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By Susan Regier
Golfers know that the most important tool on the golf course is their body. So to ensure enthusiasts are in top form, two local pros, Bob Martin and Ron Lampman from Golf Unleashed, and certified Yoga for Golfers™ teacher, Tina Gokstorp from OsoYoga, are teaming up with Golf Without Limits at the Bob Martin Golf Centre, 3341 Wonderland Road South, London for a series of unprecedented golf clinics to be held in June and July.
"I've been in most areas of the golf industry in both Canada and the US for more than forty years,” said Bob Martin, a well-known golf personality who has captivated audiences from coast to coast with his demonstrations and teaching clinics. “This is the best combination of golf entertainment, fitness, and instruction that I have ever seen or experienced. If you are sincerely looking to make your game the best it can be, this is where you want to be."
A series of three Golf Performance Clinics that cover all aspects of the game will be held for juniors (age 7 – 14) and masters (55 & up) on July 2, 9, and 16; and a women’s clinic (14+) on July 5, 12 and 19. Plus, Ron Lampman, who competed at the World Longdrive Championships in Nevada and finished third at the 2006 Word Golf Trickshot championships, will lead a Power & Distance workshop on June 22, 2008. Participants will learn how to gain power and distance in their shots through increased flexibility for a better swing, more power on impact, increased focus, and improved stability.
“The finest players in the world are incorporating the Katherine Roberts’ Yoga for Golfers™ program as part of their fitness regime. This highly specialized program has been featured on the Golf Channel and ESPN's Hank Haney Signature Golf Schools for a reason,” said Gokstorp. “Stability, focus, flexibility, and a healthy back significantly contribute to how well you play. We help our students understand how the foundations of yoga have a specific correlation to their score on the course."
These clinics will cover all aspects of the swing – the long game, the short game, chipping, putting, and bunker play. And with Golf Without Limits’ cutting edge technology, including its tectonic force plates, Doppler radar systems, and ultrasound analyzers, everything you never wanted to know about your game can be measured from the horizontal launch angle of your drive to the spin on your putt. The innovative visual feedback gives instant insight into the golf swing that is easy to understand.
Never before has such an impressive roster of pros joined forces with revolutionary technology for an amazing suite of services in one place. These clinics will forever change the way the game is played.
Susan Regier is the publisher of www.NetworkingToday.ca, London’s online business resource, and head writer of Vantage One Writing, a professional writing service for businesses. 519.471.8726 Email: susan@vantageone.ca Web site: www.vantageone.ca
Published in Networking Today July 2008
By Susan Regier
Tim Smith is combating people’s spiraling negative attitudes by bringing more smiles to the world with Smile-Therapy. After ten years of research, Smith launched Smile-Therapy.com, a Web based portal that lightens the outlook of its readers. It contains two paths to good cheer and lightheartedness: a daily positive email message and a comprehensive online Library of Wisdom, a direct line to a positive outlook written by and for the readers.
A former mortgage broker, Smith asked his online audience two questions – if they would like more good news in their life and if they would like to have access to thousands of tips, wisdom, and insights from people around the world. The answer to both was a resounding “yes,” and Smith delivered the dynamic concept with global reaches.
“Smile-Therapy is fresh, uplifting, information packed, and easy to navigate,” said Smith. “Readers are sharing ideas, family secrets and remedies, and tips on a range of 20 topics from parenting and investing to entertainment and hobbies. In essence, a plethora of wisdom and useful information from all reaches of the world.”
For more than fifteen years, Smith kept a well-worn mantra above his car visor, which he read faithfully each day: “Help others, work hard, have fun, and make people smile.” And now he’s turned that mantra into reality by bringing a smile to readers each day…and it’s working. On May 4, 2008, Smile-Therapy.com was voted the number one site from CoolSiteoftheday.com. Their goal is to have 5,000 subscribers within three years.
The concept of Smile-Therapy has been in the works since the mid nineties. “This is not your typical inspirational quote of the day that arrives in your inbox. Each day brings something different,” said Smith. “It could be a household tip, a way to make or save money, an interesting Web site, good news, quizzes and brain teasers, or simply cool ideas and concepts. The ideas are pouring in from around the world. We’re really learning and benefiting from each other.”
