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Name of author Rick Baker, P.Eng.

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Time to Stop Hogwashing Relationship-Selling

by Rick Baker
On Mar 20, 2017

I recently read an article, written by a sales guru about four years ago. The article stated “relationship selling is dead”.  As I read this effort at sales wisdom, I had to smile. Obviously, the fellow who wrote this article has not attended some of the meetings I've been in recently. I've had the pleasure of sitting back and seeing some extraordinary relationship-selling and relationship-buying activity.

The conclusion: Don't believe the hogwash about the death of relationship selling.

There's no question, relationships are changing. This applies to relationships in general and more specifically to sales-client relationships. As an example, I believe it can be much more difficult to initiate sales-client relationships now than it used to be. This is particularly true if “relationship” is framed in face-to-face personal contact. 

For some people, relationship selling has fallen and always will fall somewhere between a challenge and an impossibility. My guess is the fellow who wrote relationship selling is dead is one of those people who either has never made an effort to sell or has made an effort and found the work to be somewhere between challenging and impossible. So, writing relationship selling is dead aligns very well with that person’s experiences, mindsets and natural talents. In other words, the person lacks the natural gifts that must exist if a person is to succeed at relationship selling. 

The fact is, for many people relationship selling is still alive and well. 

Don't let them hogwash you. Regardless of all the stereotyping and pedantic arguments provided by sales gurus, relationship selling still flourishes with some people. The sales gurus who possess sales ability understand relationships are a critical piece of the sales equation. The sales people who understand this don’t generally parade their sales views – they focus on getting sales done.

 

Tags:

Communication: Improving Communication | Personalities @ Work | Sales

Workplace Conflict: Sometimes Good, Most Times Bad

by Rick Baker
On Mar 6, 2017

A couple of years ago I wrote an article titled, We are too tolerant of conflict!

Now, I’d like to re-title that article, “We are too tolerant of bad conflict!”

The 2015 article contained:

Often, we find ourselves in situations of conflict because:

1. we lack self-confidence and, as a result of that, we behave either too timidly or too aggressively and

2. we are too lazy to figure out how to avoid conflict or nip conflict in the bud when we know it has commenced.

We are too tolerant of conflict.

Some people even promote conflict in the workplace because they view it as a good, healthy and productive way to communicate, make decisions, and delegate tasks.

That's interesting in many negative directions!

The results the conflict promoters achieve at their businesses prove it is a high-risk-low-reward strategy.

Recently a number of friends have raised the topic of workplace conflict. It is interesting to note their viewpoints have all been in the zone of promoting conflict in the workplace because they view it as good, healthy and productive. As these conversations swirled, I listened intently. In particular, I listened for examples that would help me understand, specifically, ‘How’ good, healthy, and productive workplace conflict occurred…or, better still, was orchestrated or managed. 

Yes – at the conceptual level diversity of thought/opinion is good, healthy and productive. And, we know when the stakes are high and emotions are heating up diversity of thought/opinion can lead to conflict. So, [the good thing] diversity of thought/opinion can lead to workplace conflict. Whether that workplace conflict is good or bad depends on a number of things. As examples:

  • Tolerance – in the event one or more of the conflicting parties is intolerant of the other party [in any way, including general prejudices or specific ‘negative’ experiences] it is highly unlikely the conflict will lead to good things.
  • Self-confidence – as introduced above, individual’s self-confidence is a critical success factor in situations of workplace conflict...and in life. Self-confidence is not a constant: like Goldilocks’ porridge, sometimes it is too hot, sometimes it is too cold, and sometimes it is just right. When self-confidence is too hot or bloated conflict tends to escalate into unproductive territory. When self-confidence is too cold or injured conflict tends to reach a unilateral resolution and disagreement remains but is hidden, stewing on a back burner.

Tolerance and self-confidence are but two considerations. There are many others. If we want workplace conflict to generate positive, constructive results that take us toward our desired goals then we must do much more than just talk about the value embedded in diversity of thought/opinion and the merits of workplace conflict. We must dig deep to understand the factors that, likely before the beginning of conflict but definitely by the end of the conflict, determine whether conflict time and effort was well or poorly spent. We must understand the Why behind conflict-thought/opinions and know the How of guiding conflict-action before we can pave the path for valuable and productive results. And, there’s no better starting point than self-confidence, beginning with analysis of self. 

Tags:

Emotions & Feelings @ Work | Personalities @ Work | Values: Personal Values

I rarely write about morals...

by Rick Baker
On Aug 9, 2016

I rarely write about morals.

However, driven with hero worship, I want to share the 'self-direction' Benjamin Franklin provided to himself when he was in his early 20's. Somehow, this very wise fellow had the ability at a very young age to write 'life instructions' aimed at building the character he desired. He ranked his virtues [as presented below] and created and implemented a plan for developing, one-by-one, those virtues. He followed the plan for years, took daily notes on his progress, and carried his notebook with him throughout his life. 

Here are the virtues Benjamin Franklin wrote to himself then worked at throughout his life...


13 Virtues

 

1. Temperance.

Eat not to dullness; drink not to elevation.

 

2. Silence.

Speak not but what may benefit others or yourself; avoid trifling conversation.

 

3. Order.

Let all your things have their places; let each part of your business have its time.

 

4. Resolution.

Resolve to perform what you ought; perform without fail what you resolve.

 

5. Frugality.

Make no expense but to do good to others or yourself; i.e., waste nothing.

