Each new year we get another opportunity to begin anew. It’s a fresh start and expectations are high. Make the most of this new beginning – follow these three points to focus your review. Celebrate success – what worked well last year? What goals were achieved and why? What progress was made towards your vision or mission? Does your team know what was accomplished and how they contributed? Assess direction – where are you going? …
Never underestimate the power of first impressions. Your first three minutes with a new prospect is your opportunity to put your prospect at ease and gain insights into his or her thinking. The approach you use can begin building trust or destroy the new opportunity. The opening of your first visit with a new prospect is about establishing rapport as a foundation for building trust and confidence. Connect with the person before talking about business. …
Responding to inquiries with urgency is a productive principle, but don’t let your speedy reply cost you. Recently, my friend Susan provided a prompt, comprehensive quotation in response to a request from a prospect she has been pursuing for months. She was complimented by her contact for her sense of urgency, her thoroughness in addressing stated needs and her competitive price and delivery. Susan lost the order. Susan’s quotation was specific and complete. Hers was …
Growth is good. Failing to pursue it leads to stagnation and often demise. But what defines growth for your company? Is it revenue growth? Profit growth? Growth in headcount? The choice comes down to understanding what ultimate result you want from your growth. Why do you want to grow? Companies measure growth in numerous ways. In addition to the metrics mentioned above, there is growth in products or services, market share growth, growth in number …
Today’s business environment is loaded with “vision” talk (big picture) which often translates down to the individual worker (or job seeker in this economy); and everyone wants to know “what is the vision?” be it corporate or personal. Aquinas had a differing approach and thought: He called it “Visio” Visio is not “out there” It is not a starting point at all It is a “culmination” or a “completion” Visio is a “taproot” from which …
Thanksgiving is my favorite holiday! Family, food and football is a compelling combination, but what makes this holiday my favorite is the simplicity of its message. We dedicate this day to celebrating our blessings and thanking God, family and friends for making our lives exceptional and worthwhile. Inherent in the Thanksgiving Day message is a reminder to celebrate and express appreciation as often as possible. It’s a reminder that busy leaders often need. Appreciation is …
For the past 5 years, The DiJulius Group has hosted a remarkable customer service conference called “The Secret Service Summit.” Each year attendance has grown exponentially and this year 500 folks participated in the inspiring two day event. The DiJulius credo is: “Change the world by creating a customer service revolution.” One of the presentations this year was titled: “Be The Best At What Matters Most.” Joe Calloway’s interactive presentation mirrored the concepts described in …
Often, the problem that leaders think they have is not the real problem. If they understood their real problem, then they would fix it. The fact that the problem still exists is a likely indicator that the real issue remains unresolved. The symptoms of their problem are more visible so that becomes the focus of their work. Are you working on your symptoms, unaware of the real issue? It’s that time when the past year’s …
Seth Godin describes two types of customer loyalty in a recent blog. The first kind is “loyalty of convenience” which is based on the fear switching. For these folks, switching suppliers is risky and time-consuming, plus it may be a mistake. The other kind of loyalty is based on supplier commitment that drives genuine customer satisfaction. Seth confirms that “You earn this sort of loyalty, you don’t architect it.” What’s the most proven way to …
As businesses grow, their organizations become more complex. Responsibilities are divided to drive productivity and goal achievement. Department leaders become endowed with control, which they then strive to protect. The fear of losing control often causes these leaders to erect barriers. Barriers promote bureaucracy, inefficiency, low morale and failure by shifting the focus away from the organization’s goals to a concentration on departmental needs. Full engagement with customers is hampered by competing priorities within the …