“We live in a civilization with an ever-increasing hunger for energy and its fixation on fossil fuels to provide that energy is in the process of imploding on itself as our population grows and its demographics change. Yet we live in a world of tough realities – where an elegant solution simply does not exist. We are constantly told that renewable energy is too expensive but, all things considered, it is actually cheaper than traditional energy sources!”

This opening quote is a clip from a November 22nd Press Release that was sent to me featuring Craig Shield’s position on a host of related questions surrounding climate control and global warming. Craig is the founder of 2GreenEnergy. He is also the author of “Renewable Energy - Facts and Fantasies: The Tough Realities as Revealed in Interviews with 25 Subject Matter Experts” (Clean Energy Press).

In reply, I pushed back in an email with my own interest and concern of “…(the) impact of water being used for fracking (hydraulic fracturing) of natural gas - we can live without natural gas, but we can't live without (clean) water” and that  “… no one seems to be able to roll out a cost effective alternative to oil, coal, or nuclear power.” Offering to have an open discussion on my challenge by phone, Craig was very generous with his time and desirous to talk openly about this topic.

It’s this on-going debate of climate control (and global warming) versus “an elegant solution simply does not exist” or “renewable energy is too expensive” that gnaws at me. After talking to Craig, I was reminded of Robert Schuller's book title, “If It's Going to Be, It's up to Me”. This is something we have to attack from a personal level; it’s not going to be resolved in the short term by governments or industry.

As luck would have it, our conversation took place just ahead of the recent (194-party conference) U.N. climate talks in Durban, South Africa. From the short time of our conversation until now, stories have surfaced talking about how “modest accomplishments” were made at the talks, a local wind power project in my area (North Carolina) has stalled due to “utilities have decided the project's power is too costly”, solar-product makers are on the ropes due in part to “weak demand, low prices”, and just yesterday the story about new power plant (EPA) rules will lead to higher consumer energy prices and a loss of jobs. This morning brought news of the possibility of higher domestic natural gas prices as a result of U.S. exports from the newly developed shale gas supplies.

What I most enjoyed about my conversation with Craig was his willingness to listen yet vigorously confront topics head-on.  Also, he seems to understand both sides of the coin of: “…the political, economic, and technology trends that, when fully understood, influence clean energy business strategies.” As I told him over the phone, “It’s a good thing we’re not sitting in a coffee shop somewhere – we’d certainly draw an audience.” But I will admit, I would love to have had the experience of seeing peoples’ faces as we bantered about; well-behaved, but passionate.

Although I would like to take the step forward, I still struggle getting past the investment in solar panels on an individual consumer level. Also, I would like to put in a geothermal (heat pump) field for my home heating and air-conditioning. I have looked into wind power, too. But, each one seems to be greeted with the same barriers to entry: high initial cost, no life-cycle payback, and local regulations (including homeowner association covenants) that make it nearly impossible to install something on a meaningful scale. Local utility agreements and governing bodies can also govern your ability to sell or get credit for any excess power you may be able to generate on your own.

Craig brought forward many incentives for us to change our ways; from the staggering costs of healthcare as a result of pollution to the reliance on foreign nations, or a desire to take control of our own energy destiny through independence. He has a positive outlook and believes that we can “get there by 2050”. What seems to concern Craig is the next decade of 2011-2020. Again, it comes back to what we can do as individuals. The time to act is now. The lingering question is, what are you (and me) going to do about it?

While reading a recent issue of Popular Science, I was intrigued by the article “The Santa Cruz Experiment: Can a City's Crime Be Predicted and Prevented?” (October, 2011). It’s fascinating and appears to hold great potential. However, what triggered a related thought to the challenge of accurate sales forecasting (i.e., your sales algorithm) was this: “One of the most common criticisms of predictive policing is that it will not tell police officers anything they don’t know already.”

When I talk to organizations about instituting a disciplined sales approach, and the need for good data gathering, resistance to software and information technology reflects a similar sentiment. Salespeople would rather operate on their own intuition than trust a computer model (or algorithm) to help them predict the close of a sale. 

