"I Only Want the Toughest Customers"

Asking for the toughest customers is like trying to pet a shark, or date a nun – you instantly know that it won’t end up well, so why ask for it? I was out to dinner last night with my friend, BigTime. Surprisingly, he let me know that he only wants the toughest customers. Say what–?

My friend is one of the best salespeople I know – he deals with an ultra-elite clientele in the Big Apple. This guy specializes in the demands of high-net-worth individuals with a skill that is both rare, and easygoing.

His customer logic goes like this: I want only the most difficult customers because, if they even think of shopping me with competitors, I will win every time. The toughest customers will chew up my competition, and disqualify them right out of the gate, because that’s the kind of service and solutions that my company can provide. He’s looking for the clients who are so tough and so demanding that other service providers get scared by their demands, and struggle to prove they can meet them. It’s not a problem for BigTime, and that’s the way he knows a qualified lead.

Interesting perspective. We bounced the idea around some more, and I came away with some additional thoughts. If you are faced with a tough customer, thank them for helping you to be better. If you are taking a beating over something you did, or your company did, or you are about to do, I have two words of advice: don’t duck. Here are six more: Face it, take it, fix it. It’s that simple.

Face up to the challenge of the difficult customer, and you will learn what it is that you need to know. For BigTime, he always looks forward to the toughest possible client as the greatest opportunity. He knows that he can offer what others cannot, that’s why he’s BigTime. A demanding client, in his business, means that the competition is out of the mix. The best way to defeat your competition is unequaled customer service. Disqualify your competition by being the one who doesn’t duck the tough stuff. When you resolve the really scary issues, you learn, you grow, and you create customers for life. The only way to know if you have what it takes, is to get started. If you’d like one suggestion on what you could do today, make up your mind to astonish the most difficult customer you know (and yes, the people you work with are internal customers). What can you do to make a difference, and show that when it comes to customer service, you are BigTime?

Difficult times show us what we are made of; difficult customers force us to be better and help our companies to demonstrate competitive advantage.

[ The names in this post have been changed to protect the guilty ]

Make Your Breaks - Thoughts on Serendipity

Serendipity is good - but can it be shaped?

The answer is yes, if you understand how to create the unexpected and turn it into opportunity. Serendipity means good luck in making fortunate unexpected discoveries; so how do we create the unexpected?

My dad always told me, "You practice like you play". As a former college quarterback, he knows a lot about the importance of practice. His logic goes like this: you practice your game, so that you can create unexpected events. Practice creates opportunity; skill allows you to capitalize on the unexpected. After all, the difference between "serendipity" and "surprise" is... results.

From Nathan Jamail's "Sales Leaders Playbook": Athletes spend 90% of their time practicing, and 10% on performance. In business, it's more like 1% practice, 99% "just do it", and hope for the best. Not a good strategy for serendipity, but it certainly can create a lot of surprises!

In the business world, effective practice means taking time to reflect on opportunities, to explore ideas (like this one!) with others, and exchange innovation with other thought leaders. By asking "What if...?" we can unlock the key to imagination - that's the birthplace of new discoveries (IMHO). Creativity shapes serendipity. Put that idea into practice by exchanging new ideas; prepare for the unexpected by considering it with colleagues you trust.

How to Go from Good to GREAT in Sales

I'll let you in on a little secret, about how to transform from good to great in the sales game. The one thing that makes a good salesperson great: It's always the customer.

If you have the talents of a monkey, but you are sitting in front of customer who wants to buy what you are selling, you will close a sale. Additionally, you will be able to answer the phone with your feet, but that's another story.

Westfall and Associates, How may I help You?
(phones answered by 800 pound Gorilla)

If you want to see a great salesperson in action, concentrate on what the customer is doing. Great salespeople inspire action by meeting needs. Good salespeople do a lot of demos, and keep busy saying things like, "activity breeds results!" while hoping for the best.

If you can only do one thing right, Focus on the customer. If you lose your way in the sales process, focus on the customer. The customer will bring you back on track.

If sales is about meeting needs, the needs you need to meet (great english, huh? sorry friends, it's my 9th language ;-) are only found within the customer.

