How to Win a Client in 10 Days (Part I)

By Andrew Sobel

Despite the press announcements about an economic recovery, things remain difficult for many service professionals. Historically, white-collar professionals have accounted for only about 2% of the unemployed; today, they represent 18% of those out of work, an unprecedented statistic. By some estimates, the market for general management consulting services has contracted by 20-30% over the last two years, after decades of double-digit growth. In almost every services market you can think of – consulting, accounting, law, banking, software, and so on – there is downward pressure on fees.

Is this cyclical – are we experiencing the typical symptoms of a downturn? Or are we seeing a secular, long-term shift in these markets? Personally, I think the latter – although it doesn't really matter, because we don't control macro trends. What we can control is how we formulate our service offerings and then build and manage our client relationships.

So, over the next months, I'm going to describe some of the things you can do to strengthen your client franchise, framed as "How to Win a Client in 10 Days." I admit that it's more likely to take ten weeks or ten months. But another way of thinking about these ten days' worth of suggestions is to consider doing one of them each day with a different client.

DAY 1: Drop all the paper and start having a conversation with your client.

Every day a whole forest is leveled somewhere just to provide paper for the long reports put together by service professionals. Desktop publishing technology and the modular nature of these documents means inexperienced individuals can, with little guidance, produce huge slide decks for any given meeting-in minutes! These documents can reduce rather than increase dialogue, they make clients passive listeners who glaze over after about ten minutes, and they put the emphasis on data and information rather than developing an understanding of what the client really thinks and feels.

Try having some "paper" and "PC" free client meetings. Use paper documents as leave-behinds, and instead talk from a short outline of key points or draw spontaneously on a flip chart. You'll look different than the competition, you'll become quicker and better on your feet (which is where most advising occurs!), and you'll connect more deeply with your clients.

DAY 2: Use a hook to engage your client and earn the right to ask questions.

Time is everyone's scarcest resource, and even if you're on the payroll, so to speak, you have to earn the right to use that time. If the first page of a book doesn't grab your attention, you usually put it down. Clients are no different: If they don't feel there is a compelling reason to speak to you in the first place, they won't make time for you, and if the first five minutes of the meeting don't engage them, they'll tune out.

In communicating with your clients, lead off with a fact, conclusion, or implication that makes them want to listen. What's going to motivate you to cock your ears?

(A)"Today we're going to review our findings from phase one of the revenue enhancement and churn reduction program. First, let's review some of the methodologies we used in approaching this problem."

or

(B)"We've discovered that customer churn is 25% higher than your internal analysis had indicated, and it's costing you $10 million a year." The Beatles, for example, experimented in some cases with five or ten versions of a song before finally recording it – and the difference is mostly in the opening 4 or 5 measures – the guitar, piano, or bass lick that either grabs you or leaves your mind wandering. For your next meeting, think carefully: What are those initial measures of your song going to look like? What's your hook?

DAY 3: Pretend you're independently wealthy.

Chuck Lillis, the former CEO of Media One, the giant cable company now part of Comcast, once said to me: "You know, Andrew, I wish all of my professional advisors were independently wealthy. That's because I would then know that they were putting my agenda first and telling it to me the way it really is."

Don't we, in fact, listen more carefully to advice from someone we perceive as having no personal stake in the outcome? I've interviewed dozens of CEO’s about their most trusted relationships, and many of them have told me, "Everyone who walks through that door over there wants something from me." You'll win your client over quickly if you can at least have the mindset of independent wealth. Go about your work like you genuinely enjoy it; treat clients the way you'd treat a peer or a friend; never, ever act like the meter is running; and be fully prepared to walk away from an abusive or unethical client. This will give you an attractive aura that draws clients to you.

DAY 4: Start acting like a deep generalist rather than simply an expert-for-hire.

Just last week I watched an executive vice president from a small but well known consulting firm give a presentation on strategic trends in a particular industry. He had 60 PowerPoint slides, and when he reached page 40 he stopped dead in his tracks. "I'm going to skip over this section," he told the group. "These slides are on a segment of this industry that I don't know very well, they're not mine."

Please! If you're a narrow expert, you're a commodity – clients can invariably find 2 or 3 other experts to take your place. Deep generalists are harder to replace. What's the difference? The expert is a specialist who delivers data and information, and who carefully (obsessively!) delineates where his expertise begins and ends. The deep generalist is usually also a specialist but she's added breadth to her depth – she has layered on knowledge about the client's organization and strategy, about the industry, and about the general business environment the client operates in. Deep generalists are able to connect their expertise to their clients' strategy and goals. And they never say, "Those aren't my slides."

