Blabbermouths

The car buying experience, and the car salesman, has become the stereotype of all that is wrong with sales and selling in the eyes of the American public.

As with many stereotypes, there is a basis in fact and deed.  Manipulation, high-pressure, duplicity lying are words that consumers associate with buying automobiles specifically and sales in general. 

As a result, car salespeople rank dead last in a recent survey of most trusted professionals.  They managed to beat members of Congress in this race to the bottom, which is quite a telling performance.  

Speaking of performances, the Alec Baldwin sales "training" in Glengarry, Glen Ross, and William H. Macy's salesman in Fargo are two star-turn portrayals of the prototypical noxious sales professional.

Movies, you mock?  Well, art imitates life, as my experience this weekend in a local car dealership attests. In a 15 minute conversation bludgeoning encounter, the salesman spoke for 14 of those minutes.  He was trying to build trust, by telling me stories about himself: 30 years in the business, that most of his sales were through referrals by satisfied customers, that he opens the dealership on weekends to get ahead of his colleagues, that he works all the time getting great deals for people like me because he doesn't have a family.

Maybe this approach works for him.  Maybe I don't meet the profile of his typical customer.  Maybe he thought that I wouldn't notice all of the pictures of his wife and kids (maybe they left him because he never shut up or paid attention to them.)  As a consumer, maybe I could have cared less about him.  Nah.

But, if he had just made a minimal effort to really engage me, maybe by asking just a few questions, maybe he would have learned that I had done my homework, and maybe he would have learned that I was ready to buy if my specific terms were met.  And when he lied was misinformed about the price of the car that I was interested in, and the current financing rate that was being offered by his finance company, any trust that his approach may have engendered popped like one of the helium balloons festooning the showroom. 

To serve whom?

Even if you are just a casual fan of the original Twilight Zone series, you are probably familiar with the 1962 episode titled, "To Serve Man."

Considered one of the classics of this seminal series, it tells the story of a visit to our small planet by an alien race that offers to eradicate strife and enrich the lives of earth's inhabitants.  The payback for consequences of this largesse, are, for the earthlings, unappetizing.

The show came to mind following a conversation I had this week with Sam Silverstein, author, lecturer and expert on building cultures of accountability.

I am a big fan of Sam and his concepts and have enrolled in his "Accountability Academy," as  have several of the companies with whom I work. However, despite the absence of accountability being a frequent lament,  an affinity for accountability is not universal. That's what Sam and I chatted about: where accountability cultures thrive, where they don't and why.

Two nuggets emerged from our talk:

• Many individuals and organizations confuse responsibility and accountability.  "Responsibility is about things; accountability is about people," Silverstein believes.  Ironically, though, when you have a culture where individuals accept responsibility for helping others, accountability is the result.
• Not surprisingly, organizations and individuals that practice servant leadership, are generally more successful because the concept of personal responsibility and accountability is ingrained and/or embraced.

Servant leadership is not about training a staff of business butlers, or a boss who makes sure that coffee is brewed and hot when the staff arrives.  It is a management philosophy that is people-centric, where leaders accept responsibility for enabling team performance through their own actions.



As author Bill Treasurer says:  Leaders Open Doors.

In the Washington Post, Professor Edward Hess of the University of Virginia recently noted:

"Many people think that you cannot be people-centric and maintain high standards, because employees will take advantage. That’s another leadership myth.

These high-performance organizations show that people-centric environments and high performance are not mutually exclusive. Employees in these companies have high emotional engagement, loyalty and productivity, and outperform the competition on a daily basis over long periods of time. In fact, the relationship between high performance, high employee engagement and how you treat employees is compelling. My research clearly demonstrates that employee satisfaction drives customer satisfaction and loyalty."

The lesson?  If you can't grow beyond yourself, you have a job, not a business.  In a small business especially, the ability to motivate and manage your team to achieve a consistent high level of performance is the critical factor of growth -- and survival.

In a review of the new book, Give and Take, Harvard Business School Professor James Heskett writes that research "suggests that servant leaders are not only more highly regarded than others by their employees and not only feel better about themselves at the end of the day but are more productive as well."

Like the ironic ending in the To Serve Man Twilight Zone episode, there's also a surprising twist to the familiar servant/teacher cliche:  it seems that those that can do, teach.  And those that can't teach, are toast.

Hop and change

Ah, Spring!

The sun has passed the equator, heading north, and the arrival of robins, crocus, matzoh and Cadbury eggs heralds the season of metaphoric and symbolic renewal.

More tangibly, one of the advantages of the return of light and warmth is getting outside to play.  The benefits of outdoor play are manifest.  It helps develop creativity, problem-solving ability and social skills that carry from childhood into adult work-life interactions in ways that indoor activities do not.

Take the game of hopscotch, for example.  It is an early childhood game of which I'm sure most of you are familiar.  According to research, there's a tremendous connection between this simple game and physical and cognitive development:

"...as your child refines her physical coordination, she is also building essential neural pathways in the brain. It's those exact same pathways which will one day become the conduits for left/right brain thinking tasks such as creativity, reasoning, and self-regulation."

In other words, it's not play, it's training.  And it carries on to the professional level.

And as Spring represents the return of growth cycle, hopefully your thoughts are turning to your employee playtime training.  Ongoing training is essential to growth, even for the smallest of businesses.  If your organization is going to grow, you have to grow everyone involved with it.  And that takes training.

