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Dr. Brené Brown: The Leadership Power of Vulnerability [VIDEO]

Dr. Brené Brown: The Leadership Power of Vulnerability [VIDEO] | Business Development | Scoop.it

Research professor Brené Brown explains why you should figure out your go-to behaviors when you're feeling emotionally exposed.


Via Kenneth Mikkelsen
Jeremy Pollard's insight:

Handling a big deal well starts well before you come into the office. In fact, your core psychological and behavioural styles are formed well back in your childhood. Stress, overwork, tiredness can leave you exposed to being triggered into old patterns of behaviour. Strong ideas on awareness and remediation on this form Brene Brown.

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Kenneth Mikkelsen's comment, September 17, 2013 7:41 AM
You're welcome, Don. Glad you found it useful.
Lois Zachary's curator insight, September 28, 2013 1:16 PM

Working your way through vulnerability makes you more resilient.

Sarah Haywood's curator insight, February 13, 2014 10:22 AM

I saw the this video on TED talks and i found myself laughing out loud and also feeling a deep emotional connection to the message. Brilliant, I love the way Brene shows her own vulnerability, non apologetic, open and whole heartedly. http://new.ted.com/talks/brene_brown_on_vulnerability

Business Development
Business Development - BD as a process, not a job description. e.g. full BD-CMM - aka Market Entry, Capture Planning, Customer Focus, Content driven Marketing Automation for lead nurturing, Bid and Proposal Planning and Management, Customer Success Stories
Curated by Jeremy Pollard
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It's Never JUST A Sales Problem!

It's Never JUST A Sales Problem! | Business Development | Scoop.it
We often get called by execs, "We've got a sales problem!  We need your help," or some variation on the theme.  It could be, "Sales isn't doing their job," "They aren't making their numbers, what's...
Jeremy Pollard's insight:

Dave Brock nails it (again) - to solve a problem you have to know where to start looking.

 

And a 'revenue problem' is rarely the fault of 'sales' alone or in isolation.

 

Trouble for most is that the sort of organisational analysis skills needed are uncommon. And so most stumble on with revenue issues, blaming sales. But never truly understanding where in all the complexity the other contributing factors are.

 

The simple answer ? Ask. Start with customers. Especially the great customers you'd like more of. Then check in with your delivery people. Sound out the support teams. Then, if you are still convinced it's just a sales problem, and only then - talk to sales.

 

This will do two things for you. 

 

1/ avoid the trap of attacking the wrong problem.  Chances are you'll hear about several peripheral issues contributing to revenue process issues.

 

2/ when you finally get to sales you'll more quickly get buy-in if you have demonstrated understanding the situation from their point of view.

 

Good old 'management by walking around'

 

Works every time - especially when you listen as you walk...

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Your Worst Enemy in a Negotiation? Look in the Mirror.

Your Worst Enemy in a Negotiation? Look in the Mirror. | Business Development | Scoop.it
Negotiation expert William Ury says our most stubborn and challenging opponent is ourselves.
Jeremy Pollard's insight:

Best quote? "human beings are designed evolutionarily to be reaction machines" -  most programs of self improvement start with self awareness.

 

What makes this so hard personally, and professionally?

 

We've worked with tens of thousands of Business Development, Sales and bid professionals and their leadership teams.  And the turn-arounds cannot begin until the awareness of the face in the mirror being the start of the journey.

 

Marketing, collateral, websites, capability statements, sales calls, proposals - customer focus lacking, fears over competition or price without substantiation.  There's a lot of money left on the table for no reason...

