Taking Control - the 3rd C

© Seán Weafer 2008 all rights reserved

In this blog I cover the third of my 6C model which is CONTROL. In a world that is continually speeding up - control is something many people fear they no longer have. The reality is that they do have control. However, what they do not do is regularly take some reflective time to decide what their priorities or what their needs are. In the first two C’s - Context and Clarity - we have already discussed the importance of defining your own course and taking control of your own environment. One of the ways of doing so was by setting some specific goals to create the vision of an environment that can maximise your degree of success. Once we are clear about our objectives and how they will change our environment, we then have to break every goal down into its constituent parts. Every goal is made up of a series of actions or steps that can be taken to ensure that we invariably accomplish the goal. The Chinese say that ‘every journey begins with the first step’ so consider that each action we take to accomplish a goal is a necessary step on the way to success. However what’s important here is that an action is as simple as possible. An action can be defined as ‘something that you can do when you leave the room’. In other words, it is something that can be done and has an immediate outcome or result. Make a telephone call, draft a list, tidy a desk - it is something simple, highly specific and immediately has an outcome. An action is not something that can be broken down into something even smaller - for example ‘take a training course’. Taking a training course requires several actions to come into being - book a time, get approval, find the budget - so this might be called a sub-goal. When you have broken your objectives in to highly specific, small achievable actions you will suddenly realise that each action should fall into three categories. The categories are defined in a model which I call CIA: “Control - Influence - Accept for Now”. “C” stand for Control - do we control this action, can we act on it now, immediately? This is the first order of change - what we control, we should act upon. “I” stands for Influence - if we do not control this action, can we reach out to someone who does, someone who might act on this for us, can we influence them? This is the second order of change, what might be called a “relationship” action and finally…. “A” stands for Accept for Now - if we do not control it and we cannot influence it, then walk away, for now. Focus on what we can control and influence and “park” what we have no control or influence over. Many of us tend to spend a great deal of our time worrying over things that we can neither influence nor control. By acting on what we control and influence, that which we have to “park” for now, may fall within our control and influence in time. Taking back control means that we have to realise that change is in our hands - and it’s in small steps. Once we can start taking action on simple, highly defined steps, that fall under our ability to deliver on - then we take back control and decide the degree of success that we intend to enjoy in even the most turbulent of worlds.

Creating Clarity or Focus

© Seán Weafer 2008 all rights reserved

In this blog I cover the second of those C’s which is CLARITY. Another way of defining clarity is Focus or that which we pay close attention to.

It’s interesting how so many people who come to me for coaching always raise the issue of ‘time management’ as a problem for them. When they do I tend to quote my old mentor Dr. Denis Waitley who always said that ‘time management is a fallacy. An hour cannot be made longer than it is nor yesterday called back into today’. Time management is not the problem, he would say, but management of one’s focus. When one learns to management one’s focus - then time moves to aid you.

When we have taken the time to consider what sort of an environment we are operating in and are likely to operate in for the foreseeable future (see Context) the next step in the game of becoming proactive in business is to define what we are going to do about that and then why that is important to us.

Focus is composed of two things, not just one. It is composed first of the ‘What’; as in what specifically is it that I want to be doing here to make a difference. But there is a second part to that focus which is often overlooked and that is the ‘Why’.

The ‘Why’ is the personal reason as to why it is important to accomplish the ‘What’. In coaching, I call it the emotional trigger behind the goal. It is often overlooked or assumed - it should be spelled out every time when defining a goal.

When the ‘what’ and the why’ are defined and then brought together we now have a very powerful goal and a focus for the future. We are now starting to shape in our minds the kind of ‘context’ we want to be working in.

An example of a what and why might be ‘I want to drive sales targets to 110% this quarter so that I can take my kids to Disneyland with my bonus cheque’ - the ‘what’ benefits the business but the ‘why’ benefits the self.