DAY 5: Ask questions and listen – develop your empathy.

The great Spanish artist Pablo Picasso was asked by a journalist, back in the late 1960’s, what he thought of the new mainframe computers. Picasso replied, "Computers are useless. They can only give you answers." How many have the confidence and vision to ask the tough, provocative questions:

• Why do you want to do this in the first place?
• Why do think the organization has been unable to solve this problem without outside help?
• What business are you really in?
• What will happen if you do nothing?
  

Remember what the great American poet, Robert Frost said: "Don't ever take a fence down until you know why it was put up." Don't just tell and give expert answers – learn to ask thought-provoking questions and to listen deeply.

How to Win a Client in Ten Days – Days 6 through 10

Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com

Published in Networking Today, November 2003.

Software Tips & Tricks Assigning Same Account Charged to Customer/Vendor in Simply 2003

By Laura Noble

It is common to charge the same account code to a customer/vendor each time an invoice is created. To save time, include this account code in the customer/vendor ledger.

1. Open vendor/customer ledger
   
2. Click the Options tab
   
3. In the Receivables Ledger click the drop-down arrow of the Revenue Account and select the account.

OR

In the Payables Ledger, click the drop-down arrow of the Expense Account and select the account.

Next time an invoice for the customer/vendor is created, the assigned account code will automatically be filled in.

Stay tuned to Networking Today in the coming months for more Software Tips & Tricks from Noble Software Solutions.

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Laura Noble is the owner of Noble Software Solutions. Laura can be contacted at 519-680-2689 or by e-mail at lnoble@noblesoftwaresolutions.com. www.noblesoftwaresolutions.com

Published in Networking Today, November 2003.

Lessons from the Clothesline

By Janet Christensen

Who would have thought that laundry could be a stress buster? Following the blackout in August this year, we decided to put up a clothes line in our backyard. I have rediscovered the pleasure of hanging clothes out to dry. For me, there is a sense of calm and grounding in the process of hanging the clothes out and then taking them back in once Mother Nature has worked her magic. And the smell of clothes, sheets, and towels hung out to dry is a sensory delight. I actually look forward to, and thoroughly enjoy this simple task now. Little did I know that this could be an opportunity to learn and be inspired.

Today was a great Fall day for hanging out the laundry – sunny, warm, and windy. As I was taking the laundry off the line, it felt heavy as I pulled it in. I kept at it for several tugs, struggling to pull the next item closer. Then it occurred to me that maybe there was a problem. Sure enough, when I looked down the line, I noticed that a sheet and a few other items had blown over the top line and that was causing the resistance as I was pulling. Once I flipped the things back over, the line moved easily forward. Not rocket science.

Then it hit me. What a great metaphor for how I sometimes approach life. For a while, I had accepted the struggle that the clothes line was heavy. I had looked only at what was immediately in front of me and not seen anything wrong or out of place. It was only when I allowed myself to think that this was much tougher than usual, and that I didn't need to struggle, that I became open to other possibilities and took a look at the bigger picture. Once I identified the problem, the solution was obvious and I was able to get back to doing the job, only this time with grace and ease, instead of struggling.

It is said that the definition of insanity is doing the same thing over and over again and expecting different results. I know I am not the only one that does this. We have been programmed to believe that we must struggle for anything worthwhile. Just keep at it, and you will succeed. While persistence is usually a prerequisite for success, I don't believe that we always need to struggle. Sometimes what is required is to take our blinders off, step back, look at the bigger picture, be open to possibilities, and even to ask for someone else's perspective.

I had an opportunity to learn this first hand when I went rock climbing a few years ago. As I climbed, I was very close to the wall face (in great part because I was way out of my comfort zone) and I couldn't see a finger hold or foot hold that would be available to me. However, other climbers near me or people on the ground could see and guide me to reach up and grab hold. They had the big picture. With their perspective I got the bigger picture and more possibilities were open to me. I did not have to struggle – well, in the case of rock climbing, not as much anyway.

Sometimes life's lessons and inspiration come in unexpected places and at unexpected times, and most often through the simple things, events and actions in life. In truth, I firmly believe that lessons and inspiration are around all of the time; it is when I am open and ready that they appear to me. I have also discovered that persistence is the key. If I don't “get it” the first, second, or even third time, the opportunity presents itself again and again until I am ready. Then, when I need a gentle reminder, or a smack upside the head, again the opportunity for the light above my head to go on will appear. Life will persist in helping me to learn and be inspired; sometimes I just need to get out of my own way and give up the struggle. How about you?

