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More Than a Sales Trick – What is WIIFM?

sales pitch

Many sales training programs teach a principle called WIIFM. Have you heard it? Know what it means?

It stands for “what’s in it for me?” The concept says a good salesperson must be prepared to answer that question on behalf of the prospect.

In other words, if I am the salesperson, it’s not about ME. It’s about my prospect. I’m supposed to get out of my own story and think about their story.

The prospect will ALWAYS be asking what’s in it for me? They don’t care how slick, smooth or smart you might be. (That helps for sure, but is not enough to win the deal.) You have to answer their questions using their terms AND their story.

It’s not your story.

It also applies to Leadership

I have discovered there is a similar powerful application of the WWIFM idea when coaching leadership development. Clients often ask, how can I be better at engaging my stakeholders or being able to influence ‘up’ the organization.

The answer? WIIFM.

Think about what’s in it for them. Why should they be listening to you? It’s not enough to try to impress people with your skills and knowledge.

You have to approach them on their wavelength, their mindset, using their standards for communicating. Some might call this “know your audience.” I like that too.

If you engage others using the WIIFM mindset, you can become more effective at delivering the value proposition you are responsible for executing.

Delivering Value

You see, we all go to work to create and deliver value. It might be tangible goods, services, or more academic thinking, but it’s incremental value being added to the overall value chain of your business. Otherwise, why should you be there?

If you’re not delivering value in some form or another, you are expendable. The faster you figure out how to demonstrate that value-add to your business partners and stakeholders, the better you will be.

So stop trying to be the resident expert pushing the cart up the hill. Rather think first about what that stakeholder really needs. Get them to share with you the key questions in their mind. While these questions help resolve the WIIFM for your stakeholder, you also need to explore how they engage.

Recently a client was telling me about one stakeholder who never responds to their internal instant messaging system. I asked if anyone else experienced that pushback from the stakeholder. Sure enough, others also complained this person never responded to IM. That’s a clear signal they don’t like that tool. How about an old-fashioned face-to-face?

In the process of learning your audience, ask them how they prefer to engage. In today’s fast-paced world of slick tech tools, there are so many options.

Do they like internal messaging systems, emails, or periodic face-to-face meetings? Figure out the most desired medium for them to receive information. Then stick to that answer.

Senior Execs Need More

The more senior the person you need to engage, the more likely is their sense of WIIFM. They are making split-second decisions about how to spend their minutes each day. If they can’t see a quick and obvious WIFFM answer, they will cut you off and send you away. It doesn’t matter how slick your PowerPoint was going to be.

Plus you should never take that kind of rejection personally. It’s just their way of subtly saying, “…you didn’t answer my WIIFM. Get me a better answer for that and I’ll engage.”

I had a mentor who taught me the phrase “Be bright, be brief, be gone.” The better I perfected that technique the more often I was getting asked to the senior executive floor for consultation. It was obvious I was doing a better job of answering WIIFM.

You can too.

The Meeting Before the Meeting

meeting with the boss

There’s a subtle yet powerful way to make change happen. It involves doing your homework and some legwork before a big meeting. I call it the ‘meeting before the meeting.’

Larger businesses often rely upon leadership meetings or Board meetings to make big decisions. The person or teams bringing requests for approval have big challenges to get it right. Rather than waiting for the final big meeting to happen, you need to do prep work. You need to work the process.

The Back Story

I learned about this approach in my banking days. My bank was a bit old school. We had Loan Committees that approved big deals coming into the bank. By this, I mean the loan requests from customers. Millions of dollars were at stake.

Businesses needed the bank to help finance operations and growth. The bank had to make sound and solid loan decisions to keep the bank stable and profitable. It was a difficult balancing act. Loan officers worked very hard to build the banking relationships. When a customer decided to ask for help, it was important for the officer to be able to make things happen.

This meant going to loan committee.

The committee prep work was daunting unto itself. Analysts combed through spreadsheets and the customer financials. Proposals were carefully written and justified. But it would be certain death to go into the loan committee without doing something else first.

The Meeting Before the Meeting

This is where this special step became so important. The meeting before the meeting.

It meant a diligent loan officer would walk the proposal to every member of the loan committee for a one on one review and discussion. Basically the LO was having to lobby a vote from each member.

Our ‘big’ committee, where only the largest deals got done, had a single ‘no’ vote rule. One vote ‘no’ meant disapproval. The customer request would be denied and the LO would have to start over.

