F/U's (follow-ups)

"I will send you the information about Epicure," Matthew said convincingly. That was two weeks ago. I have received nothing todate.

I just completed the Penang leg of the STB Product Update Roadshow in Malaysia. The networking sessions yielded a lot of enquiries and some leads and potential which I have to follow-through next week.

One of the deadly sins of networking is not following through on what we promise to do. Have you ever been exchanging ideas or leads with a fellow networker who has said, "I'll send you that information right away?" After a couple of days, though, the information doesn't arrive. A week later, you still haven't received the information, or even a call from that person.

How does that make you feel about that person?
How do you rate them for dependability?
How much do you trust their word?

I have built credible and trustworthy relationships through following up on promises.

Save some money on brochures

I saw some exhibitors at the STB Product Update in KL yesterday giving out brochures like there's no tomorrow.

I use it sparingly. People are going to see so many companies that a majority of what is picked up gets tossed out.

If a visitor is burdened with brochures, the brochures doesn't make it home. It will end up in the garbage at the show or in the hotel room trash can.

Sales kits can actually hinder the sales process. If the prospects review the brochures and don't find exactly what they're looking for, they may think you don't offer it, and you're out of the running. I'm much better off talking to visitors and finding out their needs and follow-up after the show with the right material to support a buying decision in my favour.

Teamwork at home

"Having kids does not necessarily mean blood ties," Karen stated with a great conviction. "There's so much space here for loving."

Many of us who are great team members at work take off our teamwork hats when we walk in the door at home. We do not seem to realise that our spouse and children are not nearly as interested in our job title as our taking time to relate to them as equals

Looking for niches

"Loneliness is big business," Siew Hoon reminded all of us of what Anita Roddick said in her presentation, The Weird Wide Wonderful World of the Web.

Some businesses look to improve existing products and services. Others look for new solutions to old problems.

I am convinced that if we are aware of developments out there in society and in the economy, we will uncover hidden niches.

Champion of champions

"I need you to advise Sheldon about marketing courses from either RMIT or Uni of london," Patrick requested from inside his car. "I want him to study marketing, but not sales."

Us, sales leaders don't capture market share all by ourselves, our sales team does. Our success and job security depends upon the continuous productivity and cooperation of all members of our sales team. Without it, we won't have a chance in hell of surviving on the job.

Sales leadership is not for the thin-skinned, saddle sore or faint-hearted. It's for the chanpion of chanpions!.

Make the 1st move

"I can't stand the way he does things," Fong complained. "Nowadays I just let him do what he wants. I have given up telling him."

People who're having problems with each other almost always engage in a power struggle over the issue of change. A wants to change B in some way, but B can't or won't change. B feels the same way about A. Both frustrated, they believe that they aren't getting what they want or need from each other. It's a lot like the cold war between the superpowers: each wants the other to make the 1st move. The result is a frustrating and unproductive stalemate.


We experience this problem in our relationship with family, friends and colleagues. However, I've noticed that when one takes the 1st step and begins to make some change - or even just shows a willingness to change - good things usually begins to happen. It all starts with just one person changing a little.

Self fulfilling prophecy

"I am not a leader," Christine murmured in resignation over her nasi lemak. "I have no leadership in me."

More often than not, it is our assumptions that limit our options. Negative assumptions set up internal obstacles that automatically defeat us.

"The economy is bad, so people are'nt buying"
"I'll never make as much money as I want."
"I'm not smart enough."

This type of thinking usually becomes a self-fulfilling prophecy

Nichemanship

"I have just arrived in Singapore," Steve said over the phone."Would you have time to meet?"

Dato Steve Ong was my SVP in Aetna and today he is the CEO of ING Funds in Malaysia. My marketing guru and now my good friend and coach...and a successful niche player, Steve's motto was "Hit them where the big boys aren't and the big money is."

I have benefitted from his teachings: I now find the crack - that piece of unfulfilled demand. That's where the big fish are.