For more thoughts on how to identify a buying customer, follow this link: http://bit.ly/deouak

What to Look for in a Coach

Are certifications the key to finding a qualified coach? Past experience? Personal empathy? Whether you are considering outside assistance for your personal life or your business, consider the one thing that consistently creates great coaches.

The best mentor or coach is the person who has had to overcome adversity in his/her career, to create great accomplishment. It’s easy to reach home plate if you start on third base; the best coaches are the ones who had to fight their way out of the dugout, just to get to bat – then after they lead the league in RBIs, they start teaching others to do the same. I believe great obstacles make great coaches. Overcoming obstacles teaches you how to win; effective coaches pass that experience on to others.Business coaching doesn’t necessarily require a particular certification or objective criteria for a personal and subjective evaluation. Consider instead: Has your mentor or coach achieved what you seek, or can they demonstrate how they have helped others to reach their goals? That track record is more important than any certification, because it is personal to you, and to your needs (or your company’s needs). Plus, a long list of degrees (certifications) doesn’t necessarily mean that the coach will be effective for you (will you get along? can they truly help you and meet your needs? does this individual fit with the culture of my organizations? certifications won’t tell you that). Experience in the face of difficulty is what matters most, combined with personal rapport. The mentor’s track record of accomplishment should give you the personal confirmation you need.

Some Thoughts on Integrity

What are the characteristics of a high-integrity salesperson? If you are looking for evidence of integrity in sales, consider the following:

1. Integrity is about doing the right thing, even when nobody's looking.
2. High integrity sales people make it ok for the customer to say "no".
   
3. You can't win 'em all. Disappointment over the facts is a hobby for small minds, and does not reflect high integrity.

If your product or service isn't right for a customer, a high integrity salesperson will know it, accept it, and move on. High integrity sales people also do not "throw grenades" into their own company when deals don't take shape. They understand how to work within an organization to get things done, within the rules, even when the sale doesn't go their way.

For me, I do not believe the customer is always right. I believe the customer is always the customer. The customer is the lifeblood of the business, but the business cannot be sacrificed to meet the customers' needs. That sacrifice is called "selling at any cost", and it has more to do with desperation than integrity.

The salespeople I admire are the ones who place the customer's needs first. High integrity sales people then become so involved with what those needs are that they know how a deal will take shape (or not). If they lose a deal, high integrity salespeople are disappointed, but rarely surprised, because (by definition) they know what's right for the client. If integrity is important to you, you want to do what's right.

Being able to push back from the table and understand that a deal is not right for a customer is a mark of integrity. It is a powerful position in negotiations, when you want to win but you don't have to. The high integrity sales person thinks and behaves in a way that serves the customer - helping them to find products and solutions that truly fit.

Overcoming Pricing Objections

My friend Ajay is taking a beating in India, over pricing. It seems that his clients are prejudiced: they always make the discussion about price. Here are some suggestions to help change the pricing game...

Look at your watch. (Did you do it? Thanks) Is that the least expensive watch on the market today? **What?** It's not the cheapest on the market today? I am [almost but not really] shocked. Why not buy an inexpensive watch - - when every watch tells you the time, shouldn't you wear the cheapest one you can find?

Do you feel like you paid too much? Or maybe, you aren't wearing a watch. So let's apply this line of questioning to your cell phone...or your car...or your address...Here's my point:

I don't claim any expertise over the market in India, but I do know a lot about buyer behavior. The only antidote to prejudiced pricing discussions is value.

Why do you value your watch (cell phone, car, etc.)? Quality? Reliability? Or are there some intangibles - the way it makes you feel? The fact is that our personal purchases are driven by both fact and emotion. Which side wins can change depending on a number of factors, but both fact and emotion impact a purchase decision (any purchase decision). My question for you is: What is the _personality_ of the company you are selling into, and what are their emotional needs? (Are they heartless, cheap, and drive a hard bargain? OK, gotcha. So, What corporate needs are driving these descriptions?)

These needs may include prestige, quality, competitive advantage, profitability, a desire to make you squirm - - only you can fill in the blanks, I don't have enough information to go further. But money - pricing - is only /part/ of the value equation. The other part is what a particular product _means_ to the company. Another way to say this: What is the value of your brand?

