Do You Have A Marketing Mentality?

By David Eissman, founder of Guaranteed Growth Systems

Most small business owners and independent professionals start their business primarily because they have knowledge and skills that are in demand. While they understand intellectually that they have to market and sell, often it does not translate on an emotional level. Many business owners tend to look at marketing as a necessary evil, and in many cases, have negative beliefs toward it. They could not stand to be hounded by those pesky salesman in their previous jobs and do not want to “become on of them.” As a result, the tendency is to focus on the aspects of our business that were the reason we chose to go into business in the first place, the actual application of our knowledge or skills.

What is a marketing mentality and how is it developed? There are three components that all link together:

1) The first component is belief. What are the underlying beliefs that affect our mentality? It encompasses our attitudes, thoughts, fears, expectations, and lack of experience. Our actions are shaped by what we think about, what we assume to be true and where we choose to focus. If the thoughts are negative or avoidance minded then we will see marketing as undesirable and in some cases unethical. It will manifest in self talk such as: I don’t deserve referrals, my marketing won’t work anyway; I will look desperate; if my service or product is good the market will know that; I don’t like networking; etc.

2) The second component is behavior which is generally driven by our beliefs. The decisions we make every day are critical and negative beliefs about marketing affect the decisions that are made. For example, how often do we plan for the week and tell ourselves that on Tuesday we will focus three hours on marketing. Tuesday morning rolls along and we receive a client call or an issue or problem with an employee and then rationalize that the marketing must be put off because these issues must be dealt with immediately. The question is how often this is really true. In my experience working with clients the answer is rarely. Although we know that the marketing is important, we let our negative beliefs affect our behavior. Before we know it the pipeline is dry, and then some type of marketing activity is undertaken in an unplanned haphazard manner.

3) The third component is relationship. In order to have consistent lead generation and sales there must be a relationship cultivated with an adequate amount of prospects. This is the main function of marketing. It is the adage of people to do business with those they know, like and trust. Without a consistent and systematic marketing plan, there will not be a sufficient lead generation process.

The linkage is very powerful. The beliefs affect the behaviors and the behaviors affect the ability to develop the relationships. The connectivity between these elements is extremely leveraged in both a positive and negative direction. When they are aligned, the results are extraordinary, and when they are not, the results can be devastating.

So, if you are in this quandary, what can be done about it? First, sit down and make a list, and inventory what your beliefs are about marketing. Be honest and list as many as you can. Then ask yourself about whether these beliefs are really true, or just simply a personal bias. Second, are you absolutely sure what you believe is true, or is it possible that it is not? Next, evaluate how this belief affects your behavior and what would happen if this belief is changed. Try to reconstruct the thought to a more positive mindset. The next step is to translate those new thoughts into new behaviors. One of the best techniques for doing so is to block out time on your calendar and treat it as if it were an appointment with your best client. You surely would not miss an appointment with your best client to deal with a task that was short of an emergency, would you? After a short time, these new behaviors will become habits and the rewards will follow.

If marketing is a struggle, it is absolutely critical to engage in this marketing mentality process. Many companies with great services and products go out of business because they could not implement a consistent lead generation system. Most often that failure starts with the lack of a marketing mentality. The great news is that the necessary mentality can be developed with effort, focus, and an open mind. You will be amazed by the impact on your business.

Source: Reprinted from John Jantesh’s Small Business Articles Duct Tape Marketing (www.ducttapemarketing.com).

Advice On How To Stay Young

1. Try everything twice.

On Madams tombstone (of Whelan’s and Madam) she said she wanted this epitaph: Tried everything twice…loved it both times!

2. Keep only cheerful friends.

The grouches pull you down. (keep this in mind if you are one of those grouches)

3. Keep learning!

Learn more about the computer, crafts, gardening, whatever. Never let the brain get idle. ‘An idle mind is the devil’s workshop.’ And the devil’s name is Alzheimer’s!

4. Enjoy the simple things.

5. Laugh often, long, and loud.

Laugh until you gasp for breath. And if you have a friend who makes you laugh, spend lots and lots of time with HIM/HER.

