Stephen Sondheim is, like a very old Macallan, an acquired taste. (If you don’t believe that, then throw away two hours of your life watching Sunday in the Park With George.) He is too clever by half, and I’m sometimes wondering if I’m watching David Mamet put to music or Gilbert and Sullivan at the wrong speed. In Night Music, he begins with the equivalent of a Greek Chorus, and the proceedings are thereafter like a dance, in waltz tempo.

On top of that, the setting is Sweden a century ago. Not exactly scintillating material. (One throw-away line involved Malmo.)

Ms. Jones is a star. From my vantage point in the eighth row, she is drop-dead gorgeous, but not one of the size 2 walking sticks who flit around the media almost intersticially. She is in command of the stage, has a fine voice, and acts superbly. Ms. Lansbury performs as one would expect, gracefully and well. But what makes this show are the marvelous singing voices of every single cast member, and brilliant direction by Trevor Nunn.

This is a story of infidelity, chauvinism, deceit, and deception. Yet the characters are, astonishingly, sympathetic, and you care what happens to them. Counterintuitively, it has a happy ending.

There isn’t a song that’s memorable except the iconic Send in the Clowns, which even Sinatra felt he had to record. That’s because this is semi-opera, not full-theater. But it’s better theater than we’re used to seeing these days, and it has stood the test of three decades (or a century from Sweden). Go see it before Ms. Jones leaves.

© Alan Weiss 2010. All rights reserved.

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“You don’t look it,” she said tactfully.

“Well, who ever thought I’d be singing that song?”

“What song?”

“When I’m Sixty-Four.”

“I’ve never heard it.”

“It was the one by The Beatles.”

“Who are The Beatles?”

With that the room stopped, and everyone stared. Our very competent, charming, and energetic meeting director is 25 years old, and doesn’t know anything about the Beatles. (When her boss came by, only slightly older, she was able to name two of The Beatles and cite about six words to one of their songs.)

My message to you is that we are dealing with demographics with starkly different reference points from our own (and so are our client executives). They don’t know what life is like without texting or cable or Wikipedia, and they view Kennedy’s death in the same way they view Lincoln’s death—distant and remote events in dusty history books. The take the net for granted the way we take electricity for granted.

Don’t make the mistake of assuming everyone has the same contextual connections and reference points that you do. Take pains to ensure that you’re reaching out in relevant, contemporary terms. There are bright, talented people in organizations and entering organizations every day whose greatest influences are in many cases alien to senior management.

Icons only exist over centuries when they are carved into marble. Sinatra, Elvis, The Beatles—you can’t rely on any reference point without testing. I notice that I don’t recognize and couldn’t identify about a third of the presenters on major awards shows. Apparently, others can.

We need to be sure the proper translations are in place.

© Alan Weiss 2010. All rights reserved.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

March 8, 2010—Issue #25

This week’s focus point: The recovery is clearly underway in the US, somewhat more slowly in other places. There is quite a distance to go, but if the stock market has the same performance this year as last, it will surpass the pre-recession levels. Stay away from “doom and gloomers.” Here’s your key: Crisply identify what value you bring to clients (How are they improved after you leave?); establish exactly who can write a check for that value (virtually never in the training or HR areas); and determine the optimal ways for you to reach them AND them to reach you. There’s your marketing plan.

Monday Morning Perspective: Do not look back on happiness or dream of it in the future. You are only sure of today; do not let yourself be cheated out of it. — Henry Ward Beecher

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© Alan Weiss 2010. All rights reserved

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A good lesson for all of us is that “only the gifted few can wing it.” A master in one area doesn’t metamorphose into a master of another without preparation, skills, and some affinity for the work. (Every time Randy Jackson says “pitch” I think Ellen’s going to throw a baseball.)

We all require a market need, competency, and passion to succeed. A large paycheck is seldom enough.

© Alan Weiss 2010. All rights reserved.

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Ask the Expert : What “Golden Rules” Can Be Broken?
by Alan Weiss

The speaking business has changed significantly in the past decade, but the people in it often seem not to have noticed, as if watching jet aircraft from the insular comfort of their stagecoaches and thinking there’s nothing odd about that. I’ve seldom seen so many antiquated ideas bandied about as if still contemporary. I’m sure it was useful at one time to know the best way to kill a Tyrannosaurus, but even if the approach still made sense, the great beasts were last seen tens of millions of years ago.

I’ve been asked to report on what “golden rules” can be broken. I assume we’re talking about speaking and not Commandments, so here are my nominations:

1. Working through intermediaries.
It is ethically and pragmatically necessary to establish a relationship with the person who is making the investment in the speaker. That is never a bureau, a meeting planner, or an event manager. We must find the individual whose objectives and evaluation are critical, because it is their investment. The better bureaus and meeting planners readily facilitate a meeting with the true “buyer.”

2. Acting like a “hired hand” and ecstatic to have the business.
I actually heard an NSA convention speaker say that he was a “hired hand” who would help a client move tables or set up recording equipment. I’m not a hired hand, I’m a highly skilled professional, and I’d no more help with non-speaking activities than my doctor would help find an oil leak in my car during my visit, even if he knew about cars. We must stop undermining our value.

3. Thinking that stage mechanics and movement outrank words and meaning.
There have been bogus citations of “research” purporting to show that non-verbal behavior has more impact than words. This has been perpetuated by those who either never looked at the “research” or don’t know how to use words. Words are the tools of our craft. I’ve listened, rapt, to people who speak well even if they choose not to—or can’t—move at all.

4. Believing that audience evaluations are important.
“Smile sheets” are just dumb. The audience members are the last people you want to ask about success. We’re often called upon to make them uncomfortable, to shake them out of lethargy, to accept radical change. We don’t need for them to like us, we need for the buyer’s objectives to be met (see #1 above). You’re not in this business to be loved. If you need love, get a dog. (And within the profession, I’m bored to tears of undeserved standing ovations.)

5. Maintaining a fee schedule.
You should stop looking at a speech or training program as an “event.” Think about what you can do prior (e.g., interviews, surveys) and what you can do at the session (e.g., handouts, coaching), and what you can do after the event (e.g., newsletters, email access), and you now have a project instead of an event, that is worth ten times your “speaking fee.” The problem is that you probably “throw in” most of those extras for free to prove your value! (And bureaus demand “fee schedules” because they treat speakers like an ongoing cattle call.)

6. Thinking you have a “message” and this is an avocation.
This is an occupation, and unless you are meeting a market need (or creating one) no one cares about your “message.” It’s great if you overcame some challenge or learned some cosmic lesson, but unless you can interpret that into practical improvement for others, it’s just a nice story over cocktails and nothing others want to pay to hear. (No one will pay to see your vacation slides.) This is a business, not a hobby.

7. Listening to “experts.”
Unless the ski instructor is six yards ahead of you on the hill doing exactly what you want to do, the instructor is a fraud. Drinking brandy in the chalet is insufficient. Only listen to those who have done what you want to do repeatedly and successfully. Most people at conventions lie to each other about how well they’re doing, and too many people giving advice are solely “advice-givers,” with no real credentials of success.

Feel free to break all of these rules. I have. So do the people I coach. Now, follow me down the slope….

© Alan Weiss 2009. All rights reserved.

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and now also on iTunes

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I’m opening the program. I also have six seats granted to me for my community, whereby you receive all the royal treatment and benefits of the conference PLUS special and private dinners, cocktails, and cigars (optional) with me to talk about your career and your life. I have two of the slots filled. The fee is exactly the same, $2500, and you’ll be part of a group with impressive presenters and impressive colleagues in attendance.

Register directly with me via email or phone and I’ll take care of the details. It was great last year, it will be even better this year.

bentleyGTC@summitconsulting.com, or 800/766-7935.

Thanks,

Alan

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I’m reminded of Dennis Miller on Monday Night Football, a party raconteur attempting to be popular at a demolition derby rally. It was painful to watch, and worse to listen to.

Ellen is not going to replace Simon Cowell. She may be leaving before he does at the end of the season unless, miraculously, she gets comfortable and learns something about pop music. Otherwise she’s going to be voted off.

© Alan Weiss 2010. All rights reserved.

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(From “When I’m Sixty-Four”
by John Lennon/Paul McCartney)

Arose this morning intending to make my birthday just another day, though every day with me is something special. The granddaughters are walking. My daughter and her husband are doing very well. My son is acting and directing, midway through grad school in Florida.

Maria and I are just back from Hawaii and London. I have five books and three major initiatives planned for 2010 (almost finished with “Million Dollar Speaking”), and for the next two days I’ll be involved with a brand new workshop. A cartoon strip will be appearing in the next 30 days here, we’ll be in New York next week, I’ve just acquired 17 front row, mezzanine seats for the Mentor Hall of Fame members to see the new Twyla Tharp musical about Sinatra, and our Bora Bora plans are set for the Million Dollar Club.

Back to this morning. Koufax saw my workout clothes and went back to sleep with Buddy Beagle. I went into the garage and decided which of the two Bentleys to drive. I heated both the seats and the steering wheel, and rolled off to my personal trainer. After that agony, I began my day in earnest, with some mentor calls and writing.

We’ll celebrate at dinner on Saturday officially, at one of my favorite steak places, Providence Prime, with a suitable, incredible wine.

The calendar says I’m older, but I can still feed myself. My hair isn’t all that bad, and I’m stronger than I’ve been since college. Never thought I’d be 64. But it beats the hell out of the alternative. And I think I’m in the most creative period of my life.

Who knows, maybe I’m just talking to myself. But I’m certainly enjoying the conversation.

© Alan Weiss 2010. All rights reserved.

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The Stafford Hotel

St. Paul’s Cathedral, designed by Christopher Wren

St. Paul’s Cathedral, designed by Christopher Wren

St. Paul’s Cathedral, designed by Christopher Wren

St. Paul’s Cathedral, designed by Christopher Wren

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http://www.contrarianconsulting.com/prevention-episode-42/

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© Alan Weiss 2010. All rights reserved.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

March 1, 2010—Issue #24

This week’s focus point: I’m hearing too often from solo practitioners and small business owners that they feel “blowing their own horn” and assertive promotion is inappropriate, that it conflicts with personal humility. My view is that the greatest service we can perform is helping others by providing the value and talents we possess. That requires our alerting people to our willingness to convey them. This is an occupation, not an avocation. Idle boasting is never appropriate, but honest discussions of how you can help others is a requirement. We’re here to make waves, not to merely stick our toes in the water.

Monday Morning Perspective: Worry often gives a small thing a big shadow. — Swedish proverb.

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© Alan Weiss 2010. All rights reserved

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http://www.contrarianconsulting.com/virgin-atlantic-air-club-in-london%E2%80%99s-heathrow-airport/

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I am looking for one or more experienced consultants to work as subcontractors to deliver consulting and training programs based on my books (All for One, Making Rain, and Clients for Life) and intellectual property. My clients are large services firms that want to grow revenues by building long-term, trusted-advisor relationships with their clients. Candidates should meet the following criteria:
• 10 or more years experience as a consultant or trainer
• Track record of working with senior executives at the VP/SVP/Partner level
• Strong executive presence
• Excellent communications and facilitation skills
• Personal experience in building and sustaining executive relationships
I prefer candidates who are based in the New York area/on the east coast, as that is where much of the work is and where I currently reside, but that is not a requirement.

Please contact me by email at andrew@andrewsobel.com. I would appreciate a short statement of interest, a summary of the kinds of work you do, and a brief career history of some kind. If you have a resume or bio sketch please attach it. I will respond to all inquiries. My website is www.andrewsobel.com. Thank you, Andrew.

