Ed Albertson
Vice President - National Accounts
Carew International, Inc.
“See, when we first started letting customers review books, some publishers were startled by this, because, of course, customers give both positive and negative reviews. I got letters from publishers in the early days, some quite hostile, saying, ‘Don't you understand your own business? You make money when you sell books. Why would you allow negative reviews?’ The reason is because it's helping customers make a purchase decision, which creates real value for customers. You know, making a bad purchase decision isn't just a waste of the money you spent on the product; it's a waste of your life. If you buy a book, you may spend $20 on the book, but you're going to spend ten hours of your life, that's a big deal.”
Business Week interview with Jeff Bezos (founder, president, CEO and chairman of the board of Amazon.com) on March 16, 1999 (http://www.businessweek.com/ebiz/9903/316bezos.htm)
I felt it was worth committing an entire paragraph to this decade-old vignette about Jeff Bezos and Amazon.com because the story captures the true spirit of selling in the 21st Century. The irony of that story appearing during the last year of the twentieth century could not have been more significant, unless it had appeared on New Year’s Eve, 1999. With the arrival of the new century, the art and science of selling fundamentally changed forever and there is no going back.
To be effective and successful, sales professionals must become that trusted advisor to their customers. Sales professionals need to be singularly focused on helping their customers make wise buying decisions. Such a focus earns us the right and privilege to be consulted on customer buying decisions in a way that yields more than short-term profits. Such a focus delivers long-term, healthy relationships.
Trusted advisor sales professionals will find themselves in Preferred Position with their customers, able to influences customer specifications and decision criteria. Trusted advisor sales professionals also find that their customer typically comes to them first as the source of choice. And in the inevitable event of a problem or mistake, the customer of the trusted advisor sales professional is more likely to give them the benefit of the doubt or a second chance. Finally, as a trusted advisor sales professional, you’ll set the standard by which all other competitors are judged -- a truly enviable position.
Best wishes for a happy, healthy and successful New Year!
Tuesday, December 29, 2009
Friday, December 18, 2009
Taming the Email Beast
Chuck Terry
Executive Vice President & CSO
Carew International, Inc.
While consulting with several managers over the last few weeks, a common concern emerged around the rise of email or texting as a primary means of communication and all the problems that accompany that evolution. Here is a breakdown of some of the most common problems associated with web based communication, as well as helpful remedies for each:
PROBLEM: LOSS OF CONTEXT - When reading or writing an email, we typically assign a “tone of voice” in our heads, which frames the context of the communication. At Carew we call this being in your own “odds are.” You are choosing to assign the “tone of voice” to either what you write or what you read, without any way to insure the message is being received in the same “tone” as it was written. Have you ever experienced anger while reading an email, then fired off a response in the “same tone” in which you interpreted the original communication, only to later wish you could retract the email?
SOLUTION: Any time you sense anger in an email you receive, break the chain immediately. Pick up the telephone and discuss the situation in person. If you are sending an email that could in any way be construed in a negative tone, carefully consider the words you choose for maximum clarity or, once again, consider picking up the phone and discussing the subject in person. When communicating informally or with other employees, a symbol such as a smiley face or the infamous “LOL” can help lighten the tone and diffuse potential misunderstandings.
PROBLEM: “REPLY TO ALL” - This is a real pet peeve of mine. In a recent discussion, a group of managers stated that as much as 20% of their email is irrelevant communication in which the sender chose “reply to all” versus just replying. This is particularly bothersome to me when I keep getting copied on every leg on an ongoing, online discussion. Even if I don’t read them, I still have to take the time to sort through the inbox and delete the “replies to all.” Folks who over use “reply to all” need to consider two things. First, wasting the time of busy professionals with excess emails is annoying and shows a lack of business savvy. Second, every time you send extraneous email, you undermine the credibility of all future, valid emails you will send. Don’t be the guy/gal who copies everybody on everything. If you want to see the full potential impact of this dilemma, check out the article in this link.
SOLUTION: Let the people you work with know that unless there is a very relevant reason why they need to copy everyone on e-mail responses, DON’T! Assure them no one will feel left out or less important because they aren’t copied on all communications. In an ongoing online discussion, consider whether you need to “reply to all” on every installment, or just provide a recap of the final decision or outcome. Better yet, enact company policy to provide guidelines to this practice.
PROBLEM: PASS THE MONKEY: One of the most reproduced articles of all time from the Harvard Business Review is one entitled “Management Time: Who’s got the Monkey?” by William Oncken Jr. and Donald L. Wass. If you haven’t read it, I highly recommend it as a great article on the power of delegation and how to keep your subordinates’ “monkeys” (responsibilities) from jumping onto your back. Although the article, originally written in 1974, is as relevant today as ever, it doesn’t address the newest, fastest, most effective vehicle in the world for allowing “monkeys” to jump from the backs of your team members squarely onto yours -- and that is email. How many times have you experienced someone failing to accomplish a critical task only to be met with the ubiquitous response, “But I sent you an e-mail about that”? On further investigation, you discover that the “monkey” was buried deep in the text of an unrelated email and, in the mind of the sender at least, leapt onto your back as delegated back to you.