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Bid Protest Slows Navy's $2.5 Billion Upgrade for Shipboard Networks

Bid Protest Slows Navy's $2.5 Billion Upgrade for Shipboard Networks | Business Development | Scoop.it
A recent GAO report says the Navy unfairly changed the price on bids to upgrade the nation’s surface warship fleet. By Frank Konkel
Jeremy Pollard's insight:
A complex and far reaching set of decisions around the Navy decision criteria apparently changing during the buying cycle. There are lessons for both sides, with the Navy being required to make changes to their processes. What would your company do if you found or felt the rules of the game had changed during the bid process? Obviously calling out your concerns as early as possible would seem logical, but this article does not make clear the point of time at which the concerns were exposed or raised. Post decision is always harder after the confirmation bias of the announced decision sets in. Maybe (yet another) good example of the need for improved communication and transparency - on both sides?
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4 marketing automation vendors, 1 stage, 0 casualties - Chief Marketing Technologist

4 marketing automation vendors, 1 stage, 0 casualties - Chief Marketing Technologist | Business Development | Scoop.it
Yesterday, I moderated a panel on “the present and future of marketing automation” at MarketingProf’s B2B Forum with Atri Chatterjee, CMO of Act-On; Jon Miller, co-founder and VP marketing of Marketo; John Stetic, group VP products of Oracle Marketing Cloud; and You Mon Tsang, CEO of OutMarket (formerly the Vocus Marketing Cloud). Dashing the hopes …
Jeremy Pollard's insight:
Why are tech vendors so self-absorbed?  With themselves? With each other? But not the people who matter?
The need for a ‘helicopter' view of the end to end revenue process triggered myself and a colleague, Craig McKell, to start the first ever Professional Services model, and service line at Ernst & Young in 2006. A service line which won  'Best New Professional Services Offering’ in 2007. This article highlights the jostling for position going on between both departments in companies, and the tech/software industry seeking to earn a living helping the workflow and revenue effectiveness of those stakeholders. In one corner, the CFO and the tool they have insisted the CSO and their team use - the widely used (and disliked) CRM. Yes, the ‘record of truth’ in theory, but with poor design, poor implementation and poor adoption - most CRMs produce very poor reports and forecasts (variations and inaccuracies abound) and are more a necessary evil than liked and trusted tool. Some article suggest 80% of implementations are sub-optimal. And the poor old reps, still have to do most of the critical steps to progress buyers themselves. e.g. prospecting, cold calling, qualifying, scoping, quoting, proposing, negotiation -  because the combination of process ignorance (what best to do, and how best to do it) and silo’d ownership prevents aligned, consistent revenue process. In the other corner, disliked by everyone, including the CFO and the CEO - marketing. A hole in the ground that money is reluctantly thrown into.Mostly (but with some exceptions) obsessed with trivia such as ‘tone of voice’ and something called ‘brand’ - desperate to keep up with their peers on being first with ‘social’ anything - but always missing when hard questions about qualified leads, and campaign ROI are asked. The receptive targets for Marketing Automation salespeople and the vendors they represent - who haven’t even got their own manual processes working well. Which makes the idea of automating bad process just silly for most. A hi-tech gold-rush with nearly $20b of investment in the technology around Marketing Automation (MA) in 2014 - but still with less than 5% uptake in marketing departments. Maybe all the CRM vendors buying the MA vendors will help clients? I suspect not... But MA still generates miles of online buzz, especially when combining with the other over-hyped topic ‘content’ marketing - a crazy idea that actually offering 'content' useful to prospects works better than banging on about yourself) The perfect world? CEO & CFO get in a helicopter with the CMO, CSO & CIO.Actually map the steps buyers take, and do the process mapping, to define how best to move prospects along their journey.Make the generation of qualified leads the KPI for all, and the timely closure the only job of sales.Migrate leads nurtured/troubled in MA by marketing into an Inside Sale team for further qualification.Then, and ONLY then, pass them to sales for scoping and closure. Does it need a CRM? Who cares. Maybe marketing automation will do it all. The full end to end buyer journey being effective for all (especially the customer) is a multi-channel, cross silo issue that will start with C-suite insight and strategy, not worrying about which tool get used. The biggest weakness in the panel discussion for me? No-one talked about the customers, or the customers customers. Shame! 
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How a 4-Letter Word Dramatically Transformed a Sales Reps Career

The words we say can have a powerful impact on people - positively or negatively; not only to others, but also to ourselves. Read this story about how a salesperson's life was instantly changed with a single word.
Jeremy Pollard's insight:

A puzzle. In our Revenue Performance Practice at Ernst & Young, we were astonished at the data on how long sales people and sales management 'hang on' to lost deals.