It may seem strange to think of a company's emotional needs, but believe me: companies have personalities, whether in Kanpur, India or Kokomo, Indiana. Individuals run companies, individuals make buying decisions, individuals have emotional needs (as well as financial). While the budget may be fixed, my take on any discussion about pricing would include a thorough understanding of the puts/takes of the emotional appeal of your solution. If you say, "there is no emotional appeal to our solution" then I would respectfully reply, "you haven't thought this all the way through".

And for the record, you have a very nice watch! ;-)

The Moment Before

What is the "Moment Before" someone finds your website, learns about your product, or decides to purchase your service? Understand that moment, and you find strategic direction for your marketing and sales campaigns.

Sanford Meisner, one of the godfathers of "method acting", first coined the phrase as part of an emotional preparation for performers. Before taking the stage, the actor must consider the "moment before" - what has just happened offstage, to create the tears, the laughter, the anger, or whatever other emotional through-line is driving a particular scene? After all, if you dog has just died, or you won the lottery, your "moment before" changes everything. This concept from the world of theater is imminently important to business today.

While actors benefit from a clearly defined script to let them know the moment before, they still have to find their own creativity to express it, engage with other characters onstage, and then move the story forward. Similarly, businesses must understand the "moment before" to create their own story, and involve customers in the process.

That moment before is crucial to understand how to market yourself (or your products), how to position services among competitors, and how to place a brand on the world wide web. In a recent client session, I asked, "What do people think of - what is the need - that causes people to find you on the web? What is the the desire - that causes them to find you?"

When a company is able to step into their customers' mind, to understand what the customer lacks - the "fill in the blank" need that causes the customer to seek out a particular solution, and ultimately, your particular company. That "I need a _______" is the keyword search and the place where the sales process really begins. PS: It's also the place where your potential customer finds your competition.

Many have written about the nature of desire. (Desire has many definitions, please stay with me on the high road here). I am speaking specifically of the desire that is part of "the moment before" a potential customer begins to seek out your product or service. At its core, desire is produced by one thing and one thing only. In fact, all desire - including the kinds of desire that are found elsewhere on the internet - have their roots in one simple thing.

All desire comes from lack - we can not want unless we lack something.

For want of a nail, a shoe was lost
For want of a shoe, a horse was lost
For want of a horse, a rider was lost
For want of a rider, a battle was lost
For want of a battle, a kingdom was lost



Consider what the customer wants, before they become a customer:

The moment before is about what's missing. Lack creates the first step towards a particular product or service. So, to understand what it is that is lacking is to understand the customer.

Effective marketing and sales strategies can focus on creating that sense of lack - or capitalizing on it. So much of our effort is spent on addressing the needs of the customer, through features and benefits, but what about understanding the moment that got the client to engage? If we understand the moment before, we understand who our customer really is. Moreover, we can understand what alternatives (either competitors or substitutions) come into play as part of consumer behavior. If the "moment before" is right, the performance of the organization will be, too.

The Lifeblood of Your Business

A wise florist once said, "Nothing happens until somebody smells something." The lifeblood of a business is where it all begins, the true source of the company's progress (or failure). In a recent online post, I suggested that the lifeblood of a business is not profit, customer loyalty, cash flow, or even its employees.

By any other name, it would still smell as sweet.

A company's lifeblood is its ability to attract customers, through effective marketing and sales strategies. Without a clear vision of who you are, what you do, and who you do it for, your business will never be able to create results. And really, that's what profit, loyalty, and cash flow are to a business: the results of effective strategies, from an efficiently run business.

The lifeblood of a business is where it all starts - without it, there is no business -and that is marketing and sales. To extend the metaphor, if the blood is healthy, the organism (organization) thrives. To be sure, an organization requires many parts to make a whole, and it would be foolish to minimize one part over the other (is the hand more important than the kidney? Kneecap vs. intestine - who would win, in a cage match? Likewise, finance vs. engineering, marketing vs. customer service. Although, come to think of it, Iron Man vs. Spiderman has often crossed my mind...that would be interesting...)

This guy would win and you know it.

All parts of the team must work together to create a meaningful result. But it all starts with attracting customers. Attraction is the lifeblood of the business.

