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Name of author Rick Baker, P.Eng.

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Keep your goals in mind...and seek simpler paths.

by Rick Baker
On Dec 7, 2015

In Sales roles, it is essential to keep your eye on the finish line; understanding the hurdles between you and your goal is far more important than understanding the hurdles in your wake.

And, following Ockham's razor or ancient wisdom - or, if you prefer, following the natural law of gravity - the simplest routes to success are generally the best routes.

Complication and complexity confound and confuse.

Simplicity brings skill development, speed & ease. 

Keep your goals in mind...and seek simpler paths.

Tags:

Goals - SMARTACRE Goals | Sales | Seeking Simple!

Perhaps it is time to revisit Personal Values?

by Rick Baker
On Dec 3, 2015

During a conversation last Friday, we were discussing personal values and my friend said something like, “Well, they bring their values with them”.

This triggered a number of thoughts, which were important to me but not a good fit for the conversation last Friday. So, I promised [myself] I would write them down later…later is today.

Yes – people do bring their personal values with them. If we work at it then we can get a sense of other people’s values by observing those other people. After we have observed people we make decisions about their character.

According to experts, this assessment of character can happen very, very quickly. And, we do not need to rely on experts alone. We know this from firsthand experiences. Every once in a while we get immediate ‘bad vibes’, bad ‘gut feel’, when we meet someone. At the other extreme, we find other people ‘magnetic’. These positive and negative feelings contribute to our assessment of other people’s character. As we decide on character we make assumptions about the underlying personal values that create character.

Yes – people do bring their personal values with them.

But – we must understand more if we are to succeed in dealing with other people.

As we observe and make decisions about people’s character and personal valueswe should not lose track of:

  • Many people will not have taken the time to understand their own values/character
  • For those who have worked at it, their self-analysis will be skewed by their bias:
    • Often people look at themselves through rose-coloured glasses
    • People rarely wear those glasses when they observe other people
  • Few people get into open discussions of values and character
  • When the stakes are high, personal values can take a back seat to personal needs
  • Situations can cause personal values to take a back seat, particularly:
    • When a person is under extreme stress
    • When a person is subjected to a powerful yet dysfunctional leader
    • When a person is surrounded by ‘mob thinking’
  • Situations can help people use their personal values to create Value for other people
    • When people are encouraged to use their Strengths [talents, knowledge, skills]
    • When people are comfortable with a powerful Values-grounded leader
    • When people work in a harmonious environment, with success-orientation

Bottom line: Corporate Culture is a process under the leader’s control


First posted November 2, 2010

Tags:

Business Contains Only 3 Things | Values: Personal Values

Do you believe trust is a fragile thing?

by Rick Baker
On Dec 2, 2015

It seems to me, trust is a fragile thing.

Two people share trust then one of them perceives an injustice and trust quickly comes into question. Whether the injury is 'real' or not, when the injury is perceived it is quite normal for the person who feels injured to retaliate...to seek revenge. Then trust is lost and anti-trust takes hold with a powerful appetite for growth.

The key to sustaining trust often sits at the point where one party perceives the other has done an unjust/unfair/unkind thing. At that point of recognition there is still opportunity to remedy the situation quickly and easily...at least relatively quickly and relatively easily.

When a perceived injury happens, the offending party may be oblivious. In many situations the real problem is the injured party has too-thin skin. Too-thin-skin and victim-thinking are common human frailties. These frailties are the consequence of lack of self-confidence. In other situations, the offending party may not be attentive or observant or empathic. Regardless of the reason, when one person perceives injury at the hands of another the offending party may be oblivious. The gap between of perceived injury and obliviousness is enough to fan the flames of distrust and revenge is, often, the natural conclusion. I say 'natural' because revenge isn't something reserved for the wicked and maladjusted. Revenge is in the genetic fabric of most human beings.

Revenge does not have to happen.

Revenge is like any other bad habit...it catches us, it gets repeated, it digs a deep habit-rut, then it owns us until the day we decide to work to overcome it. 

The best way to overcome revenge is to recognise it is not deviant behaviour. It is a natural behaviour that doesn't work too well in our current society. And, it is something a person can control if that person wishes to control it. First, we must identify the breeding ground for revenge. Revenge comes to life when we perceive offensive behaviour in others. So, we can nip revenge in the bud if we stop and think during the 'I-feel-offended stage'.

We can be more trusting and cut the other person some slack. We can accept our self-biased tendencies. We can accept our tendencies to protect and bolster our own ego. We can choose to understand these tendencies cause us to over-react to other people's actions and cause us, regularly, to perceive offence where none exists. And knowing these things we can choose to ignore that little voice that tells us "That person just injured me." When we choose not to be injured revenge-thinking will not arrive. 

As the saying goes, "You can act offensively but I don't have to feel offended." Even if another person is truly offensive, we do not have to feel offended. It is a choice. If we choose to not feel offended then revenge-thinking will not arrive.

Controlling egoic biases & refusing to be offended: we have these two ways to reduce/remove the need to feel revenge.

When we practice these two ways they become good habits, good habits that breed trust between us and other people.

Trust is a fragile thing - we can choose good habits that sustain & build it.


First posted April 10,2014

Confidence provides the building blocks for Relationships

by Rick Baker
On Nov 27, 2015

I was about 30 years old when I learned that specific actions can be taken to build Confidence. I learned this from books, not directly from people.

Perhaps, that's unusual? Perhaps, most people learn about plans and actions for Confidence at a much earlier age? Perhaps, most people learn about plans and actions for Confidence through direct conversations with other people?

I did not...plans and actions for Confidence building just wasn't something people I knew discussed. And, it wasn't something I thought through and figured out on my own.