Dato Steve Ong : my guru

The art (or is it science?) of communication

"Is revenue management an art," Lucas questioned the participants. "or a science?"

What then about communication?

Whether we are handsome or homely, have a physical disability, 2 heads or we stutter, stammer or have a nose like a banana, it makes no difference. I am convinced we can succeed more than our appearance if we uncover and blend into the feelings of the listener when we communicate.

One hand cannot clap

"That's enough," a father was overhead on the nearby table in Ichiban Boshi telling his child. "Don't answer your mother back."

The time comes in all relationships when we disagree. And while some disputes are resolved amicably, others can end up having very real effects: the cooling of relations, the building up of misunderstandings.

The strength and sustainability of relationships, be they marriages or friendships. boss to colleagues or parent to child, depend on how we cope when we get into conflict.

Most of the time, when I am tempted to reach for a pithy one-liner, or respond to one, I follow the best rule I have been taught: avoid them. The sarcasm or innuendo may make me feel better briefly but there is unavoidable downside.

Getting the best people

"The interview with Pat is set for 11am Monday," the Ong Na wrote to me in her email.

The salespeople I look for: in addition to being aggressive, they tend to be thick-skinned, yet take losing a sale very personally. Most engage in what is described as locker room humour. If you're sensitive, they'll torture the bejesus out of you.

The way I see it, if we're going to spend 10 or 12 hours a day working with a group of people, it's a lot easier if we fit.

For one thing, I almost never advertise. The people I really want - the best people - already have jobs. I sought them out, because I have heard about the job they were doing somewhere else, or as happens most often, they were referred by a friend. I pay a lot of attention when a customer recommends a friend.

Nonverbal messages in the real world

"You don't lie, we know," Roanna jested to her colleague in between sips of her shark bone soup. "You don't tell the truth that's all."

When people speak, their words convey varying degrees of truth. This does not necessarily mean they deliberately lie (although that does happen) but rather that they don't always say with 100% honesty what they really think, feel or know.

That's why, us in sales, consider body language and nonverbal messages we receive as powerful guideposts in an interaction

Embrace e-business or get left behind

"Now you decide how much to pay for a golf game," the headlines on the e-flyer read. "Launching the world's first open tee time bidding system for golf courses in Asia."

Today, there is "eBay-ization" everywhere in the e-marketplace. Where eBay has been the leader in the online auctions for the consumer market, with millions of buyers and sellers, other product-specific players are hopping onto the bandwagon.

My view is simple. It's e-business or out of business.

So one of the key things I do is to use passive media to attract attention and entice traffic to our Website. I choose to spend marketing dollars on ways to reach prospects at home and at work. I don't need to use methods that reach millions of people, just ones that reach my particular list of prospects.

It all starts with the leader

"Your people are very loyal to you," Clement pointed out.

People follow people. Particularly in the uncertain atmosphere surrounding change, people want the comfort of following a leader.

"Aye, fight and you may die.
Run, and you'll live... at least a while.
And dying in your beds, many years from now, would you be willin' to trade ALL the days, from this day to that, for one chance, just one chance, to come back here and tell our enemies that they may take our lives, but they'll never take... OUR FREEDOM!"

Braveheart reached deep inside to deliver a speech that makes his men's hearts pound with pride, hope and commitment. As leaders we find our own ways of inspiring our workforce to face an uncertain future. I do it by leading the charge, rallying the troops and reinforcing the importance of what the company is doing.

Know what's really happening

"A lot of Directors of Sales & Marketing are not like you," Cleo said to me. "They don't come out to visit us and sit with us."

Being on the road is the nerve centre of the sales business. I firmly believe any sales leader not on the street isn't getting accurate information. I religiously stay connected to the markets and be in touch with people's feelings and reactions to my products.

It's deadly important to know 1st hand how customers are reacting to the product and how staff are like out

Echoing the words of General George Patton: "You'll never know what's going on in war unless you can hear the whistle of the bullets."

