tag:blogger.com,1999:blog-65141659785600922652024-03-12T17:44:19.146-07:00Living In LanguageMolloy Business Development Grouphttp://www.blogger.com/profile/16316771762446688526noreply@blogger.comBlogger25125tag:blogger.com,1999:blog-6514165978560092265.post-67754132806715460132011-02-22T05:49:00.001-08:002011-02-22T06:37:20.301-08:00Handling Challenging Conversations<div>Years ago, I worked with a staffing agency. Each day, I interviewed potential employees, many of whom had difficulty finding stable employment for a variety of reasons. I also trained these individuals, counseled them while they were on assignment, and, when it was warranted, terminated their employment. The job was not without its perks, though difficult conversations were an every day reality. Some of the actual conversations that occurred while I was on this job were amongst the most difficult I will likely face in my life:</div><div><br /></div><div></div><blockquote><div>"Please don't fire me. My sister just died and I have to support her children."</div><div><br /></div><div>"If I don't get a job today, I am coming back here with a baseball bat and you are going into the hospital."</div><div><br /></div><div>"I need a temporary office worker. I only want to hire a white woman."</div><div><br /></div><div>"By the way, I didn't put it on my application, but I killed my sister when I was 14. I'm not sure if it will show in my record since I was a minor."</div><div><br /></div></blockquote>One of the most difficult parts of a job, any job, is handling difficult conversations. These conversations could be with angry customers, with employees who are not reaching their full potential, or any number of situations that are faced each and every day that can cause discomfort for all parties.<div><br /></div><div><div>For some, it is natural to confront a challenging conversation with excuse making, laying blame, or, in extreme cases, even fabricating stories to placate the person on the other end of the dialog. This helps no one, does nothing to build trust, and only delays an inevitable backlash. By staying calm and responding with honest words and action, even the most challenging conversations can be handled effectively.</div><div><br /></div><div>Naturally, it takes a great deal of practice to master the art of communicating effectively when faced with difficult circumstances, which is why Molloy Business Development has developed the Handling Challenging Conversations Program. This program instructs companies and individuals on how to build confidence when faced with these challenges and how to address concerns effectively. And because the Molloy program is implemented concurrent to the work day and in real time, employees can begin using the methodology immediately.</div></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-24080746949432388502011-02-07T12:28:00.000-08:002011-02-07T12:32:30.825-08:00Super Bowl Ad Success! Now What?<div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; font-family: 'Times New Roman'; font-size: medium; "><span id="internal-source-marker_0.44643048103898764" style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Companies like PepsiCo and Anheuser-Busch spend millions of dollars each year for one night of advertising. On Super Bowl Sunday in 2011, 30 seconds of air time costs roughly $3 million; this does not include the figures associated with producing the ads, which could cost hundreds of thousands of dollars, or more.</span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">The amount of money spent on television advertising make many people scratch their heads. Is it worth it to these companies to spend this enormous sum on, in most cases, less than one minute of advertising? The easy answer is, there is no easy answer. If a company has created a memorable ad, they can count on the spots being played repeatedly online, with the best (and the worst) being highlighted through nationwide news and entertainment sources. But even with repeated viewings, do the advertising spots equal sales? According to Randle D. Raggio, assistant professor of marketing at the University of Richmond, over six million Snickers bars would have to be sold to pay for one Super Bowl ad. That’s a lot of candy bars, but a well established brand with a solid reputation can have some confidence that the advertising buy is going to pay off.</span></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span style="color: rgb(0, 0, 0); font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; background-color: transparent; "></span><span class="Apple-style-span" style="font-size: 15px; white-space: pre-wrap;"><br /></span><iframe width="480" height="295" src="http://www.youtube.com/embed/XO_uJVL8KkA?fs=1" frameborder="0" allowfullscreen=""></iframe></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Most companies purchase advertising spots through local television or radio channels, or take out ad space in trade publications and, increasingly, Internet news sources. Naturally, these cost far less than the $3 million Super Bowl price tag, but advertising money that cannot be backed up is not well spent. Take, for instance, the fictitious Lloyd’s Brick Barn in Sioux City, Iowa. Lloyd’s has been in business for 36 years, selling bricks and brick related products. Lloyd and his wife run the main store and have three branches in central Iowa, each with a team of half a dozen sales reps and brick technicians. The company is breaking even, maybe even turning a small profit, but Lloyd decides to hire a marketing consultant who works up an ad campaign that is spread throughout the state. Before Lloyd can blink, his stores are being bombarded with calls from one end of the state to the other. The great response is overwhelming and Lloyd’s employees are unprepared to handle the influx of new customers. In the end, Lloyd only sees a slight increase in sales, as most customers are frustrated or turned away by the stores when their needs cannot be met.</span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; font-size: 11pt; background-color: transparent;"></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">A company has to not only have the capital for a successful ad campaign, but also has to be prepared for the business the campaign can create. This is why it is absolutely vital that a business of any size has employees who can work with the new customers that marketing dollars bring in. No doubt, a company like Volkswagen Group can handle the aftermath of a successful ad campaign, but can yours?</span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-34309865741873629622011-01-23T21:17:00.000-08:002011-01-23T21:21:31.484-08:00Guest Blog: Life Based on Wrong Assumptions?<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://2.bp.blogspot.com/__KCwk3NT8rM/TT0L_rVYVWI/AAAAAAAAAh0/6yP8420mga8/s1600/image001.gif"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 200px; height: 33px;" src="http://2.bp.blogspot.com/__KCwk3NT8rM/TT0L_rVYVWI/AAAAAAAAAh0/6yP8420mga8/s200/image001.gif" border="0" alt="" id="BLOGGER_PHOTO_ID_5565617903091864930" /></a><div>What is the implication if we are living life based on the wrong assumption(s)? We all know that if we look back in history it is easily seen. At one time, between 1480 and 1700’s, we executed women because we thought they were witches. At one time the only people that had rights were kings and priests. We all chuckle and think it’s unbelievable that they thought that way; we would never do something as foolish as that. What happens if we do, what if these assumptions are so much part of the air that we breath that we do not see them?</div><div><br /></div><div>What is the impact of basing our actions on the wrong assumption? An easy example is if you are at the airport renting a car and grab the wrong map. You try to get to where you are going and you get lost. Along with not getting where we want to go, we have the emotion that goes along with it, like being confused or frustrated. Being a professional in the software development field for many years, the biggest mistake in trying to resolve a bug in the software was making a wrong assumption on where you thought the problem was. Many times we spent hours and even days looking for the problem in the wrong area because we made an assumption rather than allow the facts to drive the direction of where and how we look for the bug. Also, during the process, there are all the emotions that go along with trying to get somewhere or solve a problem such as frustration, anger, and confusion which is also accompanied with our assessment which impacts our beliefs of ourselves. While these emotions can be positive, most of them are not. This repeated over time usually results in what we think as possible to shrink.</div><div><br /></div><div>What are your assumptions? I claim they are all over our lives. They are in our beliefs and perception of how life shows up for us. And it’s not just you or me. These assumptions live in our institutions. There are many in our education institutions, in the institution of marriage, in our market economy, etc. Just look at marriage, 50% of first time marriages end in divorce, 67% of second time marriages and 74% of third time marriages. Underlying this level of failure are unexamined assumptions or beliefs.</div><div><br /></div><div>Let me give you 2 examples from my life. When I was in my teens and twenties there was always a friction between my parents. So much so it got to the point that is was easier just to avoid them, just not be around. Not uncommon, yet I discovered something through the EST training that changed my life. Shortly after the training I had this desire, this internal pull to be with my parents. That was odd, especially given that I was living in upstate New York, some 4 hours away, which would mean taking a whole weekend to visit them. My underlying assumption was that my parents were always telling me what to do, and I kepttrying to let them know that I was 25 years old, living on my own, “please give me a break”. I took it to mean that they saw something lacking in me. This was the friction. Yet this time the experience was different. There was no friction, and in fact, there was an easiness about being with my parents. Here is what shifted; while my parents acted the same, I had a new understanding. My parents telling me what to do was their way of expressing their love for me and this would never change. See, love is a verb; it takes form in our actions. So I could allow their expression and did not have to react to it or prove anything. Ten years later my mother was still telling me when I was visiting to come home early. I would just smile and tell her; “I love you too”, then kiss her and leave smiling.</div><div><br /></div><div>Another situation occurred while in St. Lawrence Hospital when I was with Marcie while a doctor examined her. He spoke to me afterward and told me that Marcie would never walk again. Yet, in this case, I did not accept his declaration. I felt that his assumptions were not correct. Marcie and I worked on her legs and did other exercises and within 2 months she walked out of the hospital.</div><div><br /></div><div>We have been told throughout our lives that our DNA determines what is possible, that our genetics determine our physical possibilities. Yet that has been changing and a new science called epigenetics states that something outside of genes determines behavior. That outside influence is our thoughts and belief’s. Now science has new evidence of this. What if what you believe has a direct impact on your life? Bruce Lipton has written a book, “The Biology of Belief” that is based on scientific research that goes in depth on his findings.</div><div><br /></div><div>So, what is possible if we start operating from the correct map? What would you do if you could not fail? I do know from direct experience that our thoughts shape our experience and our possibilities. Remember; shift how you look at things and what you look at changes.