There are other guidelines when setting your focus or goals for the future:

1.     They should be written in the present tense - people often make the mistake of writing their goals with the future tense ‘I will’. This does not take into consideration the motivator behind goals which are the emotions. Emotions are based in the subconscious part of the mind which does not recognise a future tense - only the present tense. So, by writing goals and saying ‘I will’ instead of ‘I want’ - you have already sabotaged yourself.

2. They should be personal - written with the personal pronoun ‘I’ - we have to take ownership of our own futures.

3. They should be particular - so the more specific you make the goal the more likely it is to happen. If you say ‘I want to make more money’ then you will but without a specified amount it could be anything. Whereas if you say ‘I want to make an additional £100,000′ that’s the goal that the mind now sets out to achieve.

4. They should be passionate - in that they should have a powerful ‘Why’ attached.

5. They should be positive - as in written with the positive outcome in mind. Words have power and we should ensure that the words we use when crafting the business future should be words that attract success. So choose your words carefully, for whatever you ask for shall be given.

Setting the goal - and defining clearly it’s ‘what’ and ‘why’ components is the first stage of creating success. The next stage is taking ‘Control’.

The 6C’s of Success - a Road Map to Successful Business in Challenging Times

© Seán Weafer 2008 all rights reserved

As entrepreneurs and sales people, success is something we strive for everyday, so here is a simple model for business success that should help to serve as a ‘road map’ in the current challenging times.

I call it the 6C Model and it is comprised of the following: CONTEXT, CLARITY, CONTROL, CONFIDENCE, COMMUNICATION AND COMPETENCE.

CONTEXT: The first part of the model deals with Context or, to be more specific, the environment in which we find ourselves working.

In recent months that environment has changed beyond recognition. Not only have world economies moved officially into recession but the global banking crisis has impacted on what liquidity there might have been in the markets - causing a credit squeeze on businesses looking to ‘gear up’ while ‘scaling down’ to face the worst of what is yet to come.

All of this we know from the constant bombardment of the media - a key factor of our context or environment. We have come to live in the ‘sound byte’ world where sensationalism and instant gratification for news become the rules by which we are delivered information. Yet at what cost?

This form of information can cause many of us to react to our environment by making rash or wrong decisions. We quickly find ourselves working in constant fire-fighting mode, simply holding the line against the rapidly changing world and working at such a pace of change that we find ourselves reacting to the changes rather than being proactive.

Fear can start to take hold. We start to believe what others would have us believe. Nervousness dictates our decisions and eats at our confidence - at the precise time when we need to take very rational decisions in order to stay on top of the situation.

When pressurised we often tend to “Reflex”, or simply unconsciously respond to stimuli, when we should “Reflect”, or consciously choose the course of action that is most beneficial.

It is at times like these, more than at any other time, that we need to be creating the environment in which we work. We have to take control of our context by determining what we allow to colour our perceptions, who we choose to associate with or listen to, to take the time to review our needs and to define our objectives and our wants.

It is also at times like these when we need to review the other factors that make up our business environment.

The markets we are working in - are they too narrow or too broad, are we developing effective pricing strategies, effective cost reduction strategies, where do we shift our spend, do we decide to ‘hunker down’ and ride out the storm or do we develop aggressive sales strategies now that everyone else is retrenching?

What about our staff and our teams? Do we have the right mix of people? Are we carrying people we know we should have let go long before this? What are the hard decisions that we need to be making? Are we investing in the skills that they will need to be productive or cutting back on that as an unnecessary expense?

Our business systems and our office environment - what are we doing here?

One final key area that we need to reflect upon is the future context that we may find ourselves operating in. Are we simply relying on what the media and market pundits are telling us or are we engaged in researching our customers and our markets? Are we asking the people who matter to our business the kinds of questions that allow us to start to build forecasting models and sales funnels as to what business is likely to be there in the next 3-6-9-12 months? Are we taking control of our own destiny?

Being aware of the dynamics of what creates the environment allows us to take control of that environment. A critical part of that taking control is making the time for effective reflection so that we do not simply respond on reflex.

