Six Words That Will Save Your Job

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This isn’t one of those useless Facebook polls like, “What car are you?” This is something that will save your job, career and company.

“No one is waiting on me.”

Write it down. Tattoo it on an important body part. These may be the most important six words you’ve ever read. Let me explain. In 1982 Tom Peters and Robert Waterman wrote “In Search of Excellence” and one of the points they made is that speed is a competitive factor. Now, take a look at your organization and your relationships with the people you depend upon for success. Boys & girls, time is always a factor in business … so speed becomes a competitive advantage. Are you and your company optimized for speed?

Optimized for speed or slow?

There is an “old school” management philosophy that says that the person who controls the schedule controls the project. By controlling the “time” the executive can attempt to extend influence, protect the department and the budget. It’s as old as “Leave It To Beaver” and just as relevant. Have you ever looked at a wall filled with 30-feet of Gant charts showing the development of a product, program or marketing plan? If you’re anything like me you look at those charts and think, “No one could get away with this in the real world.” Let’s take an outside and an inside perspective.

Outside the Corporation

True confession time. Have you ever delayed a project or proposal to the last minute … even when you could have completed it earlier? Have you ever let a completed deliverable wait a few days because you don’t want the client to know you can work that fast? Have you ever presented speed of response or delivery as a client benefit?

Inside the Corporation

Time for some tough love. There isn’t a single function within a corporation that can’t be outsourced or duplicated by an outside supplier. For a moment pretend you had to compete for the function your department provides. How competitive would you be? How quickly can you deliver at exceptional quality? You take 12 months while an outside supplier does it in 8. You can lose because your corporation will actually pay more to get the solution sooner. Why? The cost of missed opportunity.

Whose solution are they using while they are waiting on your solution?

It doesn’t matter if you’re outside or inside the cost of missed opportunity means you are leaking money. Customers or consumers aren’t waiting. The need isn’t going away so they use something while they wait. Each day they do they become more comfortable and invested in it. That other solution becomes SOP. When you are finally ready you discover that you aren’t selling or marketing against the need … you are selling or marketing against the need AND the current solution. The value of an opportunity decreases every hour the response or delivery is delayed. Your value increases every hour you shave off the schedule. Make speed a competitive factor.

Speed Thrills

So, what does it take to win with speed? A willingness to move fast.

Speed is cheaper – Every second we shave off the process saves money and makes money. Intelligent decisions are important but sometimes we deliberate until all the alternatives are gone. The last choice is seldom the best. Paralysis by analysis isn't a good career choice.

Customers love speed – Internal or external every project begins – behind. Customers hate delays. Remember, people will pay for speed.

Speed is the equalizer – Flexibility, rapid response, momentum are benefits your competition can’t easily duplicate. Think fast, be decisive and execute quickly and the “other guys” will be chasing you. Be positive, energetic and anticipate the change or need and you’ll become the “go to” department or person.

Imagine the impact

Everyone loves tactics and strategy scares then to death - but this is strategy. Imagine the impact inside your organization if everyone adopted the attitude of “No one is waiting on me.” Imagine the how more competitive your company would be if you made a “No one is waiting on me” philosophy part of your Unique Value Proposition. Imagine how much more valuable you would be if you became known for your attitude of “No one is waiting on me.”

"No One Is Waiting On Me"

Make it a benefit. Make it a personal attribute. Be known as a person who gets things done – fast. Instead of seeing how long you can stretch out a project, reboot your thinking and make it how quickly you can deliver. Get in, get it done, get paid and rehired while the competition is still looking for a parking place. Turbo through those KPOs and objectives and ask for more. That will stun the executives on the top floor. When they hand you the next big thing, smile and comment, “If you're waiting on me you're backing up.”

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Please Subscribe! There's a new article every week and we are determined to give you valuable information you can use to be successful and make more money. So, go to the Be The First To Know box and just fill it in.

Andy Johnston is an multi-faceted communication professional with deep experience from strategic planning, to messaging, to marketing, to media, to events, to training, to creative direction … and there are several other ”to’s.” Andy is known for his energy, creativity and his unique ability to discover the key results that must be generated – and then to develop ingenious ways to engage and motivate audiences. Positive business results are the objective. He believes that one of the most important results is an enjoyable experience for everyone involved. Andy is a principal partner at Think! Consulting Group and The Idea Group.

