Ten Essentials to Ensure Organizational Change Works

By Barbara Bartlein

Organizations that are in the throes of change must make sure that the framework for change is in place before charging forward. Too often, goals and strategies are defined but there is little attention to whether the organizational culture is ready and primed for the changes. Staff then gets frustrated or just ignores the change efforts completely. Here are the ten essentials elements that are critical for change to be successful:

1. There is a solid foundation for change. This requires clear and honest answers to the questions of “Why is this change necessary?” “What is at stake if we don’t change or are unsuccessful in our attempts?” And “Where are we going?” Employees are much more likely to embrace change if they have some idea why they are doing it. The future vision should be clear and repeatable.
   
   
2. Communication is both excessive and effective. Communication during a major change must be frequent, timely and consistent, involving face-to-face contact between immediate bosses and their direct reports, rather than one-way emails, top-down announcements, or long periods without any information. A handy rule of thumb is to take communication efforts and multiply by ten. Communication also has to be in multiple forms including using technology to emphasize key messages. People tend to remember information in “sound bites,” so it is important to have some catch phrases that outline the goals of the changes.
   
   
3. Attention is given to transition management. A detailed transition plan supplements the strategic and change plans and includes ways of helping people let go of the old ways, get through and capitalize on the chaos and confusion, and ensure the new way becomes fully integrated throughout the organization. The transition plan should include tentative timeframes and expectations.
   
   
4. Middle and lower management levels are truly engaged. Middle manager, team leaders, and front-line supervisors are the most crucial levels to have fully committed and acting on their responsibilities to ensure the success of the change. Ideally, they are involved in planning the action steps that include their areas of responsibility.
   
   
5. Senior leaders are pulling together. All members of the senior executive group are visibly supporting the change and moving in the same direction in a clearly united front throughout the organization. The language of change should be clear and consistent and repeated in every message to the organization.
   
   
6. No “old guard” factor exists. The “old guard” may be either specific groups or key individuals that have a vested interest in keeping things as they were, and they need help to get on board with the change or be dealt with directly, as early in the process as possible. Remember, often the most dedicated employees may initially resist change. That is because they have devoted time and energy to the present reality. They need to be allowed to verbalize their concerns so they can move on.
   
   
7. The change plan is clear and understandable. An effective change plan must clearly spell out time-lines, accountabilities, budgets, resources required, progress reports, feedback loops, etc. so that everyone in the organization trusts that there really is a good plan in place for the change. The plan has to be reinforced so it is not viewed as simply another “flavor of the month.”
   
   
8. People know what is expected of them. There is a clear and definite link between the changes at the organizational level and what each person in the organization needs to do at the individual level to make the change successful. The language of change should be consistent in job descriptions and performance reviews. Ongoing assessment and feedback should be utilized so everyone knows that they are on the right track.
   
   
9. The changes are coordinated and prioritized. When there are a number of changes happening at the same time throughout the organization, it is critical they are grouped together and prioritized so they fit together in a coherent pattern and everyone knows what change is urgent this week.
   
   
10. Old habits are not getting in the way. The organization is very intentional about not making the same kind of mistakes it has with past unsuccessful changes that are based on their collective “culture,” “character,” or “the way we do things around here.” Effective leaders know that the readiness of the culture to embrace change is just as important as the vision and strategic plan. They also know that there are always some glitches and stumbling blocks in managing change.
    

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 or barb@thepeoplepro.com

Published in Networking Today November 2008

Six Steps Guaranteed to Keep Your Audiences' Attention.

By Karen Susman

Include the following elements in this exact order in your next presentation. Your audience will stay with you until you take your bow. Be prepared for ear-splitting applause.

Let's assume you're speaking to potential customers for your big, beautiful beanbag chairs.

1. I will not waste your time. ("In the next few minutes, I'd like to demonstrate the comfort and construction of these big, beautiful beanbag chairs." Or, "I'd like to begin my brief remarks by asking you to remember the last time you were really comfortable in a chair.") Your audience will silently or audibly sigh with relief. You're promising not to be a big windbag about your beanbag.
   