6. The tears happen.

Endure, grieve, and move on. The only person who is with us our entire life, is ourselves. LIVE while you are alive.

7. Surround yourself with what you love.

Whether it’s family, pets, keepsakes, music, plants, hobbies, whatever. Your home is your refuge.

8. Cherish your health.

If it is good, preserve it. If it is unstable, improve it. If it is beyond what you can improve, get help.

9. Don’t take guilt trips.

Take a trip to the mall, even to the next county, to a foreign country, but NOT to where the guilt is.

10. Tell the people you love that you love them, at every opportunity!

11. Forgive now those who made you cry…you might not get a second time.

Weird Week In Review - May 30

In case you missed last week, here is your one stop review of all things from WeirdGuy blog. Have fun!

Is The Market Ready For Modbook?

Top 10 Excuses To Stay In A Bad Workplace

Related Links
- Weird Week In Review (May 23)
- Weird Week In Review (May 16)
- Weird Week In Review (May 9)

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Top 10 Excuses To Stay In A Bad Workplace

I just saw this article at The Chief Happiness Officer. After having recently talked with friends that are in bad work environments, I thought this would be appropriate to post. Enjoy!

If you’re unhappy at work, I’m sure that the thought “Man, I really should quit!” crosses your mind occasionally.

So why don’t you?

Even if you long desperately to quit, to get away from your horrible workplace, annoying co-workers or abusive managers, you may hesitate to actually do anything about it, because right on the heels of that impulse come a lot of other thoughts that hold you back from quitting.

Each of these excuses may sound to you like the voice of sanity, offering perfectly good reasons why it is in fact better to stay and endure that bad job just a little longer, but look a little closer, and they don’t really hold up. What they do instead is keep you trapped in a job that is slowly but surely wearing you down.

Here are 10 of the most common bad excuses for staying in a bad job.

#1 “Things might get better”

That jerk manager might be promoted out of there. That annoying co-worker could quit.That mound of overwork could suddenly disappear.

On the other hand, things might also get worse. Or they might not change at all. If you’ve already done your best to improve your job situations and nothing’s happened, just waiting around for things to improve by themselves make little sense.

#2 “My boss is such a jerk but if I quit now, he wins.”

Who cares. This is not about winning or losing, this is your life. Move on, already.

#3 “I’m not a quitter.”

Well guess what these somewhat successful people have in common: Larry Page, Sergey Brin, Tiger Woords, Reese Witherspoon, John McEnroe and John Steinbeck?

More…

Twitter Is For The ADD Generation - Part 2

By E. Brown

In the last article I asked, “what is Twitter really for?” Now I am wondering who is it really for?

Is it really for the average person on planet Earth? Is my life really that interesting that I feel compelled to notify others (or an online service) of everyday changes:

“I got out of bed at 6:00am .”

“I showered using a new shampoo.”

“I am meeting (insert name) at Starbucks for coffee at 8:00am.”

Okay, okay, I know that is a bit condescending. Yet, if I have to tell someone something immediately — like I just got out of an opening night Broadway play and YOU have to see it — I’ll call or text them on my mobile.

Celebrities
If I were a celebrity, I might see the value in Twitter. I know people are going to be interested in me and besides, it’s a form of marketing and PR.

Let’s face it, the average person is more apt to be interested in a celebrity figure than Joe-Schmoe down the street cutting his grass at 2:00pm.

Voyeurism
This brings up the topic of reality TV and the voyeuristic society we are becoming. We would rather watch or hear about peoples lives than help or interact with them. There is a cool detachment that can be unhealthy and disturbing at times. Does Twitter advance this trend

Use Twitter?
I am still not convinced. There are others forms of communication that are more intentional. Yet, in this seeming ADD Generation intentionality gives way to spontaneity.

What do you think?