Grappling and growing

My oldest son was not an athletic child.  Growing up in Manhattan, he was an urban street kid and possessed a dexterous rather than physical prowess.  This manifested itself in highly individualist forms: yo-yoing, card tricks and magic.  Brains over brawn stuff.

When we moved to "the country," these unique skills gained him instant visibility with his new peers and helped him to forge new connections.  They didn't alter the reality, however, that his new friends were much more interested in sports than sleight-of-hand.  He had a decision to make.

So he chose to wrestle.  Not an easy sport to jump into, given that many of his teammates (and competitors) had been in programs (who knew?) since grade school. He spent his first year getting beaten pretty badly, which for him was a singular and disorienting experience; he had no prior experience on which to mitigate the helplessness he felt.  It was not just the losing, he said, but more so being unable to figure out how to stop losing. He couldn't just think his way out of it and was frustrated about not being able to apply what he was learning in actual competition.

Fast forward a year:  he has as many wins as losses; placed 2nd in a 12-team tournament over the holiday, and last week pinned a more experienced opponent in less than a minute on what his coach called, "a beautifully executed move."

Thine own self

"This above all: to thine own self be true,
And it must follow, as the night the day,
Thou canst not then be false to any man.
Farewell, my blessing season this in thee!"
- Polonius, Hamlet, Act 1, Scene 3.

The meaning of the words above, written 400 years ago, have been studied, debated and written about almost from the time they were penned.  Here's one take that I find satisfying:

By "false" Polonius seems to mean "disadvantageous" or "detrimental to your image"; by "true" he means "loyal to your own best interests." Take care of yourself first, he counsels, and that way you'll be in a position to take care of others.

For business owners, to be honest in your dealings with others is fairly intrinsic:  you won't get far in deceiving your business' stakeholders.

Take care of yourself first, now there's the rub.  As we have written about before, many business owners choose to do without, to sacrifice for the greater good of their businesses, often at their own expense.  Right or wrong, I don't know too many business owners who are in it solely for the money. 

Is that wise?  From a financial standpoint, no it is not.  As my colleague John Dini eloquently and correctly argues, businesses owners have a right to (all of the) profits.  Profits are a result, not a goal, however.

When financial considerations alone drive decisions, poor choices and outcomes often follow.

Dead-eye

This week we mark two milestones:  the two-year anniversary of our TAB business and blog post number 50.

We will be celebrating the former with friends of TAB at our Summer Social, to thank them for their support of our enterprise.  Without you our journey would not have gotten much past the start, would not been nearly as fulfilling and surely would not have been as much fun.  We will all refrain, though, from expressing our inner Kool and the Gang.

As to this blog, over the past year we have tried to reflect that journey through our weekly posts, channeling the information, advice, trials and triumphs of our members and the organizations and individuals that make up our community.  It has been given me the ability to pay forward the education that I am continually receiving from the Capital Region business owners, leaders and entrepreneurs who are successfully leading their organizations forward.

Main Street, with a bullet

The phrase "with a bullet" derives from the music industry.  It comes from Billboard magazine, the recording industry's bible in the age before digital downloads, iPods, piracy and business model implosion.  The term means a rapid ascension on a list...in the case of music, "climbing the charts."

"Small business" is number two with a bullet -- up 42 points --  according to Gallup's new study on Americans' confidence in major institutions.  Small business trails only the military in the level of trust the US citizenry places in it, followed by the police and religion.  (Interesting cocktail chatter the members of those groups would share.)

Big business, HMOs and Congress top the he bottom of the list.  I'm sure you're shocked, shocked.

Back to the Future?

Second in a series...

In our last entry,  we asked "are buyers liars?"

Buyers know what they want, and the key to more productive selling is gaining an understanding of the how, why and when of the purchase decision.

But getting that information, now there's the rub.

In some very meaningful ways, the selling today is much more difficult than in years past: while technology has made it easier to identify and communicate with prospects, it has also erected new barriers to making meaningful connections.

For example, there are fewer live gatekeepers (who has a secretary anymore?), but it is arguably harder to break through the electronic ones -- voicemail, email, online social networks.  And manipulation sure doesn't work in either case.

So, while there are new barriers to reaching customers, even when surmounted, the "trust hurdle" is much higher.

Can you believe your eyes?

So how was YOUR Black Friday/Small Business Saturday?  Oh, was there a holiday in there?  Sorry...hope you enjoyed your feast.  How many ways did you find to serve turkey leftovers?  Were you as glad to get back to business as I was? 

There seems to be as many opinions on the opening of the 2011 holiday selling season as there are pundits pontificating and organizations orating.  Sales were up 16% on Black Friday, or they were up 1.9% for the three-day weekend, or don't pay any attention to any of the data.

"Facts are stupid things," Ronald Reagan once misspoke.  He also said, more aptly "trust, but verify."  There are plenty of examples of the dangers of focusing on the wrong thing, one of my favorites being the famous "monkey business" experiment. 

The bottom line is that the most pertinent data are yours:  your Key Performance Indicators, and how you use data to guide your business decisions.  KPI's can be a powerful decision-making tool, when combined with a proper business plan, and they need not be elaborate to be effective; in fact, just the opposite.

For smaller businesses especially, data are essential for being able to separate fact from fiction and to verify the existence of any of 800 lb gorillas sitting in our midst.