Category Archives: management
This is the sad picture we can see in many companies with many boss.
As a leader, my best advice would be to apply the principles of Situational Leadership.
The principle is that leaders must use different leadership styles depending on the situation.
The model allows you to analyze the needs of the situation you’re in, and then use the most appropriate leadership style.
If you want to read more about this, go HERE
One image to summarize this artcile in tne Belgian Business Magzine “Trends Tendance” (Oct 2012) about my journey …
Click on the artilce below to enlarge this article (in French)
I explain also in this article how Karate inspires me so much in Business. You can read more HERE.
5 Creativity Exercises to Find Your Passion
Exercise 1 – Revisit your childhood. What did you love to do?
Exercise 2 – Make a “creativity board.”
Exercise 3 – Make a list of people who are where you want to be.
Exercise 4 – Start doing what you love, even without a business plan
Exercise 5 – Take a break from business thinking.
Look at original artcile HERE
Windows 8 Release Preview is available! Download it HERE
Read also, here-below, the interesting POST from Steven Sinofsky. Original POST is HERE
Today, Windows 8 Release Preview is available for download in 14 languages. This is our final pre-release, and includes Windows 8, Internet Explorer 10, new Windows 8 apps for connecting to Hotmail, SkyDrive, and Messenger (and many more), and hundreds of new and updated apps in the Windows Store. Since our first preview release last September, millions of people now use the pre-release product on a daily basis and millions more have been taking it through its paces, totaling hundreds of millions of hours of testing. We genuinely appreciate the effort that so many have put into pre-release testing, and of course, we appreciate the feedback too. Direct feedback and feedback through usage contributed to hundreds of visible changes in the product and tens of thousands of under-the-hood changes.
Just nine months ago, we kicked off this blog as a dialog about the design and development of Windows 8. We’ve talked in depth about building Windows 8, including the features, the designs, and the background behind these. We’ve done so in over 70 posts totaling over 500 pages if printed out and 34 videos totaling over 90 minutes, all coming directly from engineers of the product. We’ve had about 18,000 comments from approximately 7,000 people. Over 170 Windows engineers contributed to the dialog, including over 200 comments I posted (though I was out-commented by one other pretty active reader!). Of course, we’ve been carefully watching the telemetry of the millions of tech enthusiasts using the product at each milestone.
Windows is unique in this way. No other product used by so many provides such an inside view of the choices and development of the product as it evolves—and sometimes we forget that we are talking about a product still under active development even while we are discussing the designs and actively using it. The affirmations, debates, and even disagreements play a crucial role in the development of Windows. This has never been truer, as we reimagine Windows from the chipset to the experience—new hardware support, new user interaction models, new scenarios, new APIs and more, are all enabled with Windows 8, while we bring forward and improve the way Windows 7 has been used on over 550 million PCs around the world. Coming soon, we will see a new wave of PCs designed for Windows 8, along with new apps powered by the new Windows 8 platform.
The team has the deepest respect for, and is always humbled by the responses on the blog and in the stories about the posts. Thank you!
Our next milestone is traditionally called RTM, Release to Manufacturing, and from today until RTM, we will still be changing Windows 8, as we have done in past releases of Windows. We thought it would be a good idea to outline the kinds of feedback we are acting on as millions download and use the Windows 8 Release Preview.
Our focus from now until RTM is on continuing to maintain a quality level higher than Windows 7 in all the measures we focus on, including reliability over time; security to the core; PC, software, and peripheral compatibility; and resource utilization. We will rely heavily on the telemetry built into the product from setup through usage to inform us of the real world experience over time of the Release Preview. In addition, we carefully monitor our forums for reproducible reports relative to PC, software, and peripheral compatibility. We’ll be looking hard at every aspect of Windows 8 as we complete the work on the product, but we want to highlight the following:
- Installation– We have significant telemetry in the setup process and also significant logging. Of course, if you can’t set up Windows 8 at all, that is something we are interested in, and the same holds for upgrades from Windows 7. Please note the specifics regarding installation requirements and cautions found on the download page.
- Security and privacy– Obviously, any vulnerability is a something we would want to address. We will use the same criteria to address these issues as we would for any in-market product.