As the article points out, “An algorithm is a progressive series of calculations used to process and analyze large sets of data.” Said another way, it’s not foolproof in predicting an exact outcome; it merely points to the likelihood of something to occur based on past behavior (or available data). In my mind, that’s the Catch-22 in sales forecasts; if you can’t get people to enter the data, you won’t be able to get the algorithm to reflect a reasonable prediction.

Since I believe most customers have a defined purchase process, and most organizations can likely map a common sales cycle, I struggle to understand why it seems so difficult to build a more predictable forecast model. Rather than ‘gut probability’, often reflected as a percentage of likeliness to close (get the order), it seems to me that you should be able to weight factors against common data points (e.g., time lapse, stage of the sales cycle, past performance/seniority of the salesperson, etc.) and develop a more accurate sales forecast prediction.

My recent discussions with sales professionals, managers, and business owners and executives on this topic have given rise to the notion that the unpredictability that can’t be factored in is “people”. That applies to both sides of the sales equation; on the customer side and the vendor/supplier side. However, the Santa Cruz Experiment leads me to believe that even in high-touch sales situations, where long term relationships help drive business, some predictability could be factored in.

Read the article from Popular Science and let’s get some discussion going on this topic. Also, think in terms of those companies that don’t have the luxury of large software and information technology budgets. Can the average company develop and implement a predictive sales model?

That’s what I asked myself when I was offered a copy of the book for review. Since I lean more toward the systematic selling style, and profess that a disciplined process is needed for an accelerated sales cycle, I initially steered clear of the request. But, fortunately, I reconsidered and had it sent to someone I know who is not only a fan of Harvey Mackay, but also one who would be practicing what he has read from Mackay in the past.

Don Kusterer, who has written reviews of other books we sent his way, was willing to take this latest book under his wing. I say that not only as jest, but also as fact; he would need to read it during his many coast to coast trips for business. Don is a guy who is the consummate road warrior when it comes to close customer contact. Unlike many of today’s virtual sales encounters, Don likes to understand the customer’s needs firsthand.

To expedite the book review process, I talked to Don on the phone, and asked him for any first impressions or notes he might have made along the way.

Don was quick to say, “I’ve been a fan of his since “Swim with the Sharks”. Struggling with time, to get through the beginning of the book, I found the nuggets (of wisdom) and sayings coming back from earlier books to be a redo, or so I thought.” Continuing on, Don wanted to suggest in fairness to Mackay, that he has read many books on selling, motivation, and sales psychology, so he couldn’t be sure where he may have first seen or heard them. Also, “In the same vein, when you’ve written as many books as Harvey Mackay, it is equally hard to keep the material fresh for fans.”

In Don’s mind, that’s not a problem with Mackay’s latest book. “As I moved through the chapters, sometimes only one or two at a time, my position and thought changed, too. Perhaps this was his purpose; to stir up the well-known things that we just don’t use on a regular basis, and bring them back from memory.” 

Motivated to dig into the second half of the book with a new enthusiasm, Don emphasized “Following a breather in my business, when I reached Chapter 41 (“Watch Out for These Four Letter Words”), I felt this was definitely a must read for everyone who finds themselves engaged in any type of sales assignment or customer contact. It was here that I found a new stride; I found myself in a much more creative state of mind, jotting notes on paper and in the margins as I read.  After all, isn’t that what an MBA is for, to develop the creative side of the student reader?”

Don’s home turf of St Louis began to creep in as we talked. “I recall someone recently describing the manager of the World Series Champion St. Louis Cardinals, Tony LaRussa, as “Tony is always 2 innings ahead of everyone else.” That’s the way I felt about Mackay’s later chapters that bring forward today’s additional demands of CRM (Customer Relationship Management), and how to use the Internet and social networks to your advantage.”

