he struggled to make a connection.  He would launch into problem-solution mode before he fully understood the prospect’s concerns.  He didn’t ask questions that addressed their cultural imperatives and potential minefields.  He would pontificate about concerns the client should have but may not have considered.  John wasn’t necessarily wrong, but his delivery was off-putting, insulting even.  I could see how the prospect would be concerned about him.  I am certain they wondered if he would be difficult to manage and disruptive to the company’s management style.  He did not assuage their concerns.

 

 

I had a similar experience recently.  I was talking with a prospect about helping them through Chapter 11.  This was a third-party referral, so I had to sell myself to the prospect.  On my first visit, I focused on satisfying my need to ensure a successful outcome, rather than to understand their perspective.  I was preoccupied with trying to extract information about their financial reporting capabilities.  I was concerned that I wouldn’t have the information I needed to do my work.  I wasn’t putting the prospect at ease.  Looking back on the situation, it may have seemed like an interrogation to them.  They were on guard, looking stone-faced as they provided minimal information.  Fortunately, I recognized my mistake early enough to redirect my approach. I asked them to provide background about the cause of their financial situation and what they thought needed to be done.  Their demeanor changed immediately as they went into detail about their needs.  I had cracked the code!  I stayed with that approach, drawing them out with open-ended questions.  The more they talked, the greater my empathy for their predicament.  People don’t want to be told what to do.  They want to work with someone who will help them understand their problem so they can find a solution together.  This tact was the beginning of a relationship that led to an engagement.  It’s odd that I didn’t begin with this approach as it is my preferred style.

 

 

My initial tact with this prospect was a rookie mistake, uncharacteristic for someone with more than twenty years of experience.  Landing contracts is about building relationships.  The prospect wants to know that you have empathy for their situation, you aren’t judgmental, and understand their needs.  The most effective way to accomplish this is by asking open-ended, non-threatening questions.  This will help them open up to you.  Approaching them in this manner demonstrates your professionalism.  They will come to understand that you are sincere in your interest to help and that you are a fit with their culture.  Eventually, John learned this technique and became a consulting powerhouse.

 

 

Remember, from discovery to close, your prospect is evaluating you.  They want to know that your project management style fits with theirs.  They don’t want to inject a disruptive influence into their company. The client wants to enhance their reputation and keep their job.  They probably have more work in mind and would like to find someone to help them in the long term.  So, if you want to close more deals, take time to understand the client’s situation.  Ask questions to stimulate a dialog, generating information you need to help the client.

 

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

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Building Relationships to Land Consulting Engagements – You Are The Product!

Building Relationships

It’s been a while since I thought much about the process I employ to generate new business.   Even though I’ve been managing my business for over twenty years, I don’t think about the processes I use to generate more business. I have an effective system in place which I execute diligently.  Building relationships with prospective clients has become second nature, almost intuitive.  Recently, I have been thinking a lot about my business development systems and processes, however.  Since making a commitment to deliver a presentation on selling consulting services, I’ve been compelled to reconsider the matter. As you would expect, the subject has been on my mind quite a bit lately.

Friday, I discussed my progress on the presentation with my friend Faith.  During our discussion, I mentioned that I hadn’t chosen a topic for this week’s blog post.  I said that I would like to continue the theme of the last few weeks, building relationships.  She suggested that I write about building professional relationships that generate new business.  I liked her idea and I’m pleased to continue exploring this subject.

As I think about it, my work is all about building and strengthening relationships. People come to me seeking new jobs and career advice. I like to do what I can for them. Although I may not be able to help them immediately, I believe it’s important to understand their needs and aspirations.  At some point, I will learn of an opportunity to provide assistance.  By doing so, I am creating a foundation for a long-term relationship.

Mary’s situation is a good example. Mary is in the process of closing the family business and moving her residence to Atlanta.   She came to me looking for help transitioning from her position as COO for an industrial company to become an employee for another company.  Currently, she is not able to devote 100% of her time to job search, so starting the process has been prolonged.  I immediately connected her with two networking groups to begin her transition.