From a career standpoint, it was also death to an LO. Not literally, but figuratively. You couldn’t loose many and be considered a good credit person. Your career could hit a ceiling real fast.

However, using the meeting before the meeting helped grease the skids, oil the machine, and smooth the glide. LOs learned pretty fast how to get real good at lobbying their deals. They learned which senior officers asked what questions. They carefully crafted the right answer to persuade each committee member to vote yes.

On one hand, we were in the business to make loans, but we thought they needed to be good loans. There were plenty of ways to make sure that happened. By letting the committee members have a shot at the deal without risking the one no vote, LOs could make adjustments to the package. It helped them gain insights that could otherwise be embarrassing in front of the whole committee.

Then, when the big day came to actually present to committee, it was often more a formality rather than a process. Of course there might be group discussions, but usually everyone already knew what the vote would be. There were seldom any surprises.

Use in Your Business

Regardless of the business or industry you may find yourself, if you have these larger organizational meetings to make big decisions, you can take a page from this book.

By investing in the preparation and effort to garner support via the meeting before the meeting, you can greatly improve your chances of success.

I had a client recently who was responsible for a big organizational change that had been mandated by senior leadership. While the overall change was understood, there were strategic decisions that had to be made by a leadership council. These decisions drove P&L results and impacted vertical lines of business.

It was going to be vital that the council agreed to the plans that had been designed. Otherwise the whole change initiative would have to be scrapped and redesigned.

I recommended the meeting before the meeting. My client and her team got busy arranging the sessions. One by one they huddled with the individual members of the council. All of it was done before the big meeting.

When the day arrived for the vote, the presentation was made (with great edits and adjustments suited for exact satisfaction of various members). The vote was unanimous YES!

My client and her team came away victorious. Champions for the cause for change and recognized for great work to get there.

As we talked after the fact, she shared with me how powerful that little extra effort became. It helped galvanize the change effort. It crystallized the clarity and sealed the deal.

You should try this approach the next time you are trying to push through a big initiative at work. Take time to make these meetings before the meeting happen. You’ll be glad you did.

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Burn the Boats – The Toughest Leadership Command

burn the ships

We all like Plan “B” options that afford us an escape when things don’t work out. In 1519, Captain Hernán Cortés landed in Veracruz to begin his great conquest. Upon arriving, he gave the order to his men to burn the ships. How’s that for bold leadership?

What Cortés did was force himself and his men to either succeed or die. A retreat was not an option.

In order to achieve the highest level of success we each desire, there are times when we need to “burn the boats.”

The obvious question becomes “what are my ships or boats”? For starters, your ship may be anything that you are afraid to let go of.

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Breaking Through the Invisible Wall

management and leadership

There is an invisible wall in the business world. It’s the wall between management and leadership; being a good manager and becoming a great leader.

People can spend an entire career and never break through that wall. The wall is not about equal opportunity, hiring practices, promotion or selection. Nor is it about gender or age.

No, this wall is about moving from Management to Leadership.

The Entrepreneur’s Conundrum

The easiest way to explain this wall is to start with an entrepreneur. A solo-preneur; the person who thinks he/she has an idea and wants to start a business.

choice vs chance

Let’s say our hero gets some funding and launches the business. In no time, the business starts to make sales and grow.

Pretty soon the owner needs to hire people to help fill all the orders, make more widgets, or whatever they are doing. They need more people.

Now they have a team running. The first experience is to manage the process. The owner has to show everyone how to do or make the things you meant to do in the business.

Your idea as the entrepreneur has to get communicated, trained and shared with others to let the business grow.

As the Manager, you track the numbers, make the deposits and pay for expenses.

Things seem to be going OK. You survived the start-up phase.

New Opportunities

As the business grows, you have to grow with it. More resources, bigger payrolls, larger space, etc.

But the owner seldom thinks about growing their own ability to manage the business. The thinking goes something like this.

“What I did before got us here, I’ll do more of that, and we’ll be fine.”

That works for a little while longer, but the business still keeps growing.

Now it’s become a full-sized enterprise with layers of management, division of teams for specialized skills, and other expanding roles.

The Thirst for Leadership

Somewhere in between that expansion phase and the enterprise phase, the Invisible Wall takes shape. As the company grows, so does the wall.

What used to be decent management starts to have problems. The old ways to push people and materials don’t work anymore.

It’s not the people or the business, it’s the owner’s capacity to lead that is crumbling.

This new entity that is the company is hungry for leadership. Not more management, but bona fide leadership.

Leadership has to step in and take over.