Can someone like Don, with 40 years experience in sales and management in the health care industry, make use of this book? “It’s a book for both young salespeople and more seasoned pros alike. One could pick at the style, or perhaps the trite sayings, not to mention the staccato method of putting the book together, but in the words of the #1 Cardinal fan, the late Jack Buck, I would declare Mackay’s newest book as, "That's a Winner!” It’s an easy read; one that can be put down and picked up again without losing a beat.“

Backgrounder: Harvey Mackay

As the founder and chairman of the $100 million MackayMitchell Envelope Company, Mackay has become a well known author, syndicated weekly business columnist,  has written six New York Times bestselling books (three #1s), and likely known best for the blockbuster “Swim with the Sharks Without Being Eaten Alive”.

I recently read about Apple’s Thunderbolt. Not knowing much about it, I did some poking around on their Web site. I can’t say I am any further ahead in seeing the demand and use in the marketplace, or everyday computing – you know, the kind the average person does that’s just beyond email and word processing.

Here’s the brief description:

“Thunderbolt is a revolutionary I/O technology that supports high-resolution displays and high-performance data devices through a single, compact port. It sets new standards for speed, flexibility, and simplicity. And it’s on MacBook Air, MacBook Pro, iMac, and Mac mini.”

I also appreciate the historical perspective shown as: “Intel co-invented USB and PCI Express, which have become widely adopted technologies for data transfer. Apple invented FireWire and was instrumental in popularizing USB. Their collective experience has made Thunderbolt the most powerful, most flexible I/O technology ever in a personal computer.”

FireWire? Ah, yes, that port on my (Windows) desktop that has never been used from many moons ago. My many other USB ports get plenty of attention and demand, but poor ol’ Mr. FireWire is as lonely as the old Maytag Repairman. Oh, the grandiose capability that has never had  a crackle of energy put across its wires.

So, that has me thinking. What good can come from Apple’s Thunderbolt? That’s what I love at the bottom of the page on the Apple website. They say “Thunderbolt-ready devices. Soon you’ll be able to connect to a host of Thunderbolt-enabled devices.1 Here are just a few of the first:” Take special note of the numeric 1 (one) in that summary: "1. Please check with manufacturers for availability."

Your turn (realistic stories, please). Tell me more about this new, faster than fast can be, I/O technology and how you plan to incorporate it in your daily computing use.

Oops! I forgot to add this little side note. This all came to light as I began to consider a new MacBook Air. Yep, it came to me in a nice and tight email advertisement from Apple; oh, how it looked so good. But, as soon as I clicked through and saw the pricing, I said, “Pity-party time; tough economy and all, not this year.”

There are few sounds in an otherwise quiet neighborhood that seem as recognizable as a chain saw. No matter how far away, I can usually pick up on the variable pitch in RPMs as well as when the saw begins to take on the cutting load. Awareness comes from my own use, but also the fact I live in an area with many trees and can hear the professionals working close by.

When the chain is sharp, the engine running smooth, and the chips begin to fly, it’s like watching a magical dance of sorts. You can easily tell when one or more things aren’t running right – from the dulling of the chain, to the sometimes troublesome start, you know when to take a timeout and put things in order. The same can be said when the job is too large for a homeowner like me to tackle on their own.

Recently it was time for me to have some trees professionally removed from my property. Having witnessed Everett Tree Service’s work nearby, I posted a piece here titled, “Trust, a key component of teamwork”. Watching the crew that day showed me how efficient tree cutting can be, but more importantly the trust and respect each member of the team had for one another.

In this profession, I can see how critical equipment can be for operator and owner alike. In Jimmy Everett’s case, this day he was both. Like before, we were scheduled for an early morning start. What I didn’t expect was he would become the assigned tree cutter that day.

Not only can he talk fast, and change subjects quicker than a digital remote, but his instructions come from a variety of directions at once. If you work for Jimmy, you better be paying attention; he can be hollering and motioning with his hands at the same time. I quickly caught on to some of the signals – a tomahawk chop was calling for a freshly sharpened saw, or the artistic hand signals for up, down, right, left, or just a tad either way for the crane; it reminded me a little of a traffic cop at a busy intersection. I think he wants his own crane someday. I can’t tell if it’s for the business, or he just wants to learn how to operate one more thing.