- Reliability and responsiveness – We are monitoring the “crash” reports for issues that impact broad sets of people. These could be caused by Windows code, Microsoft or third-party drivers, or third-party apps. Information about crashes streams in “real time” to Microsoft, and we watch it very carefully. We also have a lot of new data coming on the hundreds of new apps in the Windows Store.
- Device installation and compatibility– When you download a driver from Windows Update or install a driver via a manufacturer’s setup program, we collect data about that download via the Plug and Play (PnP) ID program. We’ve seen millions of unique PnP IDs through the Consumer Preview. We also receive the IDs for devices that failed to locate drivers. We are constantly updating the Plug and Play web service with pointers to information about each device (driver availability, instructions, etc.) We actively monitor the use of the compatibility modes required when the first installation of a Windows 7 based product does not succeed.
- Software compatibility– Similar to device compatibility, we are also monitoring the installation process for software, and noting programs that do not install successfully. Again, we have the mechanism to help move that forward, and/or introduce compatibility work in the RTM milestone. Here too, we actively monitor the use of compatibility modes required when the first installation of a Windows 7-based product does not succeed. We have tested thousands of complex commercial products from around the world in preparation for the Release Preview.
- Servicing– We will continue to test the servicing of Windows 8 so everyone should expect updates to be made available via Windows Update. This will include new drivers and updates to Windows 8, some arriving very soon as part of a planned rollout. Test updates will be labeled as such. We might also fix any significant issue with new code. All of this effort serves to validate the servicing pipeline, and to maintain the quality of the Release Preview.
- New hardware – Perhaps the most important category for potential fixes comes from making sure that we work with all the new hardware being made as we all use build 8400. Our PC manufacturing partners and hardware partners are engineering new PCs, and these include hardware combinations that are new to the market and new to the OS. We’re working together to make sure Windows 8 has great support for these new PCs and hardware.
In fact, as some have noted, the RP itself was compiled over a week ago (build 8400). It takes time to complete the localized builds, validate the download images and process, as well as gear up all along the network edge for a fairly significant download event.
The path to RTM is well defined and critical to the careful and high quality landing of Windows 8 for our PC manufacturing partners. The changes we make to the product from RP to RTM are all carefully considered and deliberate, including some specific feature changes we plan on making to the user experience (as we talked about in previous posts). This is a routine part of the late stages of bringing a complex product like Windows to market. Throughout this process, every change to the code is looked at by many people across development and test, and across many different teams. We have a lot of engineers changing a very little bit of code. We often say that shipping a major product means “slowing everything down.” Right now we’re being very deliberate with every change we make and ensuring our quality is higher than ever as we progress towards RTM. The product is final when it is loaded on new PCs or broadly available for purchase.
RTM itself is a product development phase, rather than a moment in time. We continue to roll out Windows 8 in over 100 different languages and we are preparing final products for different markets around the world. As that process concludes, we are done changing the code and are officially “servicing” Windows 8. That means any subsequent changes are delivered as fixes (KB articles) or subsequent servicing via Windows Update. Obviously, our ability to deliver fixes via Windows Update has substantially changed the way we release to manufacturing, and so it is not unreasonable to expect updates soon after the product is complete, as occurred for Windows 7. There are no surprises here, but we’re making sure readers of this blog know what is coming down the road.
Once we have entered the RTM stage, our partners will begin making their final images and manufacturing PCs, and hardware and software vendors will ready their Windows 8 support and new products. We will also begin to manufacture retail boxes for shipment around the world. We will continue to work with our enterprise customers as well, as we ensure availability of the volume license tools and products.
Remember, if you buy a new PC running Windows 7 today, with the great support from our PC partners, you will be ready for Windows 8.
Delivering the highest quality Windows 8 is the most important criteria for us at this point—quality in every dimension. The RTM process is designed to be deliberate and maintain the overall engineering integrity of the system.
Ultimately, our partners will determine when their PCs are available in market. If the feedback and telemetry on Windows 8 and Windows RT match our expectations, then we will enter the final phases of the RTM process in about 2 months. If we are successful in that, then we are tracking to our shared goal of having PCs with Windows 8 and Windows RT available for the holidays.