 

On average a deal is won in around 7 months. Losing a deal, on the other hand, could take up to 18 months. There's some interesting brain science on the fears and biases behind this - but Riddleberger's story here is a nice example of a practical technique for helping individual reps LET GO ! of a deal that will likely never be.

 

What is much harder, is helping sales managers learn how to better forecast, and manage pipeline and let go of the unlikely deals they use to even out pipeline 'anomalies' e.g. deals slipping don't look so bad if there are plenty of deals coming up behind (even if mostly rubbish)

 

This 'letting go' - usually requires sales managers to have much more confidence than most have, in the marketing team providing well qualified leads. Leads which they know can be more quickly, easily and consistently closed.

 

And THAT lead nurturing is not a sales issue. That is a senior management issue. 

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WSP Global Snags Prize with $1.35-Billion Bid for Parsons Brinckerhoff | ENR: Engineering News Record | McGraw-Hill Construction

WSP Global Snags Prize with $1.35-Billion Bid for Parsons Brinckerhoff | ENR: Engineering News Record | McGraw-Hill Construction | Business Development | Scoop.it
WSP Global Snags Prize with $1.24-Billion Bid for Parsons Brinckerhoff
Jeremy Pollard's insight:

Montreal based, WSP Global CEO Pierre Shoiry claims the new entity will be world largest "pure play" consulting firm.

 

While there is confident talk of the cultures being "compatible in mission, vision and culture", it will be interesting to see how the acquisition is handled.

 

Conceivably a consulting form this size can 'dampen' some of the market variability as growth occurs in different markets.

 

Having worked with some of the teams from both, they are all good, smart people. Let's see what the strategy to unlock the combined value looks like in 90 days...

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Keith Darcy: How Boards Can Raise the Bar on Ethics and Compliance - Deloitte CFO - WSJ

Keith Darcy: How Boards Can Raise the Bar on Ethics and Compliance - Deloitte CFO - WSJ | Business Development | Scoop.it
Jeremy Pollard's insight:

Boring? Or Brilliant mind-set to Winning Work?

 

Here's a tip. Ask your senior executives what your company's Ethics & Compliance approach, framework and tracking measurements are.

 

Why? Well, in terms of trust in your market, this is a fundamental issue to get right. In terms of attracting the best staff - it is vital. 

 

So if you want to work with the best customers you can attract. And the best people in your market - get this stuff right.

 

It is very easy to let this area slide. Keep each other honest. Look at your collective ethics. Ask each other what the market expectations are. Check how you are really doing. 

 

The benefits?  Market share. Better margins. 

 

And good karma.

 

 

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What marketers mean when they talk about ‘storytelling’

What marketers mean when they talk about ‘storytelling’ | Business Development | Scoop.it
As content marketing becomes better understood, it becomes easier to spot the bullshitters. Dig Content's Jon Wilks checks the rise of the 'storyteller'
Jeremy Pollard's insight:

Wonderful! A disagreement! If you've time, read all the marketing blogs on storytelling, listen to this guys' rant against it, then consider this.

 

1/ Storytelling is NOT an elitist, specialist 'art'  Do some reading on the  cultural role of stories for humans. It is baked into our DNA (literally)  To say because you have not made a major film you cannot be a storyteller is deny the truth of what and who we are as humans. I'm not saying everyone is as good or effective as each other at telling stories - nor was that the case in tribal or village times - but dismissing the beginners and the ordinary day to day storytellers is just being an elitist wanker.