</div><div><br /></div><div>-- John Wienecke</div><div><a href="http://www.dynamicevolution.com">DynamicEvolution.com</a></div><div><br /></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-49528466900912658012011-01-10T12:27:00.000-08:002011-01-10T12:35:24.165-08:00Customer Disservice: When Personal Drama Effects Professional Drive<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://4.bp.blogspot.com/__KCwk3NT8rM/TStsyLJK0mI/AAAAAAAAAhs/Jdx6OazXrPk/s1600/trolley.jpg"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="http://4.bp.blogspot.com/__KCwk3NT8rM/TStsyLJK0mI/AAAAAAAAAhs/Jdx6OazXrPk/s200/trolley.jpg" border="0" alt="" id="BLOGGER_PHOTO_ID_5560657774159516258" /></a><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Steve is having a financial crisis. Steve is in over his head and is quickly running out of options. He says he has sterling credit and a home that is worth far more than the remaining mortgage, yet he cannot get a home equity loan. Steve has children that are in college and is struggling to find the money he needs while putting the kids through school. How do I know all of this? Steve is a tour guide in Boston. More specifically, Steve was </span><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: italic; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">my</span><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "> tour guide in Boston.</span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; font-size: 11pt; background-color: transparent;"></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">My family and I just returned from Boston for a trip that was part business, but mostly pleasure. As January in Boston is not known for its mild weather, we opted to spend our sightseeing hours in the comfort of one of the tour trolleys that proliferate this beautiful and historic city. We felt that we made a wise choice when our guide, Mike, was not only knowledgeable and entertaining, but also personalized the tour as we were the only group on the trolley while we were riding with him.</span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; font-size: 11pt; background-color: transparent;"></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">What did Mike do right? He learned about my husband and me by asking questions, then pointed out items and fun facts that he thought would specifically pertain to what we most enjoyed. When we stopped for a 15 minute potty break, he gave us directions to the cleanest restroom for changing the baby and even a spot where we could get a free chocolate milk for our four year old son. Before we hopped off the trolley for lunch, he made suggestions for eating establishments and assured us that we could pop back on any of the trolleys at any time and would receive exceptional service.</span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; font-size: 11pt; background-color: transparent;"></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Mike was right about dining (I ordered the chocolate sambuca cake he suggested and he was right, I nearly died from joy), but he was wrong about the service of his fellow tour guide. Steve offered to drive us directly to our hotel rather than make the customary stops, but the excellent service ended there. As soon as we were on board, Steve fired up his cell phone and spent half of the ride negotiating finances. When he was off, he apologized, then proceeded to tell us of his financial difficulties until he was near tears and even my eight-month old seemed uncomfortable. Noticing the looks my husband and I were exchanging, he apologized again, pointed out the architecture of a building nearby, then promptly dove into a diatribe on the banking industry and the economy in general. </span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; font-size: 11pt; background-color: transparent;"></span><br /><span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">What did Steve do wrong? Basically, everything. Whereas Mike allowed his personal experiences to enhance his customer service, Steve allowed his personal experiences to not only interfere but to completely overwhelm the task at hand. Steve’s lack of professionalism affected him personally as he received a smaller tip from us, and it also affected the company as a whole. Whereas our experience with the first tour guide left us wanting more, the experience with number two cost the company repeat business and valuable word of mouth. Imagine Steve conducting tours eight hours a day, five days each week, fifty weeks per year. Granted, he may not always be experiencing a “financial crisis” (his words), but it is clear that he does not know when to leave his personal life at home and it became clear to us that the tour company does not put customer service first.</span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-90642613754641331592010-11-07T17:53:00.000-08:002010-11-07T17:55:30.237-08:00Reputation Management<div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "><span class="Apple-style-span" >Are you managing your reputation, or is your reputation managing you?</span></span></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 15px; white-space: pre-wrap;"><span class="Apple-style-span" ><br /></span></span></span></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span class="Apple-style-span" ><span style="background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; "></span><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 15px; white-space: pre-wrap;">Where do you look to find out what others are saying about you?</span></span></span></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 15px; white-space: pre-wrap;"><span class="Apple-style-span" ><br /></span></span></span></div><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; background-color: transparent; "><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 15px; white-space: pre-wrap;"><span class="Apple-style-span" >If there are negative assessments, what can you do to fix them?<br /></span></span></span><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 11pt; background-color: transparent;"><span class="Apple-style-span" ><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "></span></span></span></span><span class="Apple-style-span" ><br /><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Reputation management has become one of the most valuable and confounding tools businesses face. At one time, a company’s reputation was based on word-of-mouth amongst small parties and, on larger scales, in magazine and newspaper write-ups. Now that nearly every consumer with a computer is a critic with potential to wreak wide-spread havoc, eliminating negative opinions of one’s company is vital to success.</span><br /><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 11pt; background-color: transparent;"><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "></span></span></span><br /><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Negative feedback can be difficult and nearly impossible to remove. Once a customer has a bad experience with a company, that one bad experience can can cause a lot more than just headaches to the business; it can cost real dollars and cents in lost business and lost opportunities from those who use word of mouth to determine where their hard earned paychecks are spent. It can take years for a company with a bad reputation to recover, and many do not recover at all.</span><br /><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 11pt; background-color: transparent;"><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "></span></span></span><br /><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">The best way for a company to manage its reputation is not to try to repudiate the negativity, but to address it head on by improving those poor practices. Better still, a company can discover where their problems lie in the first place and alter the problems before they become a part of the company’s identity. This can involve spotting a poorly functioning product, understanding when services are not up to par, and possibly most importantly, knowing when one’s customer service staff is performing below acceptable standards.</span><br /><span class="Apple-style-span"><span class="Apple-style-span" style="font-size: 11pt; background-color: transparent;"><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; "></span></span></span><br /><span style="font-size: 11pt; font-family: Arial; background-color: transparent; font-weight: normal; font-style: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap; ">Finding customer service issues can take little time and effort if given the right approach. Molloy Business Development helps companies find their weaknesses by listening to actual calls and by mystery shopping. This gives the company the best idea of what problems exist and how they can be best addressed, on an individual basis and as a whole. When a company is proactive, they can stop a negative reputation before it gets started.</span></span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-23871023764336932262010-07-21T06:43:00.000-07:002010-07-21T06:52:21.445-07:00Avoiding the Trap of the Rearview Mirror<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://3.bp.blogspot.com/_dso7eigjpt8/TEb6sjE8QVI/AAAAAAAAAFA/yvhnKPW4hc8/s1600/rear-view_mirror3.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="http://3.bp.blogspot.com/_dso7eigjpt8/TEb6sjE8QVI/AAAAAAAAAFA/yvhnKPW4hc8/s200/rear-view_mirror3.jpg" border="0" alt="" id="BLOGGER_PHOTO_ID_5496356038489424210" /></a>Looking back to the past while driving a business into tomorrow is like cruising down the highway using only a rearview mirror.<br /><br />Most business executives can easily generate a myriad of financial and operational reports to be debated and deliberated in a series of endless management meetings. As the economy tanks, business leaders use these reports to trim overhead, shutter stores, and lay off staff in an effort to stay in business. Additionally, they study the bottom line and plan changes designed to grow profits and increase revenue down the road. Unfortunately for most of these professionals, this data, though useful, does not supply some key information critical to the future success of the company.<div><br />Management professionals may not understand commerce is generated when people exchange commitments with one another over the course of business conversations. Since commerce is generated during these business conversations, any and all financial reports are representative of the effectiveness of the communication skills of the individuals within the company. The problem facing most organizations is, they rely on the financial reports without accurately assessing the conversational competence of the members of their staff. For example, if a company engages in 1,000 sales conversations each month with an overall closing percentage of 20 percent, the company has successfully completed 200 sales. The financials are generated by the literal sales numbers, but this doesn't assess the reasons why the remaining 800 calls didn't produce any sales. Furthermore, the financials do not assess the competence of the salespersons that were successful. The data, as such, is incomplete.<br /><br />Additionally, although many companies record customer service and sales conversations, they lack the distinctions needed to make grounded assessments about the conversations that generate the numbers. This lack of data about the language that creates the very essence of the company inhibits even the most well-meaning of business managers from planning the future in the most effective way. By planning only through the study of past data without assessing communications competence in the future, business leaders are in effect driving their company forward while looking into the rear view mirror—a dangerous way to drive both a vehicle and a business.<br /><br />Management needs to be able to look into their company person by person, as well as branch by branch, to accurately assess the competence of their staff. The simplest assessment should be based on coordinating action successfully. For instance, sales and customer service staff need to be able to coordinate action with customers and prospects, while managers and operational staff need to be able to coordinate action internally.