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and now also on iTunes

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Is ice skating a sport?

Can there be any activity classified as a sport where men wear feathers and women wear, well, as little as possible? Pole dancing isn’t a sport, though the Times had an article this past Sunday that there’s a movement in that direction. I would assume that’s from yoga classes and not Bert’s Gentlemen’s Clubs, Inc.

I realize that there’s a great deal of athleticism in skating, what with spins and leaps, although most of it is invisible, except to hummingbirds. Is it really a sport if it takes slow-motion replay to appreciate it? (Was that a triple, quad, or dodecagon?) Then I realized that hockey is a sport, and if you’re seriously dealing with a beer during the game you can easily miss a goal, and it’s more than likely to be the only goal. Which probably explains the interest in curling, during which you could read War and Peace and never miss any action. But can an activity with brooms be a sport? Well, cricket players wear sweaters. But, I digress.

I’ve been on the board of a ballet, and watching the dancers I realize that they are far better conditioned than any athletes, and they also jump and leap. But no one considers dance a sport. We’re not about to see the Royal Ballet competing in London in 2012.

Hold on, there’s ice dancing. That’s a sport. But again, we’re talking costumes and music. And all that sultry stuff, with tangos, and embraces, and meaningful eye batting. We’re almost back to Bert’s clubs.

Yet you can’t ignore all those jumps and leaps. What compares to ice skating that is unarguably a sport? Gymnastics resembles it, and that’s clearly a sport. Yet you don’t see fancy outfits with fur and feathers on gymnasts, although gymnasts’ attire is very skimpy, but that’s okay because everyone is 12 years old, lying about being 14. Yet gymnasts don’t work in pairs and the teams are people on different apparatuses. Who does things as pairs in athletics, akin to ice skating pairs?

Synchronized swimming! There’s a sport that involves people acting in concert, doing the same thing concurrently. No, wait: That’s been disqualified as an Olympic sport. That won’t do.

I guess one could judge by the fitness of the participants. In that case, I’d be inclined to keep ice skating as a sport, except for all that crying, win or lose. Grown men weeping like babies. Coaches crying. What’s that all about? And the flowers tossed all over. Can you imagine throwing flowers to a wrestler or basketball player? You’d be the one crying.

And if we went by fitness, well, then clearly golf and bowling are not sports. Although bowlers at least drink beer like people watching hockey, which I know is a sport. Except when it’s a fight.

© Alan Weiss 2010. All rights reserved.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

February 22, 2010—Issue #23

This week’s focus point: The mighty can fall with alarming suddenness. Toyota and Tiger Woods are merely two recent examples of organizational and professional calamity. The more successful you are, the higher standards customers expect. We can afford errors in honest execution much more than detriment to our reputations caused by dishonest motives. Ask yourself the classic question when faced with challenging decisions: Would I be proud of my behavior and my approach if the media exposed them tomorrow, e.g., if my clients and trusted confidents knew?

Monday Morning Perspective: Society loves its crime, but hates its criminals. — Psychiatrist Walter Bromberg.

You may subscribe and encourage others to subscribe by clicking HERE.

Privacy statement: Our subscriber lists are never rented, sold, or loaned to any other parties for any reason.

Contact information: info@summitconsulting.com
http://www.contrarianconsulting.com
ISSN 2151-0091

© Alan Weiss 2010. All rights reserved

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At Heathrow, there was a very short first class line, but a Virgin Atlantic woman with a radio phone asked us to follow a man onto an elevator. I looked at my wife and wondered what kind of aura we had given off to get into trouble. But the man took us to a private check-in where we used to go before they suspended it due to security concerns, and we went through complete check-in and security in three minutes. Then, astoundingly, the VAT reimbursement took only five minutes with no line and a very nice agent, and two minutes after that we were ensconced in the club, from which I now record this.

I’ve completed Chapter 8 of Million Dollar Speakingafter a full English breakfast and a vodka and orange juice. Once I sign off here, I’m headed for some sushi. I’ve taken some videos with a new iPhone app, which I hope we can get up here in the next day. As I’ve written before, we leave the hotel early in order to spend more time at the Virgin Atlantic Air Club.

I love London, can’t wait to return. And last night I finally got to the Lanesborough garden cigar room!

© Alan Weiss 2010. All rights reserved.

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© Alan Weiss 2010. All rights reserved.

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(Shameless Promotion Workshops admit only four people at a time, create monthly accountability phone calls afterwards, and are scheduled by mutual convenience. The fourth group will meet at the end of March. Participants have come from four countries thus far. You can find it at: http://tinyurl.com/ydcku8p.)

© Alan Weiss 2010. All rights reserved.

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We couldn’t get into the cigar garden of the Lainesborough Hotel because it was packed last night, so we settled for drinks in the upstairs bar. But tonight we saw Priscilla, Queen of the Desert at The Palace, which was drop dead hysterical.

The follow-up day for my Shameless Promotion grads was superb after two days of Mentor Mastery training. Tomorrow is allocated to sightseeing and buying things. My wife has already scoped out a $400,000 Bentley Arnage. Fortunately, the wheel was on the “wrong” side.

© Alan Weiss 2010. All rights reserved.

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We visited Harrod’s, enjoyed high tea at the hotel, and made some additional reservations for the week. I have a separate office in the suite, sort of a corner nook, which is great for writing.

I’d love to say I’m having withdrawal signs from Olympic curling competition, but I’m not! (I think Apolo Ohno is terrific, but going crazy over seven medals is a bit much when Bonny Blair won five golds and a silver.)

I’ve engaged a cartoonist, and in the next month you’ll be seeing a weekly strip here called “The Adventures of Koufax and Buddy Beagle.”

© Alan Weiss 2010. All rights reserved.

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Another person signed up for the March Million Dollar Consulting® College while we’re here via a phone message, and we’re going to have a very intimate (9) and fascinating group, including two Australians. Typically I get one or two more people in the final weeks (March 22 is the program). We’ll be at the venue that once held the America’s Cup races and now may well do so again!

On tap this week: Training five people in the Master Mentor Program, which officially kicks off March 1, with 22 Master Mentors. Maria and I will host a dinner at Les Trois Garcons, dine at La Gavroche, Helen Duroze, and Scott’s. We’ll see the musical version of Priscilla, Queen of the Desert. We’re going to try for a tour of Buckingham Palace, as well as some serious spa work. There’s also my private gambling club where I’ve been a member for 25 years (no kidding, it’s called The Palm Beach Club), and a cigar lounge or two we plan to visit. We’re occupying the Penthouse Suite of The Stafford Hotel. When I told a senior manager there that we usually stayed at The Ritz, about three blocks away, he said, “Congratulations on upgrading, sir.”

This must be my 20th trip to London, the first one in a youth hostel in 1963. I believe I’m moving in the right direction.

© Alan Weiss 2010. All rights reserved.

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In this interview Alan talks about:
* How he grew the Mentor Program from its inception in 1996
* Dramatic successes among participants
* Buddy and Koufax, his personal helpers
* His unique style of mentoring
* His decision to expand the Mentor Program by inviting exceptional participants to become Master Mentors
* His future vision of the Mentor Program
* How he chooses his Master Mentors
* What is beyond the Accelerant Curve
* His upcoming offering, Alan & the Gang
* Attitudes and behaviors that accelerate results

and now also on iTunes

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1. Toyota
Ultimately, leadership relies on judgment. Judgment should always be in the customers’ favor. The first reaction to adverse feedback or conditions can’t be to adjourn to the bunker or begin to “spin” the facts. You can’t blame floor mats and driver incompetence for engineering errors that represent a frightening expense to correct, because sooner or later the truth “outs.” Get off the floor and hold your head high, where you can truly see the landscape. As of this morning, Toyota released a statement claiming the problems “aren’t as bad as the media report.”

2. The Olympics
In short-track speed skating, as the Koreans were headed for a sweep, the second and third-place skiers took each other out on the final turn. The fourth skater finished second. In the prior Olympics, the American woman far ahead in the snowboard competition fell on the final small jump when she mindlessly tried an unnecessary move, and the woman in second by 50 yards won the gold. The downhill ski competition and luge competition were decided by hundredths of a second. You need to play hard through the finish line and stay focused all the while. And even then, you only need to win by an inch.

3. Sarah Palin
No matter what your politics, this woman is a lightening rod of attention. I’m convinced that a great deal of the attention is actually generated by her detractors and the opposition, which in turn fuels media attention, and re-stimulates the cycle. The opposition keeps asking what is it about her that can possibly attract such interest and publicity. Maybe they should stop asking that question, stop attacking, and stop talking about her, and see what happens. One of the best ways to deal with your competition is to ignore them.

4. Late Night NBC
The decision to move Jay Leno to prime time and the ensuing mess has to rank as one of the worst programming decisions in the history of prime time television, and will wind up costing NBC hundreds of millions. Jay Leno will be back where he started, where he’ll try to regain that time slot’s old lead over David Letterman. Conan O’Brien is gone, with $30 million in his pocket but a questionable future in the medium. And Jeff Zucker, the executive who did it all, is still in place, still making decisions, and will probably be “promoted” and given more money when Comcast completes its acquisition of NBC. Bad decisions are not the fault of the implementers, and the higher the position you hold, the more you should be accountable. How do you improve with this guy still in a key position of any kind? Who’s accountable for THAT decision?

5. Steve Jobs
My understanding is that Steve Jobs is cooperating with Walter Isaacson to write an authorized biography. Isaacson’s credentials are impeccable—CEO of the Aspen Institute, former CEO of CNN, award-winning author and biographer—and the resultant work should be fascinating and, I suspect, overall, quite laudatory. Organizations and individuals should establish and control their “story” and image, and not leave them to others by default.

It’s not difficult for consultants to develop material, approaches, and examples. They are in the headlines every morning.

© Alan Weiss 2010. All rights reserved.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

February 15, 2010—Issue #22

This week’s focus point: When people approach you with suggestions to “collaborate,” use the famous line from the movie Jerry McGuire: :”Show me the money.” Collaborations make sense with a client in mind and money on the table. They are a waste of time when purely conceptual and organized around what “may” transpire. Most conceptual collaborations mean that someone else wants something that you already have.

Monday Morning Perspective: When a top executive is selecting key associates, there are only two qualities for which almost any price is worthwhile: taste and judgment. Almost anything else can be bought by the yard. — John Gardner, writing about leadership.

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© Alan Weiss 2010. All rights reserved

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Ed has granted me six seats for people I personally bring from my communities. In addition to the normal fun and games Ed provides, I’ll be providing a special dinner, private talks, and drinks and cigars (the latter optional) for those interested. The fee is $2,500, which is the same as the event fee, there is no extra charge, you merely register directly with me. There will two more high-powered morning speakers on the next two days, afternoon practicums, hot seats, and excellent networking with top people. The venue is the Westin. Key West, as many of you know, is a rather unique place! I’ll also provide a free copy of my two upcoming books from McGraw-Hill when published: “Million Dollar Speaking” and “Million Dollar Coaching.”

You can read more here: http://www.rigsbee.com/key_west_2010.htm

Contact me at 401/884-2778 or alan@summitconsulting.com.

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In any case, if you know of anyone interested with experience in the area please have them drop me a line at bentleygtc@summitconsulting.com.

Thank you.