When Smith asked for information and wisdom that worked, the response was huge. He has developed a massive Library of Wisdom, which can be accessed by subscribers. For example, a Floridian shares how best to deal with severe sunburn while an Alaskan native sent in his experience of keeping warm in minus thirty degree temperatures. Another reader explained how to easily eliminate mosquitoes from the patio. The Library is growing daily as people continue to share. “We like to refer to it as ‘the best of people.’ Wisdom does not have to come from Dr. Phil, it is arriving in droves from ordinary people," said Smith.
A subscription to Smile-Therapy.com is available for only $5.00 per month or $55.00 annually. It allows complete access to the Library of Wisdom, the daily email archive, and the positive daily email message.
Smith asks us to consider this, “Picture 5000 people in one room, sharing their best ideas and all time favorite concepts. How much can we learn from each other?” Just thinking about it brings him a smile. For more information, visit www.smile-therapy.com.
Susan Regier is the publisher of www.NetworkingToday.ca, London’s online business resource, and head writer of Vantage One Writing, a professional writing service for businesses. 519.471.8726 Email: susan@vantageone.ca Web site: www.vantageone.ca
Published Networking Today July 2008
By Ron Crossland
I stand in front of high potential leaders every month, at least, conducting a seminar, giving a speech, or discussing leadership development. One of the standard scenarios I ask these busy, engaged, and effective managers to consider is, “have you ever left a meeting with a colleague and as you travel down the hallway talking about what you just heard, you look at each other with that ‘were you in the same meeting I was in’ expression?”
Of course I get unanimous assent. We’ve all been there. And I’m not talking about the fact that my opinion about what the manager was communicating is different than my colleagues. I’m saying that what I actually heard the manager say was totally different from my colleagues.
This far too common an experience is one of the things I investigated in my communication research. What I have found traces back to four common, ordinary, and understandable things all of us do when we are leading and communicating. These actions are so common, that often we do them without consciously thinking about them and we never intend them to occur. The Four Fatal Assumptions can be explained as what the manager believes has occurred after the communication (or at the end of the meeting). He or she believes that:
- Constituents understand what has been communicated.
- Constituents agree with what has been communicated.
- Constituents care about what has been communicated.
- Constituents know how to act against what has been communicated.
These assumptions are at the root of most miscommunication, most continuing disagreement, and most inaction or alternative action, some of which may cause considerable rework.
When I ask these same managers to brainstorm ten things they can do to overcome these four fatal assumptions, they easily and quickly come up with the usual range of responses that can be categorized as reflective listening, using follow-up messages for confirmation, getting others during the meeting to restate understanding, using relevant emotional empathy to engage others true feelings about the matter at hand, asking others for examples of what their future actions might be and why they matter, and citing or prompting a citation of prior similar acts that might be used as a analogy to the current situation.
There are other methods for overcoming these fatal assumptions, but the ones listed above are effective remedies. What is interesting to me as a researcher is how easy it is for these managers to list what to do and how sporadically they do it. I often refer to the knowing-doing gap idea as a result. The problem doesn’t lie in the knowing, but in the doing.
But the biggest part of my research indicates another terrific method for overcoming the four fatal assumptions from the get go. That is to use the three-channel method of communication. The three channels are factual, emotional, and symbolic. Several independent researchers have found those leaders who use these channels consistently and well are considered among the best communicators. They are able to align, motivate, clarify, and inspire large groups of people to engage in cooperative acts that help drive organizational initiatives forward with vigor.
There’s a lot to these three channels – how to collect your facts – how to organize them so constituents see the transparency of your logic – how to display relevant emotional empathy – how to use symbols, analogies, metaphors, and stories well. But those who practice the three-channel craft of communication find they more easily and readily overcome the fatal assumptions. As a result they reduce the need for additional meetings to promote clarity and reduce rework. They inspire others rather than stifle engagement through confusion. The overall result is a rise, not loss, in productivity.
Independent research based on the three-channel communication methodology shows that leaders that are better at using it obtain the following results:
- They receive higher overall communication effectiveness scores from constituents.
- They are able to move people to action against the communication goals.
- They are more able to influence a change in previously held assumptions or perspectives.
I don’t know a leader in the world who doesn’t aspire to a greater level of these communication attributes.
Ron Crossland is co-author of The Leader’s Voice and is Chairman of Bluepoint Leadership Development and a Managing Director for Tom Peters Group, Ltd. He can be reached at roncrossland@bluepointleadership.com.
