S&MM SoundOff

Finally, a Way to Know What "Talent" is Worth!

By Mike McCue, Editor-in-Chief, Sales & Marketing Management

As the holder of a Bachelor's degree in creative writing, I'm hardly an expert on measurements and mathematical formulas. When scientists and mathematicians can't sleep, they count sheep; I make up exotic storylines about how all of the sheep ended up in a meadow together.

ROI calculations have always fascinated me, but I’ve had to take the word of others when it comes to their accuracy and reliability. While that still holds true, I recently became aware of a metric that truly intrigues me: the Workforce Measurement Model, also known as “Return on Talent.” Jointly developed by the Forum for People Performance Management and Measurement and the Medill School’s Department of Integrated Marketing at Northwestern University, the metric attempts to express the contribution of a company’s workforce to its bottom line. Happily, it’s not a nebulous, touchy-feely model that will have no credibility in the finance department; the metric uses existing data that are compatible with other financial reporting tools.

According to Michelle Smith, president of the FPPMM, the Workforce Measurement Model is the result of a detailed analysis of a number of highly successful companies that had incorporated components of it into their current business practices. According to an August 27 press release, Smith said it is “a way to blend existing measurable attributes into a form that can be expressed alongside financial data to produce a Return on Talent that can then be compared across companies within an industry and even across industries.”

Of course, just because someone says they can measure and assign a numerical value to a human characteristic doesn’t mean that CFOs and other executives will accept the metric without question, but I like the trend. As an editor and former marketing director, I could always see where my team and I were listed as a “cost center” on the P&Ls, but we were never listed anywhere as an asset—just an expense. It’s a bummer to always be “quantified” that way.

I already disclosed that it will take people more number-friendly than me to determine how accurate and effective this “Return on Talent” metric actually is, so if you’re one of those people, check out the white paper for yourself: “The Workforce Model Every Organization Should Use,” http://www.performanceforum.org/White_Papers.21.0.html.
Personally, there’s only one measurement I need to decide how accurate and effective the tool is: The more valuable it says I am, the more accurate and effective it is!

Making an Especially Positive Connection

By Mike McCue, Editor in Chief, Sales & Marketing Management

Every day, as I get deluged with e-mails from increasingly obscure and specialized organizations, I marvel at the way modern life allows us to define ourselves to the smallest detail. I haven't checked, but I can honestly say I wouldn't be surprised if there is a group out there comprised of trade press editors with brown hair and hazel eyes. (If there is, please don’t e-mail me with an invitation to join.)

But once in a while, I see something that makes me happy we’re all able to connect with each other the way we are. That happened last week, when I first became aware of www.GettingHired.com, a job portal and social networking tool that connects job seekers with disabilities to employers, vendors and advocacy groups who specialize in the specific needs of that market.

The 23 million Americans with disabilities are a largely untapped pool of talent, so GeetingHired.com’s ability to identify their skills, talents and experience, prepare them for interviews, and then connect them with employers, is one of those great ideas whose time is long overdue.

The official site launches on October 22 to coincide with the start of the National Disability Employment Awareness Month, so be sure to keep it in mind the next time you have an opening!

Time to Stop and Smell the Roses: Taking Care of Business Upstairs

By Jeremy Cohen

Let's face it: For all of the financial rewards and personal satisfaction it (hopefully) brings, sales management is hardly a low-stress profession. Indeed, in my very first post for S&MM SoundOff, I emphasized the necessity of adopting a comprehensive exercise regimen for anyone hoping to avoid a trip to the cardiology center.

But true physical fitness encompasses more than just hoisting free weights and logging miles on the treadmill; taking care of what’s upstairs is every bit as crucial. In fact, if one gives credence to a recent article in the Atlanta Journal-Constitution, mental health demands just as much priority as diet and the gym.    

“The brain, experts say, needs breaks,” writes AJC reporter Helena Oliviero, “whether it’s through meditation, yoga, a massage, a pedicure or simply sitting in a park or taking some deep breaths with your morning brew.” Oliviero quotes workplace coach Tevis Gale, who puts things even more succintly: “Keeping that balance between work and life is what keeps us sane … Yet, we forget to take the time to check our mental status and give it importance.”

I know, I know … telling your typical type A sales manager he needs to stop and smell the roses is about as effective as trying to sell him a Yugo. So let’s try a different tact: Being highly disciplined and organized is what helped get you to the top of the professional mountain, right? Well, try putting those traits to work for your health. Schedule a BlackBerry- and laptop-free hour every day, at the same time, and stick with it. Schedule 30 minutes to take a walk outside or meditate in your office, and stick with it. Stick to these appointments as religiously as you would to any meeting.