On behalf of the Windows team,
PS: Please be sure to check the download page for system requirements, release notes, upgrade instructions, and other details on how to install and use the Release Preview
I’ve spent the last two months traveling around the U.S. and Europe visiting Fortune 500 executives and Microsoft Technology Centers (MTCs) and the journey has left me feeling both energized and alarmed. Energized because I am seeing a dramatic rise in the attention given to social business and the foundation for it is being laid by social CIOs. These CIOs and their executive counterparts understand how the social and mobile transformations are changing the game. Never has business been handed so much opportunity and so much risk.
The blueprint for this opportunity has been drawn by several social business thought leaders. But rarely has it been represented in physical form.
To see that, the opportunity is best demonstrated at one of Microsoft’s MTC around the world. If you haven’t seen a demonstration there, it can best be described as the Enterprise equivalent of a Microsoft or Apple Store. As Microsoft MTC Director Adam Hecktman put it to me, “We’re here to help envision, architect and demonstrate the needs of our customers.” Thanks to the fully equipped MTCs, anyone can see a live simulation of their current and future technologies under several different circumstances.
The MTC demonstrations are leading to a rush of new technology implementations. “Every square foot is built around some element of the customer’s decision making process,” Hecktman explains, “we’re reducing the risk for businesses to quickly prepare and implement Microsoft technologies.”
It struck me while visiting with the Fortune 500 intertwined with my stopovers at the MTCs that the future workplace will need to evolve. Seeing the juxtaposition of the digitally enabled MTCs next to the analog (think 1960s Mad Men era) workplaces of today, I was alarmed by the amount work that needs to be done to accommodate a more social and mobile workforce.
In this new workplace model, born of the social and mobile age, what are the best ways to meet the workplace challenges of the future? What do we see as the digital office of the future? How do we accommodate the unprecedented numbers of mobile devices entering the workforce?
Digital Workplaces: Combining the Humanities with the Sciences
I often hear the office of today appears and functions much like it did fifty years ago. Conference rooms with tables, chairs and perhaps a whiteboard – office spaces or desks neatly lined up in long rows across an ever expansive landscape – basically a sea of inhumanity.
And that space doesn’t align with the social business transformation taking place around the world. The workplace of tomorrow will need to adapt to the new more social and mobile environment, while remaining flexible to accommodate different situations. You can see an example of this at Microsoft’s Envisioning Center in Seattle and in some cases Pixar’s offices outside of Oakland.
Quite simply, our workspaces will have to change to digital workspaces. And only a few companies like Microsoft and IBM are talking about this. What I’ve seen in my research with executives and MTC Directors is that the world is moving faster, product cycles are shorter, and yet the workplace is still built for slower moving organizations. I can say with confidence that the workplace has to change dramatically in order to remain effective.
Here are 10 reasons why:
1. We’re going to be measuring emotional IQ in the workplace:
Happiness and sentiment for the enterprise? Sounds sappy right? But it’s going to happen. There are companies working on this now -because you get what you measure. And if you measure employee happiness to changes in their work and physical environments, management can make the necessary changes to increase productivity. Using the data, ethical leaders will rebalance the work environment to support greater collaboration, serendipitous encounters, informal knowledge flows and more profit.
Environmental Changes Needed- Sensors in the workplace that measure how people are using spaces and infrequently query employees on sentiment for a given topic.
2. The right information will find us:
The user interface of the workplace is a major inhibitor to growth. Because people are not working on the most important things at the optimal time with the optimal people that can solve the problem. Why? Because we don’t know – what we need to know – unless we know to search for it. But information in the future will find us by checking our calendar for meetings and people, looking at our activity streams for trends, and studying the rest of the organization for information and people that may be important to our job.
Technological Changes- Big Data will become Smart Data and all of that information being aggregated by social platforms (SharePoint, Connections, Yammer, etc.), email (harmon.ie, Gmail, etc.), sensors in the workplace and mobile devices will soon be used to increase workforce effectiveness.