As Monte Pendleton, Silver Fox Advisor, and founding member states “There is no particular time table for these stages. But the ending of Stage 1 usually becomes apparent when the requisite managerial skills begin to change. The very personality, skills, and capabilities that allowed you to succeed as a Stage 1 entrepreneur or start-up owner/operator, now become detrimental to you in the latter stages.”

When the wall becomes apparent, you have some choices to consider.

First, you could decide to quit growing; stay the size you are, and keep doing the same things.

Or, you can choose to modify your management style and press on toward the next phase. Hire a coach or an advisor to guide you through the changes needed to break through the wall.

Lastly, you might choose to replace yourself with someone who has better leadership skills and experience, allowing you to revert to the core talent and gifts/specialties you started with.

If all else fails, sell the business at its then market value and go fishing. (I digress).

Bigger Enterprise

I dedicate my coaching practice to owners and executives who are right at the wall.

There are senior managers everywhere who still need to embrace the reality of the presence of the wall.

Believe it or not, a wall always exists between the stage of the business unit you run and your ability to lead.

a group of young people working in the office

I’ve said it many times before, a good manager can have a long and successful career never being more than a manager. Turn the screws, meet the deadlines, ship those deliverables and do it through strong management skills; these can be a nice career.

However, for the good of the growth of the enterprise, you need to become a leader. If you already know something about leadership, be a better leader.

Monte states “Leadership is the ability to cause others to take action even when the action is outside their comfort zone.”

Dave Guerra in his book “Superperforming” says “Management is about process and leadership is about people.”

I love that explanation. So true.

Think about your situation right now. It doesn’t matter whether you own the business or run a large team/division inside one. Ask yourself, “where is my wall?”

Question: Have you broken through the wall, realizing the need for leadership over management?

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To Be a Great Leader, You Must Inspect What You Expect

Inspect Expect
Inspect what you expect and article from @dougthorpe_com

Inspect what you expect.

This is an old saying that I learned decades ago.

What does it mean, exactly? And what does it have to do with leadership?

Well…

Have you been guilty of spouting a directive then letting it die a natural death? We’ve all done it at one point or another—whether accidentally or intentionally, we’re all guilty.

When a leader sets out a goal or directive, that goal can only be achieved with good monitoring, or, inspection.

Whether you run a big business, a team, or are working on a small project, in order to achieve any sort of success, you have to be mindful of these simple words: inspect what you expect.

Here’s my story.

The Military Way

Great leadership principles you need to know. Leadership powered by common sense

The “inspect what you expect” principle takes many forms.

During my days as a second lieutenant, we conducted regular health and welfare inspections.

While the military inspects a lot of things, this was unique. Those of you who have served in the military know why.

Those of you who don’t: buckle your seatbelts.

To achieve the best results, you must inspect.

One early morning at 3:30 a.m., the entire cadre (all of the managers and supervisors) of our training unit surrounded a barracks where a portion of our troops lived.

We suspected drug activity coming from this barracks.

This “health and welfare inspection” was actually a search and seizure mission.

We burst into the barracks and surprised all of the soldiers sleeping there. They were ousted from their bunks and told to stand at attention beside their footlockers while we searched the premises.

Sure enough, we found a stash of drugs and some paraphernalia tucked inside one of the footlockers.

Our target was achieved.

We could have preached and threatened the law about drugs, but we had to inspect what we expected.

This principle also applies to the success of most businesses.

Why?

Because even the best strategic planning simply won’t matter without proper execution.

A great leader must push forward to make things happen. They cannot stand still; they must be in constant motion, pushing towards a goal to reach success.

They must be focused.

Every plan and strategy associated with a goal must always be monitored and inspected to ensure proper execution and achievement.

Good project management comes from inspecting what you expect.

Have you heard of Six Sigma or DMAIC?

“Six Sigma”

Six Sigma is a specific set of tools and techniques used to to help businesses improve their processes.

Inspecting what you expect is an integral part of Six Sigma. It is also an integral part of overall good project management.

For process improvement, a concept known as DMAIC is applied.

DMAIC

DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control

…or, simply inspecting what you expect.

With DMAIC, you analyze results as they occur, checking them against expected outcomes.

If you find yourself off the mark, adjust and do it all over again. In other words, you are staying alert—at all times—to the things happening around you that affect your process and your progress.

The devil is in the details.

There is so much more to being a great leader than stating your plans and giving directives.

Great leaders walk the floor.

If you’re not walking the floor, you’re not being a good leader. You’re doing it wrong.