 

6. Industry.

Lose no time; be always employ'd in something useful; cut off all unnecessary actions.

 

7. Sincerity.

Use no hurtful deceit; think innocently and justly, and, if you speak, speak accordingly.

 

8. Justice.

Wrong none by doing injuries, or omitting the benefits that are your duty.

 

9. Moderation.

Avoid extreams; forbear resenting injuries as you think they deserve.

 

10, Cleanliness.

Tolerate no uncleanliness in body, cloaths, or habitation.

 

11. Tranquility.

Be not disturbed at trifles, or at accidents common or unavoidable.

 

12. Chastity.

Rarely use venery but for health or offspring, never to dulness, weakness, or the injury of your own or another's peace or reputation.

 

13. Humility.

Imitate Jesus and Socrates.

 

About Humility -

When he was 78 years old, Benjamin Franklin wrote,

"I cannot boast of much success in acquiring the reality of this virtue, but I had a good deal with regard to the appearance of it. I made it a rule to forbear all direct contradiction to the sentiments of others, and all positive assertion of my own." 

and he wrote,

"In reality, there is, perhaps no one of our natural passions so hard to subdue as pride. Disguise it, struggle with it, beat it down, stifle it, mortify it as much as one pleases, it is still alive, and will every now and then peep out and show itself; you will see it, perhaps, often in this history; for, even if I could conceive that I had compleatly overcome it, I should probably be proud of my humility."

What honest admissions! 

 

 

The Silent & Still Worker

by Rick Baker
On Jul 21, 2016

There's value in silence and stillness. I suppose I never really grasped that until I read the words of North American Indians, gained an understanding of what they learned early in life and gained some understanding of how they governed themselves [pre-19th Century]. I suppose I am naturally un-silent and un-still...I suppose, my behaviour is in the zone of ADHD...[if categorizing people that way contains any value]. And, as a final point of introduction, I know the meditative arts bank heavily on silence and stillness. For me, it would take extreme effort to progress up the hierarchical steps of meditation [for example, as presented by Alan Wallace in his classic 'The Attention Revolution', (2006)]. 

My nature is not one of stillness and silence.

Regardless, I force myself from time to time to practice these two behaviours because I believe they bring value. I am fascinated by Eckhart Tolle and his work around 'The Power of Now': his work is laced with calmness, silence, stillness, peace of mind...and a wonderful, relaxed sense of humour.

As an 'observer of others'...

I see people working in silence and stillness. I don't see this very often: overall, it is rather rare. It is common for most people to work in silence and stillness for short periods, from time to time. As examples - most people hunker down when an important deadline is looming or when a particularly sticky problem needs to be solved quickly. On the other hand, few people spend the majority of their workday in silence and stillness, exerting highly-focused/concentrated thought and effort. Few people approach their work the silent-and-still way they would behave during a series of school exams. 

We should think about this...probably best to set aside some silent-and-still time to think about the value of silence and stillness...perhaps, we should perform this in a light stage of meditation.

We - I mean, each of us - should aim to figure out his/her personal balance between silent-and-still work and work that is not silent or still. [I mean both thought-work and action-work.]

We should talk about silent-and-still work. Well, yes - we won't be able to do that silently. But we can do it calmly and quietly...or can we?

You know what you need - or, you don't? [Introduction]

by Rick Baker
On Jul 12, 2016

Some people know exactly what they need. They know the details. They know their 'must haves', their 'nice to haves', and their 'fantasy wish lists'. And - they know exactly how to communicate those 'levels of needs' to other people. 

In relative terms, very few people actually live in that zone. 

Why?

There are a number of reasons:

  • most people do not take the time to thoroughly think through the things they need, want, and wish to have
  • most people avoid details to the extent that is possible, particularly when under stress [which visits them regularly]
  • many people live more in the moment than under a plan [i.e., they do not have plans to serve as guides for their lives, their needs, their wants, or their wishes/dreams/'visions'] 
  • many people struggle to communicate their needs, wants, and wishes [as a result of their lack of skill to expressing these things or others lack of skill at listening...or both]

So - many people really do not know exactly what they need. They may have a good idea of where they want to go but they lack clarity on how to get there. As they work hard to get to where they want to go, they lack clarity on how to obtain help from other people. They fail to present their needs properly: so, they do not achieve their objectives.

Over the last few years, I have seen this have very negative impact in 3 business processes:

  1. Delegation
  2. Project Management
  3. Software Solutions

Now, I am going to take a tangential leap and introduce some thoughts. These thoughts are tied to today's topic [you know what you need - or your don't] and the 3 processes mentioned above.

Auftragstaktik [Commander's Intent] – check out this Thought Post from November 2011. When you think about it, how does this Napoleon-inspired approach [to ‘needs’] mesh with processes for delegation, project management and software solutions? As you think about this, bear in mind – some people believe ‘the devil is in the details’ while others believe ‘rules are made to be broken’.

 

More details on Delegation, Project Management & Software Solutions to follow [in a Thought Post, next week]…

 

 

 

 

 

About Todd Henry's 3 Types of Work & 4 Worker Profiles

by Rick Baker
On Jul 5, 2016

Todd Henry presents a very helpful way to think about work and the types of work people favour.

This perspective on work and workers' natural preferences can be used to complement the wisdom embedded in Gallup's Talents and Strengths tools. Of course, for Gallup, 'Developer' has a different meaning.


An introduction to Todd Henry's thinking

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.