<br /><br />Assessing competence in the domain of communication necessitates we have core distinctions upon which we base our assessments, and can fix problem areas we encounter. For instance, measuring a person's ability and understanding about how to "build trust and credibility" and how to design conversations which "produce the desired action" is a starting point.<br /><br />This naturally leads to questions about designing with language. In addition to moving our bodies, all we have to generate revenues in our business is "language." So a good question to ask is, "What is the language that produces trust?" Another one would be, "How do you design conversations that produce productive action between two or more people?"<br /><br />Additionally, core distinctions such as "What constitutes a great customer service call?" and "What constitutes a great effort with a new prospect during a sales call?" are central to being able to project the likelihood of future success. If leaders, managers, coaches, and trainers can't articulate the standards and demonstrate how they need to be applied in the future, odds are good the future won’t be what you want.<br /><br />Typically, business leaders articulate a clear vision about what the future of the company looks like. They lay out new products, policies, and procedures for handling financial transactions. Where the rubber meets the road, however, is in the sales, customer service, and operational conversations. In these areas, the ability to assess competence generally does not exist.</div>Molloy Business Development Grouphttp://www.blogger.com/profile/16316771762446688526noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-32772121568918076712010-07-13T06:30:00.000-07:002010-07-13T07:55:30.590-07:00Information OverloadSeveral months ago, I received a telephone call from my insurance provider. They wanted me to enroll in the healthy pregnancy plan, a program that offered health tips and advice to pregnant women. It was explained to me that I would be mailed a package of information about my pregnancy, that I would get a phone call at the end of each week to find how my pregnancy was progressing, and that I would have access to a web site and a 24-hour hotline that was manned by nurses who were there chiefly to assist me with my medical questions. I signed myself up and happily hoped I would not need the tools, but was glad to have them at my disposal.<br /><br />Insurance companies are never the picture of excellent customer service, and the nursing hotline left a great deal to be desired. The first and only time I called the hotline, I had been having a sharp, stabbing pain in my abdomen. I checked the web site and read all the information I could find before dialing the number. The nurse who answered the phone was friendly enough, but that was where her telephone skills ceased. Once I told her my problem, she was silent for several minutes except to answer in the affirmative when I queried if she were still on the line. When she did begin speaking, she spoke in a monotone, repeating verbatim the words on the web page that was still in front of me. When I asked a more specific question, she answered, "This is all it says." I questioned what "it" was, and her answer was indeed the same web site to which I already had access. A few moments later, I politely thanked her, hung up, and continued searching the web before calling my own physician.<br /><br />The problem with the setup is not just the fact that the information given was vague language packaged as highly personalized advice, it was also the lack of training on part of the nurse on call. Indeed I had access to the same information she did, but she also had the knowledge and the training to explain to me what I could not have known without her expertise. Whereas I'm sure she was a fine medical provider, she simply lacked the skill to communicate with me effectively, In fact, she left me more frustrated that I was before I called. Do I blame the nurse? Absolutely not. I instead blame those in charge of the program for not seeing the necessity in communication skills. They looked at their employees as nothing more than human computer terminals, relaying information while avoiding any real human interaction. Entire industries function in this way, not realizing that they would profit greatly from a true commitment to interact with others.<br /><br />Molloy Business Development Group offers training that enhances communication with customers, prospects, and colleagues, not to mention family and friends. Call Molloy Business Development Group at (877) 212-6001 to learn about the "Language of Commitment" and how it can aid you in creating lasting relationships through the use of language. You can also visit the Molloy web site at www.molloyllc.com.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-80407739960585735342010-07-06T10:53:00.000-07:002010-07-06T10:54:02.959-07:00Controversially YoursIt seems that every few months a controversial issue finds its way to the mainstay of news headlines, office chatter, and the minds of anyone and everyone who is 'in the know.' Whether it is gun control, health care reform, or recent changes to the lawbooks in Arizona, everyone has an opinion and nearly everyone wants their opinions heard.<br /><br />While it can be interesting, entertaining, and even educational to discuss these matters, it is wise to not approach controversial topics at the office. Everyone knows this, but not everyone can implement their knowledge, particularly when an issue is vitally important or personal to them. Still, heated issues should be left alone at all costs, but how does one respond to discussion of hot button issues in an office setting? Observe the following exchange between a CSR and his superior.<br /><br /><span style="font-weight:bold;">Johnny:</span> Good morning, Mr. So-and-so!<br /><span style="font-weight:bold;">Mr. So-and-so:</span> Good morning, Johnny! Did you see the headlines today? What do you think about the whole immigration issue?<br /><br />How should Johnny respond? However Johnny feels about immigration is secondary to performing an excellent job and representing his company well. One cannot do so if personal issues and politics interfere with daily life. There are a number of ways Johnny could choose to handle the conversation without embroiling himself in a debate that could lead to harsh words and a tense atmosphere. Read on:<br /><br /><span style="font-style:italic;">Avoidance</span><br /><span style="font-weight:bold;">Johnny:</span> I rarely look at news stories these days, Mr. So-and-so. I'm too busy concentrating on my career.<br /><br /><span style="font-style:italic;">Change of Subject<br /></span><span style="font-weight:bold;">Johnny:</span> I didn't see anything about immigration, but I did see an interesting piece on Lindsay Lohan. Did you know she's a blonde now?<br /><br /><span style="font-style:italic;">Frankness</span><br /><span style="font-weight:bold;">Johnny:</span> I'd rather not discuss political issues in the office, boss. It might make some people feel uncomfortable.<br /><br />The method you choose should be based on the situation and the individual at hand. For instance, some may feel put off by the 'frank' response, believing that they are being insulted in some way. On the other hand, some may not be swayed by the change of subject and would appreciate a more forthcoming attitude. It is up to you to decide which style to employ, whether you're communicating with your boss, your colleague, or a prospective customer.Molloy Business Development Grouphttp://www.blogger.com/profile/16316771762446688526noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-23218788108877035872010-07-02T12:17:00.001-07:002010-07-02T12:17:59.602-07:00Frustration: A Cautionary TaleI am frustrated. I am short on time, short on sleep, and short on patience. As a working mom to a four year old and a two month old, who gets not a moment to rest, I find my nerves wearing thin at the slightest provocation. The last few weeks have been trying at best. I am getting three hours of sleep on a good night and yet the work never ends. I am frustrated, and my frustration comes out not just through my written words, not just through my body language, but also through the tone of voice and choice of verbiage I use when talking with my business partners, my family, and my friends.<br /><br />I noticed the frustration in my voice a few days ago. I traveled with my family to Chicago, driving with the kids in the backseat, screaming and crying, and my husband and I had a heart to heart about what we could do to help us both overcome the frustration. I said that I wanted to start running again, but I simply don't have the time. He said that he would like to read more and had hoped that when he chose to be a college professor he would have summers to study and grow, but now that he is writing book number four, he hasn't the time either. We were at a crossroads and felt that we were doomed to feel this frustration forever.<br /><br />After much though, it occurred to us that it is not the cause of the frustration that needs to be altered, but our reactions to it. I had taken snapping at my family and letting my temper spill over into my work life, which was not helping anyone; least of all me. Why then, would I continue on the same path? Why keep behaving in the same manner if nothing positive was coming from it? That's when I decided to take a deep breath and not internalize the frustration, but to communicate it. <br /><br />This is where language is vital. Whether I am speaking to my eight-week old daughter or to a prospective business partner, the words I choose have meaning and depth. By using the first words that come to my mind, I may be performing a grave disservice to myself and to everyone else. Instead of rolling my eyes at my daughter and saying, "I don't know what's wrong! Stop screaming!" I instead say, "This is frustrating for me, because I don't know what's wrong, but I am here for you and we will work through this together." Believe it or not, this works for me. I literally feel the frustration slipping away when I use calm, meaningful words to communicate. And when I really assess how I feel, and share the root of my frustration, the words are carried by the air and the problem seems to have less weight. Believe it or not, this can translate into any type of communication. A client or business colleague who is frustrating because they are asking too much, they don't understand you, or if you are simply having a bad day and are projecting on them, can be given a great gift simply by hearing what you are truly thinking and feeling - so long as your words are chosen carefully and precisely. Frustration does not have to be a way of life.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-28070191701319879132010-05-16T10:32:00.000-07:002010-05-19T06:25:57.212-07:00Conversations That Run Your BusinessThe importance of discovering which recurrant conversations drive your business.<br /><br />The fact that we are creatures of language should be no surprise, but how many of you can identify the specific and recurring conversations that run your business and determine the success of your company?<br /><br />Most business executives I know show up on the job, open up for business, and the chatter begins. The phone rings off the hook and sales people and CSRs handle many thousands of calls with prospects, customers, vendors, business associates, and the home office in a blur of activity we sum up as the ‘Chaos of Commerce.' <br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://4.bp.blogspot.com/_dso7eigjpt8/S_PlmgYsb5I/AAAAAAAAAEo/wE8CC1faAA4/s1600/chaos+image.jpg"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 400px; height: 312px;" src="http://4.bp.blogspot.com/_dso7eigjpt8/S_PlmgYsb5I/AAAAAAAAAEo/wE8CC1faAA4/s400/chaos+image.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5472970421876584338" /></a><p align="center">Click image for full-sized view.