Published in Networking Today July 2008
By Barbara Bartlein
People are getting old. Not just in the US but all over the world. The elder population, 65 and older, is the largest growing sector in all developed countries. According to Census Bureau projections, the US elderly population will more than double between now and the year 2050, to 80 million.
As far back as 1960, the American economy has benefited from the huge bubble of “baby boomers,” those born between 1946 and 1964, as a primary source of labor. However, starting around 2010, an enormous demographic shift will begin, resulting in a large increase in the 65 and over age group and a decline in the 20-64 age group. This means starting in 2010, the labor force will begin growing at the same or a slower rate than the overall population.
These changes will result in labor shortages in all areas for employers. Even if baby boomers keep working past the age of 66, eventually their participation rates will decrease, affecting labor force growth. A second and less obvious force is the participation of women which has augmented the labor force with steady increases for the past few decades. This participation rate has leveled off, however, and will also decrease in the coming years.
According to the Census Bureau, 43% of the U.S. civilian labor force will be eligible to retire in the next 11 years. Yet, according to a recent survey by Manpower, 80% of American companies have no recruitment strategy and 72% have no retention plans. After consulting with dozens of companies, it is clear that many have simply put their heads in the sand hoping the forecasters are wrong.
Organizations need to investigate their own workforce’s demographics and develop an understanding of the immediacy of the baby boom exit. To help you think through strategies for your company, ask the following questions:
- What are your company’s demographics? Examine the age, gender, and years in position and anniversary dates of all employees. Exactly what talent will be needed ten years from now?
- What are your company’s retirement policies? Is early retirement encouraged or discouraged? Are their opportunities for part-time employment after retirement age?
- What programs do you have in place now to capture key competencies and critical work knowledge of employees who will be retiring? Is there a mentor program to develop employees? What is the gender breakdown?
- What programs are in place to correct gender imbalances? Are there programs that address the needs of women in the workforce? Though women make up about 48% of the workforce, many employers still have rigid schedules and expectations that are remnants of an all male workforce.
- Will your organization need to address global concerns due to off shoring or immigrant labor? As the aging trend is worldwide, there will be labor shortages for all skilled positions. The demand will be especially acute in the areas of skilled trades, technology and healthcare.
- Is your organization prepared to meet the needs of the over-65 customer segment? Smart employers are preparing for this large customer base with specialized programs and services. The boomers have discretionary money and the time to spend it.
There are four key recruitment and retention strategies that every business must consider to prepare for the future.
- Have a plan to address retiring boomers. Don’t let critical knowledge and experience walk out the door. Have them mentor employees and participate in training efforts.
- Offer choice, flexibility, and responsiveness to today’s lifestyles. Research by Sales Power of over 3,000 companies demonstrates that younger employees gravitate to firms who can define a career path, not just a job. They will seek jobs that have meaning for them personally often choosing employment based on recommendations of their peers.
- Utilize the Internet and technology to reach the Gen X and Gen Y employees. Corporate Web sites should include podcasts to interact with potential candidates. Online applications need to be addressed promptly; ideally within 24 hours. All applicants should be contacted personally by phone to establish a connection.
- Mentor, develop and train to grow your own. Everyone will be trying to recruit the best of the best in the coming years. Build the employee loyalty at your company by investing in training and development. Every company needs a Leadership Development Program that is personalized and customized for the employee base.
Companies who make investments in people talent will be rewarded with a solid employee base for the future. The goal is not to just have great employees but the best talent available.
Barbara Bartlein, is the People Pro. She offers keynotes, seminars and consultation to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: barb@ThePeoplePro.com or visit her Web site at www.ThePeoplePro.com.
Published Networking Today July 2008
By Waldo Waldman
So, how do you get a 35,000-pound F-16 jet fighter to fly?
It’s no easy feat. To overcome the force of gravity, you have to create a force greater than gravity’s grasp. That force is lift.
As the F-16 blasts through the sky, there is an “enemy” of lift that must be overcome. It’s an aerodynamic force which resists the forward motion of the jet (known as drag.)
There are two kinds of drag – induced and parasite. Induced drag is a “good drag.” It is a byproduct of lift and is necessary for flight. Parasite drag is not helpful because it battles against the “good” drag, working to slow the aircraft down. It’s caused by the non-lifting portions of the aircraft, such as the landing gear, missiles, and external fuel tanks.