SOLUTION: Instituting these simple communication policies can put a stop to this reverse delegation via email: Any message that requires action on the part of the recipient must clearly state such in the heading of the email. No commitment to action on the part of the recipient can be assumed until so stated in a confirmation return email.
PROBLEM: EMAIL AS THE PRIMARY COMMUNICATION VEHICLE WITH CUSTOMERS - In talking with both sales managers and customers, I see this becoming more and more of a problem in maintaining strong customer relationships. It is so easy and efficient to communicate via email; but the simple fact is that email is no substitute for live conversation. Sadly, you may not realize how long it’s been since you actually talked to the customer, until there’s a problem or issue as a result.
SOLUTION: Institute a policy specifying the acceptable ratio of emails to “in-person” customer conversations. Another option is to set a maximum for the amount of time that can elapse without live customer contact. These policies are easily monitored by installing a notation on your management report that denotes how the client was contacted. By the way, leaving a voice mail doesn’t count as an “in person contact.”
I am by no means denying the benefits and efficiency of electronic communications. It can be a powerful tool if used wisely, in the correct context and in proper balance, as part of an overall communication strategy. But like any powerful tool, it can be equally damaging without proper application. Instituting a few simple guidelines can help you maximize the benefits and “tame the email beast.”
Executive Vice President & CSO
Carew International, Inc.
While consulting with several managers over the last few weeks, a common concern emerged around the rise of email or texting as a primary means of communication and all the problems that accompany that evolution. Here is a breakdown of some of the most common problems associated with web based communication, as well as helpful remedies for each:
PROBLEM: LOSS OF CONTEXT - When reading or writing an email, we typically assign a “tone of voice” in our heads, which frames the context of the communication. At Carew we call this being in your own “odds are.” You are choosing to assign the “tone of voice” to either what you write or what you read, without any way to insure the message is being received in the same “tone” as it was written. Have you ever experienced anger while reading an email, then fired off a response in the “same tone” in which you interpreted the original communication, only to later wish you could retract the email?
SOLUTION: Any time you sense anger in an email you receive, break the chain immediately. Pick up the telephone and discuss the situation in person. If you are sending an email that could in any way be construed in a negative tone, carefully consider the words you choose for maximum clarity or, once again, consider picking up the phone and discussing the subject in person. When communicating informally or with other employees, a symbol such as a smiley face or the infamous “LOL” can help lighten the tone and diffuse potential misunderstandings.
PROBLEM: “REPLY TO ALL” - This is a real pet peeve of mine. In a recent discussion, a group of managers stated that as much as 20% of their email is irrelevant communication in which the sender chose “reply to all” versus just replying. This is particularly bothersome to me when I keep getting copied on every leg on an ongoing, online discussion. Even if I don’t read them, I still have to take the time to sort through the inbox and delete the “replies to all.” Folks who over use “reply to all” need to consider two things. First, wasting the time of busy professionals with excess emails is annoying and shows a lack of business savvy. Second, every time you send extraneous email, you undermine the credibility of all future, valid emails you will send. Don’t be the guy/gal who copies everybody on everything. If you want to see the full potential impact of this dilemma, check out the article in this link.
SOLUTION: Let the people you work with know that unless there is a very relevant reason why they need to copy everyone on e-mail responses, DON’T! Assure them no one will feel left out or less important because they aren’t copied on all communications. In an ongoing online discussion, consider whether you need to “reply to all” on every installment, or just provide a recap of the final decision or outcome. Better yet, enact company policy to provide guidelines to this practice.
PROBLEM: PASS THE MONKEY: One of the most reproduced articles of all time from the Harvard Business Review is one entitled “Management Time: Who’s got the Monkey?” by William Oncken Jr. and Donald L. Wass. If you haven’t read it, I highly recommend it as a great article on the power of delegation and how to keep your subordinates’ “monkeys” (responsibilities) from jumping onto your back. Although the article, originally written in 1974, is as relevant today as ever, it doesn’t address the newest, fastest, most effective vehicle in the world for allowing “monkeys” to jump from the backs of your team members squarely onto yours -- and that is email. How many times have you experienced someone failing to accomplish a critical task only to be met with the ubiquitous response, “But I sent you an e-mail about that”? On further investigation, you discover that the “monkey” was buried deep in the text of an unrelated email and, in the mind of the sender at least, leapt onto your back as delegated back to you.
SOLUTION: Instituting these simple communication policies can put a stop to this reverse delegation via email: Any message that requires action on the part of the recipient must clearly state such in the heading of the email. No commitment to action on the part of the recipient can be assumed until so stated in a confirmation return email.