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We’re just some of the 50 authors allotted about six pages each in this clever book. It’s edited by Ronnie Sellers. Proceeds go to agencies whose mission is to prevent and cure cancer. The book is in soft cover but a hard cover version comes out later this year. None of us has any financial connection to the proceeds whatsoever.

Contact Robin Haywood, rhaywood@rsvp.com, and tell her I sent you. If you’re not already 50, I can guarantee your getting closer to it!

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and now also on iTunes

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Meanwhile, up here in Providence, each major local affiliate—NBC, CBS, ABC, FOX—has at least five “meteorologists” (weather people). (I’m reminded of the one great line in a short-lived TV sitcom about a TV station, where a sportscaster calls the weather woman a “weather babe.” She says, “I prefer meteorologist.” He says, “But you don’t even have a college degree.” She says, “I said I PREFER it!”) Dr. Frank Fields, the famous NBC “meteorologist,” had his degree in, I believe, optometry.

In any case, these stations up here have more “meteorologists” than they do street investigative reporters, I am not making this up. They are highly paid, have segments far longer than the content dictates, and are notoriously inaccurate. They all predicted a huge snow storm here today, and while it’s been snowing for about seven hours, we have about a three-inch accumulation. Yet schools were cancelled, meetings postponed, offices closed, people given days off, public needs unmet by closed government offices, and so on. The State of Rhode Island has probably lost $50 million to $100 million in productivity, performance, and production, because these 15 clowns read their radar, and reports, and other nonsense but divined the tea leaves incorrectly. Where is THEIR performance review? I guess it’s alongside all those stock market analysts who brag when they’re right and are never held accountable when they are (usually) wrong. Since when is snow in New England a major happening? Or maybe they believe we’re in the age of global warming?

To end on the bright side, let’s hear it for Germany, taking the lead to bail out Greece and other struggling economies before a domino effect set in. It’s nice to see people taking accountability, especially when it’s an entire government. Of course, we’re dealing with out own important matters here, such as what Sarah Palin writes on her palm, the content of SuperBowl commercials, and the President’s inability to pronounce “corpsman” correctly.

© Alan Weiss 2010. All rights reserved. Oh, heck, I’m disgusted, you can have these rights.

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Worker: Your father was hurt on the job this morning!
My Mother: Where is he hurt?!
Worker: On 32nd street.

Me: Drive up to coffee shop in a blue Ferrari convertible.
Customer: How do you like driving that?

Repair Center Operator: Is the line you’re calling from the one you are reporting that you cannot make calls from?

Me: I’ll start with a shrimp cocktail.
Waitress: One shrimp cocktail (and takes the rest of my order).
Ten minutes later, waitress brings a single shrimp on a plate.
Me: What’s this?
Waitress: Your shrimp.
Me: I wanted more than one shrimp in the shrimp cocktail.
Waitress: You never said that.

Hilton Hot Line Operator: Hilton Hotline, we handle any request. This is Gladys, Dr. Weiss, what request may I handle for you?
Me: There is no room service menu in my suite.
Gladys: I’m so sorry, we don’t handle that.

Unsolicited email which comes a few times a year: I’m writing to tell you that I found six typos in your latest book.
Me: And what do you expect me to do about that?
Writer: Fix them.
Me: Would you like me to come over and correct them by hand?

My wife to waiter in venerable Old Canteen Restaurant in Providence: What kind of vegetables do you have with the meal tonight?
Weary waiter: Madam, we’ve had the same vegetables for 52 years.

Woman riding in my Bentley: I hear these are very fast.
Me: They go from zero to sixty in about 4.4 seconds.
Woman: What if you don’t want to go sixty?

A man, following me to dinner and back in another car: The spoiler on your car goes up whenever a Porsche or Ferrari is near you!
Me: Yes, the car is programmed to be ready to race in the presence of certain cars.
Him: Unbelievable!!
(I was manually putting the spoiler up and down the entire trip.)

Lightening strikes our DC-10 on takeoff at Newark Airport, plane lights up like the inside of a flashbulb as a rifle shot-sound is heard. Passengers are gasping for air, praying, screaming.
Pilot, in pilot “right stuff” voice two entire minutes later: Ah, ladies and gentlemen, you may have noticed a slight bump as we gained air speed….

Clerk in appliance store, staples all forms together after carefully assembling and squaring them up: Sir, please sign the top two copies.
Me: Sure.
Clerk then pulls top copy out from under staple: This is your copy.
Me: If that is my copy, why did you staple it to the others and then rip it off?
Clerk: Because this job does not require you to think that far ahead.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Alan’s Monday Morning Memo’s mission is to help readers to thrive.

February 08, 2010—Issue #21

This week’s focus point: Success always trumps perfection. My best pharmaceutical clients, for example, sought world-class chemists, but not world-class accountants. You don’t need every software upgrade, and you couldn’t begin to acquire every iPhone application. Pace yourself. Never put yourself in a position where you can “never succeed enough.” Your clients will be more than happy with success, even if it’s never perfect.

Monday Morning Perspective: …be careful with your immigration laws…we were careless with ours. — Chief Ben American Horse of the Oglala Sioux Tribe

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http://www.contrarianconsulting.com
ISSN 2151-0091

© Alan Weiss 2010. All rights reserved

Post from: Contrarian Consulting

One interviewee’s acquisition of new business cards, a “basic web site,” and a new cellphone has allowed him to reach 80% of his old salary (which was presumably somewhere in the four figures)!

If you wanted to commission an article on the pressures of working in an emergency room, wouldn’t you talk to a doctor or nurse? If you want an article on successful independent consulting, why not have one write the story, or interview a dozen? There is no mention of how to market, how to establish fees, how to build on past relationships, or how to use the Internet.

He does remind us that clients do not want an important phone conference interrupted by a nagging two-year-old. Ah, I wouldn’t have realized that.

Honest to goodness….

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

We head back after a haircut and more grandchildren time tomorrow, arriving in time for dinner in Providence before heading home.

Do you know there will be approximately 11 minutes of actual action during the entire SuperBowl? Where is Janet Jackson when you need her??!!

Post from: Contrarian Consulting

Let me understand this: Unemployment declined in January, the market pulled itself back from a 170-point drop, some firms are deliberately taking smaller bonuses because of public heat, the use of corporate jets us up at the SuperBowl for the first time in three years, the housing market is experiencing gains—and a lot of pundits are still predicting gloom and doom. If the bad times are truly bad, and the good times are illusions or ephemeral, there’s a word for that: cynicism.

New Orleans is a great city, and they deserve the rallying point that is the Saints phenomenon. But over the last six games or so they’ve been more lucky than good, and luck won’t beat Payton Manning. I’m rooting for the Saints because it’s more fun (I’m really rooting for the commercials), but if the Saints don’t sack Manning, they can’t win.

An employee is sitting in a coffee shop drinking coffee and eating, while using his cell phone. He finishes, goes in the back, and ignores a waiting customer. I asked the owner why she doesn’t just give him her bank book and let him steal money more easily.

If “safe” congressional seats, such as Patrick Kennedy’s here in Rhode Island, are FINALLY going to be seriously contested (he’s in trouble in the early polls), it’s a victory for democracy no matter who ultimately wins. The last time I looked there was nothing about hereditary aristocracy in the Constitution, and George Washington politely declined to be named “king.”

The first episode of the final season of Lost, which was supposed to begin to provide answers, confused me more than all of last season combined. I’m beginning to root against everyone, especially the writers, whom I wish the smoke monster (AKA John Locke) would devour. But I only have three advanced degrees. Maybe they should speak more slowly for me….

The funny thing is, the way James Cameron directs, I could believe that Avatar actually happened, but not the Titanic.

Professional basketball is about as exciting as watching someone else play a pinball machine that has the “tilt” mechanism disabled. If I could have ignored the rules like that when I was in high school, I would have been all-state!

Malcolm Gladwell’s What the Dog Saw is a rare example of a compilation of articles producing a wonderful book. The guy can write.

Consultants take note: Toyota is a good example of a bad practice—allowing cost controls to dominate your business. Their ignoring early warning signs is a throwback to the GM and Ford errors of decades ago. We have not heard the last of this sordid story.

I remember watching the incoming tide as a kid, hoping it wouldn’t reach my sand castle. I’m watching that blizzard in Washington, hoping it doesn’t reach New York, where I’m headed tomorrow for the grandchildren, SuperBowl, and a couple of days on the town.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Nevertheless, we need equivalent mental workouts. We need to stretch, increase our strength, build our stamina, and try to ensure that we’re in better shape than the week prior.

But too many solo practitioners fall prey to one of the worst downsides of being independent—they don’t talk to anyone but themselves. They get better and better at what they’re already good at (before my personal trainer, I used to do the same exercises at the same weights that I had already mastered and could easily complete). The books on the shelves are old, the methodology is writ in stone, the clients have become few and long-term, and the approaches are no longer contemporary.

We all need to work out mentally. We need to debate our approaches, learn what others are doing, be willing to consider changes to our regimen. Are we providing what’s best for our clients or “merely” what we’re already good at?

I’m constantly surprised by how stupid I was two weeks ago.

I try to engage every day. I’ve formed and am a member of a dozen or more communities. I teach and mentor and coach—activities which demand you stay on top of your craft and not only learn of, but contribute to, the state-of-the-art.

If you’re not stronger and don’t have more stamina than six months ago, your health regimen isn’t working too well. If you’re not smarter and able to provide more value than six months ago, your mental regimen isn’t working too well.

Maybe it’s time to get some guidance and lift some intellectual weight.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Alan’s Monday Morning Memo’s mission is to help readers to thrive.

February 01, 2010—Issue #20

This week’s focus point: What are your minimum and maximum objectives for an initiative, a meeting, a negotiation? (I call this “min/max.”) Unless you create your own expectations, you can’t calibrate your own progress. If you constantly surpass minimums, perhaps your goals are too modest. If you never meet maximums, you’re either underperforming or have unreasonable goals. Don’t rely on others’ feedback—create your own.

Monday Morning Perspective: Either you let your life slip away by not doing the things you want to do, or you get up and do them. — Carl Ally

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Contact information: info@summitconsulting.com
http://www.contrarianconsulting.com
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© Alan Weiss 2010. All rights reserved

Post from: Contrarian Consulting

• Fad
• HR sponsored or implemented
• Some manager’s pet project
• No long-term reinforcement
• No adjustments made for culture or beliefs
• No flexibility as conditions change
• No commitment (just compliance) from participants
• No results, just tasks

As consultants, we need to overcome those obstacles, and not fall victim to them. That means we should avoid:

• Non-buyers, unless they can introduce you to true buyers, and fairly quickly.
• Middlemen, such as brokers and agents, who claim they have contacts but you would work at their discretion.
• Trawler fishermen—those people who are issuing RFPs, inviting you to “meat market” auditions and casting calls, requesting you apply for inclusion in their conference (“We can waive your registration”).
• Meeting planners, who haven’t any clue about the buyer’s needs or any control over the budget.
• Human resource types who have no credibility, and pride themselves on extracting good deals from “vendors.”
• Purchasing people—the new “heavy hitters” after the economic chaos, with their sharpened pencils, eye shades, and myopic vision—who only see dollars and not results.

This is the marketing business. Hence, you must continually be:
• Attracting buyers via gravity
• Meeting with them
• Establishing trusting relationships
• Creating conceptual agreement
• Sending them proposals with options and definitive next steps
• Maintaining and nurturing the relationship once they are clients

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

and now also on iTunes

 http://www.contrarianconsulting.com/thrive-chapter-4/

Click Here for entire podcast series table of contents

Post from: Contrarian Consulting

However, I thought it would be a good idea to talk to management personally, so I put in a call the other morning. A senior manager promptly called me back. I asked where the hotel was by landmarks, having been to London 20 times but never to this property.