</p><br />No business or department is immune from the craziness. In fact, the crazier things get, the better we seem to do. The problem and challenge, from my studied observation, is that there are usually only a few recurrent conversations that really drive the business and our sales and operations staff get lost in the shear volume of chaos, data, e-mail, and seemingly endless verbal chatter. In other words, the chaos clouds the picture and gets in the way of effective customer service and operations. <br /><br />Case in point; we perform ‘Call Audits’ for clients whereby we ‘x-ray’ remote branches or an internal division, by recording all their inbound phone calls for a week or two. Then we report back on the types of calls they are handling on a daily and weekly basis. It’s a revealing and extremely useful process for clients committed to improving the coordination internally and/or with customers. <br /><br />For instance, in a recent Call Audit for a client on the west coast who was having problems with the performance of a remote branch, we discovered that:<br /><br />1. Over a two week period between February 21 and March 6, they received 452 inbound calls into the branch. <br />2. All the calls were made up of 89 different types of conversations.<br />3. Exactly 30% of all the calls were deemed to be sales opportunities<br />4. 19.9% were other types of requests from prospects and customers, such as directions etc. <br />5. 46.9% were other types of calls altogether that had nothing to do with sales. These include; <br />a. No answer – missed calls – 16.15% (this was a huge realization to the client)<br />b. Personal<br />c. Corporate office <br />d. General information – address, directions etc.<br />e. Telemarketers<br />f. Other employees <br />g. Delivery calls<br />h. Etc. <br />6. 2.7% were other types of sales opportunities, for products and services not currently offered by the client. <br /><br />The big news is this:<br /><br />1. Since only 30% of the total volume of calls were sales opportunities, 70% of the call volume tends to overshadow or cloud the picture and the efforts of the thinly staffed branch.<br />2. One huge problem was the fact that 16.15% of the calls were not answered.<br />3. 44.58% of all the sales opportunities were for a specific type of product.<br />a. 13.9% were for another major produce and 11.02% for another.<br /><br />In closing, this Call Audit allowed us to focus immediate training around the types of conversations that are really responsible for the bulk of the sales. We were able to design a training program around:<br /><br />A. Improving employee competence at servicing customers and prospects within the Chaos of Commerce<br />B. Focus training and coaching on the four to six sales and customer service conversations that literally drive the business. <br /><br />This type of measurement allows for rapid growth in sales and customer service competence and shows clients which core products and services to focus the advertising spend on. <br /><br />We would be happy to perform a cost effective call audit for your company or department within your company. <br /><br />Call: 877-212-6001 to make arrangements.<br /><br />Regards<br />Dan Molloy<br />President / CEO<br /><br /><strong>SAMPLE REPORT; <a href="http://molloyllc.com/media/media.php?id=802&url=files/802.pdf">Follow this link to see a sample Call Audit report from the automotive tire and repair industry. Audits can be done for any company or department within the company.</a></strong>Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-27608418951349110292010-04-14T03:45:00.000-07:002010-04-14T03:47:49.291-07:00Sarah Palin, Sandra Bullock, and Lady Gaga to Sue Toyota<span style="font-weight:bold;">Decoding, Deciphering, and Devising Hooks to Get Your Business Noticed</span><br /><br />My morning routine is fairly simple. I get up, take a shower, make a cup of tea, and hit the news sites before I start my work day in earnest. Like most people, I skim the headlines and only read the stories that I find most interesting. Some stories speak to me personally, such as those about children's product recalls or Midwest weather reports. Others draw me in because of my profession: if a company of any size or type has seen a great profit or loss due to a new business practice, I want to know. But many of the stories simply hook me in because of clever titles, that may or may not have anything to do with the story itself.<br /><br /><a href="http://www.foxnews.com/politics/2010/03/25/wealthy-donor-sues-tea-party-convention-organizer-palins-fee/?test=latestnews">Donor Sues Tea Party Organizer of Palin's Fee</a> - FOXNews.com<br /><br />As a politically minded American citizen, I saw the headline and thought, hey - now that's interesting. Why would a Tea Party donor sue over Sarah Palin? How could a donor sue over money that's been given? What is the Tea Party up to now? Of course, the story has very little to do with the former Alaskan governor and is mostly about the give and take regarding political contributions. The headline is not dishonest, but it is misleading. Most importantly? It works. The news site has found a way to take a portion of an incident (Long story short: The convention organizer agreed to join the donor's committee if the donor paid half of Palin's speaking fee. Once the organizer received funds he backed out of the committee, therefore the donor decided to sue.) and twist it into headline making news.<br /><br /><a href="http://www.cnn.com/2010/TECH/science/03/24/meat.industry.global.warming/index.html?hpt=Sbin">Meat Linked to Climate Change?</a> - CNN.com<br /><br />No, is the answer to this question. In this case, CNN has chosen to provide a headline on its main page that does not even match the story it links to. The article's title "Scientist: Don't Blame Cows for Climate Change" actually gives us the exact opposite sentiment as the chosen front page headline. Why make the change? It's simple, really. CNN's marketing experts are well aware that people become exercised when told that their everyday practices can cause destruction to the planet as a whole. By placing the actual headline on the home page, CNN would give those same individuals the satisfaction of knowing they can consume their hamburgers with a healthy conscience - without clicking the link.<br /><br />The lesson you can learn from these examples is up to you. Do you want to focus on a small but important piece of your business, hoping to draw customers in? Do you wish to tempt fate by misleading customers in order to make them more interested in your business. Either choice is risky, as you may find yourself with a possible client base that now feels they may not be able to rely on your company, though if accomplished in an intelligent way, you may also be able to spread word of your company's name in a unique and memorable fashion. <br /><br />There is yet one example of hooks that worked that we have not covered:<br /><br /><a href="Microsoft Office Faces Challenges from Free Google Tools">Microsoft Office Faces Challenges from Free Google Tools</a> - Wall Street Journal<br /><br />The story is about Microsoft Office facing challenges from free tools offered by the search engine giant, Google. Just as the headline states, the article covers the new worries that Microsoft has to combat in order to continue selling its ever growing suite of programs. This type of hook works as the content is interesting to most people and we can trust that we will not be surprised by a misleading headline. Conversely, the headline may not be as catchy as some others, therefore not bringing in quite as many viewers.<br /><br />Which route will you take when promoting your business? The choice you make is up to you.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-77665070601616756452010-02-22T11:47:00.000-08:002010-02-22T11:55:09.006-08:00Relating to the Female Customer<span class="Apple-style-span" style=" ;font-family:'Times New Roman';font-size:medium;"><div style="margin-top: 6px; margin-right: 6px; margin-bottom: 6px; margin-left: 6px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; font-family: Verdana; font-size: 10pt; background-color: rgb(255, 255, 255); color: rgb(0, 0, 0); min-height: 1100px; counter-reset: __goog_page__ 0; line-height: normal; "><div style="margin-top: 0px; margin-bottom: 0px; ">I am a woman. I am an intelligent, independent, strong woman. I am also a pregnant woman. Perhaps most importantly, I am a customer. A question you should be asking yourself is, how do you relate to me? With a new baby on the way, I have spent a great deal of the last few months speaking with a variety of salespeople. From bathroom remodels to maid services, I have been overwhelmed by the differences from one salesperson to another. Aware as I am that different techniques work best with different customers, I also find myself desperately wanting to help these individuals improve their sales techniques so that they don't turn off customers the way many have done with me. </div><br /><div style="margin-top: 0px; margin-bottom: 0px; "><b>Listen To Me</b></div>The first thing a salesperson should be taught is to listen to their customers. Use the time I am speaking to listen to the words I am saying, not to decide what your next line should be. Sound simple enough? It's surprisingly rare to find a salesperson who is willing to take five minutes to listen to a customers needs and desires. For example, my husband and are searching for a new automobile. Though most people like leather interiors, I am adamantly anti-leather and have stated as much to each car dealer we have encountered, yet on many occasions we have been shown a vehicle with leather seats. I may not wear hemp jewelry or tie-dyed shirts, but I have been vegetarian for over 15 years and the idea of sitting on a dead animal is not appealing to me in any way, shape, or form. When I tell a salesperson that I am not interested in leather, I expect to be kept away from leather.<br /><br /><div style="margin-top: 0px; margin-bottom: 0px; "><b>Personalize, But Don't Over Personalize</b></div><div style="margin-top: 0px; margin-bottom: 0px; ">Relating to the customer is one thing, but getting overly involved in their lives is something else entirely. I am very clearly pregnant, which always invites a number of polite questions. It does not, however, invite belly rubs (please don't) and it most certainly does not invite the salesperson to tell his or her own stories about miscarriage and other frightening aspects of pregnancy. One furniture salesperson asked who our doctor was, then spent the following 10 minutes telling us that we were wrong to have chosen our particular hospital. We walked out and made that particular purchase online.</div><br /><div style="margin-top: 0px; margin-bottom: 0px; "><b>Drop the Commitment Issues</b></div><div style="margin-top: 0px; margin-bottom: 0px; ">I have been waiting for two weeks for painters to show up. I should have known when they arrived 15 minutes late to give the estimate that the job would not be started on time, but I made my choice based solely on price; a mistake I will not make again. If you, as a salesperson or service provider, have made a commitment to your client, do everything in your power to follow through or at least have a very valid excuse for not showing. Emergencies arise, any reasonable person should understand that, but if said emergency has arisen, relate that to your clients and make a new commitment that you'll be able to keep.</div><br /><div style="margin-top: 0px; margin-bottom: 0px; "><b>The Little Lady Technique</b></div><div style="margin-top: 0px; margin-bottom: 0px; ">One item that I must absolutely mention is something I like to call "The Little Lady Technique." This is most often used by car dealers, but can be employed by any gentleman who is performing a service that is not typically considered "female friendly." The assumption is that the "little lady" doesn't know much about cars/plumbing/HVAC systems, therefore the salesperson in question can speak as though he is explaining quantum physics to a six year old. I may not look like it, but I was raised by a very handy father who insisted that I know how to perform duties from laying carpet to installing electrical outlets. Perhaps it works with some women, but when a salesperson assumes that I know nothing about whatever item is being peddled, be it goods or services, I extract my business immediately. </div><br /><div style="margin-top: 0px; margin-bottom: 0px; ">The fact is, a one size fits all approach CAN work with customers, but not in the same way most salespersons have been taught. By making assumptions about customers based on appearances or other superficial factors, salespersons could be throwing away business. Conversely, by obeying some simple sales rules, a lifetime sales relationship can be forged.