 

2/ Selling was always storytelling. Customers telling and sharing their stories, companies and sales people telling the story of their offers, and the customers who use them. The fact that a lot of panicky, desperate marketing people are now being told in the trade media and by specialist suppliers they have to be story tellers or doing content marketing to be any good, or relevant, is as much nonsense as No 1/.  Marketers and sales people always have and always will be storytellers, along with their customers - singularly or aggregated by new media/social media. The minute I say the magic words 'for example...' and tell a client the story of how someone else has tackled a problem, and they lean forward to hear the journey of another - I am a storyteller. Go to any market in the world for the last, say 5,000 years, the hubbub of sound is hundreds of stories, about people, produce and providence.

 

3/ Media companies & Journalism, for the New York Times or the Idaho Express, or their radio & TV equivalents, is also storytelling, also to sell. While I'm there because of your news stories or entertainment stories,  your advertisers want to tell me/sell me their story.  Sure it's in transition because the advertisers don't have to buy connections to customers via supply constrained channels anymore. e.g. a handful of papers, magazines or TV stations has become anyone with a PC or mobile can 'publish'   Some of the best, most successful and effective bloggers are also some of the best storytellers.

 

4/ I suggest that all human progress has been inspired, and driven, by stories. Read Stephen Denning's "Springboard: How Storytelling Ignites Action in Knowledge Era Organisations"  (Butterworth-Heineman 2002) for a modern take - his work at the World Bank in effecting change in complex situations.

 

A parent reading to a child, a young couple planning their future, a start-up seeking investors, a hostage negotiator, a slam poet, or someone recounting their holiday adventures - we are all storytellers. 

 

And if someone tries to tell you otherwise, well, that's just their story.

Because the choice to listen, and what we do with these stories, is still ours as well...

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3 Ways Your Company Culture Directly Impacts Your Bottom Line

3 Ways Your Company Culture Directly Impacts Your Bottom Line | Business Development | Scoop.it
Are you micromanaging? Do you run an open office? Is there a strict dress code in effect? The answers to these questions have a direct effect on your company's ability to make money.
Jeremy Pollard's insight:

Driving revenue #winningwork is more than WHAT you sell. HOW you interact with your team, and the market is often more important.

 

This quick, light piece on Company Culture is an intro or reminder of this, with some clues about where to look or revisit to help ensure  as a senior manager you've not missed this aspect of leadership.

 

I the majority of the large deal strategy I have worked in and on for the last 20 years, the role of leadership and culture remains the least understood, most under-cooked and still most impactful when acted upon.  How do others see your culture (vs your view)?

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Management’s Three Eras: A Brief History

Management’s Three Eras: A Brief History | Business Development | Scoop.it
We’ve entered the age of empathy.
Jeremy Pollard's insight:

Management as empathy? No way! We are entering an age of political & corporate brutalism. Putin isn't an exception, he's the everyman CEO, running a country. 

 

I totally agree with McGrath's hypothesis (supported by many academics) that old-school organisational culture - which is what management is based upon - no the other way around - is inefficient.

 

But not for the senior executives and their contrived bonuses. And passable for institutional investors. And no one cares about the employees, or communities, when you can buy off the regulators.

 

As we enter an era of 'internet everywhere' data trading/piracy will be too tempting, and unable to be governed - combined with 'peak oil/water/biodiversity' and the pressures of these shortages - the pendulum will swing to totalitarian leadership for the impression of control. Orwell's 1984 is just running a little late.

 

Empathy? In a few sylvan glades near San Francisco maybe.

 

Like many I will keep fighting the good fight for a better organisational world. But just right now I'm not feeling optimistic. 

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SMBs ditch your spreadsheets, ClinchPad.com has a simple CRM for you

SMBs ditch your spreadsheets, ClinchPad.com has a simple CRM for you | Business Development | Scoop.it
A traditional CRM setup is not required unless SMBs have 100+ sales staff. Currently, about 66% of SMBs don’t use a CRM. ClinchPad wants to change that.
Jeremy Pollard's insight:

Phew. How many people do I meet who have to sell. Smaller companies. Groups of professional services practitioners. But struggle to keep track of their prospects, leads and ID the sources of same - especially the sales.