Jimmy’s confidence in others shows through, too. He didn’t waste time overseeing the crane’s operation –the operator and Jimmy have a long history of working together and seemed to anticipate each other’s needs. If he’s using your products, or your services, they better operate as well as Everett does; from the reliability of his STIHL Magnum chain saw, to the safety and ergonomic design of his Buckingham Ergovation harness and climbers, Everett knows that his business depends on his gear doing its job, too.

Always on the move, I would find him riding the cable and ball to the top of the tree, cutting limbs, swinging out for the next move, or gesturing for slight corrections in placement of equipment or people. What you didn’t see was the need for him to expend energy in direct supervision of each task. I had read long ago that success in management is your ability to become “the What and When, not the How” with your staff. He has a seasoned and trained crew that seems to sense his next move or instruction.

Turn your head, and he’s gone. Not one to rest between tasks – I wonder what his calorie burn rate is – I would find him climbing in the cab of a truck, or talking to the crane operator about a better line of attack for limb removal. In between all this, I would quiz him about his business, the economy, or some other topic of interest of mine. What little downtime there was between the cutting of multiple trees, Jimmy was on the phone arranging for the next job or estimate.

There’s no mystery in my mind as to what it takes to run a growing business. Doing business with people that know how to do it well carries a certain customer satisfaction of its own. Quality work, respect for your employees, and meeting the customer’s needs are the basics. Excel at any one of them and you are likely to keep growing at a sure pace. Operate like Jimmy, and you’ll likely outrun your competition.

Volunteers are an integral part for the success of most nonprofits. These well-intended resources can help span the numerous staffing gaps that might otherwise exist without their help. If it were not for their willingness to work, the average nonprofit may not be able to serve their constituents on a larger scale.

Our recent economic conditions have brought forth a new wave of talent in today’s volunteer. From seasoned professional to newly-minted college graduate, these volunteers can offer a new set of skills and experience rarely seen in the past. College grads serving as unpaid interns, or professionals that may be between employment engagements, are eager to add their ‘special sauce’ to the organization’s recipe.

Therein lies the rub. Too many cooks (can) spoil the broth. Whereas the nonprofit is eager to accept additional help, asking for repetitive volunteer skills can cause conflict and collision in the outcome. Without careful planning on the part of the nonprofit, you will soon find volunteers overlapping each other in their recommendations and actions.

One common example is in the area of Corporate Communications, a.k.a., Corporate Comm. Often under the responsibility of the Membership Director, Director of Development or Fundraising Director, communications is an area of great need, but equally spread thin for many nonprofits. Excited to get the word out nonprofits will enthusiastically accept assistance in this area. But, for the volunteer, frustration will quickly set in if they find that someone else is working on the same project, in a slightly different way. They will be left wondering why they were asked to do it in the first place, if someone else was already working on it. There is also the potential for professional jealousy; “Why did you choose his/her work over mine?”

How can you avoid this conflict? Consider volunteer requirements much like a job description for paid staff. Have a clearly defined role and responsibilities outlined for the volunteer, and make it known for the staff to better understand the volunteer’s contribution. Also, if the requirement is greater than a single volunteer can handle, break out the job proportionally and offer segments of the work to the individual that is best suited to complete the task. Set time aside to have regular meetings with each volunteer as well as bringing them together as a group; encourage collaboration and team spirit across those individuals serving in similar roles.

Creating a balance in service and skills can be much like adding just the right herb or spice to a popular recipe. These careful additions can add zest and exhilaration to a favorite dish; a delicacy your constituents will crave for more.

When I composed the original blog Post “For would-be inventors, or aspiring entrepreneurs – Five things worth thinking about before you begin “, I was struck by the notion of how difficult and unforgiving the market can be to an aspiring inventor. This is not to suggest that one shouldn’t pursue their dreams; it’s more about understanding the challenge associated with bringing an idea to fruition.