To deliver results in terms of cash flow, loyalty, and profit, it all starts with reaching out to the customer. It doesn't matter whether you are a Fortune 500 company, or a one-man-band. If your customers don't stop and smell your roses, all the other stuff will never follow.

The New Color of Luxury? Green

I had a big realization this week when I saw this picture, of a hybrid Ferrari. Actually, after my jaw hit my desk, I had a bit of an epiphany.
And some uncomfortable swelling.

V-12 Ferrari Concept - Still fast enough to make a nun curse. Click the photo to see it all.

Why is Ferrari developing a hybrid vehicle? Why is the latest Ritz-Carlton in Lake Tahoe a certified LEED hotel? Typically luxury brands like these have stood for the utmost in discretionary spending - now that discretion is turning towards the environment? In a word, yes.

I've been doing some research as part of a June article for Residential Systems Magazine, on how to "sell" green initiatives. In my research, I contacted George Velazquez, principal at Integrisys in Chicago. George just installed the electronics in the first Gold-certified LEED residence in Illinois. His company has created an innovative energy-management and home automation solution called the Liv (tm) system (link to livsystem.com here) His company is one of the most progressive firms for energy management in the smart home arena.

I was running down my list of questions with George, drilling into my ideas on what it meant to "sell green". As we spoke, I realized that "being green" or being energy efficient (or call it what you will, the meaning is "environmentally responsible") is not something to segment and sell; it is an expected part of good design. For discerning clients, there is an expectation that a home automation system (or any home electronics installed by a systems integrator) would include energy management, and efficiency of both an electronic (and human) nature.

High net-worth individuals that can afford luxuries such as the above Ferrari are accustomed to more choices than the average Joe. Luxury is about many things, but at its most basic, luxury is about options. The same idea, explained conversely: luxury is about eliminating sacrifice.

Automating a luxury residence requires a design that does both: provide options for controlling the entire home ecosystem, and eliminating sacrifice. For smart luxury brands like Ferrari, Ritz-Carlton and even Integrisys, the best options are the ones that don't sacrifice anything for their clients - including the environment.

The Best Advertising

For companies and individuals, advertising for 2010 can be summarized in one word: referrals. The wave of social media and instant connectivity means that customers are talking first, last and center to prospects, and vice versa. A client recently asked if his advertising budget looked "about right". It did; but I added: what you spend on talking about yourself is not nearly as important as what others are saying about you.Seems like today's advertising isn't about informing and driving sales, as much as it's about trying to create a 'hook" within the constant barrage of promises and promotion. There's a lot of information out there, and all of us are interested in clarity. Will the product (or service) deliver as promised? The best way to know is through what others are saying - not what the advertiser says.

The call to action today is: Please go online and find out what others say about our stuff. Ads still create interest but the best advertisement for my money: Solid referrals.

70% of Homeowners Want It; But Only 7% Buy it. Why?

When people consider green initiatives, it seems the conversation is heavy on the "green" and very light on intiative. At the recent Home Electronic Source (HES) show in Dallas, TX, Steve Castle shared some eye-opening statistics on home energy solutions.


According to Castle, 60% of consumers want "green" purchases, 72% say they want energy-efficient homes, and 70% are concerned about energy costs (and that number still seems low to me).


Yet, as few as 7% of homeowners actually invest in energy-efficient systems. Why?

It seems that nearly everyone wants to do something to help the environment, but changing talk into action is a real challenge. For an audience of electronics retailers and custom installers, the ability to sell sustainability is at the forefront of a shrinking market, as this industry continues to look for new ways to innovate for customers. Most understand the concept of "rethink, reuse, recycle", but how do we go from concept to action, balancing green solutions with top line revenue and bottom-line results?

From my vantage point, it seems that consumers and media alike focus on the "what" - what makes a home green - in countless communication outlets. What's missing is the "why" - Why do consumers need to buy in? And, I might add: the "how": How do you sell smart energy management to consumers? Stories like this one don't make it any easier:



With electric companies shooting themselves in the smart meter everyday, there is a real and troubling negative-perception issue at work in the market. The ROI is still a little too soft (more on that later) and typically the up-front costs are higher for more efficient solutions. The good news is, where there is desire, there is opportunity, and consumer awareness and initiative is growing every day. How can sales people be more effective at reaching this market?