</div><div style="margin-top: 0px; margin-bottom: 0px; "><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://4.bp.blogspot.com/__KCwk3NT8rM/S4Lg2SBu4UI/AAAAAAAAAd4/H31GyzXkb9M/s1600-h/Deidra_and_Gus.jpg"><img style="float:left; margin:0 10px 10px 0;cursor:pointer; cursor:hand;width: 200px; height: 150px;" src="http://4.bp.blogspot.com/__KCwk3NT8rM/S4Lg2SBu4UI/AAAAAAAAAd4/H31GyzXkb9M/s200/Deidra_and_Gus.jpg" border="0" alt="" id="BLOGGER_PHOTO_ID_5441158522973643074" /></a></div><div style="margin-top: 0px; margin-bottom: 0px; "><i>Deidra Lookingbill is Director of Marketing for Molloy Business Development Group as well as a working mother and conscientious consumer. You can reach Deidra Lookingbill at <a href="mailto:dlookingbill@molloyllc.com">dlookingbill@molloyllc.com</a>. </i></div><div style="margin-top: 0px; margin-bottom: 0px; "><i><br /></i></div></div></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-56324383023372204872010-01-17T18:54:00.000-08:002010-01-17T19:05:04.297-08:00Don't be stupid in 2010<strong>"Companies spend 95% of their marketing budget on making the phone ring and only about 5% on what to do when it does"</strong> - source unknown<br /><br /><br />Here's the reality folks and my statement is based on 10 years research and the analysis of more than 40,000 recorded sales calls in a wide variety of industries.<br /><br /><br /><strong>Incompetence is the standard in American business.</strong><br /><br /><br />"Most sales people are not competent with respect to the two most important skills required to be characterized as a good sales person and to achieve lasting success. First, they do not know how to build trust and credibility on a consistent basis and secondly, they do not know how to make commitments and ask for commitments".<br /><br /><br />This incompetence shows up on a daily basis in our analysis of recorded sales calls in the following ways;<br /><br /><ul><li>Sales people think that just because a prospect asks for a price on the phone they are obliged to give one. </li><li>As with prices, sales people spend countless hours talking about technical issues without attempting to create a relationship with the prospect. Again, customers ask for information and sales people feel obliged to simply hand it over. </li><li>Sales people consistently fail to make sincere commitments and personal promises, yet these two moves are exactly what prospects and customers are looking for. It is clear to me that sales people are simply blind with respect to the dance of commitment. They've never been trained. Not in their family, not in the community and not in business.</li><li>Sales people regularly push prospects and customers away because they have a lack of energy and a 'why bother' attitude. They don't understand that every prospect and customer senses exactly what is going on with them and reacts accordingly. Nothing is hidden.<br /><br />I could write for hours about what is missing in the domain of sales, customer service and leadership, however I want to get the point that is the title of this blog post.<br /><br /><strong>Don't be stupid in 2010<br /><br /></strong>You need to think of your business they way that a professional sports team approaches the season. The only difference is that you have a game every day.<br /><br />Here's what I mean.<br /><br />Would the World Champion NY Yankees show up on the field without practicing? Of course not, but sales people throughout the country show up every day without a clue. They open their mouth and whatever happens to come out is ok with them and most of the time with their company.<br /><br />If you are going to put a sales person up to bat with a new prospect, you need to make certain that they can hit the ball... close the deal... make and ask for commitments.<br /><br />If you allow them to show up in an unprepared manner, if you don't make sure they are competent... then guess who is being stupid. And it doesn't have to be that way.<br /><br /><strong>What comes first?</strong><br /><br />Business people ask me all the time, "what comes first... the chicken or the egg? And what they're referring to is, "What do I do first, expand advertising initiatives or train my people?"<br /><br />As far as I'm concerned, we can get most sales teams to the next level in about eight (8) weeks, so the answer has got to be <strong>A.)</strong> set standards in the sales department, train your people, develop competence first <strong>B.)</strong> then spend your hard earned money on advertising.<br />You'll enjoy putting your staff up to bat when they are confident and competent.<br /><br /><strong>Be smart in 2010</strong><br /><br />Call me I'll show you how easy it is to get your entire sales staff up to speed... quickly. </li></ul>Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-1699420084743833902009-12-22T07:02:00.000-08:002010-06-10T07:07:09.320-07:00Help Wanted: People Skills!<div><b><i>Question:</i></b><i> From your perspective, what people skills do you see MOST lacking in the companies you visit?</i></div><div><i>- Bonnie</i></div><div><br /></div><div>Hello Bonnie - Great question! My company and I have listened to more than 40,000 recorded sales and customer service conversations. We've analyzed the conversations, listening for what's missing, and based on careful analysis I make the following assertions:</div><div><br /></div><div>Most business people are stuck in the information age. That is, through no fault of their own, they are trapped in the information age because we have been born into it. The skills learned in schools and on the job are good for exchanging information, but blind us to the real game of coordinating action and building relationship with others.</div><div><br />Another issue is that most of us are on automatic most of the time. That is, as humans we are in many ways not unlike computers. Much of our biology is fully automatic (breathing, heartbeat, waste elimination, etc.) as is our speech communicatoin. For instance, if I ask you, "What food do people eat at the movies?" The answer is most likely going to be, "Popcorn!" If I ask you how you are doing, the answer is mostly automatic: "Just fine, how are you?".</div><div><br />After analyzing 40,000 discussions, I can safely state that most people in business today are on automatic mode and are fluent in the world of information, but that's as far as it goes for most.<br />The skill most lacking, again based on detailed analysis, are the abilities to design relationships, coordinate and generate action in the future with others, and using language for superior communication.</div><div><br />Whether you're dealing with sales and customer service or with leadership and management, building trust/credibility and coordinating/generating action using language is the area of expertise lacking across all industries.</div><div><br />We are a generation of information experts. The only problem is that the information age is over! It's dead! There is little competitive advantage, for the average person, in more information or prettier information, because it's ubiquitous.</div><div><br />From my perspective, we have an entire generation that is mostly incompetent when it comes to building trust and credibilty and generating action - all of it by design.</div><div><br />Thanks for asking the question,</div><div>Dan</div><div><br />This is a fascinating area of research and if there are any consultants out there interested in discussions about something I call the Language Of Commitment and how it can impact your own clients, get in touch with me. You may email me at dmolloy@molloyllc.com or give me a call at 877-212-6001.</div>Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-50935881645206697232009-12-22T04:36:00.000-08:002009-12-22T06:27:36.782-08:00Do you have to believe in your products to be a great sales person?I love this question which was brought to my attention during a LinkedIn discussion. Here's my reply to that group:<br /><br />You're a singer (like I was years ago), it's 2:00 AM and you have one more set to do. At the same time you're exhausted and you have a cold. What do you do?<br /><br />You're a triathlete (like me now), it's 90 degrees as you begin the run. Someone hollers that you need to catch one more guy and you win your age group. What do you do?<br /><br />You're a professional sales person, it's the end of the month and you need to make your numbers and bring home the bacon and make customers happy... all of it.<br /><br />Let me ask you this question: Why are you working where you are working? No one forced you to be where you are. So the question about what you believe in and don't believe in is a silly question. If you are being paid to perform, then perform or get out. Professionals BRING IT for one reason and only one reason, because they said so. Our power as people rests in being able to give and keep your word. A.) to yourself and B.) to others. When we give our word honestly and we mean it and we are professionals, then even asking this question is silly. The answer to the riddle is found in answering the following yes or no question, "Are you a great sales person?"<br /><br />Also, when you get into it, deeply, there really is no such thing as sales. One of the reasons people suffer about being great at sales is because they don't fully understand what being great at sales is.<br /><br />Question? Was Bernie Madoff a great sales person?<br /><br />Looking strictly at the numbers, there was a time, when many would have said, "Bernie is a great sales guy!" But the reality is he was a con man. So does greatness in sales show up only in the numbers? Or in belief in what you are doing? Or is it something else?<br /><br />I say that the word sales describes another phenomena where people use specific language and human energy to design a mood of trust (the key word is design) and then within that mood of trust, make commitments (in time) to take care of someone else's concerns and ask the other to commit in return. The act of commitment by one human to another is paramount. It's one of the most fundamental acts of being alive and yet most people and most sales people are lost and do not understand the dance of commitment or something I call the Language Of Commitment.<br /><br />The issue has nothing at all to do with the product, but with one's competence when it comes to building trust and both making commitments and asking for commitments. True professionals have figured this out and so this question is not an important question. True professionals would not have to worry about believeing in the product. If they didn't think the product/service was good, they would not represent it in the first place.Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-17959521920389770912009-12-14T04:50:00.000-08:002009-12-16T13:49:44.687-08:00Worst Customer Service I've ever experienced - read this!<strong>A sad but true tale about customer service... Dr. Frankenstein style.</strong><br /><br /><a href="http://4.bp.blogspot.com/_SWpoTsctZLQ/SylJvXCzhkI/AAAAAAAAAGk/oHDL0ECZe0E/s1600-h/BOB+EVANS+FOR+BLOG.JPG"></a>This past Saturday I flew up to Buffalo in order to drive back with my daughter who is a senior communications major at the University of Buffalo. When I touched down she met me at baggage claim and decided to go to a local restaurant for breakfast and so we could get caught up on life. Jordana, my daughter, said she knew the place we should go which was only a 5 minute ride from the frigid Buffalo airport. Upon arrival at The Original House of Pancakes, we parked and walked in the front door.