   
2. I know who you are. ("As people who deserve to relax after work, you need to..." Or, "Several of you mentioned to me that your work involves lots of reading." You must know your audience and you must let them know early on that you do. Each audience feels it is unique, so even if your message is the same, a reference to engineers when you're speaking to dentists will divert their attention.
   
   
3. Here's how my speech is organized. ("The three points I want to cover are..." Or, “There are two prime ways to arrange big, beautiful beanbag chairs. The first is..." Or, "I plan to describe our proposal, demonstrate it and then ask for questions.") Since so many speakers aren't organized, your audience will be impressed and relieved that you are. You will make it so much easier for your audience to follow you if you announce your agenda.
   
   
4. I know my subject. (Without sounding pompous or overbearing: "When we evaluate big, beautiful beanbag chairs..." Or, "During the last decade designing furniture, we..." Or, "When I was interviewed by Chair Monthly on this issue...") If you don't know your subject, you shouldn't be speaking on it. Build credibility early.
   
   
5. Here is my most important point. ("The one thing I want you to remember is...." Or, "The most important point to take from here is..." Or, "Write this one thing down...") this will alert your audience that something important is about to be said. This will jerk your audience back into attention mode.
   
   
6. I am finished. ("I want to leave you with this one thought..." Or, "Before I conclude, let me tell you...") Give a great closing story, or quote, or wish for the audience. Be sure to include a call to action. "Come to our store on 5th and Main today." Or, "Visit our Web site, www.bigbeautifulbeanbagchairs.com." Conclude once. Many speakers give audiences whiplash by concluding five or six times.
   

Organize your remarks with these six steps in mind and you'll have your audience with you every step of the way.

Adapted from The Overnight Guide To Public Speaking by Ed Wohlmuth. Used with permission

Karen Susman is a Speaker, Trainer, Coach, and Author of 102 Top Dog Networking Secrets. Karen works with organizations that want to maximize performance. Programs include Humour at Work; Balance In Life; Networking Skills; Presentation Skills; and Building Community Involvement. Order new guidebooks on humour, networking, time management, and community involvement by calling 1-888-678-8818 or email Karen@KarenSusman.com. www.KarenSusman.com.

Published in Networking Today November 2008

How to Get More Referrals, Attract New Clients & Decrease Costs During a Recession

By Joanne Black

Have your phones stopped ringing yet? The economy is lagging and dragging. We’ve felt the effects in the United States. Now we’re seeing global implications.

So, how do you tackle economic uncertainty?

Cut advertising, travel, training, marketing, and discretionary expense line items? Cut purchasing? Ouch!

The pipeline starts to dry up and the anxiety level goes through the roof. Many people think that since there’s nothing they can do, they should just do nothing. But “nothing” is futile thinking.

What If You Could Reach Your Market Without Incurring Any Hard Costs?

The only budget you need to worry about is simply your time…your time to ask for referrals!

You know about referrals. When a qualified prospect is referred to us, we get a new client typically between 70 and 90 percent of the time. Additionally, we are pre-sold. Our selling time decreases. Credibility increases. And, we ace out the competition.

There is no other business-development process that can claim these results. Results are the only thing that matters. And, now you’ll be able to achieve results simply by implementing the following 8 “Killer” strategies.

8 “Killer Steps” to Attracting New Business in a Lagging Economy

1. Broaden Your Perspective
   What business are you in? Redefine and reinvent yourself. Determine how you can create a leap in demand for your products and services. Build new alliances and consider alternate distribution channels. Don’t go solo. It’s important to assemble a group of advisors and get their input and creative ideas. Include people who have differing points of view from you. Not easy, but critical.
   
   
2. Be Nimble and Innovative
   You’ll never have all the facts. Make quick decisions. Be fearless and make tough choices. Create new uses for your products. Why not a new business model?
   