Steven Castle is one of the drivers in the green initiative. He is Senior Editor of Electronic House Magazine and an expert on green initiatives. Click here to check out his blog, Green Tech Advocates or you can find it in my blog list over there on the right of your screen). So, over 2/3 of US homeowners are interested in an energy-efficient home. Why do only 7% actually do something about it?

First of all, there's a bit of a branding issue, even beyond the recent smart meter situation. According to Castle, "Green" has transformed in meaning, into another word for "compromising", "intrusive",and perhaps even "prissy". Green is uncomfortably cuddly for mainstream America, because of its connotations. No one wants to become slave to lifestyle choices that are perceived as limiting and restrictive - even if those choices are the right thing to do. Castle wisely advocates for the "energy efficiency" moniker, as a better reflection of what consumers want.

To my mind, there seems to be a deep disconnect in the sales channel, a problem of perception and initiative that Castle and others are trying to fight. Have you experienced it, when discussing "green" products?

It's Green and You Can't Stop It

Everyone understands that we must be sensitive to sustainability. But at what cost? Selling things today based on future events which may or may not come to pass can be a difficult sale (universal healthcare, anyone?) When similar solutions are presented at different price points, the key to closing the sale is proving the value proposition. Without a clearly identified need, there will be little or no action towards energy efficiency, and you will be left with that 7 per cent solution, Dr. Watson. How is 7% "sustainable", I wonder? Castle says we must make energy efficiency visible and easy, and he's doing his part. I believe in sustainability, and I support energy efficient solutions. However, without some clear strategic selling strategies around green initiatives, [positive] climate change in this market will still be elusive.

You’ve Made Contact…Now What?

So many of my friends are holding a stack of business cards but still feeling empty-handed. Sound familiar? Here are some ideas on what to do with a networking contact to get the results you need. Specifically, I'd like to share some strategies I've used to create emails that get answers. Networking to the next level requires some clear strategy – especially in this economy.

“Time to Talk?”

That’s the subject of your next email, the one you’ve been wanting to send to your newest VIP contact. “Time to Talk?” is open-ended and non-threatening. It could mean, “Do you have time to talk?” Or, “Is there a time when we could talk?” or even, “Look, it’s time to talk!” The response to that question is, under any interpretation:

"Talk about what?"

Question and response. Hmmm.... you just started a dialogue. The objective of your email is to generate interest, and ultimately, a response. I assume you have something you would like to know about? If you are seeking a new opportunity, you need to approach this message with a clear idea in mind. The objective is to secure a conversation to discuss your idea, and that's why you need a "time to talk".

“I know a little bit, about a lot of things, but I don’t know enough about you.”

An initial networking contact is a quest for information. So many folks misinterpret Steven Covey, and begin with the end in mind…instead of seeking first to understand, than to be understood. If your opener is, “So, do you want to buy some of my stuff? Are you the decision-maker? [or even worse] Do you have a job? Do you know someone who has a job?” Yikes, Gunga Din. It’s probably not “time to talk”. My magic will not work for you.

Ask a question before its time, and you will get the wrong answer. It takes time to earn the right to advance, and a time to talk is step 1. Have you proven that this company is a good customer, or somewhere that you want to work? Do you know that your contact is the sole decision maker? Even if your answer is “yes”, you still need to confirm that theory. And you need to know that there is interest in you discussing your personal value proposition before you share it. Come to your contact with a demonstrated knowledge of their business or situation, and ask them to confirm/deny or elaborate on a specific idea or theory.

Confirm/Deny/Elaborate

After a brief one sentence introduction about where you met or how you were referred, you want to identify why you are writing. As you define your purpose (seeking information about a particular topic) ask you contact to confirm/deny/or elaborate on your theme – it must be a specific concept that could help his/her business, or a specific question about the processes within the company. (email me if you want some specific ideas) Your topic should demonstrate a specific knowledge of the company, but require clarification from your contact. After all, you have to have something of value for your contact to confirm/deny/elaborate on. Clear details on a specific question will create trust, and establish you as someone who does their homework. Suggest a time to talk, and offer a specific time when you will follow-up. Stick to your plan and follow up when you say you will - if they haven't contacted you first.