What The H@&& Are You Talking About?

Do you suffer from gutless marketing?

Consumer marketing survives on specific or implied promises. Softer skin … fresher breath … spritz on this smelly body spray and women will chase you. But, in corporate and B2B often marketing the promise vanishes. We showcase examples and case studies instead of making direct value and benefit promises. When was the last time you got very specific?

• We will deliver X results
• We will make you more money
• We will increase X
• We will reduce Y

Somewhere along the way we stopped making promises. Could it be that we’re afraid we can’t deliver on them? Without a specific promise of benefits your unique value proposition is neither unique nor valuable.

The ultimate value

Last month we asked what business are you really in? The conclusion was that our businesses are defined by the ultimate value we offer clients and consumers. That’s the heart of your unique value proposition. This isn’t your tagline or slogan and doesn’t have to be creative, catchy or even memorable. Your unique value proposition has to speak directly to your buyer in ways that she/he understands and values. And in a way that differentiates what you offer from everyone else’s.

25 years ago Michael J. Lanning declared that businesses were value delivery systems and that to market all that value required a “value proposition.” Now, here’s the revelation that seems to have gotten lost along the way. Lanning explained that “value” was what customers received through the experience of buying or using an organization’s products or services … compared to the competition. Value is based on comparing experiences!

Writing a happy ending

Does your marketing story have a happy ending or is it a nightmare? Here’s the scary thing about your marketing promises and the story you create. It really doesn’t matter how much you exaggerate, massage the truth or sidestep quality and service issues. Your customers are going to rewrite your marketing story for you based on their experiences.

Customer or guest reviews are spreading all over the Internet and readers believe the peer reviewers far more than they believe the companies. So it ultimately doesn’t matter what we classify as value-added or what we think are the benefits of our products or services. It is how our customers tell the story based on their experiences that define our unique value proposition.

Okay, let’s “man up” on our marketing. How many value propositions are all about the company and what they feel are the features and advantages of what they offer? No direct benefits, no solutions to specific problems and no showcasing the experiences they provide. Just pile on superlatives like “world-class,” “superior,” and the all-time biggie – “Quality.” If everyone uses the same “language of value” then there is no differentiation.

Define the differences first

I’ve wondered for years why we start defining target consumers and markets before we determine our legitimate points of differentiation. Once we know where and how we are different and the value that difference provides, then we have a head start on identifying who might want to buy from us.

Customers and consumers define value, we don’t

1. What are the major expectations of your specific target customer or consumer?
2. With 100% honesty, what can you promise that will provide a real, tangible difference?
3. How can you make your promise unique and different from your competition? Please make a note of this important concept – if you have to add exceptions, qualifications and disclaimers to your promise - it isn’t a promise.
4. How can you consistently provide the “value” of the experience in a way that both profitable and good business for your organization? The sure-fire unique value proposition is, “We give you everything you want, when and where you need it – for free.” Value has to be good business for everyone.

Remember, people but the differences and the goal is to create a chain of experiences associated with your company that increase the perception of value and provide a competitive advantage.

Unique is only for today

Be bold, be specific and market attractive promises. The reality is your unique proposition won’t be unique for long. Customers redefine value based on their latest “great experience.” Then they look back at you and ask, “Well?” You have to be prepared to answer with a new combination of solutions, benefits and experiences that have concrete, measurable value. You have to make specific promises and then deliver on them – every time. If you can do that, brothers and sisters, you are unique.

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Please Subscribe! There's a new article every week and we are determined to give you valuable information you can use to be successful and make more money. So, go to the Be The First To Know box and just fill it in.

Andy Johnston is an multi-faceted communication professional with deep experience from strategic planning, to messaging, to marketing, to media, to events, to training, to creative direction … and there are several other ”to’s.” Andy is known for his energy, creativity and his unique ability to discover the key results that must be generated – and then to develop ingenious ways to engage and motivate audiences. Positive business results are the objective. He believes that one of the most important results is an enjoyable experience for everyone involved. Andy is a principal partner at Think! Consulting Group and The Idea Group.

Don’t Get Strangled By The Office Grapevine

The Invisible Network

Planned communication is tough enough but unplanned, uncontrolled communication can strangle your company. Every organization has its official communications channels. And then there is the "Grapevine" … the invisible network that spreads information, rumor and gossip throughout the organization. The Grapevine is far more powerful than most management realizes.