Janet Christensen’s passion is to empower people to live their full potential. Through her company, Unlimiting Potential, she provides personal coaching, experiential workshops, inspirational speaking, and is a Reiki practitioner. To contact Janet, phone: (519) 434-5397 fax: (519) 434-8344 or email info@janetchristensen.com www.janetchristensen.com

Published in Networking Today, November 2003.

Build on Strengths Instead of Correcting Weaknesses

By Barbara Bartlein

The top non-fiction best sellers are all books on weight control and diet. All present plans on how to lose weight, follow a diet, modify behavior, etc. For the most part, the majority of people buying these books will fail only to be back at the self-help shelf the following week. Maybe that is why they keep selling.

The primary problem with most diet plans is that the focus is on what you can’t have, what you must give up, and a strategy for deprivation. The focus becomes correcting weaknesses instead of building on strengths. This leads to a negative focus, a critical appraisal of self, and a flood of guilt with the inevitable failure occurs.

The same principles apply to other changes in behavior as well. Whether trying to get better organized, balance your life, improve relationships, or increase productivity, the best approach is to build on the strengths you have and what is already working. It gives you a positive base of success that you know you can do. It also eliminates the negative thinking that sabotages your efforts.

Here is the process to build on your strengths:

• Create a picture of success. Before you start, it is important that you have the end in mind. What will you, the project, the event look like when completed? Develop the picture in your mind and then jot down as many details as you can.
  
  
• List five strengths that can get you there. Write them down; don’t just review them in your head. Head stuff doesn’t stick. Put them in a column with room to list the next section of behaviors. This is not the time to be modest, boldly identify the personality characteristics, training and expertise that can be useful. Don’t forget so-called “negative” traits. Stubbornness, for example, can be very helpful in making changes.
  
  
• Identify concrete behaviours you can do to build on those strengths. For example, you are working on better organizing; you might list something like “create three new files per week.” Want to lose weight? A notation might be, “eat five fruits and vegetables every day.” Dealing with relationship issues? Perhaps, “sending two personal notes per week” may help. You get the idea. Concrete tasks that focus on the positive to get you to your goal.
  
  
• Form a tracking system. If you don’t measure it, it will not happen. Put together a quick chart where you can monitor your results on a daily, weekly, monthly basis. A simple check list will do. This provides a visual snapshot for success and provides an impetus to continue.
  
  
• Celebrate results. And there will be results. Never, ever, view your efforts in a failure perspective. Didn’t do as well as you would like? Fine. Identify what you will do different for the next week. Didn’t follow through? Okay. Look at the times that you did and do more of that. Above all, don’t get into negative self-talk that you can’t do it. You can change any behavior you really want to change.

Does this sound like too much work? It really isn’t. It’s easy once you try it a time or two. It can also be used when coaching others, whether it is an employee, friend, or colleague.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, November 2003.

17 Career-Advancement ActionsYou Need to Take Now!

By Barbara Pachter

Successful job searches are a critical part of your career development. They make things happen in your career. But don’t make the common mistake of beginning your search just when you want a new position. You always want to anticipate your next move within your organization.

Career advancement is an ongoing process. Here are 17 suggestions for creating opportunities, getting noticed, and advancing in your career:

Ongoing Activities:

1. DEVELOP YOUR CAPABILITIES. Learn new things. Read. Know your field. Stay up-to-date. Take advantage of the training that your company provides. Go back to school; get that degree or take a class. Not only will you develop yourself, but you can also meet people for your network.
   
   
2. KEEP A RECORD OF YOUR ACCOMPLISHMENTS. Write down what you have accomplished. If you don’t, you may overlook specific achievements when you update your résumé or prepare for an interview.
   
   
3. BE VISIBLE. Write articles for your organization’s publications. Volunteer for special activities and assignments. Offer to speak. Apply for or earn awards or certificates. Join company teams or clubs.
   
   
4. FINE-TUNE YOUR PROFESSIONAL IMAGE. Do what you say you will do, meet your deadlines, speak well of yourself, accept compliments graciously, acknowledge the contributions of others.
   
   
5. GET INVOLVED IN YOUR PROFESSION. Join your professional associations, attend meetings, and volunteer for committees. You will find out what is happening in your field, and you will meet people for your network.
   
   
6. FIND A MENTOR. A mentor can help guide you as you advance in your field. Take advantage of your company’s mentoring program, if there is one, or use your own network to find someone to work with you. Offer to mentor others, also.
   
   
7. HELP OTHERS. What goes around really does come around again, so help others. When you can, be a resource to your co-workers. Let your colleagues know of openings that you’re aware of. Introduce people to others who may be able to help them.
   