Related Article
- Twitter Is For The ADD Generation - Part 1
- Entertainment’s Educational Impact
- More Fun In Learning With HowToons

Becoming a Precisionist

By Dan Coughlin

In the midst of the media frenzy over our current economic condition, it recently dawned on me that those who are experts will no doubt survive any recession. People who become experts in their fields have harnessed the power of precision. And this is available to everyone, including executives, employees, and entrepreneurs alike. Achieving precision is the most effective way for any individual to succeed, especially during tough economic times.

The Noble Calling to Be a Precisionist

In Webster’s School & Office Dictionary, the word precision is defined as “the quality of demanding exactness.” A precisionist is a person who has mastered the art of demanding exactness. The precisionist operates among the very best performers in the world within a given area of focus and constantly works to improve his or her performance.

When customers and employers are hit hard in the wallet they become extraordinarily discerning about where they place their dollars. They become highly selective both in terms of what area they invest in and who they invest in. They develop a laser focus about only going after the type of people they absolutely need. This results in recruiters seeking out only the best of the best within that target.

If you want to fall into the extremely small slice of professionals that others will always seek out, then I challenge you to become a precisionist.

The Challenge We All Face

Finding examples of precisionists is not very hard to do. So why does becoming a precisionist remain such a great challenge? Well, we get a little busy with our lives and before we know it today is over with and we’re on to tomorrow. Needless to say, we haven’t exactly made very much progress in becoming more precise in what we’re doing. In other words, our high–paced agendas take over our best intentions.

I think it’s time, especially in such a tough economic period, for us to step off the train of constant activity and make real progress toward becoming true precisionists within one area of focu

The Process of Becoming a Precisionist

There are four steps to mastering the craft of precision:

Step One: Select an Umbrella

Your umbrella is the area of focus you’ve decided to achieve precision within. This is the area you’re committing to operate in over the long term.

Walt Disney was not a great golfer and Tiger Woods never made great family films. They each operated within their own umbrella: Disney in family entertainment and Woods in golf. However, within each umbrella there was plenty of room to maneuver and create.

Walt Disney made family films and television shows, he created theme parks, he licensed products, and he started amazingly popular communities like The Mickey Mouse Club. Tiger Woods plays in professional golf tournaments, he designs golf courses, he promotes golfing products, he hosts his own professional golf tournament, and he created a foundation that has introduced golf to millions of kids who otherwise may never have played the game. Having one area of focus isn’t a limiting factor; it’s actually a freeing factor. It allows you to operate with extraordinary freedom within a given umbrella and that enhances the synergy between everything you do.

What is your umbrella? What is the area of focus that you are going to consistently work within to become a true precisionist? Answer these questions carefully.

Step Two: Maintain a High Degree of Focus for at Least 15 Years

Tiger Woods played competitive golf at age seven and won his first Masters golf tournament at age 21.

Walt Disney started making animated shorts at age 19 and made his first full–length animated film at age 35.

Steve Martin did his first stand–up comedy routine at age 18 and began selling out major venues at age 33.

Harrison Ford set out at the age of 22 to become a great character actor. He received his first major part in 1977 at the age of 34 as Hans Solo in Star Wars. He became Indiana Jones in 1981 and now at the age of 65 he is starring in the fourth Indiana Jones movie. He’s a precisionist.

If you want to be a precisionist in any field, remain committed to constantly improving within your umbrella for at least 15 years. It doesn’t matter whether your focus is to be a great entrepreneur, singer, executive, leader, writer, or manager.

You might be wondering how pursuing precision can help you slice through a recession if it takes at least 15 years to become a precisionist. Here’s how it works. The moment you commit yourself to a specific umbrella, a specific area of focus, you begin to attract people and opportunities that help you hone your craft within that arena. In doing so, you become more attractive to people outside the field. They know what you are focused on and they admire you for pursuing excellence in that field. They may not say that to you, but that’s what happens. You probably won’t make a million dollars, at least not right away, and that’s ok. You are on your way to becoming a precisionist in a field that you have passion for and that sense of adventure is worth a great deal.