Here’s the big picture. In order to fly, a jet’s lift must exceed drag. The less drag, the easier the plane flies.
Let’s look at this on a practical level in fighter combat. When evading missiles or engaging another fighter in close combat, one of the first things you must do is what pilots call “jettison your stores.” You have to get rid of all the parasite drag hanging from the jet that’s not critical to immediate, fast flight. Fuel tanks and bombs, for example, must go. This reduces your weight while simultaneously reducing drag, allowing the fighter to be much more maneuverable to avoid getting shot down.
Simply put, if you don’t need it, you drop it.
What “parasites” do you have dragging you down and stopping you from reaching new heights in your life?
Parasites are the negative relationships that sap you of your energy and time while giving nothing in return. Parasites are also the fears, doubts, mental baggage, dramas, and self-limiting beliefs that strangle your ability to take action. They suck the life out of you. They can drag you down emotionally and hold you back from being a successful leader.
Do you have any of that hanging around?
We all have parasite drag in our lives. We’re just not aware that we have it or we put off doing anything about it until our own personal “missiles” begin to fly. If we’re dragged down too much, the missiles will hit us.
What are you holding on to that you really need to let go of? Here’s my advice. Jettison your parasites now!
Wingmen are the opposite of parasites. They are the relationships in your life who lift you to new heights. “Wingnuts” are parasites that drag you down.
Are you willing to jettison what’s dragging you down so you can become more fulfilled and successful? Perhaps it’s an unhealthy relationship, laziness, or a private addiction such as TV, gambling, or a sugar fix. Or maybe a bad job is bringing you down or a fear of failure is stopping you from starting a new business.
Want to find what gives lift in your life? Look at what drives your passion. Look at the relationships and activities that get you excited and energized and ready to “push it up” in life. Then, pursue them relentlessly. Seek what gives you life.
When flight planning for success, winners have an ability to get rid of distractions and focus on action that leads to positive results. They also surround themselves with people who challenge them. Jim Rohn, one of my favorite philosophers, has a saying that I love, “Don’t spend major time with minor people.” If you want to be a success, spend time with people at work and in your private life who lift you up. Folks who have the courage and compassion to tell it like it is. These people won’t settle for your excuses, but they will inspire you and give you hope.
The question remains: How do you attract these types of people into your life? You do it by giving your time, advice, and hope to those in need. In essence, you become a wingman to others and help them to fly to greater heights. You do the hard work to build your own character before expecting it of others. This is the core of leadership. When you do this, wingmen will naturally be attracted to you. They will feel comfortable coming to you for help and you will slowly but surely find yourself surrounded by people you trust. As I always say, never fly solo.
Leadership Wingtip – Leaders push themselves up, while pulling others up.
Discipline, hard work, and productive relationships are the lifts in life that overcome the parasite drags of unhealthy relationships, addictions and complacency. They are your tools to conquer mediocrity and live with courage. They will help you to win. Don’t leave them from your flight plan.
If you want to reach new heights in business and in life, make sure you do whatever it takes to maximize your lift and minimize your drag. Not only will you avoid the missiles, but you’ll hit your target as well!
Waldo Waldman builds team unity within organizations as a high energy leadership inspirational speaker. A former combat-decorated fighter pilot with corporate sales experience, Waldo brings an exciting and valuable message to organizations by using fighter pilot strategies as building blocks for peak performance, teamwork, leadership, and trust. Visit www.yourwingman.com or call him at 1-866-WALDO-16.
Published Networking Today July 2008
By Mark Hunter
Establishing maximum value for your price is never easy. In today’s volatile economy, it’s even more of a challenge. For most companies, costs are increasing, yet the ability to pass them along to the customer is fraught with numerous roadblocks. The customer’s response to a price increase is rarely positive, with the usual line of objections that go along with it. In addition, there are the concerns that a competitor’s price may undercut yours or that the customer may choose to go down a different path instead of buying from you at all. As big as these issues are, they pale in comparison to the number one roadblock to maximizing your price point: the confidence of the salesperson.
The main reason why companies do not capitalize on their potential revenue is because their salespeople do not have the confidence to ask for and receive the highest price point. If a salesperson is secure in what they are selling and in knowing how the customer will benefit from their products/services, then they will be confident in asking for and getting the desired price point. The problem is that many times the salesperson lacks confidence in at least one of these areas, resulting in their inability to make their sales quota.