With Ron (centre) and Eugene in a client function in the London Eye

3-Rs

"It's not ok to make wrong decisions!" Doriz posted a comment on my Facebook page.

The way I see it is being a successful leader in a dynamic environment is not based on whether my team members make mistakes, but on how I respond to them.

No one feels good about making errors.When they're significant, they usually create self-doubt, loss of esteem and embarrassment.

I try to use the 3-R approach. Get them to turn mistakes into learning by reviewing what happened, rethinking new responses and rehearsing them until it becomes automatic.

Speaking influentially

"Talk properly," Bryan's mother coached the 10-year-old. "You sound so flat and monotonous."

In a training course I'd attended, I was told that the initial impact of our voice on others is very important - it accounts for 38% of the impression we make on people. How loudly or softly we speak conveys much about our confidence. The pace at which we speak sends messages too.

Years ago, as I was in the school oratory team, I'd consistently record myself on the cassette tape to hear myself. "Is that really how I sound?" I used to ask myself as I cringed.

Over the years, being in the sales trade, I learned that it is a combination of how I speak, my choice of words and the clarity with which I express myself that influences others.

The profile of a great performer

"His arrival at Old Trafford may have raised a few eyebrows, but in Michael Owen, United have signed one of the finest goalscorers in the history of English football" so reads the report on http://www.manutd.com/

I have been fascinated by human performance since I was a young teenager mad for football. Great footballers (and I believe great performers in general) are well-trained, experienced, smart and in some cases, divinely talented. The star footballer looks at the goal and shoots. No evaluating the distance, no decisions about how hard to kick, how much to bend the ball, or what the consequence might be if the shot misses. No thinking period. In other words, look and shoot.

Like a child playing tag, they give their skills a free reign and do not focus on anything but the target of that particular moment.

I try to emulate great performers at work: resist the urge to be smart, cautious or scientific. It is just me and my sales goals

Improving the quality of working relationships

In a Voice of the Staff survey conducted amongst all the members of my team, here are a couple of scores:

"Our Department work well together" Score 4.0 out of 5.0

"My immediate supervisor encourages me to work cooperatively with other departments" Score 4.4 out of 5.0

If a working relationship is not working and is getting in the way of performance, as a result-oriented leader, I would respond to the situation as I would any other performance-related problem - analyse the situation, identify the problem, select an appropriate course of action and implement the change.

Time alone will not heal or fix problems that prevent people from working together. Improving working relationships is not a warm, fuzzy thing.

I have strengthened and improved many working relationships by communicating better, offering more feedback, taking a more personal interest in people and keeping my part of every bargain (and my word)

from left: Eric, Alvin, Francis

Personal importance

"Susan is now Director of Sales in Subang," Victor updated me over a cup of coffee.

A study which involved 279 managers for 8 large US firms identified that the experience of being treated as a productive and valuable member of the team was far and away the most influential of all organizational experiences.

I am happy to report that there are quite a number of my subordinates who had gone ahead and made progress in their careers. I make it my business to help my team members achieve their personal career aspirations.

from left: Shirley, NR, Jiaye, Brama, Donna

Building hope

"Out of the 110 groups I had for the summer," Rodney told me over the phone. "40 of them cancelled because of the H1N1 scare."

When times were not so bad, celebration and humour came easily. Without the spirit of celebration through these dark days, cheerfulness could easily turn to deep despair.

As a leader, I hope to create an upbeat mood and optimism through the grimmest of times.

Sleeping with the enemy

"My boyfriend is working in my competitor retail chain," Linda confessed over her frappucino.

She obviously was taken what Lincoln said to the hilt: "Am I not destroying my enemies by making them my friends?"

Be wary of a competitor who wants to form an alliance. They may extract confidential information. This is corporate espionage and turn out to be not a mutually beneficial relationship.

Beware of Trojan Horses.