3. The workplace will reinforce corporate goals and strategy:
Based on a recent study by Chris Zook of Bain, only 40% of the workforce knew about the corporation’s goals, strategies and tactics. Imagine if you had a football team, where only 4 in 10 knew what the game plan was. A physical environment that reinforces strategies and tactics and prioritizes them is paramount.
Environmental Changes- Using Smart Data analytics, digital screens and surfaces in the work environment will automatically display goals and strategies in the context of a meeting. Changes to strategy will automatically be sent to an affected employee’s mobile device in order to reduce inefficiencies.
4. Employees will provide vastly higher levels of real time feedback:
Command and control management models will disappear over time. Employees will gain the ability to provide real time feedback to management through social platforms, mobile devices and automatically through their digital behavior (Smart Data will capture this). These feedback mechanisms will be built right into their work flow processes. Management will use that feedback to become more agile and adaptive to changing market conditions.
Cultural Changes- Management will encourage employees to provide consistent and relevant feedback on projects, customers and the organization’s strategy and tactics.
5. Mobile devices will interact with our physical environments:
Why is it that we still can’t capture and interact with notes produced in our physical environments? Sure we can snap a picture of a whiteboard, but the picture doesn’t understand the contents of the whiteboard. That’s going to change. Harald Becker, who leads business strategy for Microsoft Office Labs showed me how mobile devices are interacting with smart boards and screens placed around a room. The technology enables bi-directional content sharing from screen to mobile devices with the press of a button. This will enable far greater collaboration and information capture for both manager and employee.
Environmental Changes- Digital smart boards and screens will need to be placed around the workplace. Mobile apps will need to be downloaded in order to interact with them.
6. Organizations will become fast learners:
Everyone has heard Hewlett Packard’s Lou Platt famous quip: “If only HP knew what HP knows, we would be three times more productive”. Even today, there’s a lot of information created that is stored in digital silos. But with the forthcoming aggregation and analysis solutions hitting the market soon, the ability to turn organizational learnings and continuous improvement into repeatable patterns is right around the corner. Soon, teams will be able to quickly learn and build on the ideation work of others simply by pulling it up on their desktop, mobile device or smart board.
Environmental and Technological Changes- Digital smart boards and screens will need to be placed around the workplace. Social platforms will be querying and aggregating social information from ERP systems, CRM solutions, enterprise apps, and mobile devices to provide employees with relevant information.
7. Gamification in the workplace will go mainstream:
Imagine if leader boards were placed around the company ranking teams’ net promoter score with employees, customers, partners or suppliers. If you’re in the bottom half, you can easily pull up and review the game plan from the high performing teams.It’s already happening. Companies are beginning to understand the power to solve a variety of business problems by encouraging the right user behavior through the use of gamification principles.
Technological Changes- Companies like Bunchball provide plug and play gamification for a variety of social platforms.
8. The workplace will help you build relationships:
The new role of management is to facilitate the finding of solutions; not to dictate them. The new role of management is to facilitate “connections”, to match people with the right skills and abilities to projects where those skills are most needed. The new role of management is to remove hurdles to engagement by building approvals mechanisms into workflows. Management won’t do this alone. They will leverage new technologies that automatically introduce employees to employees, partners and suppliers in order to build relationships that help you and the organization become more effective.
Technological Changes- Smart Data and social aggregation solutions will suggest people and partners to follow, connect with and engage – in situations enterprise wide.
9. Work spaces that support the visualization of ideas.
It’s aggravating to be in a brainstorming situation with your colleagues when inspiration strikes and there are no way to capture the ideas visually. The future workplace will support spaces that materialize a team’s ideas while remaining fluid so that teams can move in and out of concepts. These spaces will allow virtual notes and ‘content as objects’ to be shared on screens and smart boards – giving the team the ability to animate the ‘objects’ to test and improve on concepts. The best ideas and content will be moved into digital collaborative environments for further study, improvements and perhaps new products or micro-improvements to processes.
Technological Changes- Motion sensing technologies like Kinect combined with smart boards and mobile devices.