“We’re about two blocks south of The Ritz,” he said, referring to one of the most famous, and most expensive, hotels in the world.

“Ah, I know where you are,” I said, “we usually stay at The Ritz.”

He responded immediately: “Well may I congratulate you for upgrading, sir.”

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

http://www.contrarianconsulting.com/dash-episode-41/

Click Here for entire series table of contents

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

The other day, I found a pretty amateur consulting blog with an exchange between two readers One had said, “Don’t read ‘Million Dollar Consulting,’ it’s not very good.” And the other said, “Thanks, you just saved me the money.”

There are dozens of things wrong with this transaction, but here are the salient points:

• MDC has sold 450,000 copies or something like that since 1992, globally. That doesn’t happen to bad books.
• Even if it isn’t a great book in someone’s opinion, it’s one of the fundamental books on solo consulting, and you need to read it if you’re going to be knowledgeable in a profession that refers to it. It’s like a strategist refusing to read Peter Drucker.
• Consider the source. The guy who didn’t like it is hanging out on an amateur site, with no credentials and no one has ever heard of him. Why would he be your muse?
• The book, in used copies, costs just few bucks, and maybe $20 new (or less on Amazon). Why wouldn’t you make the small investment to find out for yourself?

There is something worse than stupid professionalism (”I forgot to set the next date for the review of the proposal!”), and that’s stupid amateurism.

In any profession, listen only to those who are successful at what you want to be successful doing. Make sure you are familiar with the major issues and intellectual property. And don’t blindly take advice or make assumptions. (I had heard that Malcolm Gladwell’s new book wasn’t that good. It’s terrific. I wanted to see for myself.)

You may be new, you may be struggling, but you can still be a professional. If you are, you won’t be struggling for long.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Lately, I’ve had more questions than ever about people trying to be tough negotiators in the preliminary stages. Once you establish a relationship WITH A TRUE ECONOMIC BUYER, then there should be no problem, since partners don’t try to take advantage of each other.

But if you are confronted with an obnoxious (and often, just stupid, objection) use what I call “stiletto questions.” Read on and I think you’ll understand the reason for the sobriquet.

Buyer: I’m not going to pay for anything before I see results. So you’ll have to create a payment schedule that reflects my paying once I see those results.

You: What business are you in?

Buyer: You know our business, it’s consumer electronics.

You: And do you allow customers to tell you that they’ll pay once they’re happy with the device, or do you charge them when they’ve made the purchasing decision?

Always turn the question around to the buyer’s business, and 99.9 percent of the time, you’ll find that you’re being asked to do something that the buyer wouldn’t condone in his or her own business.

Also, always be prepared for either answer. Example:

Buyer: I want you to give me a better fee. Reduce your fee by 25 percent and we have a deal.

You: Do you reduce your fees for clients by 25 percent just because they ask you to?

Buyer: Of course not.

You: Then why would you expect me to do that?

If buyer says: As a matter of fact, we do!

You: Then that’s why you need me, and fast!

Wittgenstein said that the limits of his language were the limits of his world. That’s certainly true of your business world. Mastering language requires no capital investment and can be quite rapid. But you have to have the tools (never “dumb down” your speech, that’s for amateurs) and the self-esteem (you’re not “selling,” you’re providing value).

One final example, against a very powerful rebuttal, one that sends most consultants scurrying for the exits:

Buyer: Please don’t waste your time, we have a policy against hiring consultants here.

You: You’d be shocked at how many of my best clients said that during our first meeting!

Speak powerfully and confidently, with expression and influence. The alternative is poverty.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Alan’s Monday Morning Memo’s mission is to help readers to thrive.

January 25, 2010—Issue #19

This week’s focus point: Small businesses employ far more people than major corporations, and they create many more net, new jobs than do Fortune 1000 companies. They are the real engine of the economy. What value do you already possess—products, services, intellectual property—that can be immediately addressed to this market? They are poorly treated at the moment by the banks and the government.

Monday Morning Perspective: Cambiano i dischi, ma la musica e sempore quella. (They keep changing the record, but he music is still the same.) — old Italian saying

You may subscribe and encourage others to subscribe by clicking HERE.

Privacy statement: Our subscriber lists are never rented, sold, or loaned to any other parties for any reason.

Contact information: info@summitconsulting.com
http://www.contrarianconsulting.com
ISSN 2151-0091

© Alan Weiss 2010. All rights reserved

Post from: Contrarian Consulting

FOR IMMEDIATE RELEASE

Society for Advancement of Consulting
Elevates Ann Latham to Board Approved Status

The Society for Advancement of Consulting® (SAC) has approved another member to achieve the rare SAC® Board Approved designation. This approval means that the consultant has worked in a specialized area for a considerable length of time; has provided detailed, documented evidence of success directly from clients in that specialty; and has conformed to the Code of Ethics of the society, serving as a thought leader and exemplar in the profession in general and their specialty in particular.

Ann Latham, president of Uncommon Clarity, or Easthampton, MA has been Board Approved as Master Facilitator.

SAC membership consists of less than 1% of consultants worldwide due to stringent membership requirements, and less than 3% of SAC members have achieved Board Approval status.

“This is a tough position to obtain, at the height of one’s profession, and is a great criterion to apply when clients are considering consultants,” says SAC CEO Alan Weiss, Ph.D. “It’s difficult to choose the right resources in certain areas, and our Board Approval is evidence, not mere promotion, of real instances of consistent success in delivering client results.” The SAC office will serve as a reference point and share that evidence with any clients seeking more information on Board Approved members.

SAC is an international association of consulting professionals who subscribe to an industry code of ethics and have provided evidence of significant consulting results among their clients. For more information, please go to http://www.consultingsociety.com, write to info@summitconsulting.com, or call 800/825-6153 (401/886-4097).

End End End

Post from: Contrarian Consulting

Five Inducted Into Million Dollar Consultant®
Hall of Fame

Five outstanding consultants from diverse disciplines have been inducted into the Million Dollar Consultant® Hall of Fame. Criteria for membership in this elite group are:

• Serving as an exemplar to others in the profession.
• Manifesting the highest levels of integrity, ethics, and accountability.
• Achieving significant annual revenue and profit improvement.
• Contributing intellectual capital to the consulting profession.
• Engaging in continuing, challenging, personal and professional development.
• Taking prudent risk and demonstrating resilience.

The 2010 inductees are:

William Corbett, Loveland, CO: As president of Corbett Business Consulting in Loveland, Colorado, Bill melds forty years of profitable business experience with thirty years of working with hundreds of alcoholics, resulting in an unprecedented track record of 85% long term recovery (vs. 20% nationally). This unique blend of talents enables Bill to deliver dramatic results for his clients.
www.corbettbusinessconsulting.com http://www.corbettbusinessconsulting.com

Dave Gardner, San Jose, CA, helps clients eliminate business execution problems that threaten profitable and sustainable growth (http://www.gardnerandassoc.com) and helps manufacturers conquer the enterprise-wide operational challenges associated with highly-configurable products (http://www.mass-customization-expert.com).

Dr. Linda Henman, St. Louis, MO, the author of The Magnetic Boss, is a leading expert on setting strategy, planning succession, and developing talent. For more than 30 years she has worked with executives and boards of directors in Fortune 500 Companies, small businesses, and the military. http://www.henmanperformancegroup.com

Simma Lieberman, San Francisco, creates workplaces where people love to do their best work and customers love to do business. Her articles and ideas have been featured in publications throughout the world. Organizations seek her out to help them implement culture change that engages employees throughout the whole organization and leverage employee genius. Simma@simmalieberman.com.

Andrew Sobel, New York, NY is the leading authority on client relationships and the skills and strategies required to earn lifelong client loyalty. He is the author of three acclaimed books on developing long-term client relationships: All for One: 10 Strategies for Building Trusted Client Partnerships; Clients for Life: Evolving from an Expert for Hire to an Extraordinary Advisor; and Making Rain: The Secrets of Building Lifelong Client Loyalty. Andrew’s clients include many of the world’s leading services firms, such as Lloyds Banking Group, Xerox, Cognizant, Booz Allen Hamilton, Bain & Company, Ernst & Young, and Towers Watson.

The awards were announced by Alan Weiss, Ph.D., who conducts a global mentoring program for consultants. Dr. Weiss himself holds multiple awards in the consulting and speaking professions, including the Lifetime Achievement Award of the American Press Institute. The honors were announced in San Francisco at the Mandarin Oriental Hotel on January 13.

At the announcement Dr. Weiss noted, “These people are readily acknowledged by their world-class peers to be fitting inductees. I’m proud to have been associated with all of these people.” The installation included the notation of “…the distinction of being regarded by peers as one of the world leaders in consulting, as evidenced by empirical accomplishments in client results, professional contributions, and intellectual property.”

Honorees are chosen from the global participants in the Private Roster Mentor Program. The Hall of Fame and all members can be found here:
http://summitconsulting.com/hall_of_fame.html

There have been 26 inductees into the Hall of Fame since its inception in 1996, out of over 1,000 people eligible, who in turn represent the top consultants of over 400,000 globally.

More details:
Summit Consulting Group, Inc.
401/884-2778
Alan@summitconsulting.com
FAX: 401/884-5068

End End End

Post from: Contrarian Consulting

• Over half of all union members in the US are now employed by the government, the first time this has ever happened (reported today in the New York Times). Union strength in the private sector has been declining, due to the downturn in manufacturing and construction. Imagine, though, one of the most inefficient, bureaucratic entities known to us—government—also a victim of union rules and bargaining. It staggers the imagination. American workers, by the way, mostly un-unionized, are among the most productive in the world, far more so than Japanese and German counterparts, for example.

• Television’s 20/20 ran a story last night of a 16-year-old girl who was abused and forced to have sexual relationships with a Starbucks store manager, who was her boss. The story was overwhelmingly in her favor. But the facts that emerged also showed that she had had consensual sex with many men prior, and had requested sex with him on occasion; that she never told her parents or police at first, and then when she finally told her parents, she continued to have relations with the man until her mother accidentally found out. The setting was in an expensive home with a very articulate mother, no mention of a father, and showed the girl at one point tending to a horse she had ridden. No one deserves abuse, no teenager should be pressured by a boss. The manager ultimately served time in jail. But the family, of course, is suing Starbuck’s.

• The NBC mess reminds me of the old story about the dog food company that spent $50 million to launch a new product, which was a disaster. The executives scurried to point fingers, citing the tremendous money pored into focus groups, nutritional content, and store promotion. Finally, an intern mentioned to the CEO, “The dogs just don’t like the stuff.”

With Conan, the dogs just don’t like the stuff. He’s a nice, affable guy, but he’s just not very funny. His numbers are the maximum he’s going to get for the avid followers he has, but there aren’t enough of them. Leno will go back to beating Letterman every single night, because Letterman is also at his max—he’s not that funny, and he’s still bitter over bad treatment he perceives by NBC and Leno decades ago. He’s bitter and vengeful, and it shows in his work. If he needs a therapist, then he can pay me.

The dogs just don’t like the stuff.

• And what about all the pompous writers who “look askance” at the imbroglio at NBC? Why shouldn’t O’Brien and Leno and Letterman get upset and take shots? Who says that they need to be some kind of avatars of propriety, according to the columnists?