 

But, and it's a big but, unless you have 100+ reps most Customer Relationship Management systems are too complex.

 

And spreadsheets are ultimately impractical.

 

So thats why I'm intrigued at the next generation of lighter, simpler, faster, easier - yet more relevant/functional #customermachines like this one

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Marketing tech: How to make -- or lose -- money with marketing automation

Marketing tech: How to make -- or lose -- money with marketing automation | Business Development | Scoop.it
The reality is you start out by losing money.
Jeremy Pollard's insight:

Why is this so hard to understand? Every new generation of technology solutions arrives. A few pioneers give it a go and extol the virtues - and another gold-rush starts. (read 'Crossing the Chasm")

 

My father went through this at IBM in the 1960s selling mainframe based accounting systems to insurance companies. He used to say 'automation was a waste of time on imperfect manual processes'

 

And with most marketing departments struggling across 5 x key focus areas (Read the latest HBR) Marketing Automation is the last thing most should try and make work.

 

All that said, this article does an excellent job of highlighting the things to understand, and get right, before investing in the next 'big-thing' and wondering why it's not delivering the results and ROI other (better equipped, insightful and prepared) are achieving.

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Leadership Ethics: It Doesn't Depend

Leadership Ethics: It Doesn't Depend | Business Development | Scoop.it

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.

 

Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.


Via Roger Francis, Kenneth Mikkelsen
Jeremy Pollard's insight:

If culture beats strategy (Drucker) and Ethics is the basis of good culture - why, why why are there so many companies that refuse to take ethics seriously?

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Charlotte Hitchcock's curator insight, July 25, 2014 4:49 AM

We need to learn to get the right priorities which may mean losing activity for a while but the long teem benefits will outweigh any kind of loss

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The Iceberg That Sinks Organizational Change

The Iceberg That Sinks Organizational Change | Business Development | Scoop.it

Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.


Via Vicki Kossoff @ The Learning Factor
Jeremy Pollard's insight:

Icebergs are a great metaphor. We use an iceberg in Shipley win-work sessions to highlight that deals are often won under the iceberg around unstated issues, then justified on the stated requirements. 

 

Later, when client agree they could make some powerful changes to their process for winning work, this iceberg about the hidden barriers to making that change comes into play.

 

The ratio of people and organisations that want to changes, but struggle to make it stick, is very high. We are fast approaching the point where effective change management becomes a bigger issue to work on with clients than the specifics of the solution being considered.

 

I recommend this article, and the powerful visual as a starting point for you own conversations with your team about making things happen.

 

I suggest starting with examples of projects or changes of significance that HAVE worked for you. Talk through why you think they worked.  Compare them to the projects or changes that stalled or ran late. What was different?

 

Talk to colleagues about their success and failures in change.

 

Leading a team, helping a customer - change is the foundation skill.

Where would you rank your ability to drive, lead and make change happen?

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Ivon Prefontaine's curator insight, January 28, 8:37 PM

There is a lot more going on under the surface than meets the eye.

 

@ivon_ehd1

Guillaume Decugis's comment, January 28, 9:46 PM
Nice pick @Vicki!
Guillaume Decugis's comment, January 28, 9:46 PM
Nice pick @Vicki!
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6 Powerful Communication Tips From Some Of The World's Best Interviewers

6 Powerful Communication Tips From Some Of The World's Best Interviewers | Business Development | Scoop.it
Listening intently isn't just for journalists. Here's how to sharpen your interviewing skills to get the most out of your connections.
Jeremy Pollard's insight:

We help non-sales people Win-Work.

 

Starting and maintaining interesting conversations (to both parties) is a key part of building insight, trust, and ultimately effective relationships.

 

These interview tips have broad applicability for many.

 

Good article

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Why tech schools won't seem to go away

Why tech schools won't seem to go away | Business Development | Scoop.it
When Prime Minister Abbott went to the United States in June this year, he visited a P-Tech High school in Brooklyn. He said such schools were a “valuable education model for us to consider in Australia…
Jeremy Pollard's insight:

Why is a friend of mine preparing to launch a 'Tech School' program in teaching skills and finding employment in B2B sales?