Step Three: Leverage Technology

I used to think that technology meant computers, software, and electronics. I wasn’t even close. In Webster’s School and Office Dictionary the definition of technology is “science used in a practical way.” The definition of science is “systemized knowledge obtained by study, observation, and experiment.” Consequently, technology means “systemized knowledge obtained by study, observation, and experiment that is used in a practical way.” I LOVE that definition. That’s exactly what precisionists do.

Tiger Woods is a student of golf: the history of golf, the great players from the past, and the different holes on the different courses. He experiments with different types of shots until he’s able to use them in a practical way during a professional golf tournament.

Walt Disney constantly observed people and experimented with different ways to tell entertaining stories in practical ways. He was one of the first to use color in films, he embraced television when others ran away from it, and he created the first ever theme park.

We all have the ability to leverage technology in order to increase the exactness with which we perform. The key is to constantly study, observe, and experiment within our selected umbrella, and then use what we have learned in practical ways that add value to other people.

Step Four: Embrace Simplicity

Over the past 11 years, I’ve noticed that highly paid, intelligent, and hard–working individuals often times subconsciously make their work infinitely more complicated than it needs to be. In order to justify their salary and prove their commitment to the organization, they put themselves through the ringer. They work 80 hours a week on ridiculously complicated processes that generate small increments of improvement.

If that statement applies to you, I have one piece of advice: stop doing that.

Instead, I encourage you to embrace simplicity. Hone your processes until they contain three to seven steps that you can execute within a reasonable number of hours a week. (And 40 hours a week is a good place to max out at.) And then be ok with achieving great results with simple processes. Don’t fall into the trap that says, “If this simple process generated great results, then a really complicated process would generate even better results.” It doesn’t work that way.

Last year I bought an $1,800 computer that required five steps to assemble. I also bought an $18 toy for my daughter that required assembling hundreds of pieces with dozens of steps. Which company do you think provided me with the most value?

Select your umbrella, maintain focus at learning and experimenting and observing and improving for at least 15 years, leverage your body of knowledge in practical ways, and embrace simple ways to deliver value to other people. With this method, you’ll be well on your way to becoming an expert – a true precisionist.

Dan Coughlin is a business keynote speaker, management consultant, and author of “Accelerate: 20 Practical Lessons to Boost Business Momentum”, which made it to #4 on the Barnes & Noble Business Bestseller List. He has been quoted in USA Today, the New York Times, and Investor’s Business Daily. Dan’s clients include Coca-Cola, Toyota, Boeing, Marriott, McDonald’s, AT&T, American Bar Association, the St. Louis Cardinals, and more than 100 other organizations in over thirty industries. He speaks on entrepreneurial habits, quality, leadership, branding, sales, and innovation

Quotable Quote - Plato

Those who tell the stories change society.

- Plato

Networking, Character, and Competency Still Matter

By E. Brown

How many times have you been to a networking event and felt that everyone you met wanted something from you? You leave thinking, “I thought this was a networking occasion, not a sales affair.” Maybe, you have been in the other shoes and looked at networking events as a place to dig up sales and business leads. If a person didn’t show interest in what you had to offer, you had no time for them and moved on to the next person/opportunity.

Another way to think of networking events is to think of them as relationship building events. Instead of wanting something from the people you meet – how about wanting something for the people you meet?

Does this concept seem upside-down to you? For instance, why is it we expect people to treat us with respect and show interest in us when we do not reciprocate? This tells something about our motivation, doesn’t it?

So, what are we to do? Certainly, we want networking to be worth our time and effort. We want it to profitable – right?

I suggest the relational approach. Be genuinely interested in others first. Find out what they do and how you can help them succeed. Anne Baber and Lynn Waymon offer several excellent suggestions in their book, Make Your Contacts Count, about building a relational network. Teach your contacts that you can be trusted by letting them see 1) your character, and 2) your competence.