If politicians, athletes, columnists, and everyone else hogging the media real estate can take shots, why should comedians be held to some higher level of relationship hygiene? Frankly, I thought that the on-air invective was when at last the dogs could like the stuff.

• There was a great deal of talent during the Help for Haiti telethon last night, and I hope you, as did we, contributed or will. The effort was laudable and generous, though typically Hollywood self-indulgent (muted colors, no indication of who was singing, recorded snippets of celebrities on the phones with donors).

The worst voice and least talent on the stage all night: Taylor Swift. I don’t get what that’s all about, but when compared so closely with all the others, she has a weak voice and zero excitement.

• Without Sarah Palin and the election, Saturday Night Live is excellent at putting you to sleep, so it’s in the perfect time slot.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

The cab deposited us on South King Street, which would have to undergo serious urban renewal to be called pedestrian. An unimposing storefront housed Sasabene, which seated perhaps 50 people between the large, u-shaped sushi bar and the surrounding tables. Although only half the sushi bar was occupied when we arrived, we were informed that we should wait until the chef was ready for us.

A few minutes later, with no perceptible sign or utterance, we were told that the chef was now ready. We were seated on the side, thank goodness not looking directly at the exalted one, but clearly within his peripheral vision. He is a very handsome man, with what seems like a steel patina directly under his skin. I realized that I couldn’t think of the last time I had used the adjective “dour,” but it immediately came to mind. Everyone was dressed in black.

The assistant chef, a rather cheerful fellow, served the food, never the chef himself, who prepared it. There are no choices at all except for your brand of saki or beer. The chef decides what you will eat and in what order. The assistant does his best to save your life. For example, serving us tai (snapper) and sake (salmon) simultaneously, he would strongly warn, “No soy, please, on snapper, only on salmon!” and, just to make certain he had done everything in his power to protect us, would hold his hands over the soy bowl to further indicate it was not to touch the snapper under any conditions.

One does not return food here. You eat what is in front of you. At one point a staff member loomed over my wife’s shoulder as she struggled with her chopsticks to remind her that sushi etiquette required she eat the sushi in one bite, not two. Nervously, I peered over my saki cup to see if the chef were looking. I would have hated to see her ejected.

The courses came in waves, with always enough time to thoroughly savor and digest each. The people on our right, who came in after us, gave up and departed, filled to the gills. However, I had noticed a couple to our left who clearly had an uni (sea urchin) course, which we had not.

Eying the chef warily, I said to the assistant nonchalantly, “Is there an uni course?”

“Ah, yes, I can get you one. And for you, miss?” My wife hates uni. “She’ll have one, also,” I jumped in when she had hesitated for a nanosecond. A few minutes later, the assistant arrived with two orders of uni, winked at me, and placed both of them on my dish.

All this time the chef is preparing fish with the rapidity of a machine gun and the attention of a diamond cutter, while also constantly looking around the entire restaurant. Above his head hangs a sign, “We reserve the right to deny service to ANYONE.”

I’ve eaten sushi for over 30 years, all over the world, and many times in Japan. On one memorable trip to Rio, I had to speak Spanish to the Portuguese-speaking assistant, who then spoke French to the Japanese chef. It took 20 minutes to order hamachi (yellow tail).

We consumed last night six different kinds of tuna alone, as well as lobster, oyster, crab, snapper, squid, salmon, mackerel, and I don’t know what else.

It was the finest sushi I’ve ever had in my life, bar none.

If you’re ever in Honolulu and you love sushi, make a reservation at Sasabene. Just don’t make any demands. Or requests. Or sudden moves.

Trust me.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Last night we hit Alan Wong’s: The elevator was out so we hiked up four floors, and then the elevator alarm sounded at high pitch for 20 minutes. No one complained! The food is astounding. I also highly recommend The Beach House and Roy’s. Tonight we’re visiting what the guest relations manager calls “The Sushi Nazi,” with shades of Seinfeld.

And I made about $150,000 while on the beach.

But now the real point of my story, and it’s going to offend some of you, je regrette.

It’s a guy thing. There are some things that, well, make me sad. Guys who wear a short-sleeved shirt and a tie. Guys who use pocket protectors. Guys who bite their nails to the nub. Guys with three holsters on their belt for pagers and phones as if that’s a sign of power. (The sign of power, of course, is NOT carrying such hardware.) Guys who use their knives like a dagger.

But the saddest guys are those guys roaming the beach with headphones, a pathetic little sand sifter, and a metal detector attached to their arm. Has anyone EVER found enough precious metal to pay for one of those things?

And if you did find a valuable ring or metal on a bulging billfold, shouldn’t you return it to the hotel fronting that beach? It really isn’t yours to keep, any more than that wallet I lost in the cab returned by the honest cabbie was his to keep.

Here we are on Waikiki, Diamond Head lordly overlooking the scene, with boats and surfers and catamarans and outriggers on a placid, glass-like sea. And what are these guys doing? Walking the sands amidst the palm trees with metal detectors and headphones, sweating like wart hogs, with a hobby only slightly weirder than Civil War re-enactors.

Yes, I know, I’m painfully judgmental. I’m not fair. Who am I to make such observations?

I’ll tell you who, someone who knows strange behavior when he sees it.

I know how to make money on the beach. By providing value that creates income while you lounge. The only detector I need is the one that tells me where the waiter is who can fetch the mai tais.

© Alan Weiss 2010. All rights reserved.

Post from: Contrarian Consulting

Alan’s Monday Morning Memo’s mission is to help readers to thrive.

January 18, 2010—Issue #18

This week’s focus point: The enormous, costly ($200 million?), embarrassing problems that NBC television are having is indicative of why your value as a consultant is so important. Otherwise intelligent, well-educated, highly-regarded, wealthy people in huge offices are making dunderheaded decisions every day, because they are surround by people afraid to tell them that they’re not wearing any clothes.

Monday Morning Perspective: I envy those people who truly understand that life is a fragile bargain, rescindable at any time by the other party, and live their lives accordingly. — Joseph Epstein, “A Line Out for A Walk”

You may subscribe and encourage others to subscribe by clicking HERE.

Privacy statement: Our subscriber lists are never rented, sold, or loaned to any other parties for any reason.

Contact information: info@summitconsulting.com
http://www.contrarianconsulting.com
ISSN 2151-0091

© Alan Weiss 2010. All rights reserved

Post from: Contrarian Consulting

We’re at the Sheraton Waikiki, where we stayed a couple of times over 30 years ago. Ordinarily we’d be elsewhere, but the function was held here and they’ve refurbished the suites. We have one balcony in the bedroom that shows the sunrise, and another in the living quarters that shows the sunset! Twenty-five stories below, we can watch giant, green sea turtles meander in the crystal clear water. If you’re lucky, they’ll swim up to you when you wade in.

Unlike so many popular tourist destinations, the food here is great (as it was in San Francisco, where we dined again at Gary Danko, for my money on of the dozen best restaurants in the US). So far, Roy’s has been our favorite here with some incredible fish, but we’re off to Alan Wong’s tomorrow which has a sterling reputation, so we’ll see.

Sitting in church before mass on Sunday here, I realized that my wallet was gone. It must have fallen out of my pocket in the cab. My wife asked if I wanted to leave, but I observed that church was probably where I belonged at the moment. Fortunately, I usually keep a hundred dollars of bills in a side pocket, and I had money for the collections and a cab home. I tried to enjoy the service and the sermon was quite well done.

I notified the cab company (“Sir, we have 500 cabs, but I’ll put out a text message for you”) which is actually called The Cab Company. I notified Cori, the guest services manager who had escorted us to our suite when we arrived, in case I needed to get some cash. Then I called the credit card companies, which took only 20 minutes for all of them. One woman asked, “Are you all right?” I was very impressed. Amex will have three different, new cards to me today, Tuesday, by Fedex, at no charge.

My wife remarked on how well I had handled things, and said that she hoped whoever found the wallet could really use the $800 inside of it.

We hit the beach.

At about 4 pm we returned, to a blinking message light. It was Cori. “I have your wallet,” she practically screamed, “the cab driver dropped it off and I have his number for you.” I quickly called to ask him to return for a reward. He hasn’t done so yet.

The worst thing about losing my wallet would be a few photos from 30 years ago that can’t be replaced. My car dealer would replace the registration, and AAA would replace my license. Various club memberships would easily be restored. The money can always be replaced. We have to keep things in perspective.

And the greatest perspective is that most other people are like you, not damaged somehow, and willing to do the right thing. I realized that I had returned money, airline tickets, and all sorts of things I’ve found. Why wouldn’t I? Why wouldn’t the cab driver?

We’re off to the beach again, to the turtles, to the Pacific.

© Alan Weiss 2010. All rights reserved.

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http://summitconsulting.com/seminars/the-new-product-experience.php

(A special 5% promo until Friday 1/22/10. Use code PRODEXP2010 in your shopping cart)

Initial Workshop, March 4, Warwick, RI.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

January 11, 2010—Issue #17

This week’s focus point: Is your brand/repute/intellectual property/marketing reach stronger this week than last? Will they be stronger next week? If you’re in any business where marketing is vital—and this applies to virtually every entrepreneur and professional services provider—you are your own chief marketing officer. Develop and implement two strong, affirmative, constructive steps each week that will prompt people to come to you. If you don’t, who will?

Monday Morning Perspective: Perfection of means and confusion of ends seem to characterize our age. — Albert Einstein

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Promptly, she fished her cell phone out of her bag and began a conversation with some unknown sponge, because she never stopped talking and complaining, indicating to me that the other person never spoke, but just absorbed. Her harangue was about her failure to be upgraded to first class.

She bemoaned the fact that there were no first class seats available for upgrade. She told the voiceless person on the other end that she alternatively believed that she was lied to, there weren’t enough seats allocated for upgrades, others of lesser status were getting upgrades (Y2K, one-world, seven star, diamond, elite, alliance partners—or something), and that the system was totally unfair.

It turned out that first class was, indeed full (“completely checked in,” as they say on the gate monitor), and, once seated, we saw her trudge by us on her way to the back, apparently eyeing the up-front crowd to try to determine which of her inferiors usurped her spot on the five-hour flight. I tried desperately to establish eye contact, but she had gone on to glower at a flight attendant.

If you want to be assured of a first class seat, buy a first class ticket.

Periodically, Business Week or the Wall Street Journal will run a fluff piece about someone who “plays the system,” gathering points from hotel stays, oil changes, and pay-per-view, as well as “chatting up” gate attendants, flight attendants, and rest room attendants, in order to secure upgrades with amazing rates of success.

It always occurred to me that if they had put the same amount of drive, energy, and talent into their own work, they probably would be successful enough to actually afford first class seats. But they’d rather play the system, to the extent they resent it if people paying full fare monopolize their monopoly game.

You and I have seen myriad people who seek recognition without merit; who want promotion without talent; who seek money without providing value; who want to be respected without expertise. They are usually of the mind of the woman on my flight, and sing a victim’s lament when they wind up in the rear, as well.

None of use deserves what we don’t earn. Oh yes, I know that frequenting an airline, flying a lot of miles, gathering points—all of that—makes one a good customer. But if someone is willing to pay more for a first class seat, then they deserve it. (I once watched a late arrival with a first class ticket find an upgrade in his assigned place, who had sweet-talked the gate agent to give him the seat, refusing to budge. What’s next, first one to the bank gets all the money, and it doesn’t matter who deposited it?)