In my recent conversation with a mid-size industrial design firm, the conversation and responding emails pointed out their struggle in working with startup contacts, companies pre-vesting, and those lacking a business plan. They also pointed out that in their experience,  “significant funding” would be required to “take a product to market the right way (i.e. alpha, beta, production phases – contract manufacturing)”.

One law firm we know who deals in intellectual property and patent law does not represent individual inventors; they represent corporate and university clients, only. They go on to suggest that the road to success has many pitfalls and challenges, and they recommend the individual inventor should seek out the Inventors Resources of the USPTO for assistance and direction. Filing a patent can be time-consuming and costly. Also, some changes are afoot regarding patents on what should prevail in granting the patent: “first to invent” (current system), or “first to file” (proposed change through new legislation).

In some ways, you can see that the likelihood of success may not be in the lone inventor’s favor. That doesn’t mean it can’t be done. What’s important to know is what you are getting yourself into before you start. By removing the would-be portion of the equation, you can increase the odds in your favor.

First and foremost, develop your idea or invention into a reasonably working prototype. Although an attractive design in a CAD file may sound like a good soapbox to promote your idea, it won’t go far in attracting interest or investment. Like the adage “A picture is worth a thousand words”, there is nothing like being able to hold something in your hands and get a feel for how it works.

Once you have a good feel for your invention – at the risk of bad grammar, something that kind of works like it should – either begin to work with a local, independent design firm, or try your hand at working drawings with software like Google SketchUp; start out with the free version, then upgrade to PRO (you’ll likely need the PRO version to get some rapid prototypes built). Don’t forget the NDA (non-disclosure agreement) before sharing information, designs, or materials with others.

Assuming you get this far, get that business plan underway. Hopefully this exercise will quickly surface just how much money you’ll need to get your invention from idea into action. Also, begin the show-and-tell (assuming you are protecting your intellectual property in the process) to close friends and business associates. The best advice I can give here is don’t get defensive if they think you have lost your mind. Overcome objections or deficiencies in the same way you would respond to your choice of entrée in a restaurant; politely defend your choice, but listen to the reason your fellow diners are questioning your selection or taste buds.

Ready to go to market? You will need to have a proof-positive production run to show people you are serious about selling your invention; that’s not going to be a cheap endeavor. I recently followed two inventions from different companies that are sold into the home improvement market (suited to the average homeowner). Both inventions retail in the under $25 MSRP range. From what I could read, they each took about $250,000 of investment to enter the market; each one now enjoys distribution and sale in the big-box home improvement centers. Also, both inventions appeared to show an 18-24 month development cycle from idea to sales success.

With a few good steps along the way, you can move from “would-be inventor” to full-fledged entrepreneur. By securing adequate funding, exercising careful development of your product, and acquiring solid sales and distribution channels, you stand a better chance to turn your idea into a high-growth company.

They are a high-spirited and independent bunch; equally so, they all get along and the camaraderie is deafening. This group of seasoned salespeople will go about their business with a low-key approach, but a competitive spirit that is second to none.

Laughing in the face of CRM and more sophisticated sales tracking, their day may begin with 3 x 5 index cards, or a simple spiral bound notebook you might otherwise find in any school-age child’s classroom. Handwritten notes carry some reminders of the customer and contact events, and no page is without its fair share of strikeouts and markups of text.

Cell phone use is of simple nature – they use their phones to manage the customer’s needs much like an air traffic controller at a busy airport. Customer service reps are like ground controllers by helping each order navigate its way to completion. A few text messages here and there, and certainly a fair amount of voice mail, but email is best left to when they get home, or on the chance they will stop by the office for a visit.

Unlike their brethren who diligently – in many cases, unwillingly - update their call management software with notes and alerts, all the while losing more selling time just to keep their nose clean in the face of management, they don’t confuse activity with productivity.

How do they keep track of it all? Not much different than when the generation before them lacked today’s complex software and information technology. They are not unlike the restaurateur who remembers their best customers favorite choices that is often prefaced by, “I’ll have my usual.”