10. Adaptive work spaces will adjust to its intended purpose:
Becker showed me a ceiling grid system that at the press of a button, moved curtain walls, increased wifi bandwidth, changed the lighting and set up a smart board with the previous day’s work. There will be more systems like this developed to accommodate a more fluid workplace. Flexible work spaces that change according to need. Think of these flexible work spaces as providing the right infrastructure, physical environment, tools and content to complete a meeting objective.
Environmental Changes- There are companies that are starting to provide adaptive workplaces. Social business platforms and mobile solutions will soon interact with these spaces as well.
A More Effective Workplace
The best workplaces find a way to integrate their organization’s culture and mission. In the future, these workspaces will also help your workforce to become more effective. An adaptive workplace – where physical objectives and software adapt to the working style of the organization and not the other way around. Work in the workplace will become more human and more results oriented.
In the end, the future workplace will be more of a digital and analytical environment that smartly enables more innovation, more collaboration, and more learning opportunities that increase competitiveness and your bottom line. It will remind employees that the business does not exist in a vacuum and will set organizational priorities.
Investment in social business platforms and mobile solutions are great – we’re finally on the right path. But ignoring the workplace infrastructure to accommodate them will be a missed opportunity. We have to move away from the Mad Men era office, to digital workplaces that take advantage of the entire social, mobile and content being produced by an organization’s greatest asset.
Today, I had the chance to participate to a conference organized by STIMA (Stichting Marketing) : Tweet your Career !
Take a look at the slide share here-below with 9 basics steps for your Personal Branding.
So, are you are a white belt or black belt in Personal Branding ?
Good artcile from ESAS TALENT.
I like the easy acronym to remember …
“R.E.S.P.E.C.T.” for Recognition, Exciting work, Security of employment, Pay, Education and career growth, Conditions, Trust.
Over the past 30 years, we’ve surveyed over 200,000 employees around the world, asking them: what is the most important thing you want from your employer?
Time and again, the answers were the same. Across different countries, different industries and different job roles, we can now confidently state that there are seven things that employees really want from their managers and their organisations.
What’s more, the organisations that provide these seven things outperform those that don’t. Their employee engagement level is 117 percent higher; their operational performance is 64 percent higher; their customer satisfaction level is significantly greater and their ‘return on assets’ is up to ten times higher.
So what are these seven things? To make them easy to remember, we’ve created the acronym R.E.S.P.E.C.T. which will be familiar to fans of Aretha Franklin. Let me spell it out. The seven elements that contribute to the engagement, commitment, retention and overall satisfaction of employees are:
Recognition: Employees want ‘a pat on the back’ and they want their views to count. Essentially, each individual wants to be recognised and appreciated as a valued team member – particularly by the person who should be most familiar with their work: their line manager. As a manager, you should recognise and appreciate people for the work they do. Close the gap between employee actions and when those actions are recognised. Make informal recognition a habit. Don’t ignore employee performance until the annual review – and never focus solely on criticism.
Exciting work: Employees want a job that’s challenging, interesting and fun. They want a sense of accomplishment and they want to feel the time they’ve spent at work has been worthwhile. According to our research, employees are significantly more likely to feel excited about their work if they are learning something new, or if they’re involved in a pioneering project or if they are empowered to operate with autonomy. As a manager, you should discuss with employees what they like and don’t like about their jobs. Try to provide variety and have fun.
Security of employment: Employees want job security. They want to feel confident about their organisation’s future and they want stability and steady work so they can meet their financial obligations. As a manager, you should understand this fundamental need. Try to have consideration for the morale, welfare and well-being of your team. Empower employees by giving them a say in how they work. This will create trust and it will give them a greater sense that they are controlling their own destiny.
Pay: Employees want to be compensated fairly for the work they do and the contribution they make (through base pay, bonuses and benefits). The important word here is ‘fair’. We all want to feel that we are being treated fairly and that our performance is evaluated on merit. As a manager, you should provide an annual compensation and benefits review, to underline how much the organisation is investing in each individual. You can always compensate for lower pay by giving employees time off.
Education and career growth:Employees want to be given opportunities to develop their skills and to advance their career. As a manager, you should ensure they have the necessary training and, where possible, you should provide ‘stretch assignments’. They’ll learn new skills, thereby increasing their engagement and job security. Hold formal and (at least) annual career discussions with employees to determine their goals and aspirations. Give people the autonomy, authority and encouragement to use their skills and to do their jobs in their own way.