Leaders who don’t walk the floor find that things are not happening as they expect. Always remember: the devil is in the details.

You have to constantly be checking in, seeing what’s going on—walking the floor. You have to constantly ensure the appropriate measures are being put in place to achieve the right outcome.

You have to constantly test and review events and circumstances.

For example: if your business enforces things like safety or regulatory compliance, your role as a leader is to inspect and review events and circumstances. You have to check work every single day to ensure proper compliance.

If you don’t, people could get hurt.

Three easy steps to inspect:

1. Expect

Set expectations; specific expectations.

When issuing a directive, always be clear about your expectations. Be as specific as possible.

Volumes, dollars, incidence rates, hours, cost saves, the list goes on. The expectation you give will determine the outcome.

2. Be Consistent

Constantly inspect, and keep your inspections consistent. Keep communication open and be consistent in everything you do. Be open and don’t beat around the bush. Share your results.

3. Stay Visible

People need to know you are engaged and involved in the review process. Don’t get stuck behind your office door. Show your team you are active in the process. Be around them. Answer their questions. Motivate them.

Remember: you are the leader guiding the vision to the final outcome. Be available to talk it through with those who have questions. Walk the floor.

If your team is spread out geographically, remain visible with the right frequency of check-in calls and team meetings.

Let your team know that part of executing the mission is routine reviews.

So…do you inspect what you expect?

If you enjoyed reading this article, please recommend and share it to help others find it!

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Have You Turned Away from Networking Groups?

networking

We are T-minus 2 weeks into 2021. Are you having fun yet? Have the New Year’s resolutions taken root or been abandoned?

People are still trying to make sense of the new normal we call COVID. I’m no different.

But today I want to drill down on a topic that has been recurring more and more often in my circle of business owners and corporate execs I talk to. That topic is business ‘networking’.

What Is Networking?

There are a lot of different meanings when you say networking. Most often in the business sense, it has to do with sales and lead generation; go to some event, meet people, and get new prospecting contacts.

However, the one I want to talk about is the mastermind, the roundtable, or peer-to-peer advisory type. Call it what you will. It’s the situation where a few people sharing the same general profile gather. There is a common thread reaching across the group. The meeting is usually facilitated by someone. The events can be paid for or free.

On one hand, the concept here is a good one. “Iron sharpens iron” is a Biblical principle taught for 2000 years. Napolean Hill in “Think and Grow Rich” preaches the idea of the power in a Mastermind Group. That was 1920. It’s been around ever since.

So gathering with peers to share experiences and offer solutions makes sense, right?

Over my career I’ve participated in dozens of these group formats, logging hundreds of hours of participation. And yes, I’ve gotten great value. Hopefully, I’ve shared some value too.

Even today, I belong to or facilitate several.

The Rub

The concern I’m hearing from clients and prospects though is that in today’s business VUCA world (volatile, uncertain, complex, and ambiguous), the measurable value in these meetings is in doubt.

mastermind

I can honestly say, I have more clients exiting their groups than I do joining groups. Why is that?

Here are five BIG reasons I see today.

First, with the pivot to everything being virtual, you get a mixed reaction. While you’re saving time commuting to the breakfast, lunch or dinner meeting, you’re just tired of Zoom/Teams calls.

Having one more virtual gathering is painful. Plus the connection with the group may suffer by doing it virtually. Yes, we’re all getting better at communicating this way, but the deeper, more meaningful connection (like these should be) gets compromised.

Next, the group dynamic may be skewed. In almost every group, there will be one or two ‘know-it-alls’; people who have something to say about everything. You know in your gut they don’t really know it all, but these geniuses will convince you it’s true.

Having to spend a portion of your time with the group either debating or ignoring the know-it-all personality is unproductive.

Thirdly, the focus is unclear. If the organizer/facilitator is not skilled at bringing value to the group, then there may not be any sense of purpose. Who needs to spend an hour or more each month without focus? It just becomes a social event.

Likely you have other circles of friends and colleagues you’d rather spend your social time with, not a peer business group. And certainly not one you may be paying to attend.

Next, a sense of trust is missing. In any small group, especially one committed to sharing thoughts and ideas, there has to be a ‘cone of silence’ or TRUST. The group needs to be expressly committed to protecting trust with each other.

If you do not feel the trust in the group, the depth of the issues you open up will suffer. You’ll be more likely to skim along, never reaching deep into concerns and questions.

Lastly, do you struggle to fit in? Not all groups are created equally. Depending on the sponsor organization building the groups there may be little to no filter on the way groups are set. You can waste several months exploring the fit, only to find it’s not going to be good.