Two weeks ago, we scheduled a call to discuss her situation. I had promised to review her resume and owed her my feedback. After providing my thoughts, she asked if I would take her on as a coaching client. I agreed, of course, and we scheduled a follow-on, face-to-face meeting.  Reflecting on our interaction, we developed a relationship that resulted in new business for me.  She came to trust me because I demonstrated a sincere interest in her career aspirations.  I connected her with others who could be helpful and provided suggestions to improve her resume.  Stated another way, I showed a genuine interest in helping her and demonstrated my capabilities.  Interestingly, I never pitched her on the idea of becoming a client.

Selling consulting services is about selling an intangible product.  One cannot touch, hold, see, smell, or hear the product.  It is something that can only be imagined.  Those buying consulting services are taking a leap of faith.  In many ways, the process is the same as completing a successful series of job interviews.  The candidate’s primary objective is to establish rapport with the hiring manager.  After all, we want to work with people we like and who like us.  To achieve a successful outcome, one must establish a personal connection.  So, building rapport requires effective interpersonal skills.  Those skills include the following:

  • Empathy – needs assessment
  • A Positive Mental Attitude
  • Appreciation/Gratitude
  • Mutual Respect
  • Accountability
  • Offer something of value – a gift.
  • Professionalism
  • Honesty and forthrightness

As with any job interview, you are being evaluated on every step of the selection process including an offer of employment.  As you work to gain the prospect’s confidence, your working style and ethics are on display.  The prospect is becoming comfortable, or not, with the idea of working with you. A well-executed process is critical! I cannot overemphasize the importance of this phase of the sales cycle.

Selling consulting services is a process governed by the fact that you are selling an intangible product, the prospect’s desired outcome.  As a consultant, your job is to make the product tangible and mitigate the prospect’s doubt.  You are the product!  The attributes of the product you’re selling are your attributes: competence, professionalism, empathy, and ethics among others.  You will demonstrate these attributes by developing a working relationship with the prospect.  By developing solid relationships, you will ensure the success of your business.

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

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You Need To Step Up Your Game!

Effective Communications 

It isn’t often that I can observe my clients during their day-to-day interactions.  In my twenty years as an Executive Recruiter, I have observed only five interviews conducted by a client.  I found those situations interesting and most helpful.  As a coach and consultant, I usually rely on the client’s after-the-fact recollections of an encounter.  This is not ideal, as I only hear one side of the story.  Sometimes, I am fortunate enough to observe the encounter in real-time.  Those opportunities, however rare, result in a treasure trove of useful information.  I had one of those opportunities this past week.

 

I spent some time with a prospective client this week. It was an unusual situation as I was working with another client, who happens to be a vendor for the prospect.  This prospect has come to know me through my work with his vendor. Apparently, he likes my style and has talked with me about an engagement. So far, the discussion has been preliminary. I recognize a possible conflict of interest with my current client, which I intend to avoid.

 

My client and the prospect are typical entrepreneurs. They are hyperactive, creative types.  Maybe even a little ADD. Although affable and engaging, they share a common weakness, communication skills. When they aren’t understood, or work is not completed as they had envisioned, they become frustrated.  It’s as if they expect others to read their minds.  The resulting admonitions are unprofessional, unproductive, and borderline nasty.  They fail to provide clarity to their expectations and how to correct the issue if required.  I am amazed that neither recognizes the problem, but they aren’t happy with the symptoms.  My client has come to the realization that changes must be made if there is to be a productive working relationship with the prospect. Clearly, they lack self-awareness regarding this issue.