During an Active Search:

1. EXPLORE YOUR OPTIONS. Do you have specific career goals? What are your next steps? Understand the career paths that exist in your company. Do you need additional or new experience to move up? Will you need to change areas within your company to get the experience you need? Devote some time to thinking your options through.
   
   
2. STAY FOCUSED. It’s easy to avoid looking. Set a number of activities, contacts, or connections that you will make each week. Make it a realistic number and work to achieve it. Be persistent.
   
   
3. BE ACCOUNTABLE TO SOMEONE. Have a coach or mentor whom you check in with periodically. Let him or her know how your search is progressing. Use your coach to brainstorm additional ideas for you to explore.
   
   
4. SCHEDULE TIME FOR YOUR SEARCH. Life is hectic, but with a schedule you are more apt to have time to look. One director I know would put his son to bed at eight o’clock and then use the rest of his evening twice a week to practice interviewing.
   
   
5. FINE-TUNE YOUR RÉSUMÉ AND COVER LETTER. Use good stationery. Prepare other materials that you may need.
   
   
6. KNOW YOUR COMPANY'S PROCEDURES. Many companies post openings on their Web site or publish a list that is available from the human resources department. You may have to follow a certain protocol to interview for a different department within your company.
   
   
7. USE YOUR NETWORK. Let people know you’re looking. And don’t wait until you’re looking to develop or expand your network. Many of the ongoing activities mentioned above will help you network successfully.
   
   
8. KNOW HOW TO INTERVIEW. Be on time for the interview. Dress appropriately. Anticipate the tough questions and know how to answer them. Greet interviewers with a firm handshake and wait until you’re offered a chair before you sit down. Answer questions clearly and concisely. Avoid nervous gestures, like hand wringing or playing with pens or rings.
   

When You Get a New Position:

1. SEND THANK-YOU NOTES TO PEOPLE WHO HAVE HELPED YOU. One manager went out of her way to give a recommendation to a co-worker for a promotion. The woman got the promotion and never got back to the manager to thank her. The manager said that she would never help that individual again!
   
   
2. TAKE ADVANTAGE OF OPPORTUNITIES THAT YOUR NEW POSITION OFFERS. Continue to develop yourself. You may be eligible for specialized training or additional educational opportunities.
   

Barbara Pachter is the author of "The Power of Positive Confrontation" ($13.95 paperback, Marlowe & Co.) and the co-author of the "Prentice Hall Complete Business Etiquette Handbook." She is a speaker, trainer and coach specializing in business communications, business etiquette, and assertiveness issues. Her client list features major corporations and organizations worldwide, including NASA, DaimlerChrysler, Pfizer, Ernst & Young and the University of Michigan.

For a review copy of "When the Little Things Count" or "The Power of Positive Confrontation," contact Blanca Olivery: 212-614-7982, or Email: publicity@avalonpub.com

Published in Networking Today, November 2003.

Fighting Back Against Workplace Conflict! Applying the B.I.F. Approach

By David Friedman

Unfortunately, conflict between human beings is about as old as life itself. Is there any doubt that early cave dwellers likely got in disagreements about whose turn it was to go snag another wooly mammoth or who got to sleep closest to the fire? They may have lacked the sophisticated swear words we've been clever enough to invent but the conflict was there, nonetheless.

No matter the era, the reality is, if you put two or more people in close quarters, sooner or later, you'll have a conflict.

And so it goes in today's modern office. But only worse is that in the workplace, negative internal relationships can severely impact how well your organization operates. And ultimately, how well your external customers are treated. We all know that it's really difficult for people to concentrate on providing high levels of external service when there's conflict, unhappiness or lack of respect within an organization.

While it's not possible to avoid all employee conflicts, there are ways to better manage most situations.

When a major conflict erupts between coworkers, it's usually necessary to involve a manager to help resolve it. However, there's a process to help resolve internal relationship issues and possibly prevent the need for management involvement. Used properly, this three-step process will help maintain a positive, healthy workplace atmosphere.

We call it the B.I.F. Approach.

EXAMPLE OF AN INTERNAL CONFLICT SITUATION:
Let's imagine there are two coworkers named Cynthia and Joe. They sit near each other in open cubicles. During his breaks, Joe enjoys listening to his favourite heavy metal band on his desktop boom box. This music really disturbs Cynthia and she has trouble concentrating while talking with customers.

EXISTING METHOD FOR HANDLING CONFLICT:
Cynthia walks up to Joe and yells, "Hey Joe, do you have any clue how loud that is? Turn it down, now!" Joe will likely give an angry stare and either ignore her request or turn the volume higher!

Obviously, simply ordering Joe to change his behaviour isn't likely to be an effective tactic.