Character
• Be unfailingly reliable
• Meet deadlines
• Go for the win/win solution
• Treat everyone you meet fairly
• Speak well of people even when they are not present
• Collaborate rather than compete
• When something goes wrong, make it right
• Compensate generously for your failure
• Go the extra mile
• Respect other people’s time and possessions

Competency
• Have earned the proper credentials
• Stay at the leading edge of your profession
• Have won praise and awards from your peers
• Take life-long learning seriously
• Are cited as an expert in the trade press or mass media
• Teach or mentor others
• Consult with others to share expertise
• Do the job right the first time
• Handle the “little stuff” with care
• Follow through to make sure you meet or exceed expectations

Next time you come away from a networking event you will be more fulfilled. You will have started numerous new relationships that will pay big dividends in the end. You will experience a good reputation – one who can be trusted, can get the job done, and is looking out for the success of others.

What else could you ask for?

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4 Things That Will Change Your Life

By E. Brown

We like to have background noise — whether we’re in the car, at home, or in the office — we have the radio or TV on or the sounds of kids and coworkers keep a constant white noise. How many of us like quiet and solitude? How many like introspection?

More often than not, our outer life is the result of our inner life. Try as we might to hide certain aspects of ourselves, our character and motivations leak out. Do we like what we see? Do others? Here are four tips that will change your inner life and, consequently, impact your outer life:

1. Allow time to spend in solitude and silence.
2. Surround yourself with good counselors — this includes family, friends, and professionals.
3. Strive for balance in your personal life, family life, and work life — prioritize your time.
4. Be accountable to someone(s) — a life examined is a successful life.

Enjoy!

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6 Signs To Tell If Your Customers Need Attention

By Bob Harris | The Attrition Busters

Many business owners and managers seem to be ignoring the main signs that customer service quality isn’t as good as it should be, according to Bob Harris, managing director for The Attrition Busters, who has compiled a list of the six key signs to watch out for.

Businesses that deal with consumers seem to be suffering from a definite disconnect between the level of service they want to provide and the service that their employees actually provide.

Six Signs of Poor Service
As a result, Harris suggests the following six key signs that customer service may be in need of some attention - and most probably some staff training - to help restore the customer’s faith:

1. Poor employee retention
If employees are leaving too quickly (i.e. within three years), there can be no real opportunity for them to build up relationships with customers. Knowledge about individual customers leaves the company with every lost employee. If this is the case, consider bringing in an outside HR (human resources) consultant to talk to employees and find out what needs to be done to change the situation; employees will often tell an ‘outsider’ things that they would never tell their manager.

2. Customer complaints
On average, only around 6% of dissatisfied customers will actually take the time to complain. So, out of all the customers who encounter a problem, 94% won’t tell you (but they’ll tell their friends and family, of course). When these dissatisfied customers do gather the strength to actually complain, many front line employees have a natural instinct to refer the customer to someone else or, worse still, to deny that there’s really a problem. So if management sees that there are very few complaints, that doesn’t mean that customer service is perfect at all. If employees have not built relationships with customers, many customers will defect without any further prompting. Make sure that your front line teams are required to record all complaints and any action taken to solve them. Complaints data should be treasured, documented, and shared with management. If you’re not getting complaint data from the front line, there’s a serious problem.

3. Employees aren’t empowered to handle problems
Unless front line employees are empowered to resolve customer complaints and problems without resorting to calling supervisors or referring the customer to a manager, customer service - and the company’s reputation - will suffer greatly. Customer issues should be handled from start to finish by the same person if at all possible. Customers do not want to wait or, even worse, be transferred to multiple people to have their problems solved. There is nothing worse than having to repeat the problem over and over again to different people. This is where you need employee training and empowerment: give the whole customer-facing team the knowledge, tools, and authority they need to defuse angry customers.

4. Loss of long-term customers
When a long-term customer leaves, you need to notice it and query it. When you have built a long-term relationship with a customer, your ability to retain that customer significantly increases. So when a customer who would normally give you the benefit of the doubt takes their business elsewhere, the problem is almost always the service they’ve received. Try to find out the real reason they defected, and use that information to prevent it from happening again. Remember that flexibility is needed in order to make changes in the company based on information from lost customers.