Trust me, the world won’t fall apart during these mini-absences … but sooner or later you will, if you don’t take care of yourself.    

Five Signs of Trouble with Office Management

By Ruth Haag, www.ManageLiving.com

Is your office people-environment normal?  Many things that we wish wouldn't happen, do happen every day in a normal office.  Deadlines are missed, people don't get along with one another, someone breaks the rules.  All of these things are normal, day-to-day problems that can be easily dealt with.

So, how do you determine if things are a bit off track, and your office management is in trouble?  Here are some clear signs.

1. The leadership is reactive rather than proactive
When leadership is good, proactive things happen, and workers are all generally moving toward a positive goal.  When management is reactive, all work in the office is focused on solving problems.  In a reactive environment, it is very hard to make progress.

2. More than 50% of the time 100% of the staff isn’t working
I often ask supervisors in my training classes how productive they think their employees are.  The normal response is 50%.  This means that 50% of the time, most supervisors feel that their staff is producing a good product. If a staff is less productive than this, it is a sign that there are problems.  Rather than working, the staff is either complaining about their supervisors, or consumed with senseless tasks.

3.  The staff mutinies
When an entire staff refuses to work, there is a problem.  A mutiny is often tied to safety issues.  The staff feels that, if they continue to work, they will be in danger of having an accident.

4. Most of the staff is complaining about the leadership
It is normal for everyone to complain about their supervisor sometimes, especially just after a new policy or procedure is put into place.  What is abnormal is if all of the staff is complaining about the leadership all of the time.

5. Good, well-respected workers resign
A normal office has a steady flow of workers in and out.  What is abnormal is entire departments turning over each year, or a steady outflow of the best workers.

Ruth Haag is the President and CEO of Haag Environmental Company, a hazardous waste consulting firm.  Ruth is also a business management consultant. She and her partner Bob Haag host the weekly radio show “Manage Living,” which can also be heard on-demand at www.manageliving.com. Ruth has authored a four-book series for supervisors. She offers business management courses through Ohio colleges, and she also provides private contract training. She is the publisher of Ohio’s monthly newspaper for thinking people, A Sandusky Bay Journal.

Communication in Uneasy Economic Times

By Mona Piontkowski, SeminarInformation.com

Trying to come up with a hot topic to write about in this blog I just wandered over to my website, SeminarInformation.com, to see what types of seminars have been added to the huge database of seminars and conferences -- figuring I'd be able to see the trends in business based on the types of seminars being given.

Throughout the years, we've been in business since 1981, we've been able to predict the hot trends for the coming year by utilizing the information coming into us by the seminar sponsors. We're the largest database of seminars on the Internet listing courses for over 600 seminarmsponsoring organizations. Over the years some of the topics and titles of the seminars have been intriguing, to say the least. One of my all time favorites was "On a Clear Day You Can See Your Desktop."

What would I find--oh there are seminars on the foreclosure crisis, seminars on childhood obesity, women's health issues, the multigenerational workforce as well as the usual seminars on the latest software from Microsoft, the latest edition of older software, courses on finance and accounting, general management topics.

What really stuck out were the number of seminars directed towards managers and supervisors, both new and experienced that dealt with how to communicate with workers and how to handle or deal effectively with disruptive employee behavior. What with the economy crumbling around us and with the cost of just about everything going through the roof one would think that employees would be on their best behavior so as to assure their continued employment. Yet the opposite seems to be true. Is it the stress of current conditions, the inability to keep up with mortgage payments, the feeling of being robbed everytime you fill up your gas tank, employees are acting up at work. Managers find it harder to communicate and be understood as workers close down or act up.

Take a look at a few of the offerings they may help you with your own communication skills:

"Communication Skiils: Results Through Collaboration"
http://www.seminarinformation.com/qqbdnd/communication-skills-results-through-collaboration

"Building Better Work Relationships"
http://www.seminarinformation.com/qqaauu/building-better-work-relationships-new-techniques-for

"How To Become a Better Communicator"
http://www.seminarinformation.com/qqaywv/how-to-become-a-better-communicator

and if you're still having problems:

"Dealing With Difficult People" http://www.seminarinformation.com/qqbsfu/dealing-with-difficult-people

Looks like it's going to be a long summer.

Why Not Take an Education Vacation!

By Mona Piontkowski (www.SeminarInformation.com)

Gas prices have gone through the roof and the climb upward doesn't seem to have any end in sight.We're all awaiting our promised windfall from the Federal government and the candidates are arguing about a gas tax holiday - and despite all these give-backs the price of gas continues to climb.