<br /><br /><img style="MARGIN: 0px 10px 10px 0px; WIDTH: 200px; FLOAT: left; HEIGHT: 88px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5415946771054056514" border="0" alt="" src="http://1.bp.blogspot.com/_dso7eigjpt8/SylO5LMZ1EI/AAAAAAAAAEI/3nYK4Op8Iw4/s200/ORIGINAL+PANCAKE+HOUSE+BLOG.JPG" />Note: Jordana had just purchased a $3.00 <span id="SPELLING_ERROR_1" class="blsp-spelling-corrected">cappuccino</span> from <span id="SPELLING_ERROR_2" class="blsp-spelling-error"></span><span style="font-size:0;"><span style="font-size:0;">Panera </span></span>on the way to pick me up. It was still hot and when we arrived at The Original House of Pancakes and she carried the drink with her into the <span id="SPELLING_ERROR_3" class="blsp-spelling-corrected">restaurant</span> so as not to waste her investment.<br /><br /><br />Upon entering the hostess came up to greet us and the first thing she uttered is, "No food or beverage is permitted to be brought into the restaurant". Whereupon I said, "No, you don't understand, we are here to have breakfast and spend money at your <span id="SPELLING_ERROR_4" class="blsp-spelling-corrected">restaurant</span> and my<br />daughter just spent $3.00 on her cappuccino and she doesn't want to waste it". This tactic was to no avail as the hostess insisted again with certainty that no food or beverage was allowed.<br /><br />Not being one to give up that easily, I suspected that she was simply young and inexperienced in the ways of common courtesy and so I tried another linguistic maneuver by making a simple request, "Would you please ask the manager to come over so we can have a conversation?"<br /><br />She walked away and a moment later young man, I'm guessing about 35, walked up to us. Again, I'm thinking to myself as he approached, this is going to be easy, I'm certain that he's going to be a reasonable business person and we'll just be able to sit down and have breakfast, talk, and spend money here.<br /><br />All of a sudden he morphed from a friendly looking young man in to the Frankenstein of customer service by again stating in no uncertain terms without saying anything else to us, "No food or beverage is allowed to be brought into the restaurant".<br /><br />Ouch! We stood there in utter disbelief at his approach to handling us and I again tried to persuade him to our way of thinking. We again explained that Jordana had just purchased a $3.00 cappuccino and it was still hot and she didn't want to waste it... and he continued to say, "No food or beverage.... bla bla bla."<br /><br />Then I ask him a very direct question about his philosophical approach with respect to his business policy, "Let me get this straight, you're going to turn away a new customer, who wants to spend money in your restaurant, because of this policy?" The manager replied, "Yes". And he<br />further explained, "My family owns this restaurant and I'm the manager and this is our policy."And I said, "Even if this means that we never come back again?" And he said without blinking, in front of other patrons, "Yes."<br /><br />We hopped in the car and drove 1/4 mile down the road to a Bob Evans restaurant, which I explained to Jordana, was a huge chain operation. Upon getting out of the car, we decided to do a marketing experiment by bringing the infamous cappuccino into the Bob Evans restaurant just to see what would happen.<br /><br />The answer... NOTHING. The lovely hostess took us to a nice table, we ordered breakfast. Spent about $25 with tip and left satisfied.<br /><br />Just before we left, I asked to speak with the manager, Mr. Colucci , who approached us somewhat cautiously. When we thanked him for the friendly service and good food his face lit up<br /><img style="MARGIN: 0px 10px 10px 0px; WIDTH: 200px; FLOAT: left; HEIGHT: 150px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5415947343918634482" border="0" alt="" src="http://3.bp.blogspot.com/_dso7eigjpt8/SylPahR9lfI/AAAAAAAAAEQ/lTXcFUBO358/s200/BOB+EVANS+FOR+BLOG.JPG" /> and he smiled. When we told him of our customer service experiment, he explained that the<br />manager/owner of his competitive restaurant had a reputation just like we were describing. In fact, some of his employees use to work at the other place and reported how much they hated working there.<br /><br />Bob Evans - THE GOOD GUYS!Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-49099098971379884402009-11-29T07:08:00.000-08:002009-12-07T04:33:29.389-08:00About Jobs...Enough is EnoughAs a businessman, I'm committed to creating value for my clients and will be out of business if I were to stop doing that. With the thought of value in mind and fresh from reading about the Job's Summit in D.C., I offer the following to those who are out there searching. You're likely to not get any help from Washington. The odds are that you're going to have to do it yourself.<br /><br />Let me tell you what employers are looking for;<br /><br /><ul><li><em>People they can count on to keep their word.</em></li><li><em>People who jump in and get the job done.</em></li><li><em>People who do more than they are asked to do.</em></li><li><em>People who are not afraid to offer ideas and suggestions that will help the company.</em></li><li><em>People who are committed to generating positive cash flow for the company.</em></li><li><em>People who bring their best positive mood every day</em></li></ul><strong>We live in the age of collaboration and commitment.</strong> That is, business people get together to invest in and form companies to sell products and services and if they don't do it, <em><strong>they will go out of business.</strong></em> Like you, as a business owner operator, and professional salesman, I'm looking for a new job each and every day when I speak with prospective clients. At the same time, there are moments where I need to hire a new staff person and I'm sharing this so that you feel empowered in your mission. I know what it's like to look into the future and not see anything. So we've got to create it.<br /><br />Employers are looking for people who want to play the game of creating value of inventing a new future. If you come simply 'looking for a job', or a company who will pay you to do some stupid task, <strong>you had better wake up</strong>. Those days are over.<br /><br /><strong><span style="color:#000099;">When you go looking for a job, look for an opportunity instead;</span></strong><br /><br /><ul><li>Learn something about the company before you go for the interview.</li><li>Learn about the products and the markets they serve.</li><li>Figure out what promises you can make to the owner or manager that will make his/her job easier.</li><li>Make a commitment to the owner or manager to do something that will be sure to add value to the bottom line of the company.</li><li>Speak with clarity and force about how they can count on you to get the job done, to add value to the company.</li></ul><p>We live, like I stated earlier, in the Age of Commitment and Collaboration. That is, no one can do it alone. Entrepreneurs need other people to 're-create' the vision and commitment of the company, with energy and passion. Therefore, you need to be able to bring value to the table each and every day. You need to be able to speak about your company with passion and purpose. </p><p><span style="color:#000066;"><strong>Making rock solid commitments to your prospective employer is the place to start.</strong></span> </p><p>If you have questions about how to do that, do some research about my company and then call me - 877-212-6001</p><p></p>Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-76142160631332524232009-11-24T04:07:00.000-08:002009-11-24T04:48:55.863-08:00Solid Fundamentals - Another Sport AnalogyAs an endurance athlete (triathlon) competing on a national level my objective at this time of the year is on expanding my aerobic engine. That is the capacity of my body to operate for long periods of time at a fairly high heart rate (135-145) without experiencing the build-up of lactic acid in my muscles. To do this, I go for long runs and bike rides with the focus to keep my heart rate at about 137-140 with an occasional spike to 150 being acceptable, as long as it's a short period of time. This type of training builds aerobic capacity and will provide a strong base upon which to build endurance during the next phase of training to begin in mid December. I'm also working on overall physical strength and core strength during gym workouts. The foundation is being set for the third phase of training later on, early next year where I will focus on sport specific performance, speed and competition.<br /><br /><strong>How does this apply to business?</strong><br /><br />There are dozens of books on training and base building and something called periodization, where you divide up your training effort into periods of specific training, each with specific goals.<br /><br />The same thing can be done in business and this is the focus of much of my work and the work of the entire Molloy team. We have broken down what business is, into core linguistic moves which can be practiced and learned over time. Then we break down the core moves into two areas of design, Sales / Customer Service and Management / Leadership.<br /><br />The objective of course is to win... which means to sell more, generate more profits, operate more effectively and grow the business.<br /><br /><strong>We also say that the foundation necessary to win the game in business is commitment.</strong><br /><br />More specifically, since commerce is <em>only generated when two people exchange commitments</em> than becoming a 'commitment based organization' is the first move. Adopting the Language Of Commitment as an operational philosophy is the starting point. Teaching your sales and customer service people to become commitment machines can be likened to building an aerobic base. Once your entire sales and customer service team has been 'conditioned' than you can get into sport specific training <strong>as you get ready for the real competition</strong>.<br /><br />And what's that you might ask?<br /><br />You engage in real competition when you write checks for advertising and marketing designed to grow the buisness. And you take the money out of your bank account... from profits that you've already generated... money that you've saved... and you pray that your investment... your advertising gamble is going to work.<br /><br /><strong>When I show up on the starting line in a race, I'm either going for the win (in my age group) or I'm going to start the race with the hope that I can hang on and simply finish.</strong><br /><br />I can tell you from experience that going for the win is much more satisfying and more fun. It also means that I've done my homework and have a strong foundation in place.<br /><br /><strong>What's it going to be for your business?</strong><br /><br />When you go to write the big check for the new on-line marketing program, are you confident that your team will be able to get you across the finish line in first place? Or are you living in the domain of hope?<br /><br />I hate to have this blog sound like a sell piece, but I'm going to make the offer, because I'm committed to my clients. Call me! We can help you build a strong base upon which to grow your business. You do the work and the base will be there... guaranteed. Your people will be ready when you write the check. It's a promise.Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-1446462971756139402009-11-22T08:51:00.000-08:002009-11-22T09:36:13.228-08:00Strategic Coaching for Business - A Sports AnalogyIt's November 22 and you've got a big college basketball tournement in during Christmas week in December, about one month away. Oh, did I forget to mention, you're the coach of a college basketball team. Your guys have been working hard and have a good foundation in the fundamentals of the game. They're in good shape, but the tournament will be tough as it will bring the best teams from several conferences to NYC and the games will be held on the national stage that is Madison Square Garden. How are you going to prepare for the tournemant?<br /><br /><strong>Questions we need to answer include;</strong><br />How's our conditioning?<br />How are the guys fueling their workouts and games?<br />What areas do we need to work on?