5. Fewer referrals
A business with delighted customers should always be gaining new customers from referrals. If your service isn’t good, referrals will drop off first - even before your existing customers defect to a competitor. This makes the continual monitoring of referral levels one of the most powerful indicators of ongoing customer satisfaction. To quote a wise mentor, “Satisfied customers buy from you, but delighted customers sell for you.” Also, if you’re gaining lots of new customers but losing just as many existing customers, this indicates a serious disparity between what your brand is promising and what it actually delivers.

6. Low morale
Employees’ morale is something that shows whenever they interact with customers, and the customer is quick to pick up on negative sentiment toward the company. While low morale is not always a result of poor customer service (although it can be due to a lack of empowerment), it always creates poor service. If this is the case, the management needs to try to instill a sense of pride throughout the company, and offer employees some well-deserved rewards and recognition. Empower employees to make decisions (within reasonable limits), and train them to make good decisions that have both the customer’s and company’s interests at heart.

While there are obviously more than six signs that identify bad customer service, these are certainly among the main ones to watch out for. If you recognize any single one of these six signs, the time has come to focus attention on fixing it urgently. If you recognize more than one of these six signs, there’s no time to waste: you’re already losing market share.

Source: Reprinted from The Wise Marketer Feb 22, 2008 newsletter www.thewisemarketer.com

Mandatory Ping Pong In The Workplace

By E. Brown

I had lunch today with my friend, Tim, who gave me a tour of his offices afterward. What struck me was 2 things:

1. Everyone seemed genuinely engaged in what they were working on
2. Everyone seemed genuinely happy and content

To some of you who read this, my examinations may be commonplace, yet to others of you this may be foreign and even a little bit envious. I would venture to guess that many of you fall into the second category. You have never experienced a work environment where you were genuinely engaged, believed in what you worked for everyday, and were happy and content to go to work.

Many people I talk to long for this kind of workplace. There are numerous studies that show the value of this kind of workplace. My friend Alex is on a crusade to promote “happy” workplaces. So, what can you do?

Well, you have a couple options. One of which is to look for this kind of organization that you can give yourself to — one that you appreciate and one that appreciates you! Another option is to attempt to create this kind of environment within your current workplace. Is it doable? It depends on the level of influence and determination you have. Explore all your options. Wouldn’t you rather get up excited about what you’re doing for work rather than dragging your rear into a dull lifeless job while waiting for retirement?

It’s possible. I have seen it. Granted, I have seen it in a handful of places, but those are becoming more frequent. Get started today! Bring a Foosball table into the office, have an afternoon that you take the staff to the movies, do something — anything to make work fun and engaging.

BTW- did I mention, Tim’s office was having a mandatory Ping Pong tournament? Everyone had to play singles or doubles. What do you think of that? Mandatory fun!

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Weird Week In Review - Mar. 7

Your one stop review of all things from last week on WeirdGuy blog - Have fun!

Managing Your Online Reputation

Creative Parent Training

Leadership: Are You Making Heaven Or Hell On Earth?

10 Tips For Using Direct Mail To Boost Your Network

3 Tips For Niche Marketing Success

Related Links
- Weird Week In Review (Feb. 29)
- Weird Week In Review (Feb. 22)
- Weird Week In Review (Feb. 1)

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Leadership: Are You Making Heaven Or Hell On Earth?

By E. Brown

I saw this story and thought about it in the context of leadership and management. Take a moment to read it and tell me what kind of leader or manager you’re becoming.

holy man was having a conversation with the Lord one day and said,
“Lord, I would like to know what Heaven and Hell are like.”

The Lord led the holy man to two doors.

He opened one of the doors and the holy man looked in. In the middle
of the room was a large round table. In the middle of the table was a
large pot of stew, which smelled delicious and made the holy man’s
mouth water. The people sitting around the table were thin and
sickly. They appeared to be famished. They were holding spoons with
very long handles that were strapped to their arms and each found it
possible to reach into the pot of stew and take a spoonful. But
because the handle was longer than their arms, they could not get the
spoons back into their mouths.

The holy man shuddered at the sight of their misery and suffering.

The Lord said, “You have seen Hell.”