These are high touch individuals and they have the sustainable revenue numbers to prove it. Many are engaged in multigenerational businesses. Trust is a key component for their success - on the part of the customer, the company, and those who support their sales efforts.

Although you may not find them featured in a major business magazine or cover story, you are likely to see many of these professionals recognized in the local newspaper or an industry trade journal. If this sounds like you, your company, or someone you do business with, I would enjoy hearing your stories of success and how you manage your business in today’s highly competitive environment without all the stylish technology others would like to put upon you.

Strengths Based Selling: Based on Decades of Gallup's Research into High-Performing Salespeople
by Tony Rutigliano and Brian Brim

“The book includes action items and real-life examples that illustrate how using strengths produces high-impact sales results.” “Top salespeople from Microsoft, Pfizer, and U.S. Bank, among others, also share their insights in this book. STRENGTHS BASED SELLING is full of success stories, making this the essential handbook for every kind of salesperson in every industry.”

This was part of the pre-release announcement for the book; with a description like this, I welcomed their offer of an advance copy for review. Sounded a bit like “In Search of Excellence” from the 1980s, except it would be fully-dedicated to sales. Well, not exactly. What I discovered was a very quick read of sales tips and ideas, sprinkled with a story or two of someone from a larger company, all the while promoting the Clifton StrengthsFinder (Dr. Donald O. Clifton).

I had to think about this for a moment; why did this idea of putting salespeople into profile categories gnaw at me so much? Bing! The book “Now, Discover Your Strengths (2001)” – same concept, and interestingly enough the co-author was Donald O. Clifton, along with Marcus Buckingham.

Whereas Buckingham may refer to them as 34 distinct worker profiles or personality themes, Strengths Based Selling calls them “Talent Themes” They also share the same titles of "Achiever", “Arranger", “Includer”, "Learner", etc. And, each book provisioned a means to go to a website and do a “brief assessment” (profile) of your own to see where you fit -  the purchase of the Strengths Based Selling book and code will offer you the “top five talent themes” in return.

On a positive note, I liked the book, Now, Discover Your Strengths. It brought forth the idea that instead of working on weaknesses, capitalize on your strengths. I have recommended it to a number of people. But, in the case of Strengths Based Selling, the talent themes got old fast. In fairness to the authors, and in the spirit of full disclosure, I am a proponent of the H R Chally Group’s predictive assessments for job roles and responsibilities. I find myself judging most any other system of personnel assessment against Chally’s work.

With highlighter and pencil in hand, I was ready to dig deeper looking for some valuable nuggets of sales wisdom and time-tested techniques; the book opens with “…we will give you strategies and tips to help use your strengths to increase your sales performance and to achieve success.” I found my initial excitement of reading first-hand accounts of top salespeople’s experiences - from major, well-known companies - was soon forgotten.

Laboring through the chapters, each with its introductory “This Chapter’s Key Points”, I found myself longing for the hands-on examples of putting someone’s strengths to work in selling. Also, for some reason the chapters didn’t seem to build on each other; it felt more like a compilation of notes than a guided trip of “Decades of Gallup's Research into High-Performing Salespeople”.

In the first chapter, talking about Gallup’s research studying “performance in many professions”, the authors talk about, “We examined the data in every possible way to try to find an explanation for the startling variance in these sales results.” Immediately upon reading this, I reflected on my own career of over 30 years in sales – the research concluded “The difference was talent” (italics was in the book – do you see “talent theme” coming through?). What about territory assignments, team selling, poor product performance, etc.

I don’t recall anything being said about the trials and tribulations of territory assignments. I am confident there are a number of people who would be willing to talk about the quality of a sales territory, or product line (specialty), as performance criteria. It wasn’t until Chapter 9 that I saw something – actually quite little, as the chapter is only 7 pages long – about Team Sales. I am also an advocate of team selling and am often known to say, Selling is a Team Sport.

