There and Back Again

As the title so elegantly states, travel is the act of getting There and Back Again.

Getting There is a very important part of business as a whole as the best business is conducted in a face to face setting. The important question for someone in business is how to go- planes, trains or automobiles?

Each April, the winners are announced in the Skytrex World Airline Awards. Each year, the top slots are dominated by Asian airlines: Cathay Pacific takes the 2009 Best Airline slot, followed by Singapore, Asiana, Qatar and Emirates.

Virgin America hits the US top slot for Best Cabin Staff in North America. They are followed by Westjet and Jet Blue. (They don't even touch the World's Best).

What makes an airline tops for cabin crew (or even Best Business Class)? Simple, attention to the needs of the customer.

As a customer, you have needs that need to be met. Whether you are at the supermarket or buying media, as a customer, you have needs. The cabin crew- in this case your team- need to be trained to listen to your clients and make decisions. Virgin America staff are not only allowed to provide disgruntled passengers free drinks and snacks, they can get them a free flight- no questions asked. Their cabin staff are trained to empathize with customers yet remain strong willed enough to stand by their decisions. Can your staff do that? Are they allowed to give free insertions/plans/media/product away if the client is not satisfied, or do they have to get paperwork signed and jump through hoops?

I am a big believer in letting the Rep. make a decision on the ground to quickly resolve any dicey situation with a client. They are trained over and over again (like the VA staff) to empathize with the clients and not become doormats. I train them to use a problem scale. If something is minor (whatever that could be), talk through it. The larger the situation, the larger the remedy need be with the final option being free media. Naturally, if you give away free media all the time your clients will become an army of Pavlov's Dogs and my training explains that there is a fine line.

Is your team trained properly? Do they have these skills? This type of plan?

I know some of this is general. Well, a reminder is always good. AND- if you think about this piece, I have done my job.

How's your team?

Monty/ Michael Follow Up

My previous Post- Are you a Monty or a Michael has generated quite a bit of buzz over the last few days. I have had several calls and meetings with colleagues and friends who have seriously been asking themselves what type of manager they are.

I feel pretty good that this post elicited such a reaction as that is what many of these are designed to do- to get you to stop and think. As a follow up to this post, I came across another area on ERE for a contest called- Is Your Boss an Ogre? It just makes me giggle.

Are you a Monty or a Michael? Done any soul searching? If so, share it with me. I'd love to know.

Montgomery vs. Michael

vs.

We know them both. Monty Burns and Michael Scott. Both have positives and negatives. Monty tried to block the sun from Springfield, stole a lolly from a baby and was shot. Whilst Michael lead sales calls that resulted in his driving in to a lake and sponsoring "Rabies Awareness." I used them in this post not to make fun of one or the other. But to make a point as to what they represent.

I found this great article posted on Advertising Age this week. Sally Hogshead looks at two types of bosses and asks the question- who would you rather work for: The Talented Jerk or the Sweetheart Hack?

Needless to say, the Talented Jerk wins every time. Why? They push the boundaries and care for the organization they are with. They win even more when they can criticize work but still motivate people and keep the group on focus. Unfortunately, the Hack, well, they hide, lack creativity and generally "lead from the rear. " The perfect storm happens when you have both the Jerk and Talentless Hack come together. Oh dear.

As a Manager, you are a teacher. You are also bound by your goals and your responsibilities to the organization you are in. You need to lead. The tricky part is bridging the two areas- can you be nice and a jerk? A nice jerk? It is finding this point where the two grey areas meet that is the most tricky.

The axiom that "pooh rolls downhill" is very true. In sales the numbers must be met, expectations are high and deadlines (as well as tempers) are shorter and shorter. Throw in some job insecurity and some bad news and it is easy to cross the line to Permajerk. However, we all don't have to succumb to the Permajerk status. Your team is your team. You must be forceful but not heavy handed. Show them by example and coach, coach, coach. Make sure to correct bad work and call a spade a spade. Don't mince words. We all like to be patted on the back, but it is the true critique of our work that we most value.