<br />Can we improve foul shooting by then?<br />Can we improve our zone defense by then?<br />Can we improve our perimeter shooting by then?<br /><br /><strong>As the coach, you make an assessment about the competiton and begin to formulate an action plan to prepare the guys to win the tournement.</strong><br /><br />You do this by starting with the goal of winning and the date of the event and work backward.<br /><br />You've got to have a team meeting and get the guys 'pumped up about the prospect of winning'. They have to believe that they can do it. The entire team has to be aligned and in the right mood. Then we set up our practices to achieve the goal. More foul shooting, more perimeter shooting, more conditioning work... all of it focused on the start of the tournement.<br /><br />The week prior to the event, you begin a taper, that is, the guys have fun in practice, but you do not want to tax their bodies during practice. You've done that already, the week before the event is for having fun, staying fast and light but not for working too hard. It's called an active taper.<br /><br />The day before the tournement you have a team meeting and bring in Willis Reed, a former chamion with the NY Knicks to speak with the guys about having heart and about leaving everything on the court. He talks about winning the NBA title on a bum leg and all your players are amazed and inspired.<br /><br />Why not follow a similar approach in your business. Molloy clients do and here's how.<br /><br />Once we've begun a formal coaching program with a client and the sales people, CSRs and managers have a relationship with our coaches it becomes very easy. First, the marketing manager declares that we are going to run a special offer during the week of ________. Usually they make these announcements far enough in advance so that we have time to prepare the 'team' for the big promotion.<br /><br />Note: one of the most frustrating things for customers is when you call a company and ask about an advertised special only to have the CSR or sales person indicate through their speaking and actions, that they are ignorant about the special. I mean after all, the company is advertising the special and the sales person is clueless. What's that all about... but it happens every day.<br /><br /><strong>Here's how we get a company ready for the big advertising spend and the launch of the new special. </strong><br /><br />First we learn all we can about the event. Next we work with the CSRs and sales people to create what we call 'foundation moves' or a simplistic way to speak about the special. Next we get together several time to practice speaking about the special. And finally, we mystery shop each of the stores before the launch date so that everyone is totally prepared.<br /><br />All this happens very quickly and efficiently. In additon it's cost effective and it give everyone confidence that they are ready for the day when the big sale shows up. Most importantly it gives the advertising department and the owners the confidence that their staff is ready to convert sales prospects into customers. This point is critical, because without that confidence they are likely to hold back on spending ad dollars to promote the new special. At the same time, when they know that their team is ready and competent, the marketing department is looking for more money to invest in promtions.<br /><br />This process is absolutely no different than the approach you would take as the coach of the team, except that most companies never do it. Sure they may have a meeting and talk about the special, but without practicing the 'foundation moves' in advance, they won't be ready when the 'game is on'. A successful team has been practicing in such a way that the company special lives in their bones and is part of their world before the special day (tournement) arrives.<br /><br />We call it the Molloy Process... simple... yet very effective.<br /><br />Till next time.<br />Regards<br />DanDan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-2673408676215257592009-11-17T04:40:00.000-08:002009-11-18T05:36:06.897-08:00Why Cheap Is Better Than Free<p align="left">This entertaining and informative blog was submitted by our Director of Communications, <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Deidra</span> <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Lookingbill</span>.<br /><br /></p><strong><p align="right"><img id="BLOGGER_PHOTO_ID_5405435564687860610" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 143px; CURSOR: hand; HEIGHT: 151px" alt="" src="http://2.bp.blogspot.com/_dso7eigjpt8/SwP3AcF7o4I/AAAAAAAAADc/vx8vTwblhvQ/s200/n1447862155_181961_8964.jpg" border="0" /></p>Why Cheap is Better than Free: Getting Inside the Customer’s Mind<br /></strong><br />Not too long ago, I was facing a dilemma. Our spare bedroom is happily needing to be transformed into a nursery, which means my family and I faced the removal of many of our seldom used furnishings. Among these items was a futon that was purchased with the intent of serving as an extra bed on those holidays that were bustling with family scrambling for a soft place to lay their heads. We did not take into account, when we purchased the futon, how little it would be used. In seven years, it was slept on a total of two times.<br /><br />I sent out a notice through my social networking groups, telling all of my friends and family that we had a practically new futon with two covers that they could have for free so long as they agreed to pick it up. No one showed the slightest interest, so I took it a bit further. I took my ad to a group that specializes in the giving away of household items; nary a bite. I then went to the popular online ad service, <span class="blsp-spelling-error" id="SPELLING_ERROR_2">Craigslist</span>, and listed my futon again for free.<br /><br />Silence.<br /><br />Just for fun, I <span class="blsp-spelling-error" id="SPELLING_ERROR_3">relisted</span> the futon with the same description, this time with an asking price of $20. Within hours, I had a half dozen offers, with one gentlemen offering more than my asking price to guarantee that he could get the futon, sight unseen. He picked it up the next day and before I removed the ad I had at least 20 inquiries.<br /><br />One would think that this is an isolated incident, but when relaying the story to a friend, she had an idea as well. She had been unable to get rid of an old but working refrigerator. It sat unused in her garage for weeks because she did not want to pay to have the <span class="blsp-spelling-corrected" id="SPELLING_ERROR_4">over sized</span> item removed. She changed her own ad from “free” to “$200” and the refrigerator was gone before the night was over.<br /><br />Why, then, do would be customers prefer to get a “deal” rather than a free item? The old adage “you get what you pay for” comes to mind. Many consumers are skeptical of free offers, thinking that there is a catch or that the item in question will cause more harm than good. Conversely, when a customer receives a discount, large or small, he or she is more apt to feel as though they are <span class="blsp-spelling-corrected" id="SPELLING_ERROR_5">benefiting</span> from a valuable opportunity, and they are more likely to jump at the chance to take advantage of the offer.Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-38784920478450336602009-11-09T18:51:00.000-08:002009-11-09T19:30:30.624-08:00Absurd - A Professional Coach Who Never Watches Game FilmsI had promised to continue writing about the six moves in language, however I am compelled to write about the role of listening or rather transforming your company into a listening organization and the importance thereof. (I like the football analogy at the end of this short blog).<br /><br />Much of my work has to do with this fact;<br /><br />When most leaders in corporate America study their business performance, they look to their up to the minute P&Ls accurately prepared Financial Statements and a host of other performance reports. And they neglect to look at the one area of the business that is directly responsible for all the closely examined numbers. I propose that it's just a case of normal blindness, like I'd been discussing in an earlier blog. That is, the executives study what they know and are oblivious to what they don't know or observe.<br /><br />Here's the ah ha fact that has the potential to transform most companies;<br /><br />All the financial results carefully tabulated in the reports are generated by conversations taking place throughout the company and until leadership has a way to assess the language responsible for the results, they are in touch with only half the picture. Until they can accurately assess the competence of their people to coordinate action with each other and with customers they are not in touch with what's really going on.<br /><br />What it requires to get in touch is to begin to listen to what is actually being said department by department. If you, as a leader in your company, do not actively engage in listening to the conversations in your company, it would be akin to a football coach never watching game films. Ridiculous right! But how many of us never make the time or better yet, even know what to listen for if we do listen.<br /><br />Comments?<br /><br />DanDan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-30777160146595141862009-10-26T04:18:00.000-07:002009-10-28T00:45:48.806-07:00American Idol - About the distinctionsThis post is a continuation of the post on 10/21 about music and triathlon:<br /><br />When you work with a good coach they are there with you observing and providing feedback as you do your workout. They report back on your speed, form, heart rate etc. They shout encouragement as you round the track. "Relax your shoulders and keep your head up! Lean forward Dan, let gravity work for you". It's the same thing in music when you are doing scales or practicing a song. Your vocal coach is listening, working with you each step of the way. Coaches observe the details and can help you make minor corrections in the smallest movement or sound which can make a big difference in the overall performance. In order to do that, they need to be totally grounded and have expertise as it relates to the distinctions of the sport or musical discipline.<br /><br />American Idol is a great example of what I'm talking about. After each performance the four judges offer feedback and for me, as a trained vocalist, the feedback is not very good or useful. Given the lack of rigor with the distinctions by the judges I think it's safe for me to state that the perfomers are left in a confused state much of the time. Rarely are the judges saying the same thing. And maybe it's all for show... however it points to what this post is all about.<br /><br />The problem with coaching in the domain of communication (sales, customer service, management and leadership) is that up till now, the distinctions have been a bit fuzzy. In other words, if you were to ask 100 sales people what constitutes a great sales effort, you're certain to get many different answers. And herein lays the problem.<br /><br />Until you can get your entire company on the same page, operating with the same set of distinctions in the domain of communications, all you have is a bunch of independent cowboys riding the range doing their own thing. However, once you can harness the power of the team, by adopting a model (shared language, shared practices and shared distinctions), then you've got something very powerful.<br /><br />Your company begins to operate like a finely tuned orchestra or like a Super Bowl winning football team... because everyone is on the same page.<br /><br />Is this possible you ask, in the domain of sales, customer service, leadership and management? The answer is a resounding YES! Here's how it works.<br /><br />Do you know that in the english language there are now one million words! This is more than any other language and is part of the problem. Without distinctions in how to use language it's easy to get lost in the words, in the detail, in the data of communication.