   
3. Dazzle Your Current Customers
   Your current customers need care and feeding. Don’t ignore them at the expense of new business, because they are your best source for new business.
   
   
4. Prioritize Wisely
   The most important activity for any salesperson is to do what’s “closest to cash” the first thing every single day—whether it’s following up with a prospect, writing a proposal, or closing a deal.
   
   
5. Become an Expert
   Companies hire experts because they can’t afford to make mistakes. Position your company as the expert with a specific product or in a specific market niche. Become an expert and people will be more likely to refer you.
   
   
6. Stay Connected
   If you want to get more referrals you have to network like crazy. Attend a minimum of one event a week. You never know who you will meet and what you will learn. Never let your network go down. Networking is an essential referral marketing activity. So go make connections and build your business. Talk to people and find out how you can help them. How is their business doing? Are they impacted by the lagging economy? How? Don’t email, call. You make connections by talking to people and by spending the time to have a robust conversation.
   
   
7. Don’t Cut Prices, Increase Value
   There’s a lot of chatter about cutting prices in a lagging economy. Many small business owners think businesses are cutting back, so prospects don’t have money for their projects. But, by cutting prices, you’re cutting your profits even further. Instead, consider how to “get in and get started.” Divide your offering into smaller chunks, get results, and create traction. Or, give more value. When you offer high-value products and services, people will refer you and you will get more sales, even in a recession economy.
   
   
8. Commit to Building Your Referral Business
   Referrals are always terrific, but they mean even more in a lagging economy. Don’t let the lagging economy trickle down on you. Take charge and make your phone ring again! Let your prospects know how much you care about them. Tell and show just how much you appreciate their business. Inform them that you’d like to help people just like them. And, don’t forget to thank your prospects and clients for their referral.
   

Follow these tips and you will get more referrals. You will attract new business. You will get more clients. You will accelerate your sales. And, you will achieve higher results without increasing your cost of sales. In fact, there’s a great chance that you will decrease your costs!

America’s leading authority on referral selling and founder of No More Cold Calling, Joanne Black helps salespeople, sales teams, and business owners get more referrals and attract more business fast without increasing costs. Now, discover how to turn prospects into clients more than 50% of the time even during a down economy with her Recession-Proof Your Business Emergency Kit at http://www.nomorecoldcalling.com/products.html.

Published Networking Today November 2008

DON'T WRITE A PROPOSAL JUST YET

By Andrew Sobel

In tough economic times, many professionals jump at the opportunity to submit a proposal to a potential client. It is a chance to book new business, and who can resist the adrenaline rush that usually goes along with the prospect of an impending sale? Proposals, however, can be huge time wasters. The problem is that some clients who are not serious buyers will ask for a written proposal. Others may prematurely ask for a proposal before the proper steps have been worked through and the right relationships established. Furthermore, your willingness to write a proposal too quickly will actually position you as a vendor rather than a thoughtful in-demand advisor who is discerning about the work you will take on.

You need to cover all the right bases during the business development process to ensure a successful sale and a fruitful relationship. Here are 8 prerequisites for submitting a proposal to a new or existing client:

1. You are certain this is the right client and issue for you and your firm. Is this an appropriate client – in terms of size, complexity, location, potential to create conflicts with other clients, etc. – given your strategy? It this issue in your "sweet spot?" Is the executive with whom you will work an effective, respected individual in his or her organization? Are there other compelling reasons to seek this work?
   
   
2. You have a thorough understanding of the issues you are being asked to address, and also a clear sense of the business goals or needs which are influencing them. This could happen in one conversation, but more likely will only unfold over two or three discussions.
   
   
3. You and the client have agreed on the specific objectives of the work – on the outcomes that are sought.
   
   
4. You understand the client's buying process. Usually, you will have to ask about this. I believe it is completely appropriate to ask questions such as:
   
   Can you walk me through your decision-making process?
   Who will approve the budget for this work?
   Who will make the final decision about selecting a firm to work with?
   Can you share with me your timeframe for making a decision?
   May I ask, what other firms you are talking to?
   