Likely, my experience is not singular; I expect some, perhaps many, people do not know planned actions can bolster Confidence.

This Thought Post is for those people...and for others who may need a reminder.

There are many ways to build Confidence.

Here is a summary-introduction to one example, from the work of Jack Canfield, Mark Victor Hansen, and Les Hewitt in their book 'The Power of Focus', (2000).

Six Confidence-Building Strategies

  1. Every day remind yourself that you did some things well: give yourself a mental pep talk at the beginning of the day
  2. Read inspiring biographies and autobiographies: build a file of the stories that inspire you most
  3. Be thankful: focus on the benefits you already enjoy
  4. Build excellent support around you: excellent relationships will boost you
  5. Push yourself to accomplish short-term goals: get things done
  6. Do something for yourself every week: celebrate your accomplishments

***

Confidence is one of Spirited Leaders Values. When Confidence is healthy good things happen.

Here is a link to Spirited Leaders' definition of Confidence.

Here is a link to one of our favourite inspiring stories about Confidence.

The words above were first posted January 24, 2012

Very recently, I reached the conclusion that confidence provides the building blocks for relationships. Confidence is the necessary starting ingredient for relationships. Without confidence there can be no ground for trust and without trust productive relationships are either not possible or quite uncomfortable. 

Tags:

STRENGTHS: People-Focused for Success | Values: Personal Values

Fresh-squeezed Sales Juice

by Rick Baker
On Nov 25, 2015
What do you need to do to get your sales people juiced up about the amazing opportunities you see everywhere you look?
 
First, does that question resonate with you?
 
Specifically - Do you see amazing opportunities everywhere you look?
 
I hear entrepreneurs say that all the time. Entrepreneurs see lots of opportunities. And, entrepreneurs are often puzzled because people who follow them do not see the opportunities or have trouble ‘capturing’ them. I hear that often…not necessarily as complaints…just statements of the facts as entrepreneurs see them.
 
Entrepreneurs and other business leaders want to capture opportunities. These people are builders and opportunities enable growth. So, it is important to find ways to juice up sales activities to capture the amazing opportunities. Yet, many entrepreneurs struggle with this. Entrepreneurs know they need to juice up sales activities but they have trouble figuring out how to get it done.
 
Here are some suggestions on how to juice up sales activities:
  1. Complete a down-deep-and-personal assessment of your sales staff. Spend a little time on assessments. Spend more time on assessments. Understand personal strengths and personal weaknesses. This is the key. Really Understand Your Sales People Personality.
  2. Skip the formalities. Use few words. Use simple words. Remember the …address the 20% that impacts 80%, forget the rest. Just cover the most-important things…with clarity. Create a Bare-Bones Marketing Plan 80/20 Rule.
  3. Engage People Strengths: Each of your sales people has specific strengths. Make sure each person understands his/her individual, specific strengths and how those strengths mesh with role activities and sales success. Adjust work activities to fit the people strengths. Each sales person must be allowed to engage his/her individual strengths. Do not force sales people to conform to a fixed set of sales activities…allow your unique people to succeed uniquely.
  4. Plan Around or Over the Gaps…Not Through Them: Accept the fact there will be gaps. Your people will not be able to do things the way you do things so do not use yourself as the performance benchmark. There will be individual gaps [each sales person will have personal weaknesses] and there will be group gaps [overall weak areas, ie, activities where no one on your sales team is strong]. Do not fight those gaps. Do not attempt to change sales people so they fill the gaps. Just engage people strengths to fill gaps. Apply the 80/20 Rule…work on no more than 20% of the gaps. If your people do not have the necessary strengths then hire people with the strengths required to fill the gaps. Often, you will find yourself wanting to hire hunters. Again, that 80/20 Rule applies…at best 20% of sales people are hunters.
  5. Set Some Rules…Carefully: Be careful. You should have just enough rules to make sure sales people understand the game. Don’t spoil the game. Do not micro-manage.
  6. Lead By Example…Discuss Carefully: Do deals. Provide ideas. Be careful. Make sure you convey the fact your sales activity works for you but it will not necessarily work for others. In fact, it is unlikely it will work for others. Every sales person needs to understand how to put his/her strengths to best use. That is a key message. Repeat it often. Work to help people make it happen.

 
Footnote:
 
80/20 Rule: The Pareto principle (also known as the 80/20 Rule, the law of the vital few, and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. 

Tags:

80/20 Rule | Entrepreneur Thinking | Sales

Talents & Strengths - another perspective

by Rick Baker
On Nov 23, 2015

Talents are innate. They are the substances that define us and make us unique. They are our traits and characteristics; they guide/dictate what we do and stand to explain why we do what we do.

If we dig deep enough and study our Talents then we understand why we feel how we feel when we perform Tasks.

The Gallup Organization teaches Talents + Knowledge + Skills = Strengths.

Malcolm Gladwell teaches – even the most Talented people must spend about 10,000 hours to develop master-level skills. I have emphasized that by inserting the word ‘Practised’ in front of skills.

Napoleon Hill taught the importance of ‘Specialized’ Knowledge, in contrast with General Knowledge as provided in libraries. Today, of course, knowledge is much more available to one and all. So, what was Specialized Knowledge today will be General Knowledge – say, in Wikipedia – tomorrow. This is what I call global commoditization. We must be on a continuous quest for Specialized Knowledge in order to keep ahead of the global pack. And, of course, in addition to being curious we must be inventive.

I have inserted Opportunities into the Strengths equation.

Without Opportunities, Talents & Strengths will be wasted.

Business leaders are in the best position to provide Opportunities.

And, that’s exactly what they must do.

Tags:

Leaders' Thoughts | Solutions & Opportunities | STRENGTHS: People-Focused for Success

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