<br /><br />The good news is this... there are in FACT only six linguistic moves or acts that are responsible for everything on the planet. That's right, one million words can be broken down into six moves in language. Understanding and being competent and even masterful at these six moves makes it possible and in fact, easy to learn. Additionally, it makes coaching more powerful and it makes measurement possible.<br /><br />During the next blog, I'll get into it in some more detail.<br /><br />Stay tuned!Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com2tag:blogger.com,1999:blog-6514165978560092265.post-31497215172168027912009-10-21T04:16:00.000-07:002009-10-22T11:56:52.834-07:00What do music and triathlon have to do with sales, leadership and language?<a href="http://3.bp.blogspot.com/_SWpoTsctZLQ/St7v7SE9FqI/AAAAAAAAAE8/bqt5Xx2uTf4/s1600-h/ME_AS_EC.jpg"><img style="MARGIN: 0px 10px 10px 0px; WIDTH: 244px; FLOAT: left; HEIGHT: 212px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5395013205380372130" border="0" alt="" src="http://3.bp.blogspot.com/_SWpoTsctZLQ/St7v7SE9FqI/AAAAAAAAAE8/bqt5Xx2uTf4/s320/ME_AS_EC.jpg" /></a> I began my singing career at the age of 41 when I woke up one day and simply declared to myself and the rest of the world, "I want to learn how to sing". And I did! I hired a vocal coach in NYC and began to practice scales and began to learn. I was a total novice with not one music lesson of any kind in my 41 year old bones. After about three years of practice and relentless singing in karaoke bars around the NYC area, I was ready and so my girlfriend Doreen (my wife now) and I started a band called Strange Brew. (Cool name right!) We did an Eric Clapton Tribute because people thought I was Slowhand. At the time, if I was in a blues club in NYC, people would be tugging on Doreen's arm, asking her if I was in fact, EC. It was bizzare and it was fun. The important piece here is this, when we advertised an Eric Clapton tribute, the band had to deliver and I had to deliver vocally. And we did. Here's a video, which surfaced on YouTube from a rehersal in 1994:<br /><br /><br /><p align="center"><object style="WIDTH: 291px; HEIGHT: 189px" width="291" height="189"><param name="movie" value="http://www.youtube.com/v/GdgN7Yn2F9I&hl=en&fs=1&rel=0&border=1"><param name="allowFullScreen" value="true"><param name="allowscriptaccess" value="always"><br /><br /><embed src="http://www.youtube.com/v/GdgN7Yn2F9I&hl=en&fs=1&rel=0&border=1" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="445" height="364"></embed></object></p><br />We played all over the NYC doing about 100 shows from 1994-1998. The last show I did as a front man for a rock cover band was in 2000 with the band being called The Strange Brew Rock-n-Roll Review. There was a new line-up, new songs and new look, here's a poster from this version of the band.<br /><br /><br /><p><img style="TEXT-ALIGN: center; MARGIN: 0px auto 10px; WIDTH: 127px; DISPLAY: block; HEIGHT: 200px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5395487511732511426" border="0" alt="" src="http://4.bp.blogspot.com/_dso7eigjpt8/SuCfTi7fYsI/AAAAAAAAADU/My2SVhQapxI/s200/Crossroads_May_15_Full_Color_Poster.JPG" /><br /><br /><a href="http://2.bp.blogspot.com/_SWpoTsctZLQ/St758ssb9vI/AAAAAAAAAFc/tcJKlQmErmU/s1600-h/PHILLY+08+WATER+1.bmp"><img style="MARGIN: 0px 10px 10px 0px; WIDTH: 92px; FLOAT: left; HEIGHT: 200px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5395024224821442290" border="0" alt="" src="http://2.bp.blogspot.com/_SWpoTsctZLQ/St758ssb9vI/AAAAAAAAAFc/tcJKlQmErmU/s200/PHILLY+08+WATER+1.bmp" /></a>As my consulting business began to grow I needed another creative outlet and so <a href="http://2.bp.blogspot.com/_dso7eigjpt8/SuCfBV8yHnI/AAAAAAAAADM/YCR0U5SdJwQ/s1600-h/TRIATHLON_CAMP_NTC_APRIL_2007.jpg"><img style="MARGIN: 0px 0px 10px 10px; WIDTH: 200px; FLOAT: right; HEIGHT: 134px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5395487199010627186" border="0" alt="" src="http://2.bp.blogspot.com/_dso7eigjpt8/SuCfBV8yHnI/AAAAAAAAADM/YCR0U5SdJwQ/s200/TRIATHLON_CAMP_NTC_APRIL_2007.jpg" /></a>I decided to take on the sport of triathlon by following the same path I chose for music. That is, I declared that I wanted to become a triathlete to myself and to others and then began the process by learning. Again, I was a total novice in a new world, so I enrolled in a triathlon training camp in Florida in the spring of 2007. And so began a quest that I'm still very much engaged in. To the right is a photo from the camp in Florida; to the left, a photo from the Philadelphia Triathlon which I came in first place (age group) this past year.<br /><br /><br /><span style="font-size:130%;"><strong>What does all this have to do with sales, customer service, management and leadership? </strong></span></p><p>In <a href="http://2.bp.blogspot.com/_SWpoTsctZLQ/St75OslXUHI/AAAAAAAAAFU/WMMrWxws5xc/s1600-h/TRIATHLON+CAMP+NTC+APRIL+2007.BMP"></a>music as with sports a good coach will break down what you need to learn into bite size activities which you need to practice over and over and over and over... until you have embedded the new skill into your nervous system and it is now literally part of you. You own it. Musically, when it's show time, there is no time to think about the song, you need to 'be the song'. It's much the same in triathlon and other sports. When the race starts, it's too late to be practicing because it's show time. All your moves, swimming, running and biking as well as the two transitions, need to be totally programmed into your body and your nervous system.<br /><br />One of the main reasons I started Molloy BDG in 2001 was because it became very clear to me after having worked with some amazing vocal coaches and athletic trainers that in the world of business, sales people, CSRs, managers and leaders, simply don't know what to practice. I mean where do you begin to practice leadership skills or how to handle 'inbound' sales calls or 'irate' customers?<br /><br />Stay tuned and I'm going to get into the way we break down each of these disciplines into bite sized linguistic 'acts' or 'moves' which make learning possible in a new and exciting way.<br /><br />See you next week!<br /><br />Dan</p>Dan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-21426362917372181262009-10-09T05:21:00.000-07:002009-11-24T05:14:49.531-08:00Knowing that you are blind... is a start<span style="font-size:180%;"><span style="font-size:100%;"><strong>We know what we know and we don't know what we don't know. And sometimes we know that we don't know but we pretend to know. </strong><br /></span><br /></span>In my blog today I want to put forth the proposition that coming to grips with the fact that we don't know an awful lot is liberating and potentially very powerful for learning. The fact that I'm blogging is a great example.<br /><br /><span style="font-size:130%;"><strong>So here's my story about learning, language and learning to blog.</strong> </span><br /><br />Blogging has been around for years however I've been missing the point. I've been blind to the possibility of what blogging could be. I would hear about all the people blogging everywhere and I was really jealous. I felt that I was missing a big part of communication, or so it seemed. So I made a decision to find out what all the fuss was about. Why are people into blogging, what's the big deal? What's it all about?<br /><br />How blind was I about blogging. I was totally clueless about it. I just didn't resonate in any way with the practice. It made absolutely no sense to me and at the same time, since everyone was into it, I began to allow my curiosity to get the better of me.<br /><br />So how did I get into blogging... finally? I declared (linguistic act) that I was blind about it. I admitted it to myself and my writing team. I started having conversations with others because since everyone was doing it, I felt something was there and I needed to learn what it was.<br /><br />I spoke at length with Deidra Lookingbill, our very smart director of communications and she was very useful and supportive. I looked at blogs on line and discovered that I wasn't interested in blogs from companies. I came to this conclusion because I wasn't interested in what companies thought about... I mean, companies don't even think. Companies consist of a network of people and it's the people I'm interested in. Then I had my conversation with my running friend Meghan who simple said that she writes about her passions in life. At that point it went clunk for me. Was it really as simple as writing about what I'm passionate about?<br /><br />First I am interested in people and what their passions were. I think it's why some of the social networking web sites are so popular. At least my experience with Facebook, which I maintain for my family and my hobbies, would confirm this. When you look at my Facebook page, it's about family, music and athletics... my passions and my social network is built around<br /><br />Having achieved a breakthrough about blogging was the result of admitting I didn't know and about having conversations with people who already got it.<br /><br />While all this is great and I'm happy I've learned and begun to blog, there's a bigger picture. A much bigger picture which I'll explain like this. Blogging is a simple example of me being blind to something. However the practice of blogging is mainstream, it's out there in public view and it was certainly all around me. In my face so to speak.<br /><br /><strong><span style="font-size:130%;">What do we do about the things that we don't know we don't know? Now that's an interesting question.<br /></span></strong><br />In a way we are back to the beginning again. We know what we know and there is a much bigger world we don't know and we don't even know that we don't know. What do we do with that?<br /><br />Because things are changing so much in the world these days, I've dedicated this coming year to education. That is, I've declared myself open to new ideas, new relationships and new ways of thinking. What does all this mean for me;<br /><br />1. I've hired a personal coach to work with me for the next six months, beginning on Oct 14th.<br />2. I've been elected to a cabinet position of a group call the ODC (Ontological Design Group). I will be the Education Chairman for the next couple of years.<br />3. I'm hiring a professional triathlon coach for this coming season.<br />4. I'm reading more every week.<br />5. I've declared myself open to Learning in general.<br /><br />In closing, being open to being open is a good way to sum it up.<br /><br />Till next time.<br /><br />DanDan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com0tag:blogger.com,1999:blog-6514165978560092265.post-16494723095726456082009-10-08T04:18:00.000-07:002009-10-08T04:44:25.389-07:00Blindness - You don't know what you don't knowIt's official, I'm a blogger!<br /><br />I've resisted and was confused about the nature and purpose of blogging until I met with a fellow runner at a social event in NYC about three weeks ago. Now I'm a blogger and am clear about what I'm doing and why.<br /><br />Here's what I learned while out having some fun with my fellow runners and the simplicity of my breakthrough makes me laugh.<br /><br />Here it is folks, are you sitting down? My friend Meghan told me that she writes about her passions in life, running and cooking. And so I started reading her blog and I was immediately transformed and I could see what I needed to write about. It was an ah ha moment!<br /><br />I'm passionate about the fact that we live in language and we forget about it all the time. I'm also passionate about fitness and health. So those are the two things I'll be writing about as I turn into a serious blogger.<br /><br />Of course there are sub-topics galore and I'll be getting into that on a regular basis, but for now, for this first blog, I'm content to declare that I'm no longer blind in the domain of blogging and I'm excited about what the future has in store for me in this area. <br /><br />Tomorrow's topic... a continued discussion about other areas of blindness and opportunities for learning.<br /><br />Regards<br />DanDan Molloyhttp://www.blogger.com/profile/06540843580735370431noreply@blogger.com