They went to the next room and opened the door. It was exactly the
same as the first one. There was the large round table with the large
pot of stew which made the holy man’s mouth water. The people were
equipped with the same long-handled spoons, but here the people were
well nourished and plump, laughing and talking. The holy man said, “I
don’t understand.”

It is simple,” said the Lord.
“It requires but one skill. You see they have learned to feed each
other, while the greedy think only of themselves.”

- Author Unknown

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Corporate Culture: Know What You’re Getting Yourself Into

Are you intentional about the kind of culture you create within your organization? I often find many companies are blown by the wind as they grow and expand. The culture creates itself organically and after it is embedded many leaders look around and ask, “How did we get here?” In regard to cultural creation and fit, I saw this article from Randi and had to share. If you have read WeirdGuy for long, it is obvious I am a stickler for creating an innovative and fun environment (a.k.a. culture), and encouraging would-be employees to find a culture that fits them, so this will be a helpful read. Have fun!

By Randi Bussin | Aspire!

As a career coach, I’ve occasionally had clients come back to me for redirection after several months on the job. Often the all–too–perfect role turns sour because of the corporate culture and/or internal politics.

Most ask how they can assess these factors ahead of time. Although culture is intangible, there are a few things potential candidates can do to get a read on the environment before they say ‘yes’.

Before we begin, let’s just step back for a minute and discuss what culture is and why it’s important.

What is corporate culture? At its most basic, corporate culture can be described as an organization’s personality and the shared idea of ‘how things are done around here’. Corporate culture is a broad term and guides how employees think, act, feel, and behave. It describes the unique beliefs and behavior of a company and includes the organization’s core values, mission, ethics, and rules of behavior.

Why is corporate culture important? Culture is important because it affects the hours you work, how people interact with each other (or don’t), how people dress, benefits offered to employees (flextime, telecommuting, etc), office layout, training, and professional development. As you can see, culture affects just about everything that relates to your work.

So how do you assess the true culture of a potential employer?

The first step toward determining whether you will be a good match for a company is to know yourself and know what matters most to you (your values). You have to be crystal clear about what you are seeking from each role and each company. Are you seeking intellectual stimulation, a family–friendly environment, a social outlet, or work–life balance?

The next step is to use the job interview – and your networking interviews – to determine if the employer’s work environment is aligned with your core values. Working at a company whose value system does not match your own (understaffed, unethical, non–philanthropic) can leave you feeling unfulfilled. During your networking and/or interviewing, be sure to ask demanding questions of the prospective employer.

Here are some sample questions:

What three words or phrases would you use to describe the company/department culture?
Pay attention to the adjectives that are used to see if they fit with your values.

Does the company have a stated set of cultural values?
Often, a mission statement is a good place to start to gather insights in this area.

Can you describe the environment here?
Pay attention to the words used and the aspects of the work environment the employer mentions, such as camaraderie, career–development opportunities, and work–life initiatives.

What is the company’s attitude toward educational and professional development?

Does the company place a value on lifelong learning and advancement?

What type of employee achievements are recognized by the employer?
Pay attention to what the company values, and whether any special awards are given for outstanding customer service, sales, etc.

What type of sponsorships or philanthropic activities does the company participate in?
Does the company partner with United Way, or support programs such as Take Our Daughters and Sons to Work Day? Do company employees volunteer for local charities?

Another great way to assess corporate culture is to pay attention to details as you walk around the office during your interviews. Reflect on things you notice, including:

• How were you treated during the interviews? Were people on time?
• Were there key phrases the interviewers used frequently that would give you a clue as to what the company values/does not value?
• How prepared were the interviewers? Had they seen your resume?
• Do people look happy and appear to be having fun?
• Do senior management members sit with everyone else or do they have fancy lush offices?
• Does the office layout promote collaboration between departments?
• Are people eating lunch at their desk alone, or in groups in a cafeteria?

Finding the right culture is key to your career success. Think about your impressions of the corporate culture during your networking and interviewing, and capture your thoughts afterward. Pay attention to your intuition: if you have a bad feeling, it might be best to decline further interviews and/or an offer.