Issues like conflicts of interest, competing business markets, and company size can be alignment factors that impact the effectiveness of the mastermind.

These five reasons are the main objections I hear now. I am sure there are others.

But id this to say STOP all your group attendance? No, of course not. If you are finding value, then by all means stay with it. Just be certain you are receiving a meaningful return on invested time or money.

The Alternative

If you are still hungry for advice and counsel, what can you do?

The other choice apart from those networking groups is to engage a single advisor. This is someone who can be your personal, trusted guide. Just like a personal trainer at the gym or a yoga or golf instructor, having a business advisor makes sense.

With a single advisor or a small group of advisors, you get the exact attention your business needs. There are no distractions from others creeping in and consuming the time. It is YOUR time.

Selection of your advisor takes a little work though.

The market has been flooded with new, young professionals offering to be business coaches and consultants. Beware. The canned programs that many of these agents subscribe to are ‘business in a box’ solutions. One size does NOT fit all.

You need someone who has been there before, accomplished the greater things you want to achieve, and someone who knows the realities of running bigger businesses.

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Why not align with someone who has proven success at the higher level you want to go to? What could anyone possibly tell you about growing from $1,000,000 annual revenue to $5,000,000 or from $10MM to $25MM, if they haven’t already done it themselves?

If these thoughts resonate with you, perhaps we should talk. Click the button below to arrange a call. I look forward to hearing from you.

What is Trust Anyway?

You and I share many different things. As leaders, we share common needs, goals, and attributes. Depending on who you talk to, you and I score at different levels depending on the topic we choose to ask about. However, there is one key area frequently cited as a critical factor in determining whether a leader is effective or not. That factor is TRUST.

Business leaders don’t consciously go about their day specifically trying to build trust. This would be like having ‘building trust’ on your to-do list. Let’s see, go to the bank, check; wash the car, check; build trust, wait, what? No, that’s silly.

They will let their decisions and their actions impact the level of trust bestowed on them by others. Age-old wisdom says trust is earned. Children are taught at an early age. Leaders know it too.

A Manager’s Challenge

Anyone who has ever assumed management duties understands how critical trust can be in persuading a team to perform. The collective efforts of the team can be hurt if individuals on that team have doubts about the boss.

There is usually some kind of default mindset at work between employees and the employer. Workers often start out not trusting the boss. Sadly, too many bosses start out not trusting their teams either. It truly is a two-way street.

Experts found that trust, social connectivity, and a general sense of well-being are all intertwined. There are scientific studies revealing that two sections of the brain involved in sensing trust.

Based on perceptions of trust, the participants (in the study) reported positive interactions with the “close friend” to be more rewarding than interactions with a stranger—and were more likely to interact with this player. This illustrates our innate human desire to connect with others and create close-knit bonds even if these ties are based on blind trust or lead to [other bad outcomes].

Brain imaging of the participants showed that two specific brain regions were actively engaged when someone thought they were trusting a close friend. Increased activity of the ventral striatum and medial prefrontal cortex were correlated with positive social value signals when participants made decisions based on a belief they were playing with a good friend.

But science aside, what makes trust so hard to build? Think about all of your own experiences with friends, co-workers, bosses, and leaders. You likely watched three levels of interaction that factored into how deeply you felt you could trust the other person.

Technical Ability

In a work setting, the team leader must demonstrate a certain level of technical ability to begin earning trust from the team. New, first-time managers struggle with this because they might have been promoted in recognition of their skills in one area, but they lack comprehensive knowledge of the whole team’s scope of responsibility.

Lacking that technical knowledge, they are deemed incapable of performing as team lead, so trust is denied.

New bosses moved in from outside the department suffer this same kind of gap. Until they can prove they know their stuff, the team will be reluctant to give the trust that might be needed for respecting the ‘new guy’.

I once was a department head of a large administrative group supporting a $5 billion asset portfolio at a large regional bank. I had several teams reporting to me, responsible for 5 different lines of business. One day, while walking through the department, one of the administrators stopped me and asked a fairly technical question. I paused and began coaching him on the topic, explaining the process and the calculations he needed for the problem he presented. He seemed shocked. I asked why? He said, “I didn’t think the Big Dog would know this stuff.” To which I grinned and replied, “How’d you think I got to be the Big Dog?”

Cultural

The next level is what I will call cultural trust. After technical trust is established there is still a void at the cultural or corporate level. The key question here is whether you demonstrate consistent, reliable actions and behaviors.