Once the environment has been assessed we now move to the next level which is Clarity which we will look at in next week’s blog.

‘Top Gun’ Sales Leaders

© Seán Weafer 2008 all rights reserved

What does it take to create ‘Top Gun’ best of breed sales directors? Directors who can communicate and connect with their board and with their teams to achieve extraordinary sales performance in challenging times?

In the Eighties film of the same name, one of the scenes that sticks in my mind was the one where the pilots were welcomed to the ‘Top Gun’ academy. This place is reserved for the best of the best only.  It was hallowed ground where they would compete for the honour of being the very best

Let’s take a look at just some of the ‘Top Gun’ questions that I ask my sales management clients to consider so that they can compete successfully for ‘Top Gun’ honours of their own.

1. How secure am I in terms of my ability to deliver sales targets in the next 12 months?

A key skill for directors is sales forecasting, as well as having a keen understanding of the commercial elements of the sales process and how it contributes to the bottom line in the business.

Forecasting allows us to be able to plan to do the best with that we have, identify the resource gaps that we might need to deliver on the objectives as well as getting a good sense of the kind of environment we are likely to be facing along the way.  Only by effective forecasting can we start to create the sales environment in which we can be consistently successful.  Forecasting and planning are key skills for sales directors which often do not come naturally to us.

Effective forecasting is not an option, especially in challenging times such as these, because it allows us to get the kind of clarity and create the kind of conviction that we need in our communication with our board - and if we are to empower our ‘troops’ on the front line.

Also, we need to be constantly alert to what else is happening in the business and company environment. Are we fully staffed, what level of skills have our sales people, how up-to-date are our customer databases, are we on top of our customers and have we ‘locked them in’, what special events or offers might add revenue.

Our security is dependent on our ability to spot what’s coming down the line and ‘adapt, innovate and overcome’ to whatever challenges there may be.

2. Do I have clarity about what specifically I should focus on to ensure success?

Success has always been defined as the achievement of pre-defined goals. As sales leaders, we should have highly specific goals for our business and what the business expects us to deliver.

For many of us our business goals tend to be just top-line goals - a sales number or a figure maybe but with little ‘soul’ or ‘heart’ imbued within it. By ‘soul’ or ‘heart’ I mean that all goals - as well as having the ‘what’ piece - most certainly should also have the reason as to ‘why’ the achievement of that goal has a value for each and every person concerned with that goal.

This is what I term the ‘emotional trigger’ behind the goal. When you make the goals happen - what do you personally (forget the company for a minute) get out of this - what will you have that you don’t have at the moment when the business goal is achieved? What will your managers have, what will each and every individual sales executive have when the goal is reached?

Try these two questions when asking your staff when setting their sales objectives 1. ‘What specifically do you want to do about your sales targets?’ and 2. ‘Why specifically is that valuable to you - what will you have that you don’t have at the moment when you make this happen?’ Try these questions and see what the responses are. You may be surprised.

If you want to empower your team to reach new heights - goals for each and every person should be clearly broken down into what is expected of them (right down to the actions or steps that they need to be taking) and how they will benefit personally when it’s done. (Hint: it’s not about the sales bonus, it’s about what they can do with the bonus).

That clarity must start with us first.

3. Am I in control of the process or am I too reliant on external factors?

Being too reliant on external factors, means that we cannot exercise sufficient influence to make change in the market place - and sales is always about making change in the market place.  By not exercising effective control we are forced to constantly react to the market demands instead of creating and implementing the most effect means of accomplishing our sales objectives.

However, not recognising what it is that we do control is equally dangerous as we can expend our resources and energies needlessly and to little effect.

I created a simple model to clearly identify where I need to be applying my efforts to get the most results, which I call CIA filter: ‘Control, Influence and Accept for Now’.

“C” stands for Control - do I control this action, am I in charge of it, have I the resources and authority to action this now, immediately? This is the first order of change - what we control, we should act upon.

This implies that we should have absolute clarity about our objectives (see Question 2).