Randi Bussin founder and president of Aspire!, is a career coach and counselor with 25 years of business, entrepreneurial, and career coaching expertise.

Weird Week In Review - Feb. 22

Your one stop review of all things from WeirdGuy. Have fun!

Candle Unlike No Other (PIC)

Innovation and Authenticity

Do We Need To Justify Innovation?

Peter Pan and Willy Wonka On Creative Thinking

Stop Making Cold Calls and Use Your Power Team

A Leaders’ “Heart” Opens Organizations To Possibilities

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- Weird Week In Review (Feb. 1)
- Weird Week In Review (Jan. 25)

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A Leaders’ “Heart” Opens Organizations To Possibilities

A friend sent me this yesterday. I like the analogy of the “heart” of the leader and it’s effect on the “heart” of the organization. Enjoy.

By Mike Hyatt 

As a leader, you pump possibility into every person and every project. Possibility is what keeps the organization alive. Your organization can survive without your experience, your knowledge, or your skills. They, too, are important but not essential. However, your organization cannot survive without your heart.  The most important thing you can do as a leader is to keep your heart open. What do I mean? Think of it this way. When your heart is closed:

• You are distant and aloof.
• You don’t connect to people.
• Communication shuts down.
• You leave people to fend for themselves.
• You focus on what people are doing wrong.
• You are critical and demanding.
• People feel oppressed.

The result? Possibility dries up and the organization begins to die.

Conversely, when your heart is open:

• You are fully present and accessible.
• You connect to people.
• Communication is wide open.
• You are a resource to your people.
• You may focus on what is missing, but not on who is wrong.
• You are affirming and encouraging.
• People feel free.

The result? Possibility flows through the organization and the organization grows and develops.

The bottom line is this: it matters if your heart is open or closed. It will have a tangible impact on your organization. The good news is that you can open your heart. This is the leader’s most important work. It is foundational to building a healthy organization.

The key is two-fold: awareness and discipline. With regard to the first, you must learn to discern the condition of your own heart. Is it open? Is it closed? Is it somewhere in between? I find that I have to check-in with myself several times a day. I call this a “heart check.” I ask, Where is my focus—right now? Is it in the past, where I am grieving over loss or regretting some situation? Or is it in the future, where I am worried about something that hasn’t happened yet. Either way, I am not present to what is happening now. If I sense that my heart is closed, I have a choice. I can either leave it that way or open it up. This is where discipline comes into play. I literally make a decision to open my heart up. I force myself to think about what is possible. I choose to see this situation—these people—from the lens of possibility. As a result, I am fully present, available to the potential that exists in any given situation or relationship.

Maintaining an open heart—pumping possibility through your organization—is the most important thing you can do as a leader. This is foundational.

Do We Need To Justify Innovation?

As strange as it may seem, many businesses want or even need innovation, but are not willing to pony-up for the project or initiative. Why?

clipped from innovateonpurpose.blogspot.com We were asked recently to consider speaking on the topic of justifying innovation. That’s a difficult topic but one that needs to be addressed, since many individuals are being asked to start an innovation initiative, but also justify the investment in resources and dollars, and the opportunity costs. First question we ask when someone wants to “justify” innovation is: Innovation project or innovation program? Next question - why do we need to justify innovation at all? No one would ever question the relative value of a purchasing team and process and software, or a sales team. If the one key competitive advantage you have left is in creating new products and services faster and more effectively than your competition, do you need to justify the infrastructure to do that? Next, what’s the value of one good idea? Do you think that Proctor&Gamble has recouped all of its innovation investments from the Swiffer alone? Finally, the last thought around innovation. There are two metrics you can use to measure how well innovation is working. For the first year, most likely, you’ll need to use process based metrics. How many ideas did we create? How many ideas moved into new product or service development? You need to establish your goals and use these metrics early on because it takes time for ideas to prove their value. The second metric is what we call outcome based metrics. Over time as the ideas you generate have impact, you should be able to trace the revenues and margin back to your innovation team. Recognize that probably 85 to 90 percent of your original ideas may not provide a payback, but some will.