No one can trust someone or something that acts inconsistently. Roger Ferguson, founder of ISI HR Consulting and creator of “Big Five Performance” talks about this corporate trust as whether a leader is known to be trustworthy, delivers as promised, and is generally known to be a person of character.

Being consistent in the way you act and interact creates a level of trust that grows with each passing day. As soon as you make a serious deviation from the pattern you start, trust takes a step backward. This is why it is so critical for leaders to be mindful of the direction they want to go, centered on core principles, and committed to consistent behavior as a leader.

Personal

This is the most intimate of trust levels. This is the deep, one-on-one trust. This kind of trust with individual employees has people thinking “I don’t care what others say, I know what I believe about this boss, and I am very good with it.” Further “I will follow them wherever they want me to go.”

Why would someone be willing to say that? Because the other two levels have been satisfied and now opportunities to deal personally with the person have proven to be reliable and solid. The pattern is there, the details are there, and, even more importantly, the experience is there.

Complexity

This is why trust cannot be won overnight. It has to be earned. All three levels have to be engaged. You cannot make it to the gold ribbon level of personal trust without first achieving the other two levels.

Think about personal relationships. These same three levels are at work. Anyone who starts dating someone runs the same sequence of steps trying to test for trust. When you are the person wanting to earn someone’s trust, you have to be faithful to build these stages, carefully and thoughtfully.

More relationships crater over breakdowns in trust at one of these three levels. Repeated disappointment is the reason for the eventual failure of any relationship.

We just don’t want to be around people we cannot trust. Certainly not for any meaningful reason.

Leadership Lessons

For team leaders and executives at all levels, I teach a program called Team Trust. In it, we explore ways that teams and their leaders can use a proven, reliable, and repeatable process to build trust, eliminate unneeded distractions, and improve performance.

There are core disciplines that can be deployed to improve team performance by building trust at all levels of the organization.

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Start Your Own Blog Today

business man using internet on smart phone and laptop

Recently I’ve had clients mention that they may want to start blogging. I wrote this article several years ago and have shared it twice before. But for those just now thinking about blogging, but I am updating it and sharing it again.

There are plenty of reasons seasoned professionals should write their own blogs. I’ve been blogging since 2009 when I founded Jobs Ministry Southwest. Back then, it was a great way to share information with the people using our career transition services.

That modest effort got me excited about the power of blogging. From its humble start, my blog has grown into the site you see now with over 200,000 followers and growing.

Blog Writing

Now, as my coaching and consulting businesses have grown, I use the blog to share articles on key topics for managers and business leaders, sharing thoughts about leadership and entrepreneurship (my two favorite topics). Blogging helps cast a wider net, spreading your message across the globe.

I am going to share some of the quick and easy steps I use to build the blog.

Domain names – Get yourself a custom domain name. Most registrations may cost you $12 a year (or close to that). Reasonably cheap for the significance of pointing to a brand name you build.

SiteGround Hosting services – Unless you have a brother-in-law with insane computer networking skills, subscribe to a hosting service. I’ve tried several, but have landed on SiteGround. I love their responsiveness (the site loads quickly despite a lot of overhead/functionality going on). I’ve also found their support to be world-class good. To check them out click this link.
Web Hosting

WordPress – I’ve become a huge fan of the WordPress framework. The themes and templates give you so many options. Some custom themes you buy, but many are free. The free ones can give you a great looking site to get you started. WordPress was created for blogging and has grown into a whole discipline of its own.

Plugins – These are add-on tools you can add to your WordPress framework. With plugins, you can add awesome features like social media sharing, guest list management, shopping carts, etc. There are three critical plugins I have chosen to use.

  • Jetpack – a collection of tools that maximize the operation of WordPress, keep statistics, and provide hacker protection
  • Yoast SEO – helps optimize the valuable search engine optimization aspects of your site and all its content
  • Vaultpress – file backup; you never want to lose your blog

RSS Feeds – Build an RSS feed to allow your content to get distributed to other social media channels automatically as each post gets released. I use Google’s Feedburner.com tools for this task. Opening an account is free. You can customize the tool to grab your posts and push them to channels like Facebook, Twitter, Pinterest, and Instagram all automatically and spontaneously with each post.

LeadPages.net – I use LeadPages to help me promote and manage product offerings, events, seminars, webinars, and my other client attraction efforts. Build your own landing pages with LeadPages. As an example, my promo for Big 5 Performance Management is done with LeadPages.