Combine this with leading by example, communicating expectations clearly and taking an individualized approach to your teams needs you will find a formula to help them succeed- and they will follow you.

It is easy to be a Jerk. Being a Talented Jerk takes work and experience. Going the other route and being the Hack is an easy path. Are you a Monty? Michael? A combination of both??

2 Comments on Etiquette

2 things caught my eye today.

The first was an article on the "Online Spin" about business card etiquette. So many people forget that your card is you and your company. It speaks volumes about you. Fling it across the table? Maybe you don't care. Is it dingy and dark? See previous comment.

Working in the life sciences exposed me to a ton of conferences and meetings. At many, I was very surprised at how many people just threw their card to me like it was a piece of candy (maybe it came with the candy too). At some agencies, young reps. would throw their card across the table where it would slide to the floor and I am left scrambling to pick it up.

In 2008, I was surprised when I lived in India. There, the business card is sacred. You hold your card by the upper left and right corners and pass it to the person you are speaking to so they can read the information. They will in turn do the same. It is right up there with the Japanese sans bowing. It is great. The ultimate conferring of respect and it says- "I have looked at your information."

The second thing, is from Freep.com. GM has informed its dealers that many need to clean up their stores, train their reps. on customer retention and online marketing. So far, only 20% of GM's stores have followed this. No wonder they've been bailed out.

In life you have 10 seconds to make an impression. Don't hand a client a hot, lint laden card that smells like mints and has a thumbprint in the middle of it (you don't have to bow either). Make sure your place of business is clean, bright and you and your team work hard to satisfy every customer.

Remember, you only get one chance....

Importance of Face to Face Meetings

Today's issue of Selling Power's Meeting Newsletter is great because it espouses something I am a firm believer in- face to face meetings.

The newsletter cites a study from the American Travel Association that every dollar spent on a face to face meeting typically nets $12 in return whilst internal meetings net $4 to $6. Not bad.

Dear Reader, as you may (or may not) have figured out, I am a big proponent of face to face interaction. I am still shocked that many of us use tools (like Outlook etc.) as replacements for communication. Why is it so hard to go and speak with someone internally and externally especially if you're asking for money?

Yes, the ATA is probably biased- they want you to travel to boost their members. But traveling to see a client is key. You connect around a table, you can address issues they may have had in the past, you can fight the competition and most importantly, you can work to seal the deal. I don't know about you, but that seems pretty sweet.

A second article on Mediapost caught my eye. Called "Woe the Digital Sale: I can Hear You Calling But..." An (obviously) frustrated Rep. writes to their mail bag asking if anyone actually answers their phone anymore.

As Managers, we demand calls, calls, calls. It's all in the volume of closed calls and the proposed revenue. Three times the goal. Right.

For the next hour, my reps. are going to crank out calls. 15-20 an hour. Out of that, we should have some prospects in the pipeline. Let's get started. I check in with rep. one:

"How'd it go?"

"Okay I think, I left a lot of messages and hope someone will call back."

Rep. Two

"Ditto."

Rep. Three

"The same."

See a pattern? Now, as a Manager, you ask if they are doing enough. So, you schedule calls with them. The same thing happens. Message, Message, Message. It becomes a routine. But then comes that one time- someone picks up. You hardly know what to do. Training kicks in and you can hear an obviously frustrated person who thought you were their food order try their hardest to get rid of you. Damn.

Communication has evolved at lightening speed over the last few years. In many ways, too fast for the human mind to comprehend. New tools crop up everyday. I can remember in the mid-90's when I was in college using AOL Instant Messenger. I thought it was the coolest thing, I didn't have to dial anyone and can ignore or reply on my own terms. Now, things have evolved further and with it, the decline of communication.

The Mediapost article looks at communication between agency rep. and sales rep. Whatever your industry, the same things are probably happening. No one picks up the phone, email is king and face to face meetings work the best. But, you need to speak with someone to make the meeting. I have no magic bullet for this. I ask my Reps. to do the best mixture of both. Our goal is what is paramount. I would prefer a closed call (which now seems quaint). However, a proposal is a proposal even if it is conducted via email. As a Manager, I make sure the message the Reps. are putting out align with the needs of the team and are coherent.