With the summer and vacation season quickly approaching how is a person supposed to plan a budget?
Can any of us even consider a vacation away from home this year? Can we afford the gas it will cost
us to get to our vacation location? Will there be an airline left to fly us to our destination of choice?
When we get there can we afford to rent a car - pay the gas - eat in a restaurant in the face of rising
food costs?

Should we just plan on staying in the backyard, turning on the garden hose, sipping a glass
of ice water and trying to relax?

If it all is too overwhelming and now you REALLY need a vacation from it all how can you possibly save
some money. Why not try to combine a business trip with a family vacation? Of course, you don't expect
the company to pay for the family to join you on your vacation - but why not look at the possibility of attending a seminar at a "vacation" location and bringing along the family and paying the difference between their costs and the amount your company will pay for your training and travel?

There are many seminars given at vacation destinations - hey medical professionals have been combining work and play at training sessions for years now. Why not schedule a training seminar at a location like Las Vegas or Lake Buena Vista or Orlando and bring along the family. Your company will pay for your attendance and travel costs like car rental or airfare and hotel - and you can bring along the family on your own dime.

Plan on scheduling the seminar for one or two days during the week and then take vacation time the rest of the week. Most seminars run from 9 to 5 - I'm sure the family can occupy themselves while you are actually in the training and then you have the rest of the time to enjoy yourself.

Start with a search on the city of your choice. Seminars in Las Vegas, for example can be found at:
http://www.seminarinformation.com/search.cfm?ct=las%20vegas; and those seminars near Disney World in Florida at: http://www.seminarinformation.com/search.cfm?ct=lake%20buena%20vista. Hundreds of locations and thousands of seminars are listed.

Sales Dodo Talks Hiring

Breaking News: Sales & Marketing Management's online "Train with the Sales Dodo" columnist Lee Salz will be shifting his column's focus in May to hiring best practices. Taking on a this new perspective, Salz will offer managers best practices on hiring and retention so they can build their teams up to a new level of performance.

For a preview of topic coverage to come, watch Salz's video on how to hire the right salespeople.

It all starts May 16th--Don't miss it! And be sure to check out the other "Train with the Sales Dodo" columns from Salz at salesandmarketingmanagement.com.

What's Wrong With Our Industry?

By Tom Richards

A few years ago, I was asked by some leaders of a certain industry to give a speech.  The title was to be: What's Wrong With The ---------- Industry? Having consulted to this industry for years, I was indeed on a slippery slope.  Do I tell them the truth as I know it or prevaricate to save my butt?  I could have refused, of course, or made up some lame excuse but I decided to go for it.

As the date approached, however, I packed for the trip with some trepidation.  Was I nuts?  This could cost me thousands in consulting fees!  But like Don Quixote, I prepared to joust with their windmills.

As I walked into the room, I noticed all the movers and shakers of the industry were in attendance.  Well, I gave them my opinions and suggestions and when I finished, I was greeted by total silence.  But then some people stood up and eventually, I received a standing ovation. 

The most interesting feedback was that, although they liked what I said, they were most interested in my telling them they don’t hire the right kinds of people. What I said was: Don’t worry about how technically proficient your hires are.  Don’t be concerned about how much experience they have.  You can train them for that.  Hire people who have these five characteristics ... look for this profile when you hire:

Enthusiasm: Being excited about life and people--all people--and wanting to know more about them.

Humor: Understanding the difference between illusion and reality--seeing the irony and enjoying the fun in life.

Joy: Looking at every day with positive expectancy--understanding that people are most interesting and most important--not products or services but people.

Passion: Wanting everyone to experience the fun of enjoying your company's products and services--the total transformation--and that includes enjoying the experience of YOU!

Commitment: Developing and nurturing the skills of communicating with others to find out what customers like, what they want and having the desire to succeed in becoming a personal factor in the success and growth of your company.

Did they understand?  I hope so.  They certainly were enthusiastic about the concept. But so many companies still just don't get it.  Starbucks can close their doors for a three-hour training session with their baristas but this does not change the personality style and character of those being trained. Try to teach someone to be joyful. Try training people to have a sense of humor, to have true passion. You get the picture, I hope. It just may be so ... that your people are more important than your products.

Tom Richards is president of 1 on 1 Strategies, Inc in Santa Fe. He has been a customer communications and guest satisfaction consultant for 27 years to manufacturers, retailers and resorts.  Visit his website at: www.1on1strategies.com

Reader Feedback: Wackiest Interviews

Hello,

    Just finished reading the April 2 'Wackiest Interview Blunders' edited by Jeremy Cohen and wish to add one more...

    My husband's company interviewed someone a couple months back who requested financial statements from the owners because he had had to sue his former employer and found out in court the employer (a small business owner) didn't have many assets.  The prospective job candidate said he didn't want to end up somewhere he couldn't get a good settlement if he needed to sue.

    Thanks for listening.

-- Cora Bird
Maritime Communications, Inc.
Marina del Rey, CA

Editor's Note: What's your wackiest interview anecdote? Share your story with us by clicking the comment link below!

Sales Management: How to Manage Independent, Tech-Savvy New Millennial & Help Them Sell Effectively

Independent, tech-savvy, social, and optimistic – why are these “kids” so hard to manage?

Seasoned sales managers are facing challenges managing new Millennial’s, also known as people born after 1980. These new sales professionals have a different approach to life. This greatly impacts their ability to sell effectively.

Understanding them and some key events that took place during their youth will help you manage your Millennial sales team with shorter ramp times.

What is different about the new Millennial sales team?

Their work styles, motivations and view of the worlds, especially the corporate world.

A Quick Review:

· Demonstrate loyalty to their social network and specific managers and members of the team, but not to the company.

· Grew up during a technology explosion. Their every day reality included video, cell phones, laptops, and iPods.  

· Are addicted to reality television, Google and websites like Myspace and Facebook. In this world information is available for the asking. That’s why they believe in putting everything out there for all to see.

· Faced school violence and global terrorism (specifically 9-11). This made them wary about the world. It also helped them develop a global perspective

· Have the ability to find information about anything at a rate that far exceeds expectations of management. What they lack is discernment about the accuracy of the information. If it’s on the Net they tend to believe it must be accurate. They can instantly communicate this information to their social network via Blogs, Instant Messaging (IM), personal Web pages and cell phones. Some companies have found out the hard way that their management mistakes are common knowledge within days, if not hours.

· Do not know their own strengths and weaknesses because there have not been many opportunities for self-evaluation or honest, constructive criticism. With hundreds of possible activities, from soccer to music lessons, Millennials have been over-committed and over-scheduled.

· Were smothered in praise with constant reinforcement about how great they are. That’s why they expect recognition for everything, even the most mundane activities.

This creates your greatest management challenges:

• How do you help them understand that there are winners and losers in the sales world?
• How do you provide constructive criticism without devastating their psyche?

This is new ground for both the sales manager and the new Millenial sales professional.

Here’s a simple 4-Step Process to Managing Your New Millennial Sales Team

1. The first time they approach you, work with them to think through at least three options. Then make the decision for them. Having them consider options is the first step of developing your new sales team’s ability to reason.

2. When they want your input, make sure they have created three options to discuss. Help them understand the consequences of each option. Add in other options if they haven’t considered all of the consequences.

3. Guide them toward the course to action you want. Essentially they will be making the recommendation, which you are approving.

4. Cut them loose and have them handle a situation on their own. However, also have them provide a written report. The report needs to tell you what the situation was, the options they considered and the decision they made. This step won’t last that long as their need for independence will kick in and they’ll just stop coming to you with every little situation.

Keep in mind that these new sales professionals are going to need much more coaching than their predecessors. Unlike other generations, they grew up protected. And, they interacted with others largely through technology. This created a generation whose people savvy is very limited. So, guide them and help them understand the nuances of body language, the uniqueness of each person’s office and what the contents of that office reveals about the customer.

You may even want to give them a copy of my book, “People Savvy for Sales Professionals” that covers these points in great detail.

And remember, when coaching Millenials your focus and approach may need to be different from others you have worked with. Here’s how…

· Provide structure and give information in bite-size pieces.

· Praise them for their efforts

· Present mistakes as development opportunities

· Use technology freely before and after the session.

· Provide the rationale behind your coaching.

· Sell your Millennial sales team on the idea of discretion

Smart sales managers focus on developing their Millennial’s people savvy. They understand flexible work roles and create effective virtual teams. They leverage technology that will help Millenials become a valuable asset sooner rather than later. And, most importantly they meet the challenges of working with, not against, the new Millennial sales team generation.

Sales Psychology Expert Gregory Stebbins has helped over 20,000 sales professionals better understand their customers so they can outsell their competition. Now, with his book, PeopleSavvy for Sales Professionals, sales managers can help their NEW sales team understand a simple, yet groundbreaking plan to winning your customers’ trust and create a client for life. Get your free sneak preview at http://www.peoplesavvy.com/book.htm