 

While with them this week, I experienced their interactions firsthand. I observed the prospective client’s interaction with others including his employees, vendors, and customers.  I observed his interaction with my client and a few of his subordinates. They were interesting and revealing. In one case he admonished an employee for his failure to complete an assignment. The prospect was agitated that the employee had not completed more work, challenging his work ethic. The prospect continued to repeat, “you’ve got to step up your game.” Regarding this encounter, I witnessed the instructions the employee received from my prospective client. The employee did exactly what he was told to do. The prospect failed to recognize the work completed by his employee and never explained what should have been completed.  My take on the situation is that the prospect was worried about something else and unloaded his frustration on the employee. Not exactly what I would call a positive management style.  The confrontation was a waste of time and detrimental to the employer-employee relationship.

 

I observed similar conversations between my client and the prospect. Those conversations included contradictory instructions and failure to establish clarity.  At one point, the prospect told my client “we must slow this project down,” then later, “you must speed up your work!” Totally contradictory.  When debriefing my client, I recommended that he make greater effort to achieve clarification. I suggested he ask questions and take cogent notes. Then confirm back with the prospect to ensure mutual understanding. Simple right?  Well, not necessarily. The other point is to make better use of technology. I recommended that my client use email, text messaging and meeting scheduling tools to ensure understanding.

 

This post is about working through a dysfunctional relationship, the need to improve one’s communication skills and the importance of hiring a coach or maybe even an Organization Psychologist.  I will continue my discussions with the prospect as I know I can be helpful.  At this point, the prospect needs a coach more than a consultant.

 

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

 

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Are You Listening To Me?

Last night, we enjoyed a lovely October evening in the Atlanta area.  The temperature had cooled to the low 70’s making it very comfortable for al-fresco dining with friends.  As it would have been somewhat tragic to miss this blissful weather opportunity, my wife, Jill, and I enjoyed an evening out with another couple. The other couple, David and Dana are my wife’s business partners for her residential remodeling and construction business. We agreed to meet at Avalon around 6:00 p.m. Avalon is a trendy new mixed-use venue in the northern suburbs of Atlanta.  Most Friday evenings during the Summer and early Fall, people congregate there to listen to a live band, enjoy a casual dinner and drinks, and participate in lively conversation.

 

David arrived a little later as he had to attend an event with his son.  That gave us time for a few drinks and conversation with Dana. At some point during the conversation, Dana mentioned how interesting it is to watch Jill and David work together, especially the way they work through the creative process. As Dana explained it, she facilitates their work by helping Jill and David communicate.  She said they spend a lot of time talking past each other, not actually hearing what the other has said. That’s not a surprise, as they’re both strong-willed, creative types, successful in their own right.  Dana is their interpreter.  Our conversation reminded me of the awesome power of listening.

 

Reflecting on this past week, I spent a lot of time listening.  I listened to several job seekers talk about their career interests.  One was much more interesting than the other, as his experience was broader and deeper.  I made a presentation to The Business Executives Networking Group (The BENG) which I designed to be interactive.  I was successful as my presentation generated a lively discussion. As a result, I received a lot of input from the group.   While editing the presentation video I recorded, I became aware of opportunities to improve my delivery.  While careful listening facilitated the editing process, it also revealed some cringe-worthy speaking habits.   I had the same experience listening to the webinar I delivered on Thursday.  Listening to my presentations as if I was a member of the audience, became a self-improvement exercise.  Wednesday, I conducted my monthly Executive Leadership Meeting which was an opportunity to hear from my advisors.  As these people represent the leadership counsel for my company, it is important to hear from them and to ask questions for clarity.  As that meeting was conducted via ZOOM, I have a video recording to refer to as I prepare the meeting recap.  Hopefully, I will hear something interesting that I missed during our meeting.