Find your groove. Sit with your reps. and find out how they're communicating. Try and work on a mix. Remember, email is a tool. So see how they are using it and work it in to the sales plan. The most successful people I have seen use a mix of calls and emails. As Manager, monitor their activity (and I don't mean be intrusive), screen their client correspondences, make sure their message is yours. When it comes to the calls, do the same (more on that later). Make sure they are asking for face to face meetings whenever possible (if the deal is large enough) and pitching the right products and services for that client.

In the end, your team will thank you- you will be leveraging the 21st century with the 20th and hopefully, building your pipeline and closing some deals....

Hotel Observations

As I mentioned in a previous post, I travelled to India several weeks ago with my Wife.

I am not new to the country by any means: I lived in New Delhi for several months in 2008 and have been to the country a total of 18 times since 2001. Indians put a premium on the guest. That premium comes in a variety of forms that take some getting used to for the average Westerner. Hotels take it to another level and from this point, I am going to begin the real crux of my post:

Think of your business. Your client is a hotel guest. How much does your team go out of the way to help your client? It does not have to be anything huge. Just small things. How much? If you're thinking too long, there is something wrong...

In any business, not just a hotel, you and your team need to make the customers and their experience the top priority. From the time it takes to respond to that initial inquiry or RFP, to plan delivery, to execution and everything thereafter. Don't delay, dilly dally or fret. Most of all, don't treat them as a disposable commodity. Their dollars can go elsewhere.

Read each client email your team sends to clients. Look at them for spelling, grammar and form. (Would you stay at the Fourr Seassons or the Four Seasons?) Is your team member giving the best advice possible (as best stated in this clip from CNN Business Traveller, the customer has the internet and city guides but the Concierge has the key to the City). If there is a problem on delivery, as a Manager, step up and help. Don't blame someone else. Lastly, when the client "checks out" of the hotel, make sure they had a good stay.

Place your clients first and they will remember you. Use their feedback from their experiences to hone problem areas and foster skills in others. If one of your team members is great at something or a client points them out, recognize them.

On the flip side, know when to say when. This is the tricky part. We all know of those who would take advantage of a situation. This is one area where You, the Manager, are key. Look for those clients who are taking things a bit too far and manage the situation appropriately. You are also in a relationship with your client, so it is give and take.

Make the client experience the best they have had and they will not stray. The best sales people I have seen are those that take real care of their clients. Remember, not every interaction will result in immediate revenue. But, the more positive interactions between clients and reps. over time and the higher the possible payout at the end.

Look at the next guest at your hotel: Are they enjoying themselves? There because they have to? Are they on a rewards program? Just overnight or staying for a few days? As the hotel manager, are your desk team doing enough? Being polite enough? Look around because those client dollars can go anywhere....

PS- for those of us in the northeast, let's think warm thoughts....

Why ask Why?

I am a big fan of MediaPost. Their articles are insightful and very much to the point. One article that caught my eye was this one published yesterday from Ari Rosenberg.

Aimed at Sales Managers, it asks why us Managers ask- "Why?" when a deal is lost (It can even be when one is won).

After a loss (particularly a large one) your team member(s) feel pretty bad. They had high hopes- a great sales plan was built, a package pitched, a few meetings occurred and things were looking positive. Then, the client says no. Drats. Your team member asks why and is given an answer (usually) about budget and other sites etc. The Rep. has to take it to their Manager. The dance begins.

The Manager asks- "Why?"

Embarrassed, the Rep tries to explain the situation. By and large, you, the Manager, have a preconceived notion of their efforts:

"He/she never closes anything."

"They probably did not follow up."

"I knew that plan was flawed."

In psychological terms, this is a one sided (and negative) conversation. The Rep. is on the defensive and you are now having to chastise them for their loss and plan on what you are going to say to your boss who is about to do the same to you. How can we break this cycle of negativity?