To rectify this problem, it’s important to examine how the salesperson first developed a lack of confidence in their ability to maximize their price points. Generally, it stems from a sale they perceived to be lost because their price had been too high. On the surface, their assumption probably appeared to be correct. However, in reality, it just seemed that way because the right price-value relationship had not been established. If the salesperson had executed a proper sales strategy that allowed both himself and the customer to see the product’s/service’s true value, this could have been avoided. It needs to be communicated that in a B to B environment, the benefits are to both the buyer and the business they’re buying it for. In a B to C environment, the benefits are to both the buyer and to the person(s) who will actually use the product or service. When the salesperson and the customer understand this, it can help erase the uncertainty that the price may pose.
Let me give you two quick examples. If a person works for a mega-global company and is buying widgets, he’d have no problem spending a little on them if he knew he was buying them from a reputable company that has experience selling to other mega-global companies. In essence, the customer is looking for confidence and is willing to pay for it. In a B to C situation, because the customer doesn’t want to look like a fool for their purchase, they want the salesperson to provide them with enough emotional benefit to allow them to convey to others that they made a great decision. In both situations, an inexperienced salesperson is going to lose the sale if they don’t take the time to use questions that encourage the customer to fully express their needs.
In general, new salespeople often lose the sale shortly after they’ve stated their price. Thus, it’s only natural for them to believe that the price was the determining factor. However, when digging below the surface, the price was not what prevented them from closing the deal. Rather, they lost the sale because they didn’t ask enough questions to fully establish the needs of the customer.
Top-performing salespeople ask questions that allow the customer to elaborate on their needs and then demonstrate their listening skills by asking appropriate open questions and probing deeper with great follow-up questions. They use the information that they learn to better explain how their product or service can be beneficial to the customer. In my 25 plus years of selling, I’ve learned that the customer’s real needs, hurts, and wants don’t often surface until you’re demonstrated genuine interest in what their thoughts and goals are. Ironically, this means that you can throw out their initial comments, as it is rarely the need they are looking to fill. If you expect to base your price-value relationship on what you first hear, you’ll never come close to achieving your maximum price point. Today’s economy is full of opportunities for top performing salespeople to ask really good questions that get customers talking. This allows both the customer and the salesperson to see, feel, and understand what their true needs are. When the salesperson can experience this across multiple customers, they will begin to develop the assurance they need to be able to confidently convey the maximum price point their company expects them to receive.
Mark Hunter, “The Sales Hunter,” is a sales expert who speaks to thousands each year on how to increase their sales profitability. For more information, to receive a free weekly email sales tip or to read his Sales Motivation Blog, visit www.TheSalesHunter.com.
Published Networking Today July 2008
By Susan Regier
You may be wondering how you can stand out from the crowd…that is from your competitors. What makes you different? You may sell the same product, but why should anyone buy from you?
If you’re struggling with this question, the answer can be easy to find – with bonus results.
Ask your clients!
That’s it…it is really that simple. All you have to do is ask your customers why they buy from you. You may be surprised at the answers – or inspired, or completely astounded by what they have to say. In fact, your customers’ answers could be the basis of your next marketing campaign.
Recently, a general insurance agent discovered that her clients bought from her because she always showed up. It turns out that most people never see their insurance agent after the initial sale…so we made an ongoing campaign revolving around “Have you seen your agent lately,” and the phone calls flooded in. A simple, inexpensive post card was created around this concept, and it worked fabulously.
Here’s the bonus…
Use the answers you get, with permission, as testimonials in your brochures and on your Web site. Not only will you have the insight to create a believable marketing piece, you can back it up with actual testimonials.
Every product or service you sell should have a clear testimonial revealing the benefit your customer has received. Choose specific, detailed testimonials over generalities. If a customer was pleased with your service, find out why - and get it in writing.
The added bonus…
You’ve just created another reason to stay in touch with your customers. And you have reminded your clients why they should do business with you – again. It just doesn’t get any simpler.
Susan Regier is the publisher of www.NetworkingToday.ca, London’s online business resource, and head writer of Vantage One Writing, a professional writing service for businesses. 519.471.8726 Email: susan@vantageone.ca Web site: www.vantageone.ca
Published Networking Today July 2008