“I” stands for Influence - if I do not control this action, can we reach out to someone who does, someone who might act on this for us, and can we influence them to do this for us? This is the second order of change - what might be called a “relationship” action.

To exercise this ‘second order of change’ we are required to have extensive personal networks. Networks allow us to leverage our influence way beyond or sphere of personal control.

Networks also need to be both external and internal. In selling, it is natural enough for us to build networks in our market place, establish a little profile, set ourselves up to attract new clients. However, real ‘top gun’ sales directors spend as much time building their internal networks with the departments (and their directors) that is responsible for supporting our operations on the front line of selling.

They focus just as hard on building their personal brand or profile within the firm, positioning themselves at the heart of key company networks, identifying and connecting with the key stakeholders in their success and then using these links to provide support to others as and when required - so that they can reach out to them for a favour when we are most in need.

Finally: “A” stands for Accept for Now - if I do not control it and I cannot influence it, then I walk away, for now. Focus on what you can control and influence and “park” what you have no control or influence over.

Many of us tend to spend a great deal of time worrying over things that we neither influence nor control. By acting on what we control and influence, that which we have to “park” for now may fall within our control and influence in time.

4. How effectively am I communicating with the board and with my team?

Staying in control of the sales message is the remit of the sales director. We have a responsibility to manage that message upwards to the board and down to the front line sales team. But the message needs to be interpreted differently for both parishes.

For the board, the message needs to be couched in the language of the board.

What terminology do they use when they discuss the business? What are the expectations of each of the other directors for the business? What are the metrics that they use - how do they measure success and how do they know (in their terms) when we are proving to be successful?

Do they understand the dynamics of the sales process and what are their unique views about how they interact with the customer? Do they understand that all their staff are equally involved in creating and keeping customers and do we (as sales leaders) make it clear that everyone in the business is selling.

For the front line team, what is the consistent message that we carry to our customers both in times of challenge and in time of plenty? What are there needs from us - how can we serve them better? What are their current unique challenges? Am I acknowledging and reassuring them as appropriate. We need to connect, involve and engage with our teams and our people. In the new world of the ‘soft power’ market place management from the ‘ivory tower’ is ineffective - we need to lead by inspiring and by being of service to our people.

In the new collaborative and contemporary market place - and for ‘Top Gun’ sales directors - there are no ‘little people’, everyone is deserving of their attention.

In the competitive world of sales and sales management only the best qualify for Top Gun.

Traditionally the summer is a time of rest and relaxation, the kids are off school, the traffic is lighter in the cities and we like to feel that the pressure comes off a little - we start to hibernate. We rationalise that people are on holiday, nobody wants to make decisions, everybody is away and so its ok to take it easier.

Not this year. There is no time to hibernate this year. By all means set a holiday date and take it. R&R is critical for mental, physical and spiritual relaxation - and more productivity as a result. Enjoy the break but before and after we cannot afford to take our foot off the pedal.

Holidays are not what they once were. People stagger holidays, some take winter holidays and others take it off-peak. So there are people working - decision makers are in place and doing business and so should we be.

Activate. Get focused, engage in even more focused activity, set a specific personal and sales objective for the summer season and reach it. Stay in the game when others head for the sidelines. It’ll make all the difference to making the numbers when it comes closer to the end of the year.

So don’t hibernate - activate.

Sales Coaching Podcast by Seán Weafer

I had lunch with a successful senior executive last week to discuss how he was getting on with a recent role move. His job is to re-invigorate a very large sales team within a very well established firm and a very well known name. To his horror he has discovered something of great interest to all of us charged with leading the way back from the brink.

It’s not just that his sales people have neither sales process nor sales relationship skills - but his sales managers don’t have it either and so can’t support the front line sales people. Yes folks the truth has dawned - we are dealing not just with sales people who have been order-taking and not really selling (actively acquiring and building profitable relationships) but a whole generation of sales managers have been promoted who don’t have the skills of relationship or process selling either.