Conditions: We don’t work in a vacuum; what happens around us matters. Employees want a well-equipped environment that is comfortable, healthy and safe. For most, the social working conditions are even more important than the physical conditions. As a manager, you should arrange social activities to promote interaction and teamwork. Listen and respond to employee complaints and help individuals to achieve their own work-life balance.
Truth: Finally, employees want to be told the truth. They want to work for honest and transparent managers. As a manager, you should act with integrity. Communicate openly and directly: say what you mean and mean what you say. Provide honest feedback and set clear goals. Regardless of how bad things are, always tell employees the full story. They’ll know if things are bad. Lying will only undermine your credibility.
The majority of these elements don’t cost a lot, if anything, to implement. For example, providing recognition and telling the truth cost nothing. Finding exciting work for your team just requires you to be in touch with what motivates each individual.
Improving on these three areas alone would certainly have a positive impact on the engagement level and the performance of your team. It just requires effort and dedication.
After 30 years of research, we’ve reached one simple conclusion: the sure path to success is to give employees what they really want.
Source: Management Issues
Next 24 April, I have the chance to participate to a conference organized by STIMA : Tweet your Career ! More info HERE
Are you are a white belt or black belt in Personal Branding ? Take a look at the slide share here-below and also 9 basics steps I’ve seen on www.sestyle.it
I hope to see you at the conference organized by STIMA. More info HERE
Tomorrow 20th of Feb, I’ll give a presentation on personal branding for ICF (International Coach Federation)
The question I will raise is “Are you white or black belt in personal branding ?” You want to join ? More info HERE
I’ll try to make the link between marketing / branding for real products / services and personal branding. I believe that the most important think is to be authentic. That’s also the case for real brands for which I’ve developped an approach called “close contact marketing” inspired by KARATE I practice. Here-below, 6 rules of close contact marketing and also the Slideshare.
Here’s a list of Personal Branding quotes NOT from the usual suspects of Personal Branding experts but from people who have achieved remarkable things and built up great brands (source : http://jorgensundberg.net/content/top-10-personal-branding-quotes-those-who-made-it) I’ve found this interesting stuff thanks to jorgensundberg.net.
1. “Your Brand is What People Say About You When You’re Not in the Room”
Jeff Bezos, Founder of Amazon
2. “All of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.”
- Warren Buffett, Investor and philantropist
4. “Personal branding is about managing your name — even if you don’t own a business — in a world of misinformation, disinformation, and semi-permanent Google records. Going on a date? Chances are that your “blind” date has Googled your name. Going to a job interview? Ditto.”
- Tim Ferriss, Author of the 4-Hour Work Week
5. “Branding demands commitment; commitment to continual re-invention; striking chords with people to stir their emotions; and commitment to imagination. It is easy to be cynical about such things, much harder to be successful.”
- Sir Richard Branson, CEO Virgin
6. “It’s important to build a personal brand because it’s the only thing you’re going to have. Your reputation online, and in the new business world is pretty much the game, so you’ve got to be a good person. You can’t hide anything, and more importantly, you’ve got to be out there at some level.”
- Gary Vaynerchuk, Author of Crush it!
7. “If I lost control of the business I’d lose myself–or at least the ability to be myself. Owning myself is a way to be myself.”
- Oprah Winfrey, Television mogul
8. “Life isn’t about finding yourself. Life is about creating yourself.”
- George Bernhard Shaw, Author
9. “Too many people overvalue what they are not and undervalue what they are.”
- Malcolm Forbes, Publisher
10. “Be Yourself, Everyone Else is Already Taken”.
- Oscar Wilde, Author and Playwright
Interesting article regarding the First Steps To Building Your Personal Brand. Read the full artcile here (source : Forbes)
With the surge of social media, you have not only the ability, but you now have the need to manage your own reputation, both online and in real life. Why leave your professional reputation to chance, when you can be your own PR guru and manage your image?
The most impirtant think is to be authentic. That’s also the case for real brands for which I’ve developped an approach called “close contact marketing” inspired by KARATE I practice.