 

Could it be that some high school students don't actually need a degree to go and learn to earn? 

 

My only caution is that Tech Schools also teach: how to learn; how to re-skill; and how to effectively network for employment.

 

Yes, more and more dollars are generated from the knowledge economy, but the physical world does not go away in that shift - the trades, many personal services and the management and supervision of these will be with us forever.

 

And these a/ do not need a degree  b/ will change over time - sometimes quickly - requiring more localised, topical skills & employability training.

 

For example, sometimes the shift in skills required will come from an entire industry speeding up or slowing down (mining), or from skills being automated (driverless mining trucks)

 

Tech Schools and ongoing vocational training will be vital in support of and integrated with the knowledge economy.

 

 

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Putting Sales at the Center of Strategy

Putting Sales at the Center of Strategy | Business Development | Scoop.it

Strategy 'Priests' Vs Sales 'Sinners' -  why is strategy to help actually WIN WORK is so, so, so hard for people to do.?.

Jeremy Pollard's insight:

Strategy 'Priests' Vs Sales 'Sinners' -  why is strategy to help actually WIN WORK is so, so, so hard for people to do.?

 

HBR 'Less than 10% of strategic plans are effectively executed' = 90% is a total waste of time, revenue and opportunity.

 

So what DOES work, is simply following a consistent, global standard for developing business.  No new techniques, no multi-million dollar 'strategy' consultants, no wasted money on yet more 'latest new thing' sales training.   

 

The key point of this article, is that the good strategy that does work, is always, always, always based upon excellent customer focus. And that people with the most customer contact tend to have more of this. 

 

So yes, sales people, but we also find delivery, operations, customer service people often have the most extraordinary insights into what customer like or dislike about current service delivery, and what the untapped needs or issues are.

 

Of course some executives, founders, consultants can and do actually talk to (and in the process some even listen as well) to customers. But less than 10% really know how their company looks and feels to the people that count - customers.

 

The other 90% are too full of themselves to listen. Look at you own website for example. How many sentences start with your company name Vs customer names?

 

A durable sales quote is "two ears, one mouth - use in that ratio", is never more true than at the very beginning of your process for Winning Work - strategy.

 

How's your company's ratio?

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5 Things CEOs Don’t Ask About Marketing, But Should

5 Things CEOs Don’t Ask About Marketing, But Should | Business Development | Scoop.it
A solid partnership between management and the department can lead to better results and increased profits.
Jeremy Pollard's insight:

I think the sales & marketing disconnect starts, and fails with the disconnected CEO.

 

The buck stops at the top if a function this critical is not working.

 

Renee nails the key questions CEOs absolutely MUST ask, understand and act upon for more constant revenue, and lower cost of sales.

 

And yes, I do believe it can be this simple...

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Levitt's 'Marketing Myopia' in 120 Seconds

Levitt's 'Marketing Myopia' in 120 Seconds | Business Development | Scoop.it
An animated look at Theodore Levitt’s theory of why concentrating on customers matters more than a focus on driving sales.
Jeremy Pollard's insight:

Over 50 years later, this idea (and helpful video) are still a key reminder (lesson?) for nearly every client we work with.

 

It all starts, and stops, with the customer.

 

You can actually map (in a great Shipley Inc. exercise) the difference in customer feelings about the customer focus of different documents. (although it equally applies to all interactions)

 

And most seller are not even aware of what they are doing in their communications that can create such a difference in customer perceptions Bad, or occasionally, Good)

 

Love your work Mr Levitt...

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Use “Both-Brain” Marketing to Balance Creativity and Analytics

Use “Both-Brain” Marketing to Balance Creativity and Analytics | Business Development | Scoop.it
The challenge is to change the culture.
Jeremy Pollard's insight:

Here's a tip - balancing Creativity & Analytics is an iterative process. The original IBM article goes into more detail, but essentially Drucker nailed it back in 1963...