Why worry?

"Your pressure's good," Dr Koo reported. "120/70"

People generally tend to worry too much about everything. Doctors have proven that worry cuts down our life span as well as success span. Worry causes heart trouble, high blood pressure, asthma, rheumatism, colds, arthritis, migraine headaches and a host of stomach disorders.

So why are we worried?

A recent survey discovered that 92% of things people worry about, they can't do anything about.

Sometimes problems seem so huge as to be unmanageable. The solution I was taught : break the problem down to small solvable pieces.

"How do we get 95,000 room nights sold?"

"One at a time."

It's difficult to focus on 95,000 room nights

It's easy to focus on 1 room night

Learn best practices

"It's always good to meet and share best practices," Kenny glowed

I keep conscious not to make the mistake for thinking my sales & marketing techniques are unique. Copying others' success is smart play. There is nothing new under the sun.

The same issues occur everywhere: how to deal with an underperforming team member, how to innovate, how to create more strategic thinking.


I try to create an environment where people are able to seize opportunities and allowed to take risks - an environment where learning is a core value.

For those who are hurting

"Why do men over 35 like to blow hot and cold?" Stephanie queried in between sips of her chardonnay.

In 1 way of another, we are all hurting. Everyone is in the same boat. Even the laughing, happy-go-lucky crowd is hurting. They try to hide their hurt by drinking and joking, but it won't go away.

Truthfully, it doesn't help much to know others have suffered too. When we read about how others victoriously come out of their battles, and we still haven't, it only adds to our hurt.

Part of the pain of a broken heart is the thought that the offender, is going away with it all. The heart says, "I am the one hurt and wounded. I'm the one who pays the price. The offender gets off scot-free."

My advise to you sister is this: stop trying to figure out how and why you got hurt. Stop condemning yourself. Stop trying to figure out what you did wrong. You did not make a mistake; more likely, you simply gave too much.

No one's irrelevant

"She's only the receptionist," Ray sneered.

As a sales leader, I do not treat anyone as irrelevant.

Things do change. Even if he was right about this person's lack of authority, treating her as if she doesn't matter could create a boomerang effect in a scenario wher she does matter.

In today's climate of musical office musical chairs, the person who is a low-level influencer on Monday morning could be a high-influencer by the end of the week.

As Shakespeare might have put it "Hell hath no fury like a Buying Influencer scorned."

Take it from me. Once upon a time, I learnt this the HARD way.

Never accept the 1st offer

"His experience isn't really sales material," Mark wrote in his email.

Junior sales atff make the cardinal mistake of 1st-offer-acceptance as a result of their lack of experience.

Euphoria is often generated when a difficult task is accomplished, and those hard-core sales veterans will know how difficult it can be to get that 1st order from a cold-called customer. It is this euphoria (or relief) that leads the inexperienced sales staff to say "Yes" to the 1st offer. They sign, grabit and run.

One rule of thumb of negotation is this: Never accept the 1st offer.

Compete and coop

"We found that the poor performers were also getting the incentive payout because of the efforts of the good performers," Andreas revealed. "That's why we scrap the entire incentive scheme."

I have learned that there are 2 things that motivate people at work: competition and cooperation. Hence as a leader, I build cooperation among team members while adding competition for fun and challenge. Competition spurs action; cooperation cements the team spirit.

Camaraderie also signals success. There's competition in the way I structure things, but overall we cooperate. At the end of the game, everybody says we won.

Information sharing

"We only know what they want us to know," Steven pointed out.

Ask any executive what his or her major problem is, and the chances are good that the reply would be something like: "Communication. We never seem to have the right information."

More often it's a result of a policy of secrecy: tell employees only what they need to do their jobs.

I believe and practise sharing virtually all information with my key team members that is not considered personal. The net result I find is a climate of openess. Furthermore this information sharing provided a basis for my team members to engage in proactive problem solving.

from right: Margaret and May