Here-below, 6 rules of close contact marketing, and also the Slideshare.
Your first task: Developing your “brand mantra.” Basically, this is the “heart and soul” of your brand, according to branding expert Kevin Keller. Here are four simple steps to creating your mantra:
1. Determine Your Emotional Appeal
Make a list of words that best describe these features of your personality. Hint: They can be as simple as Disney’s “fun.”
Questions to Consider:
- How do I make people feel?
- How do people benefit by working with me?
- What words do others use to describe me?
2. Determine Your Description
Your next step is coming up with a descriptive modifier that brings clarity to the emotional modifier, identifying what or who your brand is for. In Disney’s case, it’s “family.” In Nike’s mantra, “authentic athletic performance,” “authentic” is the emotional appeal, while “athletic” tells you what the brand is for. As an individual, yours might be an industry (“healthcare” or “education”), or it might be a tangible skill (“creative” or “strategic”).
Questions to Consider:
- What field or industry am I in (or do I want to be in)?
- What are the words I would use to describe my work?
- Who is my target audience?
3. Determine Your Function
Lastly, write down what, exactly, you do (or will do). It might be something that directly relates to your career: writing, graphic design, or financial planning, for example. Or, it might be something more broad, like Disney’s “entertainment.” Are you a manager, a creator, an organizer? A connector of people?
Questions to Consider:
- What service do I have to offer people?
- What do I do that makes me stand out from everyone else?
4. Put it All Together
Finally, look at your three lists of words, and see how you can combine them into a short sentence or phrase—no more than five words. Your brand mantra should communicate clearly who you are, it should be simple and memorable, and it should feel inspiring to you. You might be a “dependable, strategic planner” or “a creative professional connector.” Or, your mantra might be something like, “motivating others to do their best.”
5. Build your online Brand
Use your mantra and build your online brand, as well as how to live your brand, every day. Be also ready for your Perfect Pitch: How to Nail Your Elevator Speech
Next Monday 20th of Feb, I will give a conference on this subject at International Coach Federation (click here-below for more)
Some principles of this approach, directly inspired by Karate that I practice (more on close contact marketing HERE)
Close Contact Marketing Approach used for the launch of KINECT. See Slideshare here-below.
Left or right?
“I am the left brain. I am a scientist. A mathematician. I love the familiar. I categorize. I am accurate. Linear. Analytical. Strategic. I am practical. Always in control. A master of words and language. Realistic. I calculate equations and play with numbers. I am order. I am logic. I know exactly who I am.”
“I am the right brain. I am creativity. A free spirit. I am passion. Yearning. Sensuality. I am the sound of roaring laughter. I am taste. The feeling of sand beneath bare feat. I am movement. Vivid colors. I am the urge to paint on an empty canvas. I am boundless imagination. Art. Poetry. I sense. I feel. I am everything I wanted to be.”
Great article from Inc.
Highly successful salespeople cultivate the following five emotional traits:
This allows you to move a sales situation forward without offending or frustrating the customer. Think of it as being located halfway between passivity and aggressiveness. For example, suppose a customer is delaying a decision. There are at least three basic responses:
Passive: “Could you give me a call when you’ve made a decision?”
Aggressive: “If you don’t buy right now, the offer is off the table.”
Assertive: “Can you give me a specific time and date when you’ll make your final decision?”
You need to be able to identify your own emotions, understand how they work, and then use them to help you build stronger customer relationships. This is a four-step process:
- Identify the emotions that you’re feeling,
- Based on experience, predict how those emotions will affect your sales effort.
- Compensate for negative emotions that might hinder the sale.
- Expand your positive emotions that might help you make the sale.
For example, suppose you feel furious that an important customer stood you up. You might take a break before your next meeting in order to remind yourself of all the times you’ve succeeded in the face of challenges. Or you might, as an ice-breaker, tell your second customer that you’re having a tough day and why.
This entails adapting your behavior to the customer’s moods and emotions. It begins with listening and observing, but simply knowing what the customer might be feeling is not enough. You must be able to feel what the customer is likely to be feeling.
