The reality of today’s economy has one overriding message: “If you’re not telling your story correctly and directly to your customer, you are doomed to fail.”
Marketing is not the process of describing a topic, product or list of product features. It is not about how many videos or brochures you can produce. And, marketing is not demonstrating how much you know about your product or service.
Marketing is the process of emotionally engaging a potential customer by explaining what’s in it for them. Before people will buy from you, they must believe that there will be a measurable return for their money – that they can clearly see the “value” to them of your product or service. If they don’t see value, you’re not marketing, you’re just “describing.” Defining your value in such a way that your buyer sees their solution in your product is the number one thing you must do.
Now we all from time to time have heard people tell us to do our best. It is great advice to do your best, but rarely does anyone suggest that you should first prepare to do your best or explain how to do that.
The most successful athletes, business leaders, entertainers, and other professionals all have practiced or prepared to give their best, so why shouldn’t you? Why shouldn’t you want to do and be your best? So let’s talk about preparing to be your best: Continue reading
When asked, “What is the job of a leader?” the standard response is to, “Get things done through other people.” Sounds simple, right? But there is much more that goes into getting things done through people. In fact, getting things done through other people is the result of what I believe is the real job of a leader.
The real job of a leader is to develop other people – their team – to successfully execute the vision they have set for their organization; whether it be a free-standing organization, a department within a larger firm or a small business. Simply stated, the job of a leader is to have the right people with the right skills in the right roles at the right time. Yet, despite its simplicity, developing people still does not get the attention it should on many so-called leaders’ radars. Continue reading
One of the more interesting experiences I have had in my role as a coach/mentor is when I meet people who, when they learn what I do, want to challenge my knowledge to justify their position. Or in other words, engineer (try to take it over) the conversation to allow them to demonstrate to me just how smart they really are. You know, they have the answer to the question and are looking for a way to share it.
Of course, they don’t realize that I really don’t care how smart they may “think” they are. Continue reading
In my newest book – “The Go-To Person’s Guide to Success” – I go into great detail on how to manage your boss. That’s right: manage your boss. Here is an important takeaway from the book.
Managing the boss is best done openly, not subversively. Smart executives communicate to the boss what they are doing and why they are doing it. If you were writing a memo to the boss about why you were managing him, you would address these ten reasons why a boss should want to be managed by a direct report: Continue reading
Every leader wants and needs to be trusted and be seen as credible by their team. Trust and credibility are equally important and go hand-in-hand in either making or breaking a leadership career. It’s been written that trust is built on credibility and credibility is earned by putting the interest of others ahead of yours.
Some mistakenly believe that they come with a “title” or are based on the size of your office. They are not given; they cannot be bought. They must be earned and then sustained, and this requires hard work on a consistent basis.
Consider practicing the following behaviors to help you either build or enhance your trust and credibility with your team. Continue reading
I am constantly running into leaders and entrepreneurs who lament about the same challenge. Namely, their team’s performance is either not in sync with or not sufficient enough to help them make their vision a reality. I have even coached some of these “team challenged” folks. Some never got it and have gone elsewhere to seek fame. Others have gotten it and are achieving success.
As you drill down into their challenge it becomes apparent that some have only scratched the surface teaching their team specifically how their individual performance connects with and drives their vision. Even worse, some do nothing to help their team make the connection. Hence, the title of this morning’s Wake-up Call. Continue reading
Successful people expect to win. They create positive beliefs in their mind and use those beliefs to help them determine the right actions to take in order to achieve their desired outcomes. They create a “picture” of what success looks like in their mind first before their body actually gets there.
Successful people know it’s possible to experience big wins and successes, but they are more rare than one would imagine. It’s the consistent application of their skills that help them achieve success.
Successful people don’t make excuses when they experience a setback, a mistake or failure. They focus on what went wrong and what they can learn from it so that they can do it better the next time. They follow a simple and disciplined process: they own it, fix it, learn from it and then move on.
Successful people have the ability to control themselves (their thoughts and emotions). They’re able to evaluate situations as they occur; to stay in the moment and not allow the situation or others to control them or their destiny.
Successful people know that others will judge them regardless of what they do. As such, they don’t live their life trying to satisfy the standards of others. Rather they focus on consistently using their best habits and skills every day to help them achieve their goals.
Periodically, all leaders need to take a fresh look at what they do, how they do it and why they do it. In other words, they need to challenge their leadership status quo.
Some leaders become so caught up in their own strategies and methods that they have great difficulty breaking free or letting go of what they have become very comfortable doing. They are so heavily invested in their approach that they have become oblivious to the fact that the world has changed around them, and it is time to do some things differently or face a downward spiral from which there may be no recovery.
If anything stated above touches a “nerve,” then it is time to challenge your leadership status quo. In this process, be sure that you can answer these key questions: Continue reading
(A special excerpt from The Go-To Person’s Guide to Success)
In 1961, “How to Succeed in Business without Really Trying” opened on Broadway. During its run of 1,471 performances, the show won 7 Tony Awards and a New York Drama Critic’s Circle Award. The play (and subsequent movie) was great, despite the fact that nobody can succeed in business “without really trying.” Success in business (or anything else, for that matter) requires work – hard, focused, disciplined, and committed work. There are no shortcuts to success.
Success requires the proper use of certain knowledge and skills. Without the proper mental foundation, there’s no way your knowledge and skills will be used effectively. I refer to this foundation as “mental toughness.” Why? Because any level of success must be built upon it. Developing mental toughness is a choice.
Here are three key steps to get you going in the right direction: Continue reading