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Change Leader, Change Thyself

Change Leader, Change Thyself | Business Development | Scoop.it

Organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Anyone who pulls the organization in new directions must look inward as well as outward.

 


Via Kenneth Mikkelsen
Jeremy Pollard's insight:

Great article - thanks Kenneth.  Kinda 'be the change you want in the world' thinking. 

 

After a decade or two, I realised that it's never the products, or the pricing, or the competition, or the economy, or finance, or marketing.

 

It's people. EVERY 'it's not a good as it could be' is never external. It is always a people problem, waiting to be made better.

 

And if I see it, feel it, want it better, then it starts with me.

 

And 'leaders' - manager, executives - who don't have good psychological mirrors are doomed to a groundhog days of failure.

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Anne Landreat's curator insight, April 4, 2014 1:26 AM
Organizations don’t change—people do
Joyce Layman's curator insight, April 4, 2014 12:25 PM

An American Management Association study of Fortune 500 companies found that “…less than 50% of changes in their organizations were successful, and that employee resistance was the main reason for failures.”  This is why it's necessary to focus on the person.

Susan Burnell's curator insight, April 4, 2014 12:43 PM

Change starts with awareness. This article has excellent insights, along with an easy-to-understand chart from Erica Ariel Fox on leaders' power sources and "sweet spots."

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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
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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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Our gambling culture | McKinsey & Company

Our gambling culture | McKinsey & Company | Business Development | Scoop.it
The craving for immediate gratification has spread well beyond Wall Street. A McKinsey & Company article.
Jeremy Pollard's insight:

What strikes you as relevant about the observations, consequences and sentiments of this article - when you overlay it on your organisation's beliefs and behaviours around winning work?

 

Business Development (as a process, not just a job description) is often the first place short-termism gets in the way of doing the right thing, even for the medium term.

 

The irony is that the year or two to turn around win rates, cut the cost of sales, and improve customer satisfaction and loyalty is cheaper than discounting quarter by quarter to meet the analysts expectations.

 

In our consulting practice we've found starting with the measurement systems, the KPIs, the bonuses and triggers, tells us all exactly where the misguided, short-term focus is, and the law of (often) unintended consequences takes over from there...

 

Short-termism is hiring new/more sales reps; investing even more millions in a CRM; or more sales training most forget after 30 days and didn't apply when they did remember it.

 

Better win rates, and the un-fashionable disciplines of awareness, lean process, leadership, investment and consistency needed to deliver them - are rare because the tenure of the roles to make it happen is getting shorter.  

 

And, what C-suite or board hasn't outsourced responsibility for revenue to the 'only in the role 18-22mths' sales manager who is not around to drive and live with changes that are actually broader than just the sales team?

 

Leadership must start with winning work process, no just sales - no revenue strategy = no business

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Get More Done by Focusing Less on Work

Get More Done by Focusing Less on Work | Business Development | Scoop.it
Research shows you’ll be more satisfied in every aspect of your life.
Jeremy Pollard's insight:

OK - Hands up - who wishes they had more hours in their day? Most it seems. Read how to do more, by doing less!

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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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Multitasking Lowers Your ProductivitySwitch & Shift

Multitasking Lowers Your ProductivitySwitch & Shift | Business Development | Scoop.it
66 percent of respondents say multitasking enables them to accomplish more at work, more than a third (36 percent) say the many distractions prevent them from doing their best work. So how does multitasking affect you? Let’s look at the research.
Jeremy Pollard's insight:

Find it harder to get through to people? Having trouble clearly thinking through solutions to problems? Getting less and les work done very day?

 

Too many interruptions - mostly self inflicted by too many screens, windows and apps. 

 

Just. Do. One. Thing. At. A. Time.  

 

As the article says - try Timeboxing.

I use Vitamin-R   http://j.mp/1QbYXHl

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International defense sales: Opportunities, but not for all | McKinsey & Company

International defense sales: Opportunities, but not for all | McKinsey & Company | Business Development | Scoop.it
Most defense contractors expect to find growth in international sales and noncore businesses. Only a few are likely to succeed. Five actions can improve their chances. A McKinsey & Company article.
Jeremy Pollard's insight:

As domestic markets evolve, companies look overseas.

 

Behind the headline spend in other countries, there are complex issues impacting what the actual addressable market really is, and how realistic are your chances of winning work?

 

Here are five questions Chinn, Sonino & Dehoff suggest the aerospace & defence industry ask to best plan for and execute an international growth strategy.

 

1. Is There Value in The Opportunity?

This is no time for 'field of dreams' speculation or forecasts based on extrapolating a domestic share offshore.

We recommend sound Capture Planning methodologies with clients to help avoid false-starts, and ensure quicker traction in chosen markets.

 

2. Is Offering 'fit-for-purpose' Internationally?

Knowing where you offers are seen Versus the buyers competitive choices is vital. Failure to see you offers through the eyes of your intended customers can results in 'pride going before a fall' - how good you think you are is not the same as the actual perceptions of buyers. The Shipley Bidder Comparison Matrix is a powerful tool & processes to eliminate bias in planning.

 

3. Are You Set Up To Deliver Internationally?

Another benefit of the Shipley Bidder Comparison Matrix is the ability it gives you to assess varied solution and delivery options - again, from the eyes of your potential buyers.

This is particularly true in an international context where who you align and partner with can be a major factor in buyer decision making.

 

4. Do You Have The Right People For International Operation?

Aside from the obvious recruitment advice around prior experience, we find many clients use the People & Issues identification stage of their Shipley Win Work process to highlight the degree to which their team (and partners) really know what is going on in a market. Difficulty in completing this stage and identifying buyer Critical Success Factors (CSFs) is a sign that both the team and partners are not up to the task.

 

5. How Aware And Responsive Around Offsets & Regulations Are You?

Price To Win - is a crucial discipline - and in international defence sales your ability to have high awareness and flexibility around the regulatory framework and domestic offsets & engagements is make-or-break on most deals.

 

High customer focus, laser focus on buyer Hot Buttons, and disciplined self awareness can insure against stumbling internationally 

 

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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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AnnC's curator insight, February 15, 7:19 PM

We need to discover the hidden variables that affect the change process in order to fully understand the task before us.

Roselyne Lecuyer's curator insight, February 16, 6:01 AM

Interesting iceberg representation of organisation culture

Expressworks International's curator insight, March 16, 5:26 PM

At an industry conference this week attendees agreed that one of the issues that concerns them most is culture. This is not a surprising outcome since the industry has seen the entrance of many other competitors and a disruption to business as usual. 

 

Using the iceberg model we can illustrate why complex change like cultural transformation is so difficult. There is widespread knowledge that this kind of endeavor takes time and a lot of resources.  Why?  Because the heavier lifting needs to be done “below water” to ensure that there is complete understanding of impacts/challenges that the new normal poses to shared assumptions, perceptions, values, beliefs, traditions and feelings. Then plans must be created and implemented to support the learning and adjustment required for the new norms, traditions and procedures that come with transformation. This is not a quick program because under water is where we deal with the emotional and sometimes “messy” side of an organization. A good change program anticipates and prepares for the journey of transformation using the whole iceberg.  Leveraging a good change partner is a common strategy that allows the organization to focus on the “above water” activities while the partner helps with the “under water” challenges.

 

If you’re thinking about culture change, know what you’re getting into and that there are no short cuts. However, if you’re dealing with disruption in your industry, and a strategy of improvements is no longer good enough, you may well want to ask yourself, “Can I afford not to undertake culture change to meet my business goals?”

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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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