If you’re in business, you reap what you sow, no free rides, no free lunches. You can’t get away with telling the customers to keep coming merely because you’ve been there a long time. Nor can you expect people to choose you over the competition because you open 20 minutes earlier or provide free bottles of water. You have to provide real value to beat the competition.

If you want to be assured of business, then provide more value than the competitors, don’t whine about unfairness in the “system.”

I can also remember when airline clubs were by invitation only, you had to dress properly, and the amenities were superb. But someone filed a lawsuit because he felt that he “deserved” access just as much as those people whom the airline considered its best passengers, and now you’re entertained in these clubs by people in shorts cutting their toenails with their feet on the tables, and the places are jammed. But don’t get me started on that.

If you want to ensure your success, focus on and work at providing more value than anyone else in your field. If you want to ensure your place in first class, then invest in a first class ticket. Otherwise, there’s no logical reason for you to be in front.

© Alan Weiss 2010. All rights reserved.

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So many people are cynical about dealing with the public. But if you don’t assume your customer is damaged, and you provide reasonable trust, you wind up dealing with people with the same values that you have most of the time. I’ve never understood people in the retail business who clearly don’t like dealing with customers, don’t trust them, and are rude.

I still remember the people who wouldn’t let me write with an expensive pen I was considering, wouldn’t let me even sit in a rare, exotic sports car, lest I scratch the leather, and wanted deposits before they would order inexpensive books. I remember them because I never returned, and they were such exceptions.

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THRIVE! WORKSHOP
April 21-22, Newport, RI
A full day and optional second morning based on my newest book. Learn how to jettison baggage, organize around pragmatic needs and not empty wishes, blow up obstacles to success, and face each morning thrilled with the personal and professional opportunities that await. Invigorate your life. The optional, second morning will feature a personal, customized, Thrive Plan. Write me for a special price before this goes up on my web site this later month: BentleyGTC@summitconsulting.com.

SPIRITUALITY WORKSHOP
May 19-20, Newport, RI
A full day and optional second day to explore the role of spirituality in our lives. This will feature a segment with a “God Squad” interdenominational panel of clergy moderated by me, examination of the differences and commonalities between a spiritual life and religious life, examples of how we deal with loss, uncertainty, the unknown, and fears. This is not a religious retreat, but rather a candid discussion of what spirituality is and why it matters. The optional second morning will feature voluntary discussions of personal experiences and learning for all of us to share. Limited participation. Write me for a special price before this goes up on my web site this month: BentleyGTC@summitconsulting.com.

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I have news for you: There is no utter reality, no file under “What actually occurred,” no third party umpiring the game (and, of course, umpires are notoriously subjective in the way they call balls and strikes). There are only your perceptions and the other people’s perceptions.

So how do you know if they match or not? Because, if they do, then you can be certain you’re dealing with reality, since you have a shared, common perception of what occurred. There is no other version.

You need to test before you leave. You must investigate whether what you perceive is the same as what the prospect or client perceived. Here are some excellent testing questions:

• Are we in agreement that I’m responsible for X and you’re responsible for Y?
• What is your impression of our next steps?
• What are the opportunities you see as we conclude this meeting?
• What are the risks you see as we conclude this meeting?
• What remaining obstacles are there that we’ve discussed or haven’t discussed?
• Who else are we going to involve from here?
• What are the deadlines we’ve agreed upon?
• What are the three or four top priorities at this juncture?
• What resources are we missing?
• How are we judging progress from here?
• What are the ultimate outcomes we’re agreeing on?
• The next time we talk will be on this date at that time, correct?

You get the idea. You don’t need a bare light bulb and uncomfortable wooden chair for the interrogation, but you do need to ensure that, before you go out the door, you and the others present agree on these kinds of basic facts. “We’ll talk soon,” and “We have some terrific opportunities,” and “There could be some rough patches,” just don’t cut it. Even statements such as “I’m pleased,” and “This has been a good meeting, good progress,” may mean different things to different people (”better than I had hoped for,” or “but not as good as I expected”).

When a client doesn’t follow through, or you don’t get paid as expected, or you’re not supported as you had intended to be, it’s often not a case of the other person letting you down. It’s frequently a result of your not taking the extra time to make sure that you shared the same reality.

Perception, we’re told is reality. Well, then the converse must be true: Reality is perception. Don’t you agree?

© Alan Weiss 2010. All rights reserved.

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Logistics:
Dial In information:
Conference Dial-in Number: (712) 432-0600
Participant Access Code: 765354#

DO NOT WRITE TO ME FOR FURTHER INFORMATION.

Drew’s info:

Stevens Consulting Group
drew@stevensconsultinggroup.com
627 Thorntree Lane
Eureka, Missouri 63025
877-391-6821 (Office)

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

January 4, 2010—Issue #16

This week’s focus point: Historically, from the Trex to the cheetah, predators have been successful in about one out of ten hunts. There is no such thing as a free lunch. If you’re not failing, you’re not trying. The key is not to make the same mistakes repeatedly.

Monday Morning Perspective: The limits of my language are the limits of my world. — Wittgenstein

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A car took us back to The Palace and the streets were still crowded with people. Everyone’s a buddy on New Year’s in New York!

We attended mass in St. Patrick’s yesterday (Holy Day of Obligation) and then took some time to wander around behind the altar and near the crypts. The Cathedral is striking, and it is not supported financially by the archdiocese, only by contributions.

Last evening we had a drink with Mike and Elie Robert. Mike is the co-author of my very first book, The Innovation Formula, and they were visiting New York with their two daughters. We’ve known each other since the early 70s.

Maria and I then had corned beef and cabbage in an Irish pub next to the Lyceum, the oldest legitimate theater in New York (1903) where we saw “In the Next Room,” also known as “The Vibrator Play.”

It’s written by Sarah Rule, a protege of Pulitzer Prize winner Paula Vogel, with whom I served on the Trinity Repertory Board, and who is now at Yale. Set in the 1890s, it describes the historically accurate treatment of women’s “hysteria” using newly invented electricity to power the medical intervention, shall we say.

The work is about 45 minutes too long and the second act is a disappointment. But it’s a fascinating story, well acted, if not tightly written. The house was packed.

We’ll spend an hour with the grandchildren this morning, then head back on the Acela where a ton of financial paperwork 2009/2010 awaits me as i watch football tomorrow. Nice problem to have.

Enjoy 2010. After all, what’s the alternative?

© Alan Weiss 2010 All rights reserved.

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Remember Y2K? Not exactly going to be more than a minor blip in the footnotes in Wikipedia, is it? No airline crashes, no banks collapsed, not even the alarm clocks failed. The “swine flu” has proved to be a rather average illness, with fewer deaths than those caused by the normal, seasonal influenza. All deaths are tragedies, but we must retain proportion.

Global warming? My reading tells me that no one is really sure how much humankind is contributing or even if we can seriously alter what we are contributing. The Russians just announced plans to create rockets to engage and deflect an asteroid that’s due in the next 20 years, that most scientists estimate has one chance in 450,000 of hitting us. (The Russians are understandably sensitive, since the last rock of this sort DID hit Siberia and leveled about 80 million trees a while back.)

There are those claiming that the government is hiding aliens somewhere, and that the Mayan calendar is predicting the world’s end, and that excess spray tanning will eventually end life as we know it. (Maybe it already has—have you taken a look at some of those “stars” on “Dancing with the Stars”?!)

We can’t fall victim to the panic epidemic.

My point is that we (fueling and/or fueled by the media) have a tad of a tendency to be apocalyptic. I’m not deep enough to tell you that it’s meant to represent expiation for our sins, or redemption for our hubris, or simply deal with the fact that, basically, no one understands the universe.

I can tell you this: Live each day to the fullest you can. That needn’t be a flurry of activity, it may be spent in quiet contemplation. But it should not be subsumed in fear. It should not be wasted in constant apology, but rather invested in ongoing contribution.

We are all too ready to believe that there are huge, uncontrolled forces trying to destroy our lives or at least manipulate our futures. I’m here to tell you that’s not so, and that empirical evidence does not support such a belief system.

My computer wasn’t affected by Y2K, nor was my brain (which recognized panic and overwrought reaction at the time). I’m concerned, not detached, about the challenges we all face, but I’m much more concerned about the pragmatics of how we educate our children, take care of the helpless, and make the streets safe, than I am about claims that medium-rare cheeseburgers will kill me if that asteroid doesn’t.

Maybe I can get the Russians to work on the burger thing. They apparently have plenty of time on their hands. But, in the meantime, I’m going to enjoy everyday life, try to improve the lives of those around me, and thereby improve and enrich my own.

© Alan Weiss 2010 All rights reserved. Alan’s latest book is Thrive! Stop wishing your life away….

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Our usual corner suite at The Palace was still being cleaned so I had lunch in the lobby (an excuse for Bloody Marys) while Maria shopped.

Last night the concierge secured a corner table at Vice Versa, and the food was simply incredible. Sauteed calamari in artichoke hearts, followed by a wonderful monk fish.

Then we saw “Race,” with James Spader, David Alan Grier, Kerry Washington, and Richard Thomas, written and directed by the extraordinary David Mamet. If you get the chance at all, see this play. It’s a sometimes screamingly funny, often wrenchingly honest two hours on shame, guilt, and race relations. The evening shoots by. It’s in a league with productions such as “Doubt” and “The Heiress.”

Early dinner tonight at Del Posto, then baby sit the grandchildren through New Year’s, back to The Palace late. It’s snowing in New York, so we have to hire an SUV to get us around, that cab driver won’t be begging for customers today!

Happy New Year!

© Alan Weiss 2009 All rights reserved.

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– Post From My iPhone

Location:Announcements

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If you would like to join my counterinsurgency forces, and you like the book, please post a favorable review. There are some folks out there who get their jollies by denigrating my books, usually without even reading them! They may be right, of course, but I don’t think so, and I love leading the troops in a pitched battle!

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

December 28, 2009—Issue #15

This week’s focus point: Every day, hotels and conference centers host some of the most respected authorities in the world who address groups on their property. Yet very few hotel managers ever request that their own staffs be permitted to participate, so that they can also learn from the best of the best. They ignore this huge resource on their own turf. Are you supporting or hosting experiences for others which you should be taking advantage of yourself?

Monday Morning Perspective: I don’t know the key to success, but the key to failure is trying to please everybody. — Bill Cosby

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• The buyer says very quickly in the initial conversation, “Sounds interesting, can you send a proposal?” (If you don’t have a trusting relationship and conceptual agreement, the buyer is just showing you the door, with false hopes.)
• The person you believe is the buyer says, “This is just what I wanted, let me take it to the board to be rubber stamped.” (This is NOT a buyer.)
• You’re told, “Normally, we can’t afford any initiative right now, but if you could do this for just a token fee, it would get you in the door when times are better.” (Are they paying the utility company, their employees, the clean-up crew? Why can’t they pay you?)
• The audience gives you solid top marks on the dumb smile sheets after your speech, but the buyer never calls you again. (You pleased the wrong people, stroked the wrong ego.)
• Someone tells you they “mention you to everyone they meet.” (The problem is that none of those people are buyers, and/or what’s being mentioned isn’t accurate.)
• You’re getting thousands of “hits” on your web site or blog, or your teleconference has 100 people signed, or your newsletter has 50 new subscriptions. (This is not a “numbers game,” but a quality game. You’re better off with 2 of the right “hits” than 200 of the wrong ones. Look at quality, not merely quantity.)
• You’re told that your proposal is the top priority for the next fiscal period. (If it’s so important, why can’t they start it now?)
• The buyer very much wants to follow-up, but is traveling or “out of the office,” or “with customers.” (The buyer doesn’t know how to use a phone or email?)
• Everyone tells you that you have great ideas and a wonderful approach. (Then why aren’t people buying??)