Suppose, during a sales call, you discover that the customer’s firm just announced major layoffs. You could ignore the news and proceed with the sales call as if nothing had changed, or you could focus on your own desire to make the sale and ask your contact who will have buying authority after the layoffs are over.
4. Problem Solving
The desire to solve a problem helps you create new ways to satisfy the customer’s needs, both financial (the ROI of your offering) and emotional–such as the customer’s need to be convinced that your and your firm are reputable and reliable. Problem solving is a four step process:
- See the customer situation as it really is. (Never try to solve a problem before you fully understand it.)
- Help the customer visualize a more desirable situation.
- Devise a way to move the customer from the ways things are today to the way the customer would like them to be.
- Communicate that solution in a way that makes it easy for the customer to make a decision.
While those steps might seem obvious, they’re the exact opposite of old-school salesmanship, where selling entails “giving a great sales pitch.”
Optimism helps you maintain a sense of balance when things go awry. It proceeds directly from the (often unspoken) rules that you use to interpret daily events. For example, if the first sales call of the day goes poorly, your performance for the rest of the day will be different if you have this rule…
A bad first call means that I’m off my game this will be a bad day.
… rather than this rule:
Every sales call is different, so the next will probably be better.
Note that both rules are arbitrary responses to the same event, and neither is more “realistic” than the other. Even so, if you automatically jump to the first rule, rather than the second, it will be difficult for you to remain happy.
This principle works on bigger events, too. I’ve run into about a dozen top salespeople who saw the weak economy as an opportunity to sell even more,and did so, while their colleagues were busy hand-wringing.
In future columns, I’ll explain how to cultivate these traits in your day to day life, so stay tuned.
I wish you all Merry XMas / Happy Hanucca and great readings for 2012.
Here-below, some inspiring books for your shopping list
Inc. Magazine compile a monthly list of best-selling business booksbased on purchases by its corporate customers nationwide. Here are the best sellers for November 2011… Anything you’ve already bought ?
Message from Bill Gates and Barack Obama to Steve Jobs,
I’m truly saddened to learn of Steve Jobs’ death. Melinda and I extend our sincere condolences to his family and friends, and to everyone Steve has touched through his work. Steve and I first met nearly 30 years ago, and have been colleagues, competitors and friends over the course of more than half our lives. The world rarely sees someone who has had the profound impact Steve has had, the effects of which will be felt for many generations to come. For those of us lucky enough to get to work with him, it’s been an insanely great honor. I will miss Steve immensely. Bill.
See original Message on The Facebook Page from Bill gates.
I will give a presentation @ LOFT-Coworking Brussels : Are you a WHITE belt or BLACK belt Marketer ? via @davidmerzel’s BLOG
This 10 October @ 9.00 AM : Conference in the LOFT – Coworking Brussels.
Are you a WHITE belt or BLACK belt Marketer ?
For more info, click HERE
Excellent video showing the surprising truth about what motivates us.
As a leader, it’s important to have good ideas, but if you want to do something great with those ideas, you must be able to influence others to join forces with you. You need to be able to convince people to share your vision. You can use a tasty carrot or sharp stick — both have their place — but I think it’s better to have a keener understanding of human nature and what it is that motivates us.
In this Video, Daniel Pink explains the three things he believes are the greatest motivators of all:
So, it’s not about money
More details here-below,
Pink’s conclusions contradict what most of us probably think about motivation.
No one wants someone always looking over his or her shoulder.
Good leaders lead by providing direction, not by pushing from behind.
Sure, the primary goal of every business is to earn a profit and make the highest return on invested capital, but that surely isn’t what will drive our motivation.
That’s why we talk more about solving our customers’ problems and making their lives better — we help them feel secure, maintain privacy, lower energy costs, and darken rooms so their babies sleep longer.
Being able to donate money to the less fortunate in our community as a result of our success, is another motivator.
Many people leave their jobs because they feel stagnant.
When there is an opportunity for promotions and for people to learn new skills — even without a title change — they’ll still feel like they’re moving up. When people have higher skill levels, their value goes up and they’re in a better position to get raises, or at the very least, they’re equipped to handle new jobs at other companies.