I’m a big fan of the annual research Randstad conducts on workplace trends and attitudes. The Randstad World of Work discovered that more than 8 out of 10 employers think that they are the first to tell their employees about changes or decisions at work. Only about half their employees agree: 46% of employees hear it first through the Grapevine.

A People Pipeline

At its best, the rumor mill reflects the health of your organization by showing what is going on in people's minds. It builds relationships and a feeling of belonging. At its worst, it fosters paranoia, discontent and bad morale. Still, it’s actually neither positive nor negative.

The Grapevine fills holes

Talking and sharing information is human nature. When there are holes in internal communication and people are faced with unanswered questions about unexpected news or change, the Grapevine helps satisfy their need for knowledge and security.

Everyone is plugged in

Believe it or not, the group who tends to give the most credence to the Grapevine is management. Group Think is a tactic backed by the best intentions. “Let’s get everyone in the group involved.” The problem is, instead of fostering inclusion it creates exclusion. If you aren’t “in the group” you feel shut out. The people on the outside fill the holes with rumors and speculation. The danger of office buzz at the management level it it’s easy to spread outside the office and into the business community.

Make the Grapevine a communications channel

Transform the “invisible network” into part of the information flow that sends, receives and disseminates information up, down and across the organization. To manage the "Grapevine," get ahead of it. It doesn’t matter if it’s for management or the workforce – communicate early and communicate often. Don't wait for the final decisions; communicate the process of making the decisions, even if there are no conclusions. And, aggressively ask for input, comments, suggestions and complaints. Remember the Grapevine is a pipeline. Fill it with accurate, timely information and that's what is distributed. So say it first and say it fast.

Handle the Grapevine with marketing techniques

Since this is an untraditional information flow, use untraditional techniques. Marketing methods give you power to prune the Grapevine. In marketing you identify the target audience, communicate the critical information that will generate the desired results, provide clear explanations, consistently repeat the messaging to build understanding and create channels for feedback and response. That’s the same approach you use for this unique form of internal communications.

Managing The Buzz

Identify the Opinion Leaders - Every organization has them, the people who seem to influence others. If you don't know who they are, you should. Use these Opinion Leaders to fill the Grapevine with timely, accurate information. And, as you do, ask them what they think. Odds are, they have a valuable perspective.

Tell It First, Tell It Fast - Don't give rumors and misinformation a chance to start. Face-to-face and small meetings are more effective than email, voicemail or memos. Make sure the medium you select communicates the information you want to send and the message you want managers and employees to hear.

Don't Announce, Explain - Make it personal and just talk. There is no “one size fits all.” Explain the “what” and “why” of each decision or development. Give valid reasons and use simple, easy to understand language. Be as sensitive to people's emotional concerns as to their need for "hard" information.

Facts Kill Rumors - Rumors won't just go away so educate your office with honest information. Shut down the BS and spin. Keep the message complete, consistent and don't sugarcoat the results.

Go For Understanding and Not Agreement - You can't expect everyone to appreciate the situation or the decision. The goal is understanding.

Be A Target, Ask For Input - Ask for opinions, suggestions and reactions. You might not enjoy what you'll hear but you'll build respect and loyalty. Then, share the reactions.

The reality of pruning the office grapevine is learning how it works and putting it to work for you. Bonnie Raitt was right when she sang, “Let’s give them something to talk about,” but Barbara Walter said it best.

“Show me someone who never gossips, and I'll show you someone who isn't interested in people.”

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Please Subscribe! There's a new article every week and we are determined to give you valuable information you can use to be successful and make more money. So, go to the Be The First To Know box and just fill it in.

Andy Johnston is an multi-faceted communication professional with deep experience from strategic planning, to messaging, to marketing, to media, to events, to training, to creative direction … and there are several other ”to’s.” Andy is known for his energy, creativity and his unique ability to discover the key results that must be generated – and then to develop ingenious ways to engage and motivate audiences. Positive business results are the objective. He believes that one of the most important results is an enjoyable experience for everyone involved. Andy is a principal partner at Think! Consulting Group and The Idea Group.

Unleash The Beast: Your Market Recovery Strategy

Be Ready to Pounce!

You don't want to be the last to act as the market recovers. here's what to do now!

There are the first indications that the economy is on the verge of recovery. So, what happens next? What are you going to do now, Bubba?