MailChimp – Email management tools. Using an effective email management service is vital. I’ve tried several and have landed on MailChimp. I like the ease of use and the straightforward tools they offer. I know there are other services that are equally effective, but after several disappointments (and higher costs) I landed with MailChimp.

Update – As with all technology, there are leapfrog effects. One solution comes out with cool features that seem superior, then pretty soon, the competition jumps over them with better features. Aweber is doing that right now IMHO.  MailChimp is still unbeatable for its free version, but as soon as your list gets bigger, you may need to switch.

Fiverr – Occasionally you need some freelance skill sets to augment what you are doing. Fiverr.com is tremendous for this. Fiverr is a collection of freelancers from all around the world. They call their projects “gigs”. As the name might imply, you can get help for as little as $5 per “gig”. I’ve used Fiverr resources for things like graphic design (videos, book covers, and logos) or getting a press release written. I’ve also used them for social media promotions to reach a broader audience for book releases or other promotions I am doing. Yes, occasionally I get a less than acceptable outcome, but I only invested a few dollars versus hundreds through other sources or contractors. It’s a winner for simple outsourcing.

MeetEdgar – This is a new addition to my list of great tools. MeetEdgar.com provides social media scheduling tools. You can set it and forget it. A coaching colleague introduced me to these guys and I was hooked at hello.

About Content

There are numerous opinions about content creation; write it yourself, borrow others, merely re-post, etc. I’ve taken the basic approach that is at the core of blogging, “my message, my voice”. Yes, I study many different sources and try to compile credible resources to cobble my articles together. Anything I use gets proper attribution for its source.

The content I write is intended solely for your use. If I can’t help you, a busy professional, do more right where you are, then I’ve missed the mark. If you decide to start a blog, you need to decide what your purpose and message will be about.

There are also great debates about when to publish and how often. The golden rule I learned early on is simply “be consistent”.

To that end, I choose to write at least 1x per week. By using the great scheduling features of WordPress I can accumulate a volume of articles and stage them for automatic release on whatever schedule I choose. By using this queueing method, I never have to worry about publication deadlines and getting writer’s block over the deadline pressure. Typically, I have content scheduled at least three weeks ahead, sometimes more.

I’ve juggled the release days of the week, experimenting with response rates and open rates. There are other blog writers I know who limit publication to once a week. If it works, great! Just be consistent. Allow your following to become reliant on your consistency.

One Last Thought About Scaling

If you have grand ideas for scaling your online business, there are tools to think about. Software like Infusionsoft (now called “Keap” because the market nicknamed them ‘confusion soft’), ConvertKit, Kajabi, and SamCart is great. However, be advised… these require a whole extra layer of sophistication in your effort to grow a business. There is a learning curve. The tools are great (I’m using some of them), but that is another level you can wait to explore once you have real customers coming in.

Disclosure: By clicking some of the links above, I may receive a small affiliate commission from the service provider. Rest assured I would not promote anything I don’t use myself. But even if I didn’t get any commissions, I really like these tools, and I think you will too.

If you want to let me help you with organizing your online presence, send an email to my assistant Karla 

 

coaching with dooug thorpe

The 5 C’s of a Trusted Leader

Trusted leader image

Successful leaders build trust. Building trust is something you must do. Trust underpins every relationship in the workplace – between boss and employee, between colleagues, and between businesses.

Trust isn’t something that is inherent; it must be forged through consistent action. While there are many ways to become a trusted leader, here are some recurring themes. I’ll call them the “Five Cs.”

Commitment, connection, compassion, consistency, and competency

Commitment

A committed leader is someone who is loyal to the cause, the vision, and the team. They persevere despite setbacks.

When a leader is committed, they build the trust of those around them by staying present, engaged, and positive. Commitment is the number one thing a leader can demonstrate to build trust.

Connection

A trustworthy leader is connected to those who look up to him. They resist the temptation to get bogged down in the day-to-day grind. Nor will they become neglectful of those who depend upon him.

They never come off as distant or detached in their leadership role. There is a willingness to take some time away from their daily commitments to get to know their team members in a meaningful way.

Therefore, this helps the team see the Leader as a trusted person who cares about them and values their involvement.

Compassion

A great leader gets to know their employees, listens to their concerns, and responds in a meaningful way – each and every time.

This doesn’t mean coddling them. A trustworthy leader expects their team members to perform their jobs professionally. But a trusted leader knows that no one is perfect. People make mistakes, suffer hardships, and sometimes just need to know that someone cares.

A great leader “has the back” of each member of her team.