© Alan Weiss 2009. All rights reserved.

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© Alan Weiss 2009. All rights reserved.

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Please do not call, email only. Thank you.

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Never negotiate or reduce fees (without removing value). You can negotiate terms, but do so on your terms.

For example, offer a 10 percent (or whatever) discount for payment in full on acceptance of your proposal. That will trigger a rule in many firms that any discount must be accepted.

If you’re offering more standard terms, e.g., 50 percent on acceptance and 50 percent in 45 days, then make it clear that “acceptance” means with the signed proposal or the oral agreement. Include a first invoice with your proposal. Send the invoice several weeks ahead of the start date if it’s scheduled for the future.

When a client says, “We have a 60-day mandatory payment rule,” ignore it. Here are two solutions:

1. I know you can approve a manual check, and our agreement is 50 percent payable upon acceptance. If your internal mechanisms aren’t geared for that, then simply create a check outside of the system.

2. If you insist on maintaining a 60-day delay, despite the terms of my proposal, I have to remind you that I am a small business and cannot accept those kinds of delays (because it’s more likely to be 90 days or worse if they’re telling you 60). Therefore, the fee for the engagement, which is now based on current use of my money, will have to be increased by 10 percent. I’ll create an addendum for us to sign. Of course, if you can arrange immediate payment, then I can honor the quoted fee.

Let’s be clear: Just because you’re dealing with a corporation which has rules doesn’t mean that you can’t have rules. And your “rules” should include the fact that you can’t pay your mortgage with promises, that your money is worth less the longer it takes to travel to your account, and you are not obligated to take risks of non-payment.

If the buyer and you have a trusting relationship, and you have conceptual agreement on a project which shows a strong ROI for that buyer, he or she will find a way to get you paid properly, unless you capitulate because someone cites a “rule.”

Here’s my rule: I’m very valuable, and you get what you pay for when you pay for it.

© Alan Weiss 2009. All rights reserved.

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A Spanish commercial vehicle rental business is looking for support developing its marketing capabilities: identifying and selecting new sectors in Spain, and assisting the business in implementing marketing approaches. The consultant would need to be fluent in Spanish with good English, preferably be based in or near to Madrid with business-to-business experience and willing to get hands-on.

The client is looking to begin in early January.

Contact Steve Hacking at steve@latitude.co.uk, who can provide background and introduce the client.

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

December 21, 2009—Issue #14

This week’s focus point: Change is about the art of the possible, not the science of the ideal. There are usually several good ways to get things done. The bottom line is always this: “What’s in your client’s best interests?” That might not always be your ideal solution.

Monday Morning Perspective: We are what we repeatedly do. — Aristotle

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and now also on iTunes

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On the first day of Christmas
My efforts brought to me,
A large dose of self-esteem.

On the second day of Christmas
My efforts brought to me,
Two new ideas,
And a large dose of self-esteem.

On the third day of Christmas
My efforts brought to me,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the fourth day of Christmas
My efforts brought to me,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the fifth day of Christmas
My efforts brought to me,
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the sixth day of Christmas
My efforts brought to me,
Six clients buying,
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the seventh day of Christmas
My efforts brought to me,
Seven leads a-calling,
Six clients buying,
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the eighth day of Christmas
My efforts brought to me,
Eight speaking requests,
Seven leads a-calling,
Six clients buying,
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the ninth day of Christmas
My efforts brought to me,
Nine columns printing,
Eight speaking requests,
Seven leads a-calling,
Six clients buying
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the tenth day of Christmas
My efforts brought to me,
Ten agents calling,
Nine columns printing
Eight speaking requests
Seven leads a-calling,
Six clients buying,
Five inspirations,
Four great referrals
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the eleventh day of Christmas
My efforts brought to me,
Eleven innovations,
Ten agents calling,
Nine columns printing,
Eight speaking requests,
Seven leads a-calling,
Six clients buying
Five inspirations,
Four great referrals
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

On the twelfth day of Christmas
My efforts brought to me,
Twelve vacation days,
Eleven innovations,
Ten agents calling,
Nine columns printing,
Eight speaking requests,
Seven leads a-calling,
Six clients buying,
Five inspirations,
Four great referrals,
Three great colleagues,
Two new ideas,
And a large dose of self-esteem.

© Alan Weiss 2009. All rights reserved.

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Linda Popky, Linda Heman, Ed Poll, Pat Lynch, Alan Weiss, Scott Simmonds, Wayne McKinnon, David Fields. (Not pictured from this group: Mark Frobose, Betsy Waits.)

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

December 14, 2009—Issue #13

This week’s focus point: Combine passion and promotion. What do you love to do that will also build your business: write, speak, network, community service, referrals? Don’t swim upstream. Use your strengths and passions to build your business. If you can’t find the proper matches, then you’re in the wrong business!

Monday Morning Perspective: Regret for the things we did can be tempered by time; it is regret for things we did not do that is inconsolable. — Sidney J. Harris

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Josh and Gershon are using events, video, publishing, and attendant publicity to extend and highlight their expertise and commensurate strategic projects. You can find their book site, with videos of New York (I’m in that one) and Toronto client events here: http://www.strategiccommitment.com.

These are good examples of two strategists executing an excellent strategy!

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Alan’s Monday Morning Memo’s mission is to help readers to thrive.

December 07, 2009—Issue #12

This week’s focus point: Even the powerful—celebrities, politicians, executives—are vulnerable to poor judgment. I don’t recall seeing classes or workshops on judgment. We can’t delegate it to subordinates. Our experiences, ethics, and longer-term view should constantly improve it. When we allow pure emotionalism or a temporary “win” to dictate our decisions and behavior, we’re probably in trouble.

Monday Morning Perspective: The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function. — F. Scott Fitzgerald (”The Crack Up”)

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ISSN 2151-0091

© Alan Weiss 2009. All rights reserved

Post from: Contrarian Consulting

When Koufax chases Buddy in the house, as though he’s after a squirrel or rabbit, he sometimes has a glint in his eye wherein neither I nor Buddy can tell if he’s playing or serious. Buddy then performs an interesting maneuver.

He jumps on a couch or hassock and confronts Koufax eye-to-eye. He can’t outrun him, and can’t really fight him from the ground. But, even with smaller teeth, claws, and a shorter reach, he can be pretty formidable at eye level. He and Koufax feint and dodge and weave with great bearing of dentition, but no one gets hurt, and soon the Shepherd gets bored and finds a football or tennis ball to play with. Buddy catches his breath and tries to find some food to steal, and we’re back to normal.

Buddy has leveled the playing field.

Here are some techniques to level the playing field when you tend to be intimidated by people or environments:

• Meet on neutral turf. Suggest a meal, which you pay for, or an event.
• If you’re in someone’s office and they say, “Make yourself comfortable,” sit on the casual furniture, not across the desk from your host.
• Study the company and/or the person to get advance intelligence, easier than ever these days. (At a major gala and fundraiser, a man I had just met seated next to me asked about “Million Dollar Consulting” and my last trip to Australia. I was aghast. He told me later he had asked his host about the seating arrangements, and then Googled me.)
• Be aware of the moment. Have you read the newspapers today? Have you watched the news? Have you read up on the events which tend to affect the other party?
• Check things out in advance. Ask a third party what the attire is, if gifts are expected, if gratuities are allowed, when most people plan to arrive, and other things that are making you uncomfortable or uncertain. Always get to meetings at least 30 minutes early and have something to read. Wait and contemplate, don’t rush.
• Don’t shoot yourself in the foot. It’s very hard to hold a drink in one hand and eat shrimp cocktail with the other, for instance, or to graciously eat a sparerib at a reception. Don’t walk on thin ice with a flamethrower pointed at your feet.
• Be prepared for the usual inquiries or objections or skepticism. If someone asks how you can be of help as “just a solo practitioner,” don’t tap dance about networks or resources coming out of thin air. Just say, for example, “All of my larger clients seem to prefer that, why wouldn’t you?”
• Never accept deliberate malice or passive/aggressive behavior. If someone says (as one person did to me who was making $2 million annually), “You’re from New York? That’s the sewer of the universe,” reply, as I did, “Tell me, what makes you people in Boston so insecure?” (That’s what he needed and we worked together just fine.) If someone in HR says, “We’ve had bigger name consultants than you,” just reply, “Yes, and I’ve had bigger name clients.”
• Always be prepared to smile and laugh. Don’t be afraid of using humor. Released endorphins are wonderful things. (Are there “free-range endorphins”?)

If a Beagle can face down a German Shepherd, you really shouldn’t be having too much trouble leveling the playing field. But remember, you’re a different species.

So don’t jump on the hassock.

© Alan Weiss 2009. All rights reserved.

Post from: Contrarian Consulting

Alan’s Monday Morning Memo’s mission is to help readers to thrive.

November 30, 2009—Issue #11

This week’s focus point: Ask how you can best help your target market improve during a recovery, and then demonstrate it. Typical high potential areas: hiring and rehiring; luring back past customers; rebuilding brand and image; rebuilding morale and loyalty; identifying high growth opportunities; professional development; financing; upgrading technology.

Monday Morning Perspective: Anxiety is the dizziness of freedom. — Kierkegaard

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© Alan Weiss 2009. All rights reserved

Post from: Contrarian Consulting

Like most successful operations, the hotel attracts a wide diversity of guests. There are older people revisiting a memory in their lives; middle-aged people seeking out some elegance and fun; and younger people on the prowl. (There are some families with young children, but not many.)

At one of the pools, three women strut by in heels.
“Why don’t they just carry a sign, ‘Looking for a man’?” asks The Lovely Maria.
“If I saw such a sign,” I inquire, “what would be my proper reaction?”
TLM: “You’d probably have to correct the spelling.”

We dined at Red Meat the first night, in South Beach, and I’ll go back. Great steaks, fine wine list, with an entire glassed-in wall holding the wines. (We had a Caymus Special Selection.) The sommelier spends most of the night on a ladder scrambling around like a spider. Last night we went to A Fish Called Avalon, right on Ocean Drive, and we had a table on the veranda next to the street. From that perch I can sip a martini and watch the parade of people, dogs, and cars. (A 1958 Buick was at curbside.) I’ve seen five or six Bentleys just at the hotel thus far, but no GTC Speeds. We wound up at The Delano for drinks, which was surprisingly subdued.

The Fontainebleau serves drinks and meals on the beach and at the pools. The weather has been partly cloudy but tolerable. The open air bar in the main lobby has a terrific, lighted blue floor, must be a thousand square feet, and provides a fabulous atmosphere.

Tonight we’ll dine in Gotham, a sister restaurant of the great place in Manhattan.

Last night I used our “living room balcony,” which wraps around the side of the suite, offering a “Miami Vice” view of downtown as well as ocean front. I smoked a very nice Macanudo Madura, accompanied by some chestnut chocolate, and listened on my iPhone to Steve Tyrell’s “The New Standard” album. We saw him last week in New York at the Café Carlisle, from about five feet away, best seats in the house. He does a super job on the Great American Songbook.

We return Sunday morning, and I might just make the late afternoon football game.