   
5. You have spoken to or met with the Economic Buyer. This is the individual who can make the decision to hire you and your firm. This could be a middle manager or it could be the CEO – it will vary from situation to situation. Often, the first person who calls you is not the economic buyer. He or she is usually a feasibility buyer (someone who is screening service providers, who can say No but not Yes) or a user-buyer (a client executive who would work with you on the engagement but cannot make the decision to hire someone). The worst mistakes made during the sales process are often around the identity and role of the economic buyer. Sometimes, people think they know who the economic buyer is when they actually do not, and on other occasions they just don't focus in on this critical buying influence, and end up wasting huge amounts of time writing a proposal that never gets a true hearing.
   
   
6. You understand what is most important to the client – in other words, what particular value they are seeking. For example: Is speed critical? How important is cost? What about quality – do they need a very comprehensive review, or a preliminary, cursory examination of the issues? If this a one-off transaction, or is the client looking for a longer-term relationship? Which aspect of your proposed approach does the client most value?
   
   
7. You have discussed the essential elements of your proposal with the client. Before you submit a written proposal, you must achieve conceptual agreement about what is going to be in it. You might say, "Before I send you this proposal, I would like to meet with you to walk through our basic approach. That way I can get your reactions and input before finalizing it."
   
   
8. You have an agreement to discuss the proposal with the client after you submit it. "I'm sending the proposal over later today. If it would fit your schedule, I'd like to set up a meeting later this week so we can discuss it." You don't want to spend a lot of time writing a proposal, and then send it into a black hole. Schedule a phone call or face-to-face meeting to put the client on the hook to read the proposal and share his or her reactions with you.
   

If you haven't addressed all of these points before you submit a proposal, you may be wasting your time.

Just because business is scarce doesn't mean you should jump at every opportunity to write a proposal. On the contrary, you should focus on those opportunities that make the most sense for you and then double-down on them. Really invest to understand your clients' businesses and their key issues, treat them like they are already a client, and add significant value during the selling process.

Andrew Sobel is a leading authority on client relationships and the skills and strategies required to earn enduring client loyalty. He is a consultant and educator to major services firms worldwide. Andrew is the author of the business bestsellers Clients for Life (Simon & Schuster/Fireside) and Making Rain (John Wiley & Sons). He can be reached at andrew@andrewsobel.com (Tel: 505.982.0211). http://www.andrewsobel.com

Published Networking Today November 2008

The Only Way Out Is Through it!

By Kathy Eppley

Wow! The wild ride on Wall Street, all the ups and downs of the market and dire warnings of turbulence ahead, keeps reminding me of a flight I was on many years ago which was, to say the least, one panic provoking, rough ride.

You see, at that time I was terrified of flying, suffered from panic attacks and was totally afraid of heights. So it was with much anxiety and trepidation that I flew at all but on this one occasion I had convinced myself that I could do it.

And it was a smooth flight, everything was fine, right up until the moment the Captain came on the intercom and said...

"Buckle up, we are in for some really bad turbulence from a storm up ahead."

He said he was sorry but we could not get around it or over it or under it and that we could not turn back so the only way to get out of it, our only option, was to go through it!

Go Through It? I thought, no way! Whoa, whoa, whoa! Was he kidding? I did not want to go through it! And if the truth be told, really before the first bump I was pretty much in full blown panic mode.

My massive fear of flying came roaring back. I was sure we were doomed and reacted accordingly, white knuckle clutching the seat and gasping for breath. And boy, did it get rough; we were bouncing all over the sky.

I was sitting in the last row of seats, hanging on in sheer terror. One of the flight attendants was struggling to make her way up the aisle to the back of the plane. Not a good sign I thought as I was sure she was only trying to get to the tail section of the plane because it was supposedly the safest place to be if we went down.