Many companies weathered the economic storm by hunkering down, tightening spending to a trickle and keeping the corporate head down. Others scaled back marketing but maintained a consistent “value conversation” with their consumers, customers and clients. Now there are the first indications that the economy is bouncing back! What are you going to do when your markets recover in 2010 and 2011?

Timing is everything

The goal is to develop a recovery strategy and be ready to act while the competition is trying to react. Now, follow me closely, there are two considerations you must determine first.

• When will your consumers or customers be ready?
• When will you be ready?

Developing a Market Recovery Strategy

You can SWAT at it or SWOT at it but if that’s all you do you’ll miss it. Researching the competition may be the least important consideration.

• The state of their business
• Their current pricing
• Their customer base

Potential customers are moving targets

There is a great deal of “navel contemplation” in market research. So much energy is devoted to probing potential customers to uncover unmet needs and breakthrough marketing opportunities. As we’ve said before there are very few unmet needs anymore.

• Who are the potential customers/consumers
• Their financial status
• The potential changes for 2010 & 2011
  
• What needs become priorities as the market/economy recovers?

Now sit down and take a deep breath – this isn’t your biggest opportunity.

Do research in the context of recovery

The problem with a lot of research is that it isn’t in the context of your market's economic recovery. The danger is spending too much time and effort asking the wrong people the wrong questions. The main consideration isn’t new business it’s your existing consumers and customers. Don’t assume that you know their feelings and plans for 2010.

Ask critical question no one asks

Just follow simple logic. If you can only ask a single question, ask the first one. It tells you more of what you need to know.

• Why did/do they do business with you?
• How much of their available business are you capable and qualified to provide?
• What percentage do you get?
• How do they view your pricing – are you over priced, under priced or on target?
• How are their needs or expectations changing?
• What is their Recovery Strategy for 2010 and 2011 and how can you become a larger part of it?

Six steps to recovery

No, this isn’t AA it’s strategic planning. Once you have a clear picture of your markets and customers – get it done.

Step 1: Do It Right – Gather intelligence, think it through and plan for at least three scenarios. Include timing in the plan so the question is both “What if?” and “What will we do when?”

Step 2: Status Quo Is Status NO - Those marketing strategies and campaigns that worked last year may not generate the desired results in 2010 and 2011. It’s better to take a fresh look than desperately hold on to “Well, it worked before.”

Step 3: Let It Go, Brother – This is the time to “tough up” and toss out product, development and marketing mistakes. You can’t explain or excuse away things that simply don’t work. It’s better to just admit it, toss it and get back to making better decisions. By the way, everyone knows it’s a mistake, so acknowledge it. You’ll earn respect.

Step 4: Reconnect With Their Customer Buying Process – Don’t assume customers always buy the same way because they don’t. If you have a choice between offering a new product or making your existing product easier to buy, go with Door #2.

Step 5: Look For Better Ways, Not New Fads – Newest isn’t always the best. Be open to both new ideas and better ideas. Innovation is exciting but improvement is both more efficient and less expensive. Remember about 98% of everything you see and read in the media is marketing. Someone is trying to sell their products and services, just like you. Filter everything through your desired results. The reason why some techniques are “tried and true” is because they are – “tried and true.”

Step 6: Decide When To Press GO – The whole idea is to prepare a well-conceived strategy and then act. You want to be first to respond and connect with consumers and customer, when they are ready. Be deliberative, decisive and then ACT.

Get the jump on the competition

Remember the goal is to develop a recovery strategy and be ready to act while the competition is trying to react. Don’t wait until the end of 1st Quarter 2011 to start thinking about this. By the time you read about the recovery in USA Today … it’s too late. So get ready, get set and be ready to Go. Or as those frontier marketers used to say, prepare to be:

“The first-est with the most-est!”

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Please Subscribe! There's a new article every week and we are determined to give you valuable information you can use to be successful and make more money. So, go to the Be The First To Know box and just fill it in.

Andy Johnston is an multi-faceted communication professional with deep experience from strategic planning, to messaging, to marketing, to media, to events, to training, to creative direction … and there are several other ”to’s.” Andy is known for his energy, creativity and his unique ability to discover the key results that must be generated – and then to develop ingenious ways to engage and motivate audiences. Positive business results are the objective. He believes that one of the most important results is an enjoyable experience for everyone involved. Andy is a principal partner at Think! Consulting Group and The Idea Group.