Meanwhile, though I wouldn’t return to the Fontainebleau as a regular haunt, I’m fascinated by imagining how the celebrities of the late 40s and 50s would take a luxury train out of New York to travel to Miami, spend weeks (or the entire summer) in this and other beachfront hotels, circulating among clubs and parties nightly. Not much television, post-war boom times, café society.

Then I remember Billy Joel (who helped close the Rock ‘n’ Roll Hall of Fame special the other night, hosted by Bruce Springsteen, which is a MUST-see): “The good old days weren’t all that good, and tomorrow ain’t as bad as it seems.”

Here’s to tomorrow.

(The Sunset Island Restaurant at Key Largo)

(The Sunset Island Restaurant at Key Largo)

(Sunset)

(The beach at the Fontainebleau)

(The street scene from A Fish Called Avalon in South Beach)

(The Blue Bar at the Fontainebleau)

© Alan Weiss 2009. All rights reserved.

Post from: Contrarian Consulting

I. Qualifying the Prospect

This is the process of determining whether the inquiry is appropriate for your business in terms of size, relevance, seriousness, and related factors. In other words, you don’t want to pursue a lead which can’t result in legitimate—and worthwhile—business.

Questions:
1. Why do you think we might be a good match?
2. Is there budget allocated for this project?
3. How important is this need (on a scale of 1-10)?
4. What is your timing to accomplish this?
5. Who, if anyone, is demanding that this be accomplished?
6. How soon are you willing to begin?
7. Have you made a commitment to proceed, or are you still analyzing?
8. What are your key decision criteria in choosing a resource?
9. Have you tried this before (will this be a continuing endeavor)?
10. Is your organization seeking formal proposals for this work?

Key Point: You want to determine whether the potential work is large enough for your involvement, relevant to your expertise, and near enough on the horizon to merit rapid responsiveness.

II. Finding the Economic Buyer

The economic buyer is the person who can write a check in return for your value contribution. He or she is the ONLY buyer to be concerned about. Contrary to a great deal of poor advice, the economic buyer is virtually never in human resources, training, meeting planning, or related support areas.

Questions
11. Whose budget will support this initiative?
12. Who can immediately approve this project?
13. To whom will people look for support, approval, and credibility?
14. Who controls the resources required to make this happen?
15. Who has initiated this request?
16. Who will claim responsibility for the results?
17. Who will be seen as the main sponsor and/or champion?
18. Do you have to seek anyone else’s approval?
19. Who will accept or reject proposals?
20. If you and I were to shake hands, could I begin tomorrow?

Key Point: The larger the organization, the more the number of economic buyers. They need not be the CEO or owner, but must be able to authorize and produce payment. Committees are never economic buyers.

III. Rebutting Objections

“Obstacles are those terrible things you see when you take your eyes off the goal,” said philosopher Hannah More. Objections are a sign of interest. Turn them around to your benefit. Once you demolish objections, there is no longer a reason not to proceed in a partnership.

Questions (in responding to an economic buyer’s objections)
21. Why do you feel that way? (Get at the true cause.)
22. If we resolve this, can we then proceed? (Is this the sole objection?)
23. But isn’t that exactly why you need me? (The reversal approach.)
24. What would satisfy you? (Make the buyer answer the objection.)
25. What can we do to overcome that? (Demonstrate joint accountability.)
26. Is this unique? (Is there precedent for overcoming it?)
27. What’s the consequence? (Is it really serious or merely an annoyance?)
28. Isn’t that low probability? (Worry about likelihoods, not the remote.)
29. Shall I address that in the proposal? (Let’s focus on value.)
30. Why does it even matter in light of the results? (The ROI is the point.)

Key Points: Don’t be on the defensive by trying to slay each objection with your sword, or you’ll eventually fall on it. Embrace the buyer in the “solutions,” and demonstrate that some objections are insignificant when compared with benefits (e.g., there will always be some unhappy employees in any change effort).

IV. Establishing Objectives
Objectives are the outcomes which represent the client’s desired and improved conditions. They are never inputs (e.g., reports, focus groups, manuals) but rather always outputs (e.g., increased sales, reduced attrition, improved teamwork). Clear objectives prevent “scope creep” and enable a rational engagement and disengagement to take place, resulting in much greater consulting efficiency and profit margins. (Note that items IV, V, and VI—objectives, measures, and value—are the basis of conceptual agreement.)
Questions
31. What is the ideal outcome you’d like to experience?
32. What results are you trying to accomplish?
33. What better product/service/customer condition are you seeking?
34. Why are you seeking to do this (work/project/engagement)?
35. How would the operation be different as a result of this work?
36. What would be the return on investment (sales, assets, equity, etc.)?
37. How would image/repute/credibility be improved?
38. What harm (e.g., stress, dysfunction, turf wars, etc.) would be alleviated?
39. How much would you gain on the competition as a result?
40. How would your value proposition be improved?

Key Points: Most buyers know what they want but not necessarily what they need. By pushing the buyer on the end results you are helping to articulate and formalize the client’s perceived benefits, thereby increasing your own value in the process. Without clear objectives you do not have a legitimate project.

V. Establishing Metrics

“Metrics” are measures of progress toward the objectives, which enable you and the client to ascertain the rate and totality of success. They assign proper credit to you and your efforts, and also signify when the project is complete (objectives are met) and it is proper to disengage.

Questions
41. How will you know we’ve accomplished your intent?
42. How, specifically, will the operation be different when we’re done?
43. How will you measure this?
44. What indicators will you use to assess our progress?
45. Who or what will report on our results (against the objectives)?
46. Do you already have measures in place you intend to apply?
47. What is the rate of return (on sales, investment, etc.) that you seek?
48. How will we know the public, employees, and/or customers perceive it?
49. Each time we talk, what standard will tell us we’re progressing?
50. How would you know it if you tripped over it?

Key Points: Measures can be subjective, so long as you and the client agree on who is doing the measuring and how. For example, the buyer’s observation that he or she is called upon less to settle “turf” disputes and has fewer complaints from direct reports aimed at colleagues are valid measures for the objective of “improved teamwork.”

VI. Assessing Value

Determining the value of the project for the client’s organization is the most critical aspect of conceptual agreement and pre-proposal interaction. That’s because when the buyer stipulates to significant value, the fee is placed in proper perspective (ROI) and is seldom an issue of contention. Conversations with the buyer should always focus on value and never on fee or price.

Questions
51. What will these results mean for your organization?
52. How would you assess the actual return (ROI, ROA, ROS, ROE, etc.)?
53. What would be the extent of the improvement (or correction)?
54. How will these results impact the bottom line?
55. What are the annualized savings (first year might be deceptive)?
56. What is the intangible impact (e.g., on repute, safety, comfort, etc.)?
57. How would you, personally, be better off or better supported?
58. What is the scope of the impact (on customers, employees, vendors)?
59. How important is this compared to your overall responsibilities?
60. What if this fails?

Key Points: Subjective value (stress alleviated) can be every bit as important as more tangible results (higher sales). Never settle for “Don’t worry, it’s important.” Find out how important, because that will dictate the acceptable fee range.

VII. Determining the Budget Range

Too much guessing takes place in the absence of a general understanding about how much the prospect intends to invest (prior to understanding the full value proposition). In many cases, the budget is fixed and entirely inappropriate, and in others it represents a better understanding of the ROI than that of the consultant! (Don’t forget, this presupposes you’re talking to an economic buyer.)

Questions
61. Have you arrived at a budget or investment range for this project?
62. Are funds allocated, or must they be requested?
63. What is your expectation of investment required?
64. So we don’t waste time, are there parameters to remain within?
65. Have you done this before, and at what investment level?
66. What are you able to authorize during this fiscal year?
67. Can I assume that a strong proposition will justify proper expenditure?
68. How much are you prepared to invest to gain these dramatic results?
69. For a dramatic return, will you consider a larger investment?
70. Let’s be frank: What are you willing to spend?

Key Points: There is nothing wrong with exceeding the budget expectation if you muster a strong enough value proposition. But don’t even proceed with a proposal if the prospect has a seriously misguided expectation of the investment need, or simply has an inadequate, fixed budget.

VIII. Preventing Unforeseen Obstacles

As comedienne Gilda Radnor used to say, “It’s always something.” Inevitably, it seems, the best laid plains are undermined by objections, occurrences, and serendipity from left field. Fortunately, there are questions to establish some preventive actions against even the unforeseen.

Questions
71. Is there anything we haven’t discussed which could get in the way?
72. In the past, what has occurred to derail potential projects like this?
73. What haven’t I asked you that I should have about the environment?
74. What do you estimate the probability is of our going forward?
75. Are you surprised by anything I’ve said or that we’ve agreed upon?
76. At this point, are you still going to make this decision yourself?
77. What, if anything, do you additionally need to hear from me?
78. Is anything likely to change in the organization in the near future?
79. Are you awaiting the results of any other initiatives or decisions?
80. If I get this proposal to you tomorrow, how soon will you decide?

Key Points: Make sure that your project isn’t contingent upon other events transpiring (or not transpiring). If the buyer is holding out on you, these questions will make it more difficult to dissemble. Build into your proposal benefits to outweigh the effects of any external factors.

IX. Increasing the Size of the Sale

Once conceptual agreement is gained, it makes sense to capitalize on the common ground and strive for the largest possible relationship. Most consultants don’t obtain larger contracts because they don’t ask for or suggest them. You can’t possibly lose anything attempting to increase the business at this juncture.

Questions
81. Would you be amenable to my providing a variety of options?
82. Is this the only place (division, department, geography) applicable?
83. Would it be wise to extend this through implementation and oversight?
84. Should we plan to also coach key individuals essential to the project?
85. Would you benefit from benchmarking against other firms?
86. Would you also like an idea of what a retainer might look like?
87. Are there others in your position with like needs I should see?
88. Do your subordinates possess the skills to support you appropriately?
89. Should we run focus groups/other sampling to test employee reactions?
90. Would you like me to test customer response at various stages?

Key Points: If you don’t ask, you don’t get. Don’t throw everything including the kitchen sink into your proposal in an attempt to justify your fee. Instead, “unbundle” what you’re capable of providing and add them back in at additional fee.

X. Going for the Close

Home stretch, but not across the finish line. Runners who slow up at the approaching tape lose to someone else with a better late “kick.” Run through the tape at full speed by driving the conversation right through the close of the sale and the check clearing the bank.

Questions
91. If the proposal reflects our last discussions, how soon can we begin?
92. Is it better to start immediately, or wait for the first of the month?
93. Is there anything at all preventing our working together at this point?
94. How rapidly are you prepared to begin once you see the proposal?
95. If you get the proposal tomorrow, can I call Friday at 10 for approval?
96. While I’m here, should I begin some of the preliminary work today?
97. Would you like to shake hands and get started, proposal to follow?
98. Do you prefer a corporate check or to wire the funds electronically?
99. May I allocate two days early next week to start my interviews?
100. Can we proceed?

Key Points: There is never a better time than when you’re in front of the buyer and he or she is in agreement and excited about the project. Even without a proposal, beginning immediately “pours cement” on the conceptual agreement and greatly diminishes the possibility of being derailed by surprise.

XI. The Most Vital Question

All of the preceding 100 questions are actually based on the reaction to one question which we often fail to ask of the most difficult person of all. And unlike most of the prior inquiries, it’s a simple binary question, with a clear “yes or no” response.

Question
101. Do you believe it yourself?

Key Points: The first sale is always to yourself.

© Alan Weiss 2009. All rights reserved.

Post from: Contrarian Consulting