LEARNING THE B. I. F. APPROACH:
Here's a better way. Let's examine the B.I.F. Approach letter by letter:

B – Behavior – First, describe the behaviour. Use specific facts or an objective description. It's important to keep from asking questions that will put him or her on the defensive and possibly start an argument all before we even get to the point.

I – Impact – Next, tell the effects that the behaviour is having on you. How is it impacting your job or your performance?

F – Feelings – Lastly, relate how the behaviour and impact cause you to feel. After that, you stop and let the other person absorb what you said. Often, that silent period will result in the other person apologizing or suggesting a solution.

HANDLING CONFLICT USING THE B. I. F. APPROACH:

Cynthia: "Excuse me, Joe... That radio is really distracting. It's making it difficult for me to hear my customers and concentrate. It's embarrassing for me because I've just had to ask my customer to repeat herself a number of times."

Sentence by sentence that was:
B – Behavior – "That radio is really distracting."
I – Impact – "It's making it difficult for me to hear and concentrate."
F – Feelings – “It's embarrassing for me because I've had to ask my customer to repeat herself a number of times."

Then, Cynthia stops to let Joe absorb what was said. Cynthia's tone of voice is also very important. It needs to be even-tempered because a calm delivery sets the tone of the conversation. If Cynthia's tone is angry or attacking, it's likely Joe will mirror that tone and respond in the same angry way.

Obviously, The B. I. F. approach won't work in every case. But in many situations, it can help diffuse minor workplace conflicts and reduce the need for management involvement. Plus, you'll know you handled the situation professionally.

Give the B.I.F. approach a try the next time you encounter a workplace conflict situation.

David Friedman is Vice President of Telephone Doctor Customer Service Training, a twenty year old provider of products and services which improve the way organizations communicate with their customers. Visit our website at www.telephonedoctor.com for more information.

Published in Networking Today, November 2003.

Profile: For the Art of It

By Susan Regier

John Murch purchased For the Art of It in October 1996. The store is located at 629 Richmond Street, London, one block north of Central. They are open Monday through Saturday from 10:00 a.m. to 5:30 p.m. or call (519) 434-3014 for an appointment.

What are the various products/services that you offer?
Conservation framing, laminating and plaquing, original art by London area artists, and quality handcrafted gifts.

What made you decide to go into this type of business?

I liked the combination of the aesthetics of art, the craft of framing, and the element of personal service.

What is your background? (Education, training, work, etc.)

I have a university degree in Psychology and thirty years experience in social service and mental health management. My interest in art, photography, pottery, and framing related activities was avocational until I left Social Services and opened my own business.

Who is your target market and how do you reach them?

My target market is London families and businesses that appreciate quality work, personal service, and original art and gifts. I reach my customers primarily through personal referral by customers and by a visible location on Richmond Row.

What do you offer that’s different from your competitors?

All framing is done using only conservation materials designed to protect and preserve the customers’ art. Framed art on display is primarily original art by established London area artists. We carry a wide range of art in a small space, including Native Soapstone carving, glasswork, pottery, hand painted candles, sculpture, and hand painted greeting cards.

What is the biggest obstacle you’ve had to overcome to get to where you are now?

It takes a long time to develop a loyal customer base in a very competitive market, and it takes a very large customer base to be successful in the art and framing business. My biggest challenge was maintaining patience for the business to grow naturally based on the quality of my work, the quality of the original art presented by London artists, and the benefits to the customer of personal service by the owner.

What do you enjoy most about your business?

I enjoy the business interaction and friendship of my regular customers, the chance to meet new people almost every day, the focus and attention to detail required in the actual framing process, and the privilege of being surrounded by original art. The biggest enjoyment comes when someone falls in love with a piece of art that I chose and framed.

How do you handle a hectic day?

I handle a hectic day by smiling and remembering I am human. I try to stay focused on the task at hand and remember what is important – service to the customer, quality work, and having fun.

How much has your business grown since the beginning?

The business has tripled in volume since the first year.

If you could go back to the beginning and change something, what would it be?

I would have moved to a Richmond Street location earlier and I would have kept a better customer database.

Where do you see your business in 3 years?

In three years I see my business in an expanded location with a larger gallery and more work and storage space.

Any additional comments?

Owning and running any small business is a challenge, but there are a lot of us and we don’t all have to keep reinventing the wheel. We learn the game a lot faster when we network. Networking is good for business, and it is also a good way to meet some of the most interesting independent thinkers in London.

Susan Regier is the publisher/editor of Networking Today and owner of Vantage One Writing, a professional writing service for businesses. (519) 471-8726 E-mail: regiers@vantageone.ca Web site: www.vantageone.ca Published in Networking Today, November 2003.