I think there is a defined sales cycle for both the customer and the vendor. Putting it into a disciplined process within your CRM (forecast sales tracking) can prove to be a very useful tool for the salesperson and the manager. Although the book seems to speak against a defined process within a (vendor) company, I think it’s essential to overall success. It’s one of those, “You can’t manage what you don’t measure.” arguments (which is actually quoted in the book). Interesting to me, there was only one reference table in the whole book and that was a “Sample Tracking Sheet”, which appeared after a couple of paragraphs titled “Measure, Measure, Measure”. As an aside, I don’t’ recall much in the book about tracking sales performance using software and technology, nor about sales forecasts as part of a sales funnel.

In Chapter 3, there was one part that got to me. It was under the topic of “Setting prices.” It was something the authors referred to as “anchoring” and described as “…humans tend to look for and subconsciously accept a set price – an anchor – which is usually the first price named.” The authors go on to promote the technique, “So always name the highest price you reasonably can when price discussions begin, because that price becomes an anchor. Then you come down on the price, if necessary, when negotiating.” Sorry, I can’t buy that one (pardon the pun). It’s counter to what I believe in the way of value-based selling; the simple explanation goes something like this, “You can have two out of three: Price, Quality, or Service.”

Where Chapter 4 talks about “Understand soft closes.”, seasoned sales professionals will recognize this as a more familiar term of, trial close. This chapter also talks about the “customer’s decision-making process” and to “Recognize that decisions are rarely made by an individual.” For me, it’s how you bring those multiple decision-makers together that is equally important. This chapter also talks about knowing “When to Walk Away” from a sales opportunity or customer.

There’s an interesting concept in Chapter 6. The book suggests the salesperson “create a social map” to understand who the customer advocates may be in the selling situation. This reminded me of the early days of Miller-Heiman “Strategic Selling” and mapping out “Buying Influences” on your M-H colored sheet with their Red Flag and Strength Barbells. It’s my most recommended sales training program, partly for that reason, alone. Also, what Strengths Based Selling calls “Full Court Press”, I have referred to it for years as Peer-to-Peer Selling; it’s like the old United Airlines commercial of sending your boss out to call on the customer (with you).

By Chapter 11 (the last one), I felt the whole book began to fall apart when it comes to selling, or sales as a profession. Titled “Engaging Yourself”, it’s followed by a non-numbered chapter called, “The Myth of Work/Life Balance”. I feel too strongly about the importance of Work/Life Balance to try and describe my disagreement with this subchapter of the book. It’s no “myth” in my mind; it’s something you need to achieve by separating the two.

If you have never taken a skill, talent, strength, or personal attributes assessment, especially if you consider sales as a career, then by all means, buy the book – the access code and top five talent themes are worth the price. With a list price of $24.95, I am happy to see it discounted on Amazon.com, too. But, if it’s a more tactical sales approach you seek, I think you may be better served by “The New Strategic Selling: The Unique Sales System Proven Successful by the World's Best Companies” from Miller-Heiman.

Recently I have been looking closer at what holds inventors and entrepreneurs back from an early success with their idea or innovation. It doesn’t take long before the discussion turns to filing a patent. In some ways, I see an eagerness to do so before they have taken the time to better understand the process and evaluate how long it might take, and the costs associated with the patent filing.

In today’s The Wall Street Journal, I took interest in the article “Patently Wrong? Firms Are Divided”. The article points out a number of different views on whether our current system works in favor of, or a change would be against, individual inventors, small businesses, and innovative start-ups (companies).

What do you think? Here’s a simple Poll I put together for you to vote; click on this link to take the Poll (will open in a new window):

For today’s inventor, entrepreneur, or small business, which is more beneficial to innovation and new product introduction in the granting of patents by the USPTO?

“first to invent” or first to idea (current system)
“first to file” (proposed change through new legislation)

I’ll leave the Poll in place for a couple of weeks, and then post the results in the Comment section below, soon after it closes. In the mean time, you’ll see the on-going results, after you vote.

p.s. Feel free to weigh-in on the topic with a comment, after reading the article in The Wall Street Journal.