It is fundamentally the the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing so useless as doing with great efficiency what should not be done at all.Peter Drucker (1963) Managing for Business Effectiveness. p. 53-60 So benefiting from DATA is, ironically, a creative process. What to measure, why, what to do with it - all creative. Talk to a good engineer. Or an experienced developer - the principles of LEAN design are applied nearly everywhere, except marketing.
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What language tricks do call center reps use to manipulate you?

What language tricks do call center reps use to manipulate you? | Business Development | Scoop.it

 

Everything you need to know about What language tricks do call center reps use to manipulate you?

Jeremy Pollard's insight:

Parents with little kids 're-frame' all the time. "Do you want carrots or broccoli, or peas and broccoli?"  Ask a kid want they want and they'd eat junk food all day long. Frame their choices and save their lives.

 

BTW this is the honourable intent of the best, consultative, challenging sales people.  

 

When done by a call centre, the catchy headline is to call it 'tricks' but it is the basics of persuasion and influence for thousands of years, even before the scientists and bloggers came up with theories and attention grabbing names.

 

My 're-frame' is this...  Want a good negotiation or bid strategist? Ask a hands-on parent that doesn't have oversight kids.

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Why Trust Is More Important Than Leads At Trade Shows

Why Trust Is More Important Than Leads At Trade Shows | Business Development | Scoop.it
Does this sound familiar: you exhibit at a trade show and collect a bunch of business cards or contact information from potential customers. After the show, you follow up with each of these “leads�…
Jeremy Pollard's insight:

Trust is more important than anything, anywhere, any time.

 

Without trust your attempts at customer focus have probably failed. Your culture and ethics might need work and your business will struggle.

 

So the extent to which you, and your business are trusted, is a powerful litmus test for your strategy, culture and leadership.

 

What tactics to use and how to get value from them are downstream decisions.

 

That said, if you do have a trusted position in the market and high trust with/from your customers, your ability to leverage ALL your tools and tactics is higher.

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Color blind or color brave?

Color blind or color brave? | Business Development | Scoop.it
The subject of race can be very touchy. As finance executive Mellody Hobson says, it's a "conversational third rail." But, she says, that's exactly why we need to start talking about it. In this engaging, persuasive talk, Hobson makes the case that speaking openly about race — and particularly about diversity in hiring -- makes for better businesses and a better society.
Jeremy Pollard's insight:

Diversity in hiring is actually a good strategy for business, not only a fairer more just world. 

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xPotential Selling - The Most Misunderstood Skill of Sales Management

xPotential Selling - The Most Misunderstood Skill of Sales Management | Business Development | Scoop.it
Avoid this common pitfall with one easy solution for sales management skills.
Jeremy Pollard's insight:

The top three influencing skills sales managers need to win more work.  And they have nothing to do with customers.

 

They are all to do with the poor influence many sales managers have over their sales peoples performance.

 

The irony is that great negotiators, and most sales training, are all about ASKING QUESTIONS. 

 

So why do so many sales managers go straight into 'tell' mode - the least effective way to influence their reps, on the way to better influencing their customers

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39 Resources for Understanding the Science & Psychology Behind Great Marketing

39 Resources for Understanding the Science & Psychology Behind Great Marketing | Business Development | Scoop.it
We all know that a deep understanding of psychology will make us better marketers, but determining exactly where to start if we want to learn more about the psychology of marketing can feel daunting.
Jeremy Pollard's insight:

Since my first sales job I've chased the unknowable - what are my customers thinking. And what will it take to change their mind and choose our products or services instead of my competitors.

 

My journey into the world of science and the decision making of people began with Behavioural Economics - later meeting the founder of ENS International - Michael Hudson and diving into Cialdini and others on persuasion and influence.

 

With the proviso that all of these techniques need an ethical basis for appropriate usage - here's a great summary of some excellent first reading on the science and psychology of persuasion and influence - as applies to consumer marketing. For B2B head straight to the Reading List at the end.

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