It was so bumpy and the turbulence so bad it even knocked her off her feet a couple of times. When she reached me, she looked down and clearly observed my distress. With genuine concern she put her hand on my shoulder and asked, "What's the matter with you?" And, I gasped out, "I'm afraid we're going to crash!"

I will never forget the look on her face, as she leaned down and put her face right in my face and yelled, "Well, we're all afraid of that!" And with a look that screamed "Get a grip!" she proceeded to buckle herself into her jump seat.

I was stunned! Shocked! Totally taken aback! It absolutely was not what I expected to hear. She so altered my state that she jolted me right out of my panic and fear. And quite surprisingly I felt better. I really felt okay.

Just knowing I was not alone actually made me feel better. I could breathe again. I was not alone; we were all in it together, we were all afraid. My emotions were validated (well, maybe, not all of them).

Best of all, in just a few minutes we broke right through the storm. The captain was right. The only way out was through it. And on the other side of all that turbulence there were beautiful clear skies and smooth flying. It was great! What a relief!

Now, here's hoping that whatever you face, whether it's a bailout on Wall Street or you stretching past your comfort zone trying to take your business and/or life to the next level, just know it's okay to be afraid. You are not alone, we're all afraid. And don't lose sight of the fact that sometimes the best way out, maybe even the only option, is to just go through it!


Kathy Eppley, Income Acceleration Coach and Law of Attraction Expert, will inspire, empower, motivate, and educate YOU to stretch beyond perceived boundaries, take action and get results far beyond what YOU thought possible. She understands the challenges YOU face today and knows how to give YOU the edge that will move your Business and Income ahead in quantum leaps. Contact Kathy at kathy@astoundyourself.com. www.astoundyourself.com

Published Networking Today November 2008

Do You Funnel Your Business?

By Scott Stratten

Do you have a funnel for your business? If you've ever tried to pour a liquid into a small opening (i.e. your car's oil) you know that if you don't use a funnel, the liquid spills all over the place. I see the same thing happening with the visitors to most websites.

When you arrive at most places on the net, there are many things fighting for your attention. Every link counts as one, every banner, picture that's click-able, every course of action is a choice. How many choices do you have on your business website for me to choose from? I've counted some sites with as many as 70!

When someone comes to your site, you should have a funnel set up. A large intake that brings people into your business, and you control the future contact. The first contact should be easy to do and cost nothing. Hence a newsletter or a ebook/report on a subject. However, you should only have one funnel, one way to get them into your world and slowly approach the end goal = buying from you.

Let me explain. On Un-Marketing, my funnel is my newsletter. Every person who signs up for it has entered my marketing "funnel". Every other week you get a newsletter from me with quality information. When the time comes for you to consider working with a marketing coach/consultant, I'm in front of you and *poof* a sale can occur. The whole point is all of my potential customers come through here. There is the odd person/client I get outside of this ezine, but the majority of my clients, and in-turn their referrals come from being a subscriber to this ezine.

Every time I write an article that gets published, the byline leads people into my newsletter funnel. Every time I speak somewhere, I lead them to here. Without this funnel, just like trying to change your oil without one, people would spill all over the place and potentially leave without doing a thing.

What is your funnel? At a trade show, where are you trying to bring them to? At your store, what can be appealing to most of the people that come into through your door?

If you're going to make your newsletter the thing to use, make sure it is "sold" to people by stating the benefit to them. Too many newsletter sign-up areas on sites simply state "Sign-up for our free newsletter". Who cares?!?! Most have no cost anyway, why would I sign-up for it? State the reader benefit... will reading it save me money? Higher revenue?

Without a funnel in place, you're spilling potential customers.

Scott Stratten is the President of Un-Marketing, a firm that works with business owners to help them become customer magnets. He uses proven methods of successful marketing to increase awareness and sales both within a company's current customer base and new ones. He recently appeared in the Wall Street Journal, USA Today and Fast Company and his articles have been published all over the world. More information about Scott or Un-Marketing at www.un-marketing.com

Published in Networking Today November 2008