Source: AppleStyleLabo.
Tags van Technorati: iPhone,Apple,Apple iPhone,Next Generation iPhone,New Design iPhone,Apple Style Labo,Isamu Sanada
Tuesday, October 27, 2009
Saturday, October 24, 2009
Look Before You Leap At Change
Ask these 8 crucial questions to make sure everyone's on board before you act.
- What's wrong with the status quo?
If revenue, recruitment, sales or morale is down, that's a symptom that something isn't right. But it's not the cause. Take a serious look inward and find the real source of the problem. - Do others agree with me?
Perhaps you're the only one who sees that something is wrong. Since you are at the top of the corporate ladder, your perspective is key. But do you have validation or other examples that something is askew? Furthermore, do others see the problem you see? If not, your task is to convince them that a problem exists. No change can take place unless people feel the need to change. - Have I selected people from all levels to implement this change?
You need to put together a team to address the causes and implications of the difficulty. Individuals in different jobs will see the problem differently; some may not even be aware a problem exists until you point it out. But these people will be the ones to help implement your changes, so their input and agreement in the formative stages of change are absolutely necessary. - Do I have a plan to remedy the situation?
Together with your team, craft an action plan to address the problem and create a system to ensure that it doesn't recur. The plan needs to explore the issue from various perspectives. It needs to be flexible enough to adapt to new aspects of the problem, especially unforeseen issues that may arise at any point. - Are others on board?
Count on members of your team to be on your side. After all, they've looked at the causes and effects of the issue you want to change, so their allegiance should be expected. But check nonetheless because you need to be sure they will serve as ambassadors, spreading the word to colleagues throughout your organization. You may also need a dedicated team or department meeting to explain the problem and the need for change. You need to spend time at this phase to ensure the overall success of your plan. Again, unless people see the need for change, they won't want to change. - Have I identified obstacles and sources of resistance?
Omitting this key step can create conflict and result in resistance--and even sabotage--by those who disagree with your actions. Be sure to identify those employees or departments that may be adversely affected by the change. Work to gain their support before implementing your changes or they might stonewall your actions. - Do I have demonstrable backing to support my change?
Invariably, someone will ask, "Who else supports this? Management? The Board of Trustees?" You need to be prepared with a positive response that demonstrates you have consulted with important others in your organization and that they support your efforts and conclusions. Without their endorsement, employees might doubt the validity and certainty of your actions. - Do I have a time frame, a budget, the people necessary to help me and other resources?
Now that you and your team have devised a plan to implement the change, you need to make sure the timing is right. Is it the right season or quarter of the year? Is immediate action required or can you wait for a more opportune moment?
Source: Entrepreneur.
Friday, October 23, 2009
Thursday, October 22, 2009
Wednesday, October 21, 2009
Move Up The Value Chain
By moving up the value chain, your company will increase its profitability and customer loyalty. How does your customer see you, and what does it mean?
- Supplier
You have transactional relationship and sell products to your customer. In this stage, you have continuous pricing discussions.
Your customer guesses you are the party to work with... - Partner
You are moving toward relational business transactions and sell solutions to your customer. Pricing discussions happen from time to time, but do no longer determine the relationship.
Your customer accepts you are the party to work with. - Trusted Advisor.
There is an ongoing relationship between your customer and yourself, and you now sell experience. Your business is being budgeted.
Your customer sees you as the expert.
Tuesday, October 20, 2009
Monday, October 19, 2009
Boost Your Creativity
- Start with a blank piece of paper.
- Question everything you think or do.
- Use mind mapping software, and continue to build.
- Different workplaces will generate different ideas.
- Close your eyes for a while, and let your imagination go wild.
- Don't be afraid to get a second or conflicting opinion.
Friday, October 16, 2009
Lead Generation By Phone
- Don't read
If you get a prospect on the phone, don't read your script, speak naturally. - Choose your words carefully
Never mention words like "promotion" or "campaign" or "offer" ... any of those STOP words for prospects to hang up. - Be humble
If you are collecting information, call to the base of the organization and ask for help, these people are open for it if you make them feel important.
If you are setting up an appointment or generating a leads, call the middle management and make sure your message fits. - Don't accept NO for an answer
Be prepared for a NO, you will be able to categorize 80% in 5 standard answers:
- Not interested;
- Happy with current supplier;
- No budget;
- No time;
- Send met documentation;
Try to be as respectful as possible for their calendar. - Close
Always try to close with a closed question for a next action.
Thursday, October 15, 2009
8 Tricks That Will Help You Connect With The Right People
- Pretend that every single person you meet has a sign around his or her neck that reads, “Make me feel important.” This was the life philosophy of Mary Kay Ash, the well-known cosmetics mogul. Her genuine concern for others catapulted her out of poverty and was the secret to her success.
- Seek out a common interest. People want others to be like them. Establishing that you and a client root for the same baseball team or volunteer at the same charity will go a long way in making you relevant in his eyes!
- Don’t work from a script. Try to scrap the memorized pitch in favor of a more natural conversation. You’ll seem more at ease and authentic—and your prospect will be less tempted to think that you’re fluffing up the facts.
- Remember the remarkable. Entrepreneur Sunny Bates makes a point to identify and write down the things that stand out to her in every conversation. She then references those statements in future interactions—and has been amazed by the reactions she’s gotten when others realize that she has paid attention to and valued what they’ve said!
- Cultivate curiosity. According to Lee Iacocca, former Chrysler CEO, "A leader has to show curiosity. He has to listen to people outside of the 'Yes, sir' crowd in his inner circle. Businesspeople need to listen at least as much as they need to talk. Too many people fail to realize that real communication goes in both directions."
- Act like a good listener. (Don’t let your body image betray you!) We’re constantly bombarded with information, so it’s almost instinctive to tune it out. When you’re interacting with someone, you need to consciously change your body language to reflect that you want to receive information; otherwise, it may appear that you’re trying to get away from it. Remember, your face says it all.
- Resist the urge to be a one-upper. Perhaps you feel compelled to share that you battled the flu for twice as long as your colleague. Or maybe you’re dying to tell your client how great your vacation to Hawaii was after she mentions her trip to the lake. Three words: Don’t. Do. It. When you’re always trying to top other people, you’re ruining communication.
- Ask effective questions. When you’re communicating, remember: garbage in, garbage out. If you ask the wrong questions, you’ll get the wrong answers—or at least different answers from the ones you were hoping for. Think about what you’re hoping to learn, and remember that an open-ended question is almost always more effective than one that elicits a simple “Yes” or “No” answer.
Wednesday, October 14, 2009
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