Consistency

Consistency for a leader is key. A trusted leader maintains a calm and collected demeanor, even under fire. Their staff are therefore more likely to approach the Leader with their great ideas, as well as with their legitimate concerns.

By maintaining consistent expectations, and reacting in a consistent manner, he/she builds trust with his team.

Competency

An impactful leader invests time in getting to know the issues, expands skills, and participates in continuous learning. He/she doesn’t pretend to be an expert in all things.

They surround themselves with skilled, knowledgeable people and relies on their expertise. Employees trust the leader for being straightforward and honest.

The Sixth “C”

There is actually one more “C”. That is communication. A great leader communicates clearly, concisely, and coherently.

TEAM TRUST

If you want to know even more about diving into the Black Box of building trust within your team, I have a dedicated model that explains a proven process. This model has been used by Fortune 100 companies as well as small businesses of many types. To learn more, visit the story of Building High Trust HERE.

Team Trust
Team Trust

Leaders: Are You a Pretender or a Contender?

If your desire is to be a better manager at work, at home, or in the community, you may want to develop some actual leadership skills.

However, if you are already following certain leadership principles, there is always room for lifting the lid to expand your reach and influence.

After many years working with clients of all kinds, I see one recurring theme, time and again. The biggest difference between managers and leaders who are pretenders versus contenders is a small six-inch piece of real estate; the distance between your ears.

Yes, I am talking about the space inside your head. The things you allow to happen in your thought life will drive the rate of success. You can be a pretender or you can be a contender. The difference is isolated in this really small space.

In the following diagram, you can see the natural progression of thought, action, reaction and behavior that is derived from our beliefs, expectations, and experiences. It’s all centered in the mind.

BELIEFS

Beliefs are your values, judgments, interpretations, assumptions, and attitudes. When you wake up each day, you have a whole set of these beliefs waiting ready in your head. The sum total of all these makes up your outlook for the day, often before you even begin. The collection of these beliefs set the stage for the way each day might unfold.

If a string of circumstance has tainted your set of beliefs, you will look at new opportunity through a jaded lens. On the other hand, if you have achieved a certain success, you may be more inclined to view new opportunity with a more optimistic mindset.

BEHAVIORS

Your beliefs drive your behaviors. Your “style” openness (or not), your habits, skills, practices, and actions stem from the beliefs you carry.

If you prefer mustard over mayonnaise, you are expressing an eating behavior based on some belief you established a long time ago. And so it goes with many of your daily choices, clothes, cars, hobbies, reading, entertainment, music, etc.

RELATIONSHIPS

Even the people you may choose to call friends will be governed by your beliefs turned into behavior. The kind of tribe you may join at work or in the community will be influenced by your behaviors.

If you align with a certain religious belief system, that will dictate the house of worship you choose to attend. Political affiliations, other social settings, and even workplace choices will be heavily swayed by the relationships you think you want to make; all having root in your mind’s eye.

RESULTS

Finally, the results will reflect the collection of beliefs, behaviors, and relationships. The direct circles of activity you choose will have a specific set of outcomes. These results (outcomes, impact, improvements, and “performance”) will all serve to reinforce your belief system.

When the results align with your original beliefs you say “see, I told you so.” You feel you knew it all along.

On the other hand, if an outcome somehow runs counter to what you expected (as many things will do), you may be inclined to fall deeper into your beliefs saying things like “I will never do THAT again”, or “I wish I had followed my gut.”

The Remedy

The successful leader will learn how to control that delicate real estate between the ears. Negative thoughts will be replaced by ones that provide a more meaningful value. The cycle of belief, behavior, relationship, and result will become a momentum-generating machine for positive action and success.

Whenever limiting thoughts creep in or pop up, the prudent, experienced leader will properly address the thought and prevent it from taking root to undermine the rest of the experience.

Whenever in doubt, the seasoned, learning leader will seek advice from trusted counselors and coaches or mentors and friends, to better evaluate the thought. If the thought has merit, then it can be addressed with a balanced, healthy view, never interrupting forward progress.

When you handle the root belief system, you set the stage for a more positive outcome. More importantly, you set the process by which you can grow, profit, and prosper in all areas of your life.

team building via trust

I’ve coached hundreds of business people helping them develop more effective leadership skills. Whether you own the business or you’re climbing the ladder in a larger corporate setting, you can benefit from finding a close, confidential advisor to help you develop the extra skills that make a difference. Use the contact forms here to reach out. Let me introduce you to my proven programs for leadership growth.