Having a sense
Just because you’re measuring something, doesn’t mean it’s the right one to keep track of. You’re supposed to measure EVERYTHING that really matters to have a sense of where things are going. But that’s that: a sense. So that you can correct course. Everything can be measured. How you judge where that measure is directing you is what makes the difference.
Just like sex.
I mean, there’s no competition for who makes it faster, right? Which brings the question: What if slow is better? What if don’t need to improve the efficiency BUT the efficacy? What if it’s not about how fast / efficient / productive you get to a result, but about what kind of result you’re looking for? As Rory Sutherland in this video says: “What if it’s not about the speed of the commute, but about the commute itself?” What if we’re making the wrong questions? And it’s not about speed (or…
Sometimes it’s just that simple…
When things go wrong, it has (usually) nothing to do with trust. It has nothing to do with a conscious sabotage. Sometimes, it’s just happened. With time, you’ll get to see things that go South very quickly and when you notice, it’s already done. Give them the benefit of the doubt. Or in Robert Hanlon’s words… “Never attribute to malice that which is adequately explained by incompetence.” Maybe it’s that stupid simple. 🤷
Stop with Why.
Don’t ask why. Don’t ask the reasoning behind. Don’t ask to justify. You won’t get a real answer. All you’ll get is a personal defense of a position, with a heavy load of feelings. It’ll feel like an attack to the other one. Even when you have the best intentions. Start with “What” or “How” “What made you get to this decision / process / move…” “How did you come up to…” These 2 words take off the load of judgement over the question, and detach the person from the behavior. And with that,…
Double Thank You
That’s when your client gives you their money and say “Thank you. The work we’ve done together has really moved the needle.” And that’s when you say “Thank you. For letting me guide and lead to make this change.” It’s double because both gained something. And it’s about what’s important for them (aka the value). Jonathan Stark has his own take on this, and Blair Enns, too here. What was the last double thank you you can recall? 🙂
Being challenged
Challenging your customers’ belief system… that’s a hard pill to swallow. If customer is king, why would you challenge them, right? Well, what if you challenge them to think different? To think big. To see things from an outside perspective. Because then, maybe they’ll start seeing what new opportunities they could take. What new ways they could better serve their market. What things could be done different in their market. And you know what else? The bar is SO low, that doing that minimum…
Your job
“Don’t pitch your value in the sale. That’s marketing’s job. Your job is to uncover the value the client is seeking. Arm yourself with questions, not claims.” Blair Enns That’s it for today. Make questions. The right ones. 🙂
What do you do after 2 years of…
What do you do after 2 years of… writing daily emails? You keep writing. You revise what you thought and wrote. You do an inventory of the common subjects. You think clearer. And deciding where to focus is like a revelation. What’s the YOU from 2 years ago that would benefit from the YOU from now? What would you tell them?
What’s coming
Here are a few themes that are recurring in the small/medium business I see. Which ones do you feel you resonate with? You’re struggling with getting your sales to be better. The market is highly competitive. You’re pushed to play on (the lowest) price. You can’t say No to customers. That’s losing business (and stupid). If you say No to a customer, you’re losing opportunities. Your competition is poaching your customers. Your revenue goals are not where you want them, despite everything…
All symptoms
All of the subjects from yesterday’s message look like somewhat related, some of them random, some of them to be grouped… and they all look like problems. But here’s the thing: they’re all symptoms. And —in the big picture— all symptoms of unclarity. To be unclear in the business, the needs it attends, to the segment it serves. If you had to score from them, how well would you do? 🙂