Demonstrate a knowledge of your subject and request confirmation in a brief (less than 20 minute!) conversation. Stay on topic, gather the information you need, and take that next step.

How and Why God Created Texas

On the day that God created Texas, he looked at what he had done, and said, "Oh no. That's really too hot and too flat. I've got to go back and fix it". But, the next day he was just too tired. So, he decided to make people who like it that way.




Evidently, there are a lot of people who do like it that way, and a lot of them live in the DFW area. According to the Dallas Business Journal, http://bit.ly/9cH1r5, the Dallas Fort area was the fastest-growing metro area in the US, with 6.45 million residents. That places the DFW metroplex as the fourth-largest metro, just ahead of Philadelphia.

Fixing Alec Baldwin

While “Always be closing” makes for some interesting drama, it’s a recipe for disaster in this economy. Real sales strategies don’t come from Hollywood –so, how about a plan that you can actually use?

Every sales person, every Alec Baldwin fan, maybe everybody who can read and write, knows the slogan, “Always be closing”. That was the message from his character, Blake, in the classic movie, "Glengarry Glen Ross". As much as I enjoy Alec Baldwin as a performer, "Always be Closing" is a recipe for disaster in the current economy. I'm seeing a lot of individuals "go for the close" (and fail) when what they really need to know is: how to go for the sale.

Here’s a little secret that is the one common characteristic of every successful sales engagement, and every successful sales person. The one most important characteristic of sales success isn’t the killer close, or mental toughness, or a strong forceful personality, or...or whatever.

The best salesperson is ALWAYS the one who is in front of a customer who wants to buy what they are selling. Think about it. Finding a customer that’s buying is the secret ingredient. It’s not some slick closing strategy or verbal kung-fu that forces a sale. If you have the talents of a monkey, and a customer that wants to buy what you've got, you are going to close a deal... and be able to pick up objects with your feet. Impressive! Qualifying an opportunity has never been more important. And, opportunities are scarce! So, how do you do when it comes to qualifying opportunities?

Based on my experience, the number one thing you can do to help grow your business -especially if your business is the "business of YOU": learn how to “always be QUALIFYING”, and the transaction will take care of itself.

Are You Qualified to Drink This?

Questions are a great way to approach an opportunity, because of what is implied behind the curiosity. (And I'm not talking about questions like, "If I can drop the price by 2%, will you buy TODAY?!?") The questions I'm talking about are the kinds that yield results - a series of "yes" answers that helps you to clearly define the customers needs. Your concern, your caring, your experience, your product knowledge all are conveyed ...indirectly. It’s a style shift, and it can be subtle, but the results are huge. The message behind the message is that you are genuinely concerned about the customer's concerns - and, quite frankly, the mutual fit for your agendas. You go from “telling and selling” to helping your customer to solve a problem. As you help to identify their needs, you tailor your services and solutions for what they want, not just what you can do. The best person to articulate customer needs is always the customer. If there’s no need, there’s no sale.

Of course, there are many more aspects of qualification. What’s the budget? How did you hear about me/my company/my gorilla-like reflexes, etc.? Have you ever seen/used/owned equipment like this before? What is the salary for this position? Etc. etc. All important questions, and all must be asked as part of the needs identification and implementation phase.

You still have to ask for the business. But closing is just the final step in the qualifying process. First, make sure that you’ve got a qualified customer that’s come forward with some real clear needs, and you are almost home. With all due respect to Alec Baldwin, remember to “always be qualifying”… unless, of course, all you want to end up with is a set of steak knives.

Brainstorming for Results

Have you ever had a really good guided tour of the weeds, often called a "brainstorming session"? As the ideas churn forward, each one less practical than the last, participants are rewarded and encouraged to dream large and often improbable solutions to real-world problems. How can these sessions be managed into an effective process, one that allows for the necessary freedom of thought but also the guidance that delivers real and tangible results?

Separating real accomplishment from group therapy requires a facilitator who is willing to set up clear communication on what is expected. (I will assume that "Six Thinking Hats" and other resources are already in play for the group leader). Often what is missing is a clear objective for the session, and necessary details about the business challenge at hand.