 

Friday morning, I had a meeting with another colleague.  We discussed many opportunities, including the possibility of collaborating on a seminar about professionalism.  During that meeting, I observed that my favorite way to close a deal was by listening to the prospective client talk about their issues and thoughts for corrective action.  In those situations, I listen carefully and ask questions for clarification and insight.  I listen without judgment or offering an opinion, asking questions to understand the prospect’s desired outcome.  I believe that conducting myself in this manner demonstrates a sincere interest in understanding their situation.  By showing interest in learning about the prospect’s problem, I demonstrate my respect for her and empathy for her situation.  This process helps build rapport, the foundation for all relationships.  It also shows the prospect  what to expect from me if hired to help her resolve an issue.  This discussion brought the power of listening to full focus.

 

It was a late evening, Friday.  However, it was most enjoyable and a great bonding opportunity for all of us.  Best of all, listening to Dana talk about her role as a facilitator reminded me how important listening is to one’s success.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

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Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal
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Big Challenges for Small Business Owners

Small business owners wear many hats and make many decisions each day. Most of these decisions are small and have minor impacts. Some decisions, however, are common to most small businesses and can have far-reaching, fundamental impacts. As a starting point, let’s look at three fundamental challenges:

The first big challenge facing most small business owners is finances. As the CEO of a start-up frequently said to me, “Cash is king.” Businesses exist to make money and most small business owners run their finances without adequate planning or oversight. They monitor bank balances, accounts receivables, and expenses, but most don’t have a basic financial forecasting, reporting, and review structure in place. Additionally, many don’t have the forethought to establish a line of credit or other funding sources to help them remain solvent when inevitable financial speed bumps occur.

If your business needs some help in the financial area, here is a short “best practices” checklist to consider:

  • Get help to create a basic financial reporting (KPI) structure, such as within QuickBooks or your chosen accounting software
  • Document financial reporting requirements and ensure they are followed by you, your employees, 1099’s, etc.
  • Establish a recurring schedule for reviewing results and forecasts for all important financial data, such as cash, revenue, accounts receivable, and major expense categories
  • If not yet established, investigate funding options such as a bank/SBA loan, line of credit, credit card, silent investor, or personal funds… before you need the money

The second big challenge facing most small business owners is people because every person is critical to the operation. One poor performer can have unforeseen negative impacts. A sudden resignation by a key contributor can slow production. Finding new talent can be difficult, or motivating and retaining talent can be overlooked.

If your business needs some help in the people area, here are a few ideas to consider:

  • Take the time to consider carefully the performance of each member of your current team
  • Determine those employees who are critical to your success and what you will do to motivate and retain them
  • Determine those employees who are not performing and what actions you will take to address this

The third big challenge facing most small business owners is time. Few seem to have enough of it, even if they are working 60 hours a week or more. After working long hours for years, they begin to feel they have become a slave to their business … that the business is running them rather than they are running the business.

If you are working more hours than you want and not on a track to improving this, here are some ideas to get more of your life back:

  • Jot down the actions you take for a day or two, then review your list and decide what you can stop doing with no/minimal impact
  • Take a good long look in the mirror and ask yourself “Am I failing to delegate work that others could be doing?”, then delegate appropriately (the topic of a future blog post!)
  • Establish more organizational structure in your daily activities, such as a daily “to-do” list and time scheduling for key activities to do daily, weekly, and monthly
  • Make a commitment to yourself to reasonable work hours and hold yourself to them, which will motivate you to eliminate or delegate low-value work

Most small business owners I meet have all of these problems, in varying degrees. If you are a business owner who doesn’t have any of these big challenges, it’s possible you are overlooking one or more of them.

Think again. Don’t skip over this opportunity to improve your business and your work/life balance!

————————

Richard Kirby (www.richardkirby.net) is “The K Factor”, an executive coach who provides inspiration and guidance to small business owners and corporate executives who genuinely seek success at a higher level.

 

Richard Kirby, Executive Impact

Richard Kirby (www.richardkirby.net) is “The K Factor”, an executive coach who provides inspiration and guidance to small business owners and corporate executives who genuinely seek success at a higher level.

 

 

richard@richardkirby.net

www.richardkirby.net

770-366-5875

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal