Ed Rigsbee's Effective Executive

Leadership: New, Old, or Just What Works?

2010-10-28T19:40:00.000-07:00

Ultimately, regardless of our situation as leader, manager, supervisor, or employee, we are all looking for a return on our investment (ROI). If you invest a few moments reading this article, I guarantee you a return. You will receive at least one idea that you can implement immediately.

Like you, I have put in countless hours of windshield time listening to leadership and employee motivation gurus on tape, CD, and MP3. Unlike you perhaps; I personally know many of these influencers. Like you, I have attended numerous conferences, sat in on a myriad of keynotes, seminars, and workshops. Unlike you perhaps; I have also been the speaker at many of these, around the globe, meetings.

I believe there are a number of ageless truths that are applicable to anyone who attempts to successfully lead others. Good ideas are ageless, while continually emerging flavor-of-the-month leadership and management strategies fade without concern or impunity.

Have you ever wondered who influences the influencers? In my 20+ years of serving the world marketplace as an author, consultant, facilitator, keynoter, and seminar leader, there have been many that have left their indelible mark on me. I’ll talk about some of them as we progress. Before that I’d like to share with you some of the ideas that form the foundation of my work.

“Perception; the conversation I have with myself about you, is my reality.”

“Focus on getting things done rather than to obsess on being right.”

“Make your relationship bank deposits before you attempt to take withdrawals.”

At just about every public presentation I give, I make the above points. I believe these to be immutable truths for anyone that leads, manages, or follows.

“Perception; the conversation I have with myself about you, is my reality.”

Have you ever wished you could be a fly on the wall and listen to what your team, boss, or employees say about you? Be honest now—sure you have. Regardless of how you see yourself, it is how others see you determine how they feel about you. This can be a disastrous dynamic for any leader. This dynamic applies to partners, investors, suppliers, customers, and employees. In all situations a leader must know how he or she is perceived. This will frequently be either the deal maker or the deal breaker.

My good friend of over 20 years, Dr. Terry Paulson, is the author of several management and leadership books, his latest The Optimism Advantage, frequently shares the following idea with his audiences and is an idea for which I’ll always remember him. “If someone calls you a horse’s rear end (ass), ignore them. However, if several people call you a horse’s rear end (ass), perhaps it’s time for you to buy a saddle?” It is good to be honest with yourself.

For years I have used a quotation from Sun Tzu, author of, The Art of War; written about 2,500 years ago. I have found this quotation to be applicable in many situations and for many persons.

“If you know the enemy and you know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”

For just about every leadership or management situation, challenge, or conflict you can simply take out “enemy” and insert the person, group, or situation and the quotation makes perfect sense and is a sure strategy for your success. It’s old, and it just works.

I realize your next thought might be, “Thanks Ed, but how to I get to know my ‘enemy’ or insert here: person, group, or situation?” I have two ideas for you that have continually prove successful for my clients.

Relationship Value Update

This is something that I synthesized from years of interviewing successful alliance leaders—the idea of extracting from others how they feel about a particular business relationship. Many large companies go to extraordinary lengths to gain, process, and understand this relationship perception information; you can do it much more simply. Many organizations will do something similar with their customers or suppliers and the term that is generally used is scorecard or report card. You can use this both internally and externally.

For a simple Relationship Value Update there are three necessary elements:

The value you/your company receive from this relationship.
The value you believe I/my company receives from this relationship.
Ideas for relationship improvement.

The method for use is: (a) put these three elements to paper, and the other person or organization to do the same. (b) Complete your update independent of the other. (c) Transmit or mail to the other, as the other also transmits theirs to you. (d) After each has reviewed, then have a face to face meeting to discuss differences and strategies for improvement. (e) Do this quarterly if possible.

The 3 on 3

I learned this idea from Patricia Fripp over 20 years ago, have used it and have taught it—and many have reported back their success in using it. To find out what another thinks, simply ask them. The process is as follows:

Have this meeting in a neutral environment.
Ask the person to share with you three things, which they do not care for about the way you (manage them, work for them, sell to them, buy from them, etc.)
Your only comment to each thing they share with you is, “Thank you.” You do not justify or explain yourself. You may ask a question if you do not understand what they are saying or need additional information to better understand. Remember, all you say is, “Thank you.”
After they share the three negative, ask them to share three positive things—things they like about the way you (manage them, work for them, sell to them, buy from them, etc.) Again, all you say is, “Thank you.”
At the end of your meeting tell the person that you’ll get back with them in a week or two, whatever works best, and you will have some ideas on how to use the information that they gave you.
No matter what—have that second meeting in the prescribed passage of time, no longer. Tell them what you have put in place, changed, implemented, etc. Letting the other person know what you have done with their information goes a long way to improve the conversation they have with themselves about you, and your business relationship.

“Focus on getting things done rather than to obsess on being right.”

Would you like to better motivate the people around you? Great; give up the idea that you always have to me right. For years, in just about all my public presentations, I have been conducting a simple exercise. If you are willing, let’s do it:

1. Understand this, in human conflict, humans operate from one of two emotional places; dug in on their position or trying to understand the other.

2. Think about a recent argument that you had; at home, at work, wherever.

3. See the other person in that argument, were they being difficult and unreasonable?

4. See yourself, were you operating from a place of being right…or from trying to understand the other?

5. If you said you were being right, I believe you. If you said that you were tiring to understand the other, I have one question. How could you of been trying to understand if you were arguing?

Generational and Cultural Issues

We are living in an interesting time; a lousy economy, high unemployment, and huge generational differences among workers. Sounds like a perfect storm. Really, it is a perfect opportunity—an opportunity to move forward by getting off the idea of being right and embracing the idea of understanding the generational and cultural issues of the persons with which you work, lead or follow. If you are a baby boomer, as are many of today’s business leaders, the GenX and the GenY most likely do drive you a bit crazy.

The GenX folks saw their parents get shafted during the “rightsizing” movement of the 90s. It is difficult for them to believe you when you tell them to keep their nose to the grindstone and they will have a bright future with your company. The GenY folks grew up with technology in such a way that it is ingrained into their personality DNA. You cannot BS them, they have the technological capability to effectively “check” whatever you say.

Now throw into the mix, the sear number of Hispanic (mostly from Mexico ) immigrants in America and Islamic immigrants worldwide and you are dealing with a huge paradigm shift. The reality is simple; you do not know people like you think you know people. For the traditional white, black, and Asian Americans dealing with Hispanic employees I highly suggest my good friend, Carlos Conejo’s book titled, Motivating Hispanic Employees. This is the best, bar none, book available today on motivating Hispanic employees.

“Make your relationship bank deposits before you attempt to take withdrawals.”

Our world has givers and takers. Giving and taking needs a balance; to take someone has to give and to give, someone has to receive. While there is really nothing wrong with taking, in a business environment you will build quality relationships faster if you give before you try to take. Giving is a relationship bank deposit and taking is a withdrawal.

My long-time friend, Robert B. Tucker, is the author of several books on innovation. In many of his keynotes and seminars he talks about how to take an idea to the point of implementation or production. He uses the analogy of a conveyer belt carrying your idea but continually on the left and right of the belt are influences trying to knock your idea off the belt. You cannot just place it on the belt and expect it to get where it needs to go. He says that you have to be diligent in protecting your idea to get it to that point of implementation or production. I call this, making your relationship bank deposits. Withdrawals come later—not the other way around.

For years I have used a Ziggy cartoon in my seminars to make the point of relationship bank deposits first. Visualize Ziggy with a dejected look on his face, standing next to the bank teller. She has just handed him back his withdrawal slip with a “REJECT” stamped on it. The caption states, “…Try not to think of it as overdrawn…we prefer to think of it as underdeposited…”

If you want to receive, and who in business doesn’t want a return on their investment, probably the best book available to help you make the smart and most effective “deposits” is Influence: The Psychology of Persuasion by Robert B. Cialdini, Ph.D. In his book he covers: weapons of influence; reciprocation; commitment and consistency; social proof; liking; authority; and scarcity—detailing for you how to use each tool to influence others, or as I would put it, making relationship bank deposits.

Don’t Eat the Marshmallow…Yet! This book written by my friend of many years, Dr. Joachim de Posada, is awesome. The book about the benefit of delayed gratification, what I would also call; relationship bank deposits first. While the book has sold millions of copies internationally, Joachim has also traveled the world giving lectures based on the ideas. The concept of delayed gratification is one that is embraced throughout the world. I highly suggest you too consider delaying the gratification of relationship bank withdrawals until after you make your deposits.

I could write volumes about the people, books, and ideas that have influenced me but what I believe might be important to you are the ideas I gleaned and have influenced me to attempt to influence you. Before you jump to the newest flavor-of-the-month leadership strategy, first take stock of what you already know but might not have used lately. Look at what used to work and ask why you no longer use it. New ideas are just fine, yet be mindful of what has proven to be successful in the past. Wishing you the best of success…

Sipping from a Fire Hydrant

2010-05-13T08:20:00.000-07:00

How do I stop the insanity? Monthly, I get about 60 trade magazines mailed to my office. Daily, I receive about 10 electronic newsletters in my email in-box. And, social electronic networking—between Linkedin, Facebook, and Twitter, I’m bombarded hourly.

Information Assault

How about you? Are you finding it hard to decide where to dedicate your time? For over 20 years I have been listening to my friend, Dr. Terry Paulson, talk about “today’s” information flow is like trying to sip from a fire hydrant. Well Terry, it just gets worse—and the productivity professionals—yeah sure thing. We have a two-fold challenge; information flow and information retention.

For the Rest of Us

Back in the mid-1990s I used to teach a full-day course for the Dun & Bradstreet Foundation titled, “Managing Multiple Priorities” which was a solid program (for the day) on getting stuff done. The course was deeply based in tactics yet strategy is the real issue. Let’s face it, how many “pending” emails are in your inbox, neatly stored in an archive system? With how many sources of information flow are you dealing? Most importantly, how many much of this information do you really need?

A couple years ago, for some unknown reason, America Online closed the email account that I had been using for over a decade and I thought the world had come to an end. After a while I realized that it was no major disaster and actually was a nice spring cleaning. The point is that we hold onto so much that we might “someday” use and all that stuff is creating what I call, information constipation. Right this minute, look around your office. What can you toss? Before you read another word, get up and toss it—yes, I mean right now! Admit it, didn’t that feel good? That’s what we all need more of; the willingness to toss stuff.

Toss and Block

The, what to toss question has both physical and emotional elements. Letting go of the physical stuff is generally easier than the emotional. As an example, it is much easier for me to toss my piles of trade magazines than it is to decide that I no longer need the subscriptions—thinking that I might miss out on an important piece of information. Then there is the issue of what to block all together. More on making those decisions later.

While de-cluttering one’s mind and workplace is a very liberating experience, one must make decisions on one’s standard operating procedures (SOPS)—what to accept, to keep, to toss, or to block. This goes for both the mind and workplace. Without doing this, you will soon be, again, in confusion. Below, I’ve listed some helpful “dumping” questions. But first, you really do need to develop some sort of system for yourself on easily retrieving the stuff you really, really, really do need. And that is very little. Perhaps understanding why we do not get stuff done will help in the decision process?

Why We Do Not Do Stuff

The information below is from a survey I recently conducted. I asked the question, “What keeps you from doing what you say?” While I consider the first two items to be effectively the same, I listed them separately because they are subsets of the issue.

16% - Poor prioritizing

10% - Lack of time

11% - Fear of failure/lack of self confidence

9.5% - Lack of focus/distractions

9.5% - No motivation/purpose/passion

8.5% - Over commitment

8.5% - Change in priorities

4% - Circumstances beyond personal control

5% - Miscellaneous

18% - Denial (Survey respondents stated, “I always do what I say.”)

Reviewing the above list; which one is your Achilles heal? I realize that you may have more than one issue, however, there is one over-arching issue that when resolved, the others cascade behind and become resolved.

Getting Over It

At the end of each day, we all do a quick mental review and are either pleased or displeased with the day’s activities. When pleased, we sleep well—but, when we believe we could have achieved so much more; sleep can be an elusive commodity.

Below are some questions to ask yourself about the flow and retention of your physical and mental junk:

1. Do I really, really, really need to look at this?

2. Do I really, really, really need to keep this?

3. What’s the worse thing that could happen if I didn’t have access to this?

4. Am I really, really, really willing to tell others to stop sending me stuff?

My best suggestion is for you to adopt the philosophy of first only accepting what you really need and secondly scan and dump most of what you do accept. This will keep you in the know, and out of the clutter. The reality is, you will be able to find the info again if you really need it. The great lesson that I learned from AOL closing my account was that I really didn’t need all that information that I was hording. How about you?

Motivate Today’s Employees with Recognition

2010-05-07T12:30:00.000-07:00

Are you wondering how to motivate your employees? Do you fear that today’s employees are sometimes un-motivate-able? Here’s the good news; employee motivation is easier than you might realize. Today’s employees really are motivated through recognition. The key is to understand the various kinds of activities considered to be recognition of an employee’s abilities, hence motivational for today’s employees.

Several years ago I conducted an employee motivation research project while I was traveling North America for the Dun & Bradstreet Foundation delivering full-day public seminars, targeted to business. After several months and hundreds of responses to a simple question, “What can your boss, or your company, do to improve your company loyalty?” It was amazing! Over 50% of the responses were: recognition, or something very similar. Guess what, it is the same today.

Part of Something Bigger

When you can find a way to help your employees to be part of something bigger than them, they are more engaged and their work has a purpose beyond the daily grind. For most of today’s active workforce in North America, this involvement is perceived as recognition. They receive pleasure from participating in something special; a huge marketing and sales campaign, a contest, company reorganization, special research project, community activity, etc.

The smart employer that really understands employee motivation gets in front and leads. As an example, a community project might seem like a drain on resources for a small business, but really is a marketing/publicity campaign if administered correctly. Employees are allowed to spend a small amount of company time on the project and encouraged to spend some of their own time doing the same. The innovative business leader finds ways to “spin” the project for publicity which will translate to more community involvement with the company and into increased sales.

Give Them Some Control

It has been proven over and over again since the famous “Western Electric’s Hawthorne Works” study conducted by Harvard back in the late 1930s that employee productivity increases when the employees have control over their environment. I wrote about a similar situation that I observed at a Grand Rapids manufacturing company in my first book, “The Art of Partnering.” When employees took over control of the worst production line at the factory, they solved many of the challenges. The line soon became one of the most productive and also desirable among employees to work. In both cases the employees were given the recognition of trust that they could successfully control their work environment.

Trust and Respect Are Powerful Recognitions

Today’s employees want to be trusted and respected as having something to contribute beyond mindless labor and compliance; and they want it now! For the “Baby Boomer” aged business leader, trust and respect is something that must be earned over a period of time. The natural gap here is the length of time. In order to motivate today’s employees, older business leaders must dramatically speed up their distribution of trust and respect—not a naturally easy thing to do.

For many of today’s employees, an employer’s trust equals respect in their minds; and respect equals belonging. If you can see your way to helping your employees to have an emotional ownership in belonging to the community of your organization, they will see that as recognition and will be motivated to participate at accelerated levels within the “community.” This accelerated participation, if channeled correctly, will mean accelerated productivity.

Give What They Cannot Buy

It goes without saying that you have to pay (total package) your employees well. If you do not, your competitors will. However, beyond the compensation package, you will find a myriad of opportunities to show appreciation for the value employees deliver to your organization.

Find, discover, and develop appreciation (recognition) in conduits with legs. When you hand out cash recognitions, the cash disappears instantly and is forgotten almost as quickly. Let’s say that you gave an employee $200. There are a number of consumable niceties that they could instantly enjoy—then they simply want more cash.

Or, perhaps take that same $200 and have your company logo embroidered on the back of a trendy leather jacket. Give the jacket to that same employee. How long to you think they will enjoy the jacket? Most likely for years, and every time they wear the jacket it is a reminder of your appreciation for their work. By the way, whatever you select as recognitions, make sure those items are not available to employees through purchase. Give them what they cannot but.

Recognition for today’s employees need not be elusive to employers. To motivate today’s employees, recognitions must be thought-out and implemented with the same care as a military operation; innovate, research, decide, organize, and implement. Do these things any you will motivate your employees to do more and be more than you had previously considered possible.

Transforming Your Commitment into Reality

2010-01-26T11:56:00.000-08:00

In a tough economy, it is quite easy for sales and business development persons to blame the economy for their lack of prospecting and follow through. It is equally as easy for business owners and leaders to hunker down into sluggishness and immobility. Put more bluntly; just blame your shortcomings on the economy, everyone else does.

The Question

What keeps you from doing what you say? That was the survey question I recently put out to a wide range of business leaders and solo practitioners. I was quite amazed at one of the responses that kept repeating, “I always do what I say.” First, that was not the question, however quite a number of respondents seemed to feel it necessary to tell me that they were not guilty of my query. Second, I did not believe a one of them. Be it to customers and colleagues or family and friends—even to one’s self; not a one of us ALWAYS does what we say!

Why We Do—Not

Below, I have listed for you my survey results. The first two on the list are one in the same to me; however I listed them separately because they are subsets of the issue.

16% - Poor prioritizing

10% - Lack of time

11% - Fear of failure/lack of self confidence

9.5% - Lack of focus/distractions

9.5% - No motivation/purpose/passion

8.5% - Over commitment

8.5% - Change in priorities

4% - Circumstances beyond personal control

5% - Miscellaneous

18% - Denial (I always do what I say response)

Total equals 100%

A Quarter of the Respondents

As I stated earlier, I believe that poor prioritizing and lack of time are one in the same. Adding them together and that is the reason one-fourth of the folks that responded offered as the key reason for them not doing what they say. Is the answer to hire a productivity professional? I really do not think so. These people need a reason to do better. They are in their comfort zone and are not being challenged. Unfortunately, their attitude is I’ll get to it when I get to it. If something really matters to these people, they will make it priority one and find the time—I guarantee.

What About Denial?

The next to the highest ranking answer category (18%) was what I refer to as denial—they just will not admit any shortcomings. Every one of the twelve-step programs for overcoming dependencies calls for your admission of problem as an early step. How in the world can you fix it if you will not admit there is a problem? Sure, some might be near perfect in doing what they say, in one area: customers, colleagues, friends, family, or self—but come on, we are all human and imperfect.

Pain Verses Pleasure

I believe that, for the majority of the population, pain is more persuasive than pleasure. Simply put, people tend to be more motivated to avoid pain than by the promise of pleasure. Yes, sure—you have examples to prove me wrong; however I will stand with my statement. And, if you really think about the population in general, you’ll surely agree with me—especially in the area of getting things done.

Mechanisms for Achievement

Regardless of the reason behind non-performance, ultimately you want to end the anxiety of lost opportunities and unfulfilled promises and learn how to get the things done that you said you would. In achieving the results you want there are four basic mechanisms for doing this:

Do it yourself. You have a “come to Jesus” talk with yourself and motivate yourself to do better. This method tends to be short lived and you will most likely backslide into your old habits of non-performance.
Get a friend to be your accountability buddy. If you seek help from a friend by giving them permission to hassle you when you do not do what you say, you will get things done for a while. However at some point your friend will give up hassling you. This is because at some point they will perceive that to push you any harder will damage the friendship and they value the friendship more than your productivity.
Get a distant colleague as your accountability buddy. This method will generally last much longer than the first two as long as both accountability buddies are somewhat pushing equally. Since there is much less of a quality of friendship at issue, each will feel empowered to drive the other harder and for a longer period of time.
Get a paid accountability advisor. If you are really serious about doing what you say, there is nothing better than a paid advisor. First, since you are spending your money, you appreciate the relationship more. Second, it is your advisor’s job to not accept your BS excuses for non-performance. A paid advisor with whom you communicate weekly, will in almost every situation, help you to go further toward ending your anxiety of lost opportunities and unfulfilled promises and help you to stay focused in the area of getting the things done that you said you would.

Add On Sales

2010-01-12T10:01:00.000-08:00

There is a reason why McDonald’s enjoyed total revenues of $23.5 billion in 2008. Could it be that there are more than 31,000 McDonald’s restaurants around the world in 118 countries? That is partly the reason, however I believe the fact that they sell 9 million pounds of their delicious French fries per day is an even more important element.

What they really do well is ask, “Would you like fries with that?” McDonald’s world wide excels at add on sales. I realize that others have also gotten on the “add on sales” band wagon, yet McDonald’s consistently performs year after year.

What Would it Take?

What would it take for you to create this kind of culture in your organization? You might be finding yourself a bit resistant, thinking that the MacDonald’s employees are mindless robots; and you might be right. However, they consistently perform. What would it take for your organization to perform at the level McDonald’s expects? Could the roadblocks be ego, intellect, and perception?

The Ego Roadblock

In my experience professional service corporations and chic retailers are the worst offenders in the area of letting ego get in the way of add on sales. I’ll ask you this. ”Do you want to hold on to your costly erroneous beliefs or do you want to increase revenues? When you let your ego get in your way, revenues will decrease.

The Intellect Roadblock

“I’ll do it my way because I know better.” This is the battle cry for intellects. In solving complex problems this is fine, however it is not acceptable is selling more of your products and/or services. Intellects are infatuated with features as opposed to being conscious of benefits. Intellects love to hear themselves talk about the technical side of anything and everything. Guess what? Your customers really do not care. They just want to know how your product or service will make their lives better—and, that it is a good value.

The Perception Roadblock

The perception roadblock to add on sales is one that will definitely need a brain adjustment. Business owners and the employees that sell for them too often feel it is an imposition on their customer to offer something additional. Somehow these folks got their head screwed on cockeyed and they really do need some help. When one truly cares about their customer, client, or patient; it is incumbent on them to offer every bit of value your/their organization has to offer.

One might say that McDonald’s is making people fat and unhealthy by offering supersizing or just “fries with that.” I do not think so. McDonalds is not cramming the food down the throats of their dining patrons but simply offering more value. Customers make choices. What you need to do is to simply offer your customers more choices and more value.

Success in Simplicity

McDonald’s, I believe, is successful because of simplicity. They do not rattle off 20 additional dining options but rather one or two. If you were to adapt this idea of simplicity to your organization, it might be done by just offering one single item to every customer as an add on, or possible having just one specific and different customized add on offering for every individual product or service. Needless to say, the multi-item approach is much more difficult to implement.

Why Else Don’t They Offer?

I have found that the primary reason you and your employees do not offer add on sales is because of a lack of training. I bet you thought I was going to say laziness. In my two decades of experience in work with organizations as a consultant, I have identified lack of training as the culprit much more often than apathy or sloth.

A Simple Solution

Your simple solution to increasing add on sales in your organization is daily training. Try this for a month and see if I’m not completely correct. At the start of every day, spend two to three minutes explaining to all the persons in your organization, why a particular product or service helps your customers’ lives to be better and suggest that they suggest it to customers that day. At the end of a month you have trained your entire company, on how to offer 20 new and or different, add on products or services. And your employees have consciously participated in that training.

Yes, it will take you, the leader, a bit of pre-planning time but, my gosh—isn’t that your job anyway? Do this rigorously for one month and I guarantee you that you’ll be pleased with the results. It is the little things that make the difference.

Three on Three—the Magnificent Supervision Tool

2009-11-12T15:58:00.000-08:00

What an Idea--proven over time! It was in the mid-1980s, when I owned a manufacturers representative sales agency that I heard Patricia Fripp talking about this idea in one of her success seminars. I tried the idea with my sales team and it worked magnificently. For over a decade now, I too have been sharing this tool with audiences across North America and have received numerous notes of success from attendees.

Let me first warn you—while this tool is simple to understand and quite easy to use, if executed incorrectly, can be crushing to your ego. But, what the hay—as a leader, it is your job to leave your ego at the door when you come to work each day.

The Value

The important value you will receive from this tool is that of knowing what perceptions your employees hold about you and their work environment. I absolutely believe that in every company—no matter how caring toward employees—exists a metaphorical two-story outhouse. Since we all know what flows downhill, your concern needs to be that of determining how to dismantle or tear down this barrier between you and your employees, no matter how inconsequential you believe it to be. Learning the perceptions of your employees is key to bettering the work environment for them. It is also true for creating an open door safety net that will allow employees to operate in an environment that encourages them point out overlooked mistakes before they become costly catastrophes.

The Tool

The brief description of this tool is to sit down with your key employees, department heads or executive team—one at a time—and ask them to share with you three things that they do not like about how you manage them and the organization. Then to ask them to share with you three things they do like.

A Word of Caution

In order for you to successfully use this tool you need to realize that your employees will be very skeptical at first. They will wonder what’s gotten into you—what’s your true motivation in asking these questions? Also, you must be aware of the fact that they will “feel the water before jumping in” meaning that they will test you first before they will share their true perceptions. With this being stated, be cautious to only thank them for their answers rather than to question or challenge their answers in a knee-jerk fashion. If you do not understand what they are saying, it is okay to ask for clarification but any comment other than a “Thank you” will greatly diminish your employees’ willingness to take a risk and tell you the truth.

Tool Implementation

Select the employee with whom you believe you have the best relationship for your first go at the Three on Three. Do this because you will be the most at ease with this person. After your first success, each consecutive session gets easier to conduct.

Find a neutral location (your office is unacceptable) and sit them down in a relaxed atmosphere.
Tell your employee that you have a desire to improve your management style and the work environment for all the employees.
Ask them for their help in honestly answering some questions.
Insure them that nothing they say will ever be held against them in the future.
Now ask them to share three things with you that they don’t like about your management style or the work environment. Remember, the first answer is testing the water so even if you feel like you’ve just been stabbed in the heart, you must only reply with, “Thank you.”
Repeat step #5 two more times. Generally, the second or perhaps third response is where you hit gold and get some real feedback.
In a sincere manner, tell them that you will work on what they said and that you will get back to them in a week or two to discuss what you have done about the items they shared.
Now you can ask for three things they do like about your management style and the work environment. Again, only respond with, “Thank you.” This is not the time to puff up your chest and talk about your greatness.
After the third positive response assure them that you are going to try to do more of those things in the future.
The master key to this whole process is that you MUST get back with this employee in the week or two that you promised and have completed some definitive action toward improvement on at least one of the items they shared with you as being a problem—an action toward all three issues is optimal.

Do this Three on Three process with your key people at least twice a year—quarterly is better—and at this time next year, I guarantee that you will have noticed results.

Praise Employees for a Job Well Done

2009-11-05T09:38:00.000-08:00

Praise for a job well done! Was the response most frequently given to me during my six-month Employee Loyalty Survey in 1995. At seminars across the country, I asked attendees to tell me the one thing that would improve their company loyalty. Present, were of all levels from entry to executive, and recognition is what American workers want most!

I believe most executives, owners and managers secretly yearn for employees who have an emotional ownership in their company. Employees that operate as if they owned the company and always looked out for the company's best interests. Unfortunately, few are willing to do what it takes to cultivate this emotional ownership. Often, I hear managers saying that loyalty is too costly. But, how much does it cost to say, "Good job" or "Thank you?" Not a cent! The cost is the manager giving of him or herself--and to some, that price is too high. I have found that a little bit of recognition goes a long way.

Find creative ways to recognize your team. Don't let your creativity limit you, ask your employees what they might like. Ask colleagues what they have done. Listed below are 50 "easier" low cost recognitions offered by my seminar attendees.

Low Cost Employee Recognition

1. A visit from the president.

2. E-mail from the president.

3. Notice to all employees of a special performance.

4. Letter of recognition in employee's permanent file.

5. "Highlighting Employee" section in company newsletter.

6. "Well Done" pens.

7. Company coffee cup.

8. "Attaboy or Attagirl" stickers.

9. Paid time off.

10. Recognition at meeting.

11. Flowers.

12. T-shirt.

13. Lunch with the president or other executive.

14. New title.

15. Balloons.

16. Gift certificates to local restaurant, theater or video/DVD rental store.

17. Flex time.

18. Special parking space.

19. Private verbal praise.

20. Team pot luck celebration.

21. Choice of work assignments.

22. Certificate of Appreciation.

23. Cookies.

23. Team congratulatory song.

24. Selecting the workplace radio station for a week.

25. Come in late or get off early card.

26. Get the workplace recycled soda cans for a month.

27. Hand shake and "Thank you."

28. Company specialty advertising items.

29. Boss for a day.

30. Care package to spouse or children of employee.

31. Wash employee's car.

32. Food: all-day suckers, pizza, donuts or maybe something healthy.

33. "Get Out of Meeting" card.

34. Free vending machine privileges for the week.

35. Lotto tickets.

36. Gold star on desk.

37. Facial, pedicure or massage.

38. Cater breakfast at employee's desk.

39. Party at owner's or executive's home.

40. "We'll do it Your Way Today" card.

41. Software, special keyboard, new chair, etc.

42. Notice about employee accomplishments in local newspaper.

43. Assign additional responsibility.

44. Guaranteed quiet/thinking time.

45. Include employee in decision making.

46. Decorate office for holidays.

47. Lunch or dinner at long meetings and training classes.

48. Listen to the employee.

49. Encouragement.

50. Allowed to attend a seminar of their choice.

In The Art of Partnering I wrote about Management By Partnering Around (MBPA). I believe MBPA is the best possible solution to greater productivity. This applies to anybody who considers them a manager or better yet, a leader. Use Ken Blanchard's model from the One Minute Manager, find employees doing things right and give them a "one minute praising" on the spot. What a great way to build relationships.

Management by Partnering Around
When I suggest partnering around, I'm simply suggesting that you create mini-alliances throughout your organization with employees, teams, executives, and others. As in networking, your goal in MBPA is to get to know as many employees as possible. Next, learn their strengths, weaknesses, and their interests. This knowledge will allow you to successfully put people together using the "Adaptive Organization" model. It will serve you well by unleashing employee creativity and more effectively utilizing their unique abilities.

If you will commit to MBPA, you can add my favorite recognition program to all your other incentive or motivational workplace programs. Rigsbee's Recommended Recognition Program is that of offering negotiable corporate tender. The benefits to this recognition system are: Immediate and customized recognitions. We all want to know how we are doing. Who would not like their "reward" customized to their individual preferences?

Employee Recognition Certificates

Too expensive you say--not at all! This is the best deal in town if you do it correctly. Print recognition bucks assign a value and hand them out when you catch your employees doing a great job. It's praise for a job well done. Who should hand out the certificates? It should be supervisors, managers and executives/owners.

Assigning the value is a bit tricky. You want them coveted by the employees but not so valuable that your managers are hesitant to hand them out. An Air Force major I met in Alaska assigned the value as a paid day off but for most companies it is too valuable. Managers are much less likely to hand out days off than a coffee mug.

First look at what you already have that would create value in the lives of your employees, vender freebies, specialty advertising items and so forth. Then see what toys can barter for within your community and then post a list of "recognitions" and assign how many certificates needed for redemption. One certificate might be worth a paid hour off or a T-shirt. Two certificates might get your employee movie tickets for two or lunch at a local haunt. Five certificates might get a company jacket of paid vacation day. Play with it, put up new postings each month of the newly acquired goodies. Be creative, always add something new to keep the program fresh and your employees guessing.

This program only works of the supervisors, managers and executives/owners will give of themselves to find employees doing things right and reward them for a job well done. Take a risk and try it. All you have to lose is the productivity your not now currently getting. Whatever method you select for recognizing your employees, the important thing is to start now.

How Trade Associations Can Serve Members

2009-10-28T08:28:00.000-07:00

Reduce focus on ancillary activities.

Feel good activities generally serve only a few members yet much of an association’s valuable resources tend to be squandered in this area. Generally association members, frequently senior within the organization, with too much time on their hands will drive activities that matter to them while only serving a small constituency of members.

Let go of trying to control the small issues, which is common in associations. Association leadership is a turnstile and as such each set of leaders wants to make their mark and “resolve” small issues that do not need to be resolved. They do this because these small issues are really low hanging fruit, easily accessible. Rather, leadership needs to focus on the issues that really matter to the majority of members and these issues take real work, the kind of work that few leaders are willing to tackle.

Work on what matters to members.

Here is the challenge. I cannot tell you how many associations I have worked with that the leadership’s approach was something like: “It doesn’t matter what the members want, they need…”

There are two basic kinds of association leaders, first there is the person that truly desires to serve their industry and there is the second that desires to serve themselves. Over time there have been fewer of these that truly desire to serve and more that want to control or gain personal value. This is where the association paid staff must exert strength to minimize the damage that the glory and power seeking leader can cause.

What do most association members want?

In a nutshell most of the folks that join an association do so with the hope of minimizing the learning curve in growing their business. Secondarily, is to join in with masses in their industry to affect legislation that might have a positive or negative effect on their business.

While many association members site networking as a primary reason, networking is merely a conduit for the above value they seek. Networking in itself is an activity, not a benefit. However, proper intelligent networking will generally deliver the business growth and legislative benefits that members seek.

Recommendations:

Yearly, offer an open ended survey to membership. Too many surveys that I’ve seen associations send to their members only ask the kind of questions that support the erroneous assumptions of its leaders.
Leave the low hanging fruit for the paid staff. Volunteer leadership should be involved in helping to set the strategy rather than be obsessed with the daily operational activities of their association.
Focus on the big (and difficult) issues that will truly deliver value to members in their most important areas of business growth and legislation oversight. Leave the petty and small stuff to the paid staff.
Do not fear the diversity of membership but rather embrace it. When I mention diversity, I am talking about more than just racial, ethnic, nationality, and gender—I am talking about diversity of thought. In my experience, too many association leaders needlessly feel threatened by diversity of thought and unfortunately squander resources attempting to control that which should not be controlled; diversity of ideas.

Most folks join their industry’s trade association to grow their business through new and innovative methods, learned through a collaborative community—the trade association. It is not a religion or benevolent society. Both paid and volunteer leaders would bode well to keep this at the fore of their thinking and decision making during their leadership tenure.

Leopardology

2009-10-21T06:33:00.000-07:00

Standing at a high boy, at yet another cocktail reception…at yet another meeting, and knowing not a soul—approaching me was a pleasant man that was specifically seeking me out. He said, “You’re Ed Rigsbee, and I’ve wanted to meet you.” In a South African accent, he introduced himself as Kivi Bernhard, the next day’s luncheon speaker.

Well, what a treat! I attended the next day’s luncheon and stayed for Kivi’s presentation. For business leaders, Kivi’s is a fresh voice on business success; drawing parallels to the hunting skills, techniques and success of the leopard, which he claims is the most successful predator on the planet. He did an excellent job of luring in the audience, mesmerizing the group with his stories and video footage.

Following his presentation, Kivi had for sale a few advance copies of his new book, Leopardology—The Hunt for Profit in a Tough Global Economy! Enjoying my new friend’s presentation, I stood in line and bought a copy. Reiterating an important point from his speech, his inscription to me on the inside cover read, “May you always be blessed to ‘Hunt your hunt!’”

I recommend very few books, and I’m recommending this one to you—I really enjoyed the book! Through a new window, Kivi’s book if filled with proven business success truths—many that he learned as a new immigrant, building a successful wholesale diamond business in the U.S. The business parallels he draws compared to the African leopard are compelling, inspirational, and motivational.

I really do not want to give away his ideas and lessen your reading experience; however I do believe this book to be exceptional, especially in our current difficult business environment. It motivated me, and it will motivate you. Go buy the book, today!

Here is the direct Amazon link: http://www.amazon.com/s/ref=nb_ss?url=search-alias%3Dstripbooks&field-keywords=leopardology&x=0&y=0

You may contact Kivi through his web: www.kivibernhard.com

Small Business Partners

2009-09-30T09:56:00.000-07:00

Small business success is as much a function of persistence, positioning, and implementation as it is relationship building. With whom are you investing? What you put out, positive or negative, really does come back to you.

Partnering with employees is crucial to the kind of service employees deliver to your customers and how they use your resources. Your employees can sabotage your success without you evening knowing what they are doing.

Partnering with customers is important, if you want them to return. You want your customers to perceive you as their ___, you fill in the blank. You want to be top of mind in the consciousness of your customers. Everything you do, say, and do not do will have an effect on how your customers hold your business in their minds.

Partnering with your competitors is equally important. Competitors are, any business that competes with you for access to your customers wallets. Are restaurants and auto dealers competitors? Absolutely they are. A new car will mean less dinners out.However, you can still partner with the competition through cross-promotion. The more you and your competitors get people out of their homes and into your places of business, the more people will let go of that money and circulate it. This will help the economy. Work with local business to develop cross-promotion campaigns. It will serve you well.

You Want the Results More than the Alliance

2009-09-09T06:12:00.000-07:00

Partnering for Profits; You Want What It Does

Let’s face it, few individuals wake up in the morning and think, “Wow, I want an alliance.” Rather, you want what the alliance will do for you. An alliance is nothing more than a conduit for delivering value. As you explore the possibilities in developing alliance relationships, keep your focus on benefit rather than process. The big companies are so focused on alliance process that they can easily forget about delivering value.

Personal Responsibility; Two Windows

I have written quite a lot lately about personal responsibility www.rigsbee.com/morearticles.htm. As a business leader you have double duty. First, you have to be responsible to effectively run your business—to see to it that your employees have a livelihood. And second, you have to be responsible to motivate your employees to be responsible themselves. As you develop a deeper partnering relationship with your employees, help them to see, and mirror, your personal responsibility through both windows. Help them to be responsible, and to hold you responsible.

Platform Charisma; Will the Real You Please Stand?

When you try to be someone else on the platform, you usually suck—unless of course you are a professional impersonator. Here’s the thing; you bring a unique set of skills, tools, and values to the platform—why not release them to deliver the highest value possible to your audience. Careful now, release the best you, and not the worst you. The worst you is the lazy you. The best you is the prepared, excited, and enthusiast you. Always reveal the best you.

Live Meetings Will Never Die

2009-08-12T07:09:00.000-07:00

Live, In-Person Meetings Matter

Face-to-face networking will always deliver more total value to humans than other electronic options. Daily, relationships are being developed online and then further solidified in person.

In this difficult economic time, partnering is the path to succeed. Intelligent partnering assures that all participants get and give—each has to believe they received value from participation.

Infusing this partnering idea into today’s meetings development will serve both corporations and associations alike. Reported in the July 27, 2009 issue of MeetingNews (www.MeetingNews.com) is their recent survey revealing that 43% of the corporations that reported had canceled a contracted meeting in the past six months. But, only 20% of the associations reported doing the same.

In the August 2009 issues (Meetings, West, South, etc.) produced by www.meetingsfocus.com is an article titled, Building Blocks—Associations Are Grappling with Attendance Issues that you might want to read. Mentioned; $50K keynote speakers being replaced with $20K speakers, content trumps location as well as big-name speakers, and feel-good speeches are gone.

The bottom line is that Americans are still meeting in-person (despite the political fall out in March) because that’s the best way to develop effective business relationships, network, and discover new opportunities. Yes, there are more association meetings than corporate, and that’s okay.

You need PROFESSIONAL speakers at your meeting that are flexible/easy to work with, deliver immediately usable content to meeting attendees, and do it in a fun environment that motivate your people to use the information, somehow moving from point “A” to “B” and will not bust your budget.

If you agree, call me today to talk about how I, Ed Rigsbee, can help you to deliver all the above to your meeting attendees—no matter the meeting purpose. My pledge to you is this, if you want me as your meeting partner, we’ll find a way to make the finances work—I guarantee it!

Why Should a Leader Care About Employees?

2009-07-29T06:05:00.000-07:00

Partnering for Profits: Personally Responsible

Read at risk of anger: I wrote about organizations using the Scanlon Plan for employee equity sharing in my first book titled, “The Art of Partnering;” pick up a used copy at Amazon. With the Scanlon Plan, both employees and leadership are equally responsible for the organization’s success.

In these difficult economic times, leaders are still responsible to their employees to ensure jobs and livelihood. Over the last decade, many leaders have unfortunately proven to be scum; taking huge bonuses or severance payments and leaving employees to fend for themselves. Does the word “Unions” have a meaning here?

You may disagree with me on this, and you have the right to be wrong; if you are a leader, you are responsible!!! If you are a leader in your organization and you are working 60 hours a week leading the charge, God bless you—you are a true leader. If you are in a leadership position and are taking vacation time, time off, and generally MIA, you are NOT a leader but rather a parasite on the organization. Sorry if the truth hurts, but it’s the truth.

Hourly employees cannot be expected to be organizational rain makers. For if they were, they would not stick around as hourly employees. Leaders are expected to be rain makers, and to provide for their employees. And that’s why leaders get the big bucks.

When you are ready for the “Ed Rigsbee Experience” in your organization, give me a call at 800-839-1520.

Executive Presentation Skills: Confidence

I hope you enjoy what my good friend, Randy Pennington, CSP, CPAE, has to say about confidence:

1. Confidence in my material and expertise. I know that what I have to say is important and relevant to the audience's needs. I have done my research and know what I need to do. The work has been put in to ensure I can be confident in what I'm going to say before I ever walk on platform.

2. Experience and confidence in my skills. There are very few situations that I haven't seen over the years. The comfort in knowing that I have previously succeeded in difficult situations gives me confidence that I can handle anything that comes up.

3. Obligation and duty. The audience and the person who hired me expect a level of confidence from me. It is part of the package for the fee I am paid. To show less than a level of confidence that increases the opportunities for success is taking money I didn't earn.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Nobody's Going to Do It for You

2009-07-15T07:00:00.000-07:00

Partnering for Profits: Personal Responsibility

Just recently I was chatting with a friend that is a partner at a professional services company. His firm has been hit particularly hard in this economy because of the firm’s dependence on the construction industry. He was telling me that his firm is in the “survival” mode. After a few questions, I told him that I disagreed, and that his firm was really in the “vacation” mode.

The reason for my assessment is because the partners merely cut the hours they would work in an effort to save money by reducing their income. And, they have had to lay off a number of employees. While there is much to discuss in this company’s situation, for you the leader of your organization, there is an important issue to consider.

When times are tough, does the leader of an organization throw up his or her hands and say there is no business, and just go on vacation? Hell no! The leader(s), especially in small to mid-sized companies must lead by example. Leaders must accept personal responsibility for letting their company fall into the tail spin by working more hours and perhaps for a period of time, receiving less (Fortune 500 CEOs seem to be exempted).

For any organizational leader, simply working less hours for less pay is criminal in my opinion. More on this next week…

You can read more about my perspective on the fine points of alliance development at:

http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: Charisma

I recently asked some of my professional speaker buddies to give me their take on charisma and I think you’ll enjoy with what Jim Cathcart, CSP, CPAE had to say:

“There are three elements in every aspect of speaking success: Mindset, Skills and Systems. Charisma starts with Mindset. You must cultivate a respect for and admiration of your audience. Without this your speech will simply be a delivery of information. With it your emotions will reinforce your message positively.

The skills of charisma have to do with understanding and adapting to differences in groups and individuals. You've got to know your audience: the organization, the situation, the culture, and the individuals as much as practical.

Your systems need to include the efficient gathering of data about the group, your assignment and their goals. Have a great preprogram questionnaire to help you learn what you need to learn. Also, your personal system or habit pattern in preparation for each speech has a great deal to do with charisma. Be sure you get yourself into the attitude and mood to be the best you can be for them.”

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

A Word About Global Strategic Alliances

2009-05-20T06:55:00.000-07:00

Partnering for Profits: New State of Alliance Study

The Association for Strategic Alliance Professionals just released its third “State of Alliance Management Study” and there are some interesting changes since the 2007 study was published. Co-marketing alliances down just a bit and research alliances are up a bit. In the 2007 study, American alliance success rate was around 50%, now the success rate is at 57%. Fifty-one percent of the companies now employ a full time alliance professional. Europe is investing a bit more in alliance management that is being done in the USA. Alliance success is a couple points higher in the USA over Europe. Unfortunately, international alliance success rate is only 49% but better then innovation alliance success rates, which are at about 40%.

You can read more about my perspective on the fine points of alliance development at:

http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: Be Heard

The question of style verses substance is one that will always be around. If style is all you have, then you’d better be a humorist or Toastmaster competitor. If substance is all you have then your information had better be so important to the well being, or success, of the people attending your talk.

But, if you have both style and substance, you will always be heard. You will always communicate your message. And most likely, you will always sell your message.

An analogy to keep in your mind is of a beautiful red ruby (substance) presented in a well lighted and displayed environment (the style). Take that fabulous ruby and throw it into a bowl of cooked spinach; not too exciting. The ruby will possibly be overlooked. The same goes for your speech; display your ruby in such a way that it will not be missed—and you will be heard.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives:

The Los Angeles Bar Association recently took a very innovative approach in an effort to retain older members. With the dues renewal, the older members are offered an “opt-out” option of joining the newly formed group for older members. Interestingly enough, few opted out—they accepted the offer. What do they get? Specific programming and events geared to what is humorously called the dinosaur group. Way to go LABA, you are an innovative leader in Member retention.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Effective Strategic Alliances from the Pros

2009-04-15T08:48:00.000-07:00

Partnering for Profits: Compare to Top Alliance Professionals

A recent study done by the American Management Association and Pearson in collaboration with the Society of Human Resource Management (SHRM) and the Association of Strategic Alliance Professionals (ASAP) titled, “Today’s Alliance Professional...Tomorrow’s Strategic Leader” offers some very insightful information.

In examining strategic alliance professionals who identified themselves as “top experts in the field” the researchers wanted to see how those alliance professionals differed from ones who identified themselves as novices and moderately proficient. The “top experts” differed from their peers in several ways. The key findings were:

* “Top experts” are even more independent and sociable than most strategic alliance professionals.

* They are also higher in critical thinking and in leadership orientation.

* Finally, they possess a higher level of concern for others, which means that they have a strong empathic connection with people. When we look at the overall profile of top strategic alliance experts; areas where they differ from their peers as well as areas of similarity; a pattern emerges:

* Top experts appear to be very dynamic individuals who care about and connect with people; they positively influence and motivate others.

* They are constantly reaching out and networking with people.

* They are also very strategic and likely to find and create opportunities to use their critical thinking skills and independent and innovative style.

* On the other hand, they are likely to feel bogged down if required to devote energy to a lot of strict procedural demands and attention to details. They would suffer if forced to work within a bureaucratic environment.

You can read more about my perspective on the fine points of alliance development at:

http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: From Ed’s Bookshelf

This week I’d like to share with you the 12 rules for speaking success from James Anderson’s book (published 1989) titled, “Speaking to Groups, Eyeball to Eyeball.” Good ideas, all of them. One caution…have a script, but do not read your script.

1. Find your action objective.

2. Know your audience.

3. Build from the closing.

4. Hook your audience instantly.

5. Create a script.

6. Keep a sharp focus.

7. Use good delivery.

8. Add impact with visuals.

9. Sell them with persuasion.

10. Keep a positive attitude.

11. Be totally prepared.

12. Follow up your success.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Get the Membership Two-fer

How good is your membership recruitment brochure? This is a great time to take a look. In order to combine a member recruitment campaign along with a member retention campaign, you need to have a four-color pocket sized tri-fold brochure, you know, one that neatly fits in a #10 envelope. And the brochure had better address the benefits, rather than the features of membership. Features are what you get when you join, and the benefits are how those features make your life better—by helping you to get more customers, make more money, keep the best employees, and benefits like that.

The way you get a two-fer is to motivate your current members to call on prospective members. Have a class at your next conference going over all the benefits your association delivers—your members will need to attend to get “up to speed” on the benefits so they can talk about those benefits. And, what are you doing? You are reinforcing in the minds’ of your current members that they made a good decision in joining themselves…go for the two-fer!

If you need help with this, give me a call at 800-839-1520, I mean it.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Improving Supplier Relationships

2009-04-08T07:42:00.000-07:00

Partnering for Profits: Supplier Relationships

Yes, this is a great time to squeeze your suppliers for an extra nickel. The economy sucks, everyone is scrambling, and you want to get more than your fair share—it’s just looking out for my company you might say.

Don’t do it!!!

You might not think so now, but your suppliers really are the lifeblood of your company. Without your suppliers, you’d have nothing to sell or service to offer. Sure it is natural to want to take advantage of a situation. But hear me loud and clear—stick it to your suppliers now, and when things get better, they’ll remember.

By partnering with your suppliers in both good times and bad, you will be making superior “Relationship Bank Deposits” in anticipation of future withdrawals. If you have not yet done it; have meetings with your key suppliers and ask for their recommendations for process and supply chain improvement, especially in this lousy economic time. I’m pretty sure they will have a few recommendations that you have not yet implemented.

You can read more about my perspective on the fine points of alliance development at:

http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: Avoid Competing With Yourself

You have most likely seen it; the speaker has a nervous habit, or several. And these habits are completely distracting. In fact, you have a hard time concentrating on what the speaker is saying. Some things to consider that will help you avoid competing with yourself the next time you give a presentation:

Playing with your eyeglasses

Playing with change in your pocket

Continual nervously sipping water

Over using “you know” and “uhhh”

Reading your speech

Dis symmetry in clothing; one coat pocket in and one out, wearing your name badge, or over sized broach

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Partner with Your Speakers

I was just reading in the April issue of “Smart Meetings” yet another article on frugal meeting tips and found myself wondering why the author would suggest creating an adversary relationship with speakers. While the author did not say it in so many words, however the author’s recommendations said it loud and clear—limit the number of hotel nights and only give conference registration for one day. Over the last several months, I have been interviewing people that book speakers for my column in “Speaker Magazine” and a frequent criticism is that the speaker runs off after their speech.

You cannot have it both ways. If you want your attendees to have access to your speaker for more than a few minutes—you’ve got to make it work for your speaker. Providing an extra night at your conference hotel is a minimal investment compared to the value your attendees will receive. And registration for only one day—how miserly can you me? It basically costs the association nothing to give a full registration.

In your effort to cut costs, be careful not to cut off your nose to spite your face. If you really are under the budget microscope, then hire only one speaker for your entire conference—that will be the most cost effective approach possible. Your attendees will have more access to the speaker, and besides, you do want your speaker to be your partner in making your meeting successful, don’t you?

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Increased Employee Productivity

2009-04-01T07:37:00.000-07:00

Partnering for Profits: Relate Honestly to Employees

How do you, the executive, relate to employees in this tough economic time? First, employees are scared; even if they feel their job is somewhat safe, perhaps a spouse or close family member has recently experienced a lay off? We are all being assaulted several times a day with rotten news about the economy. What are you doing to help your employees overcome this continued negative influence? Perhaps more frequent and more honest information sharing would serve everyone?

Second, your integrity will be their motivator. Your employees want to believe that everything will work out all right. They want to believe in you, and your leadership team. Your integrity in keeping your words and actions consistent will play a huge role in keeping your employees motivated—especially now with cutbacks in pay, benefits, hours, etc. Paint an honest picture, your employees will thank you for it.

You can read more about my perspective on the fine points of alliance development at

http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: Use Mind Pictures

One of the stories that I frequently tell from the platform is about the importance of having the needed skills before one tries to implement. It is a story about when I learned to ski. My goal is to create a picture in the minds of my audience members before I start to use my body as the visual. I start the story with, “I wish you could have been there; it was a sunny fall day in Yosemite National Park at the Badger Pass Ski area…” This conjures something in everyone’s mind. Make your presentations more powerful by frequently painting mind pictures for those in your audience.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Exchange Older Members for New?

(First, I’d like to connect back to last week’s cost cutting. If you need a speaker to perform several activities at your next convention, for a single price, please give me a call at 800-839-1520. Have I got a deal for you!)

Why are senior association members not renewing their membership? ASAE did a study in 1999 and found that 76% did not renew memberships because of value issues. Perhaps the question behind the question might be: Is it smart for your association to let go of their older members in exchange for younger ones? Does a continual membership turnstile really serve the association and its membership?

And another question might be: What would be the cost/benefit ratio analysis to adjust programs, benefits, and membership types to keep the older speakers? (Do they have enough relevant knowledge/skills to benefit the newer members?)

The above questions have never been more relevant. Yes, you want new blood in your association. And yes, you want to honor and value the experience, knowledge and wisdom of the more senior members. While many associations have created groups for younger members, most have not done so for the older members. Creating a special group for your older members will both deliver more specific value to the senior members and possibly add a small additional revenue stream into your coffers.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Hammer Out an Airtight Deal Structure

2009-03-25T08:31:00.000-07:00

Partnering for Profits: New Book to Consider

Strategic Alliances: Three Ways to Make Them Work by Steve Steinhilber

From Harvard Business Publishing, publication Date: Nov 3, 2008

Link for purchase: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=QXC04XAEHDHR0AKRGWDSELQBKE0YIISW?id=2588&referral=2342

Excerpted: “At Cisco, I manage a portfolio of alliances that crosses multiple industry sectors, technologies, and geographies, with a cumulative value of more than $4.5 billion annually in business impact to Cisco and much more than that to our alliance partners. Strategic alliances are woven into the very fabric of our company and the way we see ourselves in the world—from Chairman and CEO John Chambers on down.

You’ll see a similar picture at other alliance-savvy companies, like IBM, Eli Lilly, and Procter & Gamble—partnerships are a central part of their core strategy. If alliances are not viewed as an integral part of your strategy, then you’re working with both hands tied behind your back. You might have a few short term successes, but long term, make no mistake: you will probably fail.

Let’s assume that you have a strategy in which alliances do make sense for your company at one or more levels of your value chain. If that’s the case, you need to construct and manage each alliance as a business. Your job is to bring the right framework, the right organization, and the right relationships together and to move the project forward. Your approach needs to look at the big picture rather than short-term payoffs. “Winning” and beating the other company in negotiations may doom the relationship from the beginning. One of the biggest mistakes you can make is thinking that alliances are all about hammering out an airtight deal structure, negotiating hard, and planning for every eventuality. We had one partner whose CEO said he measured a partnership’s success “in the number of POs [purchase orders] that get written”—in other words, how much business his company generated from us. That company is no longer a partner.”

You can read more about my perspective on the fine points of alliance development at http://www.Rigsbee.com/morearticles.htm (Permission to reprint my articles is also there.)

Executive Presentation Skills: Audience Engagement

For several months now, I have been on the editorial committee for Speaker Magazine. My job has been to author a monthly column where I interview people that book professional speakers. A point that frequently is made by these people is that they want a speaker that will ENGAGE their meeting attendees.

Earlier this month, I attended a meeting planner site familiarization trip in Breckenridge, Colorado. After the second day of skiing, rather than to join the “hot tub” group I joined the “bar” group. The entertainers, Swing Crew, a two-piece local group did an amazing job of ENGAGING their audience by bring some folks on stage and enrolling some at their tables. For this group, tips were high following their set. And the important lesson was about engaging an audience through participation. I do not think I have ever seen bar entertainers do such a masterful job of including their audience.

In an hour talk, might you be able to have two or three audience interactions? Not just asking everyone to hold up their hand or to repeat after you, but real interactions? Give it a try.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Fall Meeting Cost Busters

For executives at small to mid-sized associations, two important cost saving ideas for your fall meetings:

1. If you still have not signed a contract, look at higher end hotels for your meeting. Yes, you heard me right. As the corporations are scrambling to change the “location/venue perception” of their coming meetings (moving to Marriott & Hilton), the higher end properties have been hit the hardest. As such, they currently seem the most willing to negotiate.

2. For your speakers, you might be inclined to find someone local or a college professor? This might not be the best financial/benefit ratio strategy? They just might not be that good. A better strategy might be to engage a more experienced “content expert” speaker that offers a wide range of services; keynote, workshops, industry discussion facilitation, emcee, on-site consultation with members, etc. One fee, one hotel room, and one travel expense might prove to be more cost effective than a host of “f-r-e-e” industry speakers covering their travel and lodging? With only one paid speaker from the outside, you still get the prestige of bringing in an expert but at a better cost/benefit ratio. Many experienced speakers will fit this description and offer a single-price package.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Alliance Best Practices

2009-03-11T06:27:00.000-07:00

Partnering for Profits: Takeaways, Best Practices & Implications

At the recent Silicon Valley Chief Alliance Officer Roundtable hosted by Cisco at their facility in San Jose, CA on January 14, 2009; they discussed alliance takeaways, best practices & implications. There were seven key highlights of these trends and best practices.

(#4 of 7) Portfolio Evaluation Criteria Adapts as New Partner Models Emerge:

Develop a working partner portfolio model that reflects long-term priorities, but incorporates risk management for near-term objectives.
“One Size Fits All” partner criteria don’t work well.
When re-evaluating partnerships, ask the tough questions and be honest.
Innovate and invest in the partner model with your key partners during the downturn.

I believe that the important value to be received here is that of recognizing that alliance relationships might have to change in this current economic environment. You need to examine both your short-term and long-term alliance strategy. Be care though of putting too much focus in short term revenue generating alliances “to help you through” at the cost of keeping long-term alliances strong that will yield you greater profits when the economic recovery arrives.

You can read more about the fine points in my several alliance articles at http://www.Rigsbee.com/morearticles.htm (Permission to reprint is also there.)

Executive Presentation Skills: How Powerful Is Your Close?

The members of your audience most likely will remember your opening if it is powerful and the same for your close. Ross Shafer shared his formula at the annual convention of the National Speakers Association: Open with “B” material, do your “C” material, then close with your “A” stuff. Not a bad formula, would you agree?

And, what about that close—consider the following:

1. Stop talking long before your audience is done listening.

2. Go out with