In a brainstorming session, CONTEXT trumps CONTENT. In other words, participants need to know a clear objective and framework for what is about to be discussed. We CAN think of lots of things, but that doesn't necessarily mean that we should. The best ideas will be the ones that fit the context most appropriately. It is a delicate balance to create an environment of trust and openness within a framework of objectives and results. However, that is part of the clear communication that is required before anyone goes deep into the potential abyss of "brainstorming".

Setting the ground rules is key for an effective session, and all participants (operative word: "ALL") need to understand that they will be expected to offer ideas. Effective brainstorming takes courage, and that requires en_couragement from the facilitator. Oftentimes, the starting point is a version of "there are no bad ideas"...(ooh, I've had a few. There was the football bat, and the unicorn feeder...still convinced that all ideas are good ideas?) The key thing to remember is: Don't get married to your ideas, but put them out there just the same. A good facilitator creates that environment and gets everyone to play in the sandbox.

If every idea is good, then none of them are. That's why Edward de Bono's book is so effective, because it breaks brainstorming into steps and facilitates cream rising to the top. For me, the first step is a clear and established context for ideas - only then can those ideas be shaped into results.

Judgements and comparisons must come after the brainstorming session, to separate the wheat from the chaff. The stack ranking of ideas and collation of valuable material must be handled with respect - but handled nonetheless. Brainstorming takes courage, a true willingness to bring your best ideas, and an ego-less attachment to the outcomes.

Separate Yourself from the Pack

From a recent posting on linkedin: How do you separate yourself from the pack, without being dismissed as a kook or a caricature? Everyone wants to differentiate themselves, and express their own uniqueness. Being true to yourself is the foundation of integrity, and it takes courage to express unique viewpoints within any career path. No matter who you are, being authentic should be everyone's goal...but what can ensure that "authentic individualism" is taken seriously, and not dismissed as "crazy talk"? The line between "prophet" and "village idiot" can be a thin one...I know because I've crossed it a few times!

What separates an individual from the pack begins with personal integrity, and ends with relevance. If ever there was a time in history for new and innovative ways of doing things, that time is now. The economic paradigms have shifted, and we need rugged individuals to step forward with ideas about the future. People who are stuck in yesterday's news may never be able to see the benefits of visionary individualism, and separate themselves from the herd. To these folks, I say: "Good luck". If people like this label you a "kook"...so what? I recommend that you pick your own critics, and comments from the unqualified masses don't really count. Listen to the comments that serve you most, and make sure that your ideas take root in meaningful solutions - for yourself, for your company, for whatever.

Bottom line: The gap betwen kook and visionary is bridged by relevance. Make your ideas matter to the people you care about, and you can never be a caricature. For the unique creative souls that have something valuable to share, relevance is what separates an outcast ...from an iconoclast.

Only the Best

The search is over, I have found the world's finest website:

Click here and visit the ultimate

Examine its many attributes, and post your favorite in the comments. Mine: The Music.

To Begin, An Explanation...

Recently I re-connected with my old partner-in-crime from AT&T. Back in the day, we patrolled the mean streets of Indiana, from Richmond to Terre Haute, looking for opportunities to offer up what we called “Strong Chili”.

Strong Chili, as my friend reminded me this week, was our catch phrase for any sort of powerful conversation, memorable event, or cut-to-the-chase sort of remark. The recipe for the rather strange metaphor was: If you were cooking an idea, you should offer “Strong Chili” – something memorable, and perhaps a little spicy. We believed the sweet illusion that we were the master chefs in the kitchen of our own destiny (hmm…what is “hyperbole”?). Marching through Indiana, we were not making foie gras or lobster bisque – but we did create some metaphorical Strong Chili on more than one occasion.

We tried to create memorable events in our work with customers, with our peers, and with each other – that was what we called “Strong Chili”. After all, would you be interested in weak chili? Perhaps a steaming bowl of …lame chili? Would you choose a piping hot cup, or a bowl, of Jackson County Fair ninth-place chili? No, of course not. Even if you don’t really like chili, if you are on the fence, please confirm or deny your opinion only after you have had some Strong Chili.

The greatest service we can do for one another is to be clear in our communication, in our intentions, and in our willingness to serve. This blog is my attempt to reflect upon these ideas, in the area of personal leadership, effective communications and personal branding. In other words, what I think of as “Strong Chili”.