It starts with you the Manager and a very simple thing- planning. Many of us chase our tails looking for quick scores. This short sighted thinking does not allow for failure. In fact, it can be a recipe for one.

Every Rep. needs a pipeline. That pipeline needs to be approximately 3 times their goal. That pipeline is made up of an account list. That account list should include:

Client Name/ Agency of Record/ Contacts/ Year on Year Spend/ Purchased Products

This list should then be taken and a plan built for each client. Yes, a plan. Plan who the Rep. is going to speak with and when. Develop what type of plan the client needs. Figure out how this is going to be done and when. If you are selling more long term products, this plan should be in 6-8 month cycles, or even a year. If your business is much more fast paced, make it quarter by quarter or month to month.

With a client plan in place, your Team has the confidence to pitch your product suite and more importantly, they have confidence in themselves. As the Manager, you assisted them in building this plan and know they have done everything in their power (since YOU helped) to try and win the account. Sure, you will loose some, but you will also win some as well.

A new quarter has begun (and is almost half over). Are you blinded by your goal? Chasing your tail? Stop, take a breath and come up with a plan. Be a team player- don't keep covering yourself and please stop asking Why? You should already know....

Engagement

A great article appeared from MediaPost yesterday (In the Online Spin from Cory Treffiletti) about the agency of the future- and the people behind it.

We all know the current economic situation is still tough (but getting better according to some). Many companies have cut significant numbers of staff. In some cases, this has led to the existing staff becoming overworked, tired, and not too happy with those they report in to. Many agencies have high churn rates and a high degree of employee dissatisfaction. Many have lost sight of what is important to their business- strategy. Instead, they are all about execution. Simply put, retention is going to be the biggest issue facing agencies in the future.

I know you may be looking at me quizzically- why all the talk about agencies? Think about your own company and experience. 30 years ago a job was a life path. You worked at one place, advancing along the way. You got the corner desk, the gold watch, pension, a lamp- everything.

Jump ahead.

Now, an employee feels disposable. Their morale is sapped and all they are looking for is the next higher paying gig that will help them buy their house, pay for a new car etc. Companies have laid so many people off, in some very crass ways and they, in turn, have lost all trust from their employees.

And the cycle continues.

Sitting at your desk this morning have a think (especially if you're a manager). How do you retain your top people? How do you get that degree of trust from them that has been squashed? Here are some ideas-

• Recognition is a good start (all it takes to say is "nice job.").
• Fridays at 4.45, take a few minutes and see what your team is doing on the weekend.
• Most importantly- fix the small problems internally that are within your control.

As I said in an earlier post, face to face communication yields a more productive team. As a manager, you lead from the front- take care of your people and they will repay you with the best gift- they will stay.

India and then some...

As you may have noticed, the posts were a little sparse last week as I was on vacation to India for the week. Fear not intrepid reader for I have returned with a summary of some of the things that caught my eye this past week:

- Some time back the Economist declared that social networking sites will be dead in a few years. Now that it is 2010 Facebook and Linkedin are rolling pretty strong. How many of us use these sites for networking? Building business? Recruiting? The list is pretty long. It is great to see this week's issue focusing on social networks- the podcast is great too- I am just getting in to it and like what I hear.

- BNET has a great article on communication- The Fuqua School of Business at Duke University recently completed a study on communication- the scoop? When people speak face to face, teams do better. Sounds basic huh?

Have a read and a listen and take to mind these points: Social Networking is here- like it or not. Some have called Facebook/ Twitter/ Linkedin et al as something for the kids- it is not. You should be on there managing your connections, looking for new business, looking for the next superstar for your team and keeping tabs on the competition. On top of that, you need to speak with your team. Face to face. Not by email.

A common complaint among team members on any team is about the inherent lack of communication by their managers. Email, Instant Messaging and phone calls have replaced our most basic behavior- face to face discussions. Outlook/ AIM etc. are tools to be used to push a project forward.

Get up, leave your desk and go speak to your colleague face to face.