Traditionally sales managers were good sales people who were promoted to keep them and their sales ability within the firm. They might have traditionally lacked leadership skills but at least they had the sales skills. Many of today’s generation of sales managers have neither the sales or the leadership skills - and that is the perfect storm.

I work with firms to provide a three-tiered intervention that deals with just such a scenario. if your firm is facing just such a ‘perfect storm’ and you’d like some complimentary guidance on how best to resolve it drop us a line here and let’s talk. We’ve got the skills to help you ride out the storm.

Paul said that IQ is what’s required to get things back on track economically and that we need is to be training engineers and scientists from pre-school. Fair enough, but technology and IQ alone is not going to get us out of the economic mess in which we currently wallow.

The economic woes which beset us at this time are fuelled by a lack of trust - in people and in the pillars of the market place. That is not fixed by IQ but by EQ - or more specifically what I term ‘We-Q’. Rapport, trust, quality relationships, faith in others - these are the corner stones of improved confidence, joint ventures, collaborative business and sales models - this is what cuts to the heart of what can drive the economy again. Trust, rapport and good faith, clarity of thought, passionate focus.

I know a lot of engineers and technical types with great IQ and little EQ - they got the solutions but they couldn’t communicate them to a duck - let alone get the duck to buy-into their ideas. How many companies have low morale, porr confidence, detached and fearful workers, cautious and confused clients, poorly trained consultants and sales personnel? Look at the mess that causes.

Knowledge is power and IQ serves - but Wisdom is the ability to apply that knowledge and for that we must be able to communicate and engender powerful professional relationships within and without our organisations - We-Q not just IQ is required. Microsoft - you only got it half-right guys.

By the way on my wireless track again - great hotel in London - the Doyle Marylebone - free access, nor room service tray charges, great staff, lovely surroundings and good food. Book here if you’re travelling. I’m also staying with them in Bristol by chance next week as well - let’s see if the standards maintain themselves.

Then I moved to Abu Dhabi the capital - a beautiful place and beautiful people, I would be very happy living here and stayed at the Intercontinental Hotel. Another lovely hotel (not cheap either)…and guess what? I HAD TO PAY FOR WIRELESS ACCESS!!

I have just moved all my training and coaching work (back home) to a hotel - because they provide free wireless access.

When are quality (and not so quality hotels) going to get the message? Customer service in the Information Age means FREE access to the web wherever and whenever. Marketing teams in hospitality please note. I for one - where I get to choose - will always vote with my feet to where I can continue to conduct business without the inconvenience or the insult of being charged to connect with my world and on my terms.

One of those schools is Ninjutsu and the tradition emanates from the Ninja tribes in Koga and Iga provinces in Japan. The school or tradition today is known as the Tokukure ‘Ryu’ (or school) and dates its lineage back 1000 years through 34 grandmasters or ‘Soke’, as they are known.

The ninja have become figures of fun and fantasy over the recent years but their skils were very real and extraordinary. They could blend both psychology, physiology and the secrets of timing, distance and balance to overcome all obstacles - or perish in the attempt - such was their commitment.

As sales and business people we could learn much from their tradition. An absolute unswerving comittment to our mission, the ability to thrive, adapt, innovate and use all the tools, environments and networks at our disposal to emerge victorious from battle.

But mostly we can learn from what the word ‘Ninjutsu’ means. ‘Jutsu’ means an art form - living , evolving, growing, developing, constantly changing, never the same. Unlike the word ‘do’ which means a fixed path or ‘way’ (e.g. Judo)  jutsu is inherently present, dealing with the ‘now’ and constantly flowing and adapting to change and circumstance.

‘Nin’ means a number of things from survival, to the ability to endure and to overcome.

The art of survival, endurance and the ability to overcome the challenges that face us in the current environment is as relevant to the modern ‘ninjas’ who operate in today’s business world as ever it was for those past warriors who fought to protect their family, their people, their temples and their homes.

After all, do we not share a common purpose? To serve those who matter the most to us.