PROBLEM: EMAIL AS THE PRIMARY COMMUNICATION VEHICLE WITH CUSTOMERS - In talking with both sales managers and customers, I see this becoming more and more of a problem in maintaining strong customer relationships. It is so easy and efficient to communicate via email; but the simple fact is that email is no substitute for live conversation. Sadly, you may not realize how long it’s been since you actually talked to the customer, until there’s a problem or issue as a result.
SOLUTION: Institute a policy specifying the acceptable ratio of emails to “in-person” customer conversations. Another option is to set a maximum for the amount of time that can elapse without live customer contact. These policies are easily monitored by installing a notation on your management report that denotes how the client was contacted. By the way, leaving a voice mail doesn’t count as an “in person contact.”
I am by no means denying the benefits and efficiency of electronic communications. It can be a powerful tool if used wisely, in the correct context and in proper balance, as part of an overall communication strategy. But like any powerful tool, it can be equally damaging without proper application. Instituting a few simple guidelines can help you maximize the benefits and “tame the email beast.”
Tuesday, December 1, 2009
I Second That Emotion...
Ed Albertson
Vice President, National Accounts
Carew International, Inc.
“The idea that we must choose between science and humanities is false...
Our society could not survive without scientific and technological knowledge. But we would be equally impoverished without humanistic knowledge as well. Science and Technology can help teach us what we can do. Humanistic thinking can help us understand what we should do.”
Alan Brinkley, History Professor, Columbia University
Article: Half a Mind is a Terrible Thing to Waste
Newsweek, November 23, 2009
In his recent Newsweek article, Alan Brinkley addressed the balance being sought between the sciences and the humanities in educational approaches, especially in American universities. But it could easily be applied beyond the ivory towers of higher education to the business world. Deciding between what we can do and what we should do offers an enigmatic dilemma in almost every walk of life; but nowhere is that contrast more striking than in the world of sales. The “art” and “science” of selling have warily sparred with each other throughout the development of sales as a profession, and the dynamic tension between the two has been apparent throughout the history of sales training approaches.
Today’s sales professional understands the implication of this dynamic tension; knowing he/she must constantly balance both the interpersonal skills that contribute to strong relationships (humanistic knowledge) as well as the functional activities (science) that one must execute for effective selling to take place.
The efficiency of science and technology in the world of sales professionals is enhanced with Customer Relationship Management (CRM) systems, laptops, online order processing, mobile phones, voice mail and email, to cite a few of the more obvious tools employed today. However, sales effectiveness also relies upon humanistic knowledge, like developing the other-centered perception of a customer’s business environment, recognizing the various personality styles that make people different, honing the ability to actively listen to understand, and communicating clearly and concisely to others.
Current research continually reveals and quantifies the effect of human emotions upon decision-making. The savvy sales professional uses the full range of his/her knowledge and experience to turn that emotional impact to their advantage time and again. Flexibly adapting to each situation requires a nimble style that plans for contingencies and doesn’t just react to ever-changing circumstances.
There is no doubt, we need both. Effective sales professionals master both the “art” and the “science” of selling, combining them with planning and execution, and fine-tuning the approach with each and every interaction.
Vice President, National Accounts
Carew International, Inc.
“The idea that we must choose between science and humanities is false...
Our society could not survive without scientific and technological knowledge. But we would be equally impoverished without humanistic knowledge as well. Science and Technology can help teach us what we can do. Humanistic thinking can help us understand what we should do.”
Alan Brinkley, History Professor, Columbia University
Article: Half a Mind is a Terrible Thing to Waste
Newsweek, November 23, 2009
In his recent Newsweek article, Alan Brinkley addressed the balance being sought between the sciences and the humanities in educational approaches, especially in American universities. But it could easily be applied beyond the ivory towers of higher education to the business world. Deciding between what we can do and what we should do offers an enigmatic dilemma in almost every walk of life; but nowhere is that contrast more striking than in the world of sales. The “art” and “science” of selling have warily sparred with each other throughout the development of sales as a profession, and the dynamic tension between the two has been apparent throughout the history of sales training approaches.
Today’s sales professional understands the implication of this dynamic tension; knowing he/she must constantly balance both the interpersonal skills that contribute to strong relationships (humanistic knowledge) as well as the functional activities (science) that one must execute for effective selling to take place.
The efficiency of science and technology in the world of sales professionals is enhanced with Customer Relationship Management (CRM) systems, laptops, online order processing, mobile phones, voice mail and email, to cite a few of the more obvious tools employed today. However, sales effectiveness also relies upon humanistic knowledge, like developing the other-centered perception of a customer’s business environment, recognizing the various personality styles that make people different, honing the ability to actively listen to understand, and communicating clearly and concisely to others.
Current research continually reveals and quantifies the effect of human emotions upon decision-making. The savvy sales professional uses the full range of his/her knowledge and experience to turn that emotional impact to their advantage time and again. Flexibly adapting to each situation requires a nimble style that plans for contingencies and doesn’t just react to ever-changing circumstances.
There is no doubt, we need both. Effective sales professionals master both the “art” and the “science” of selling, combining them with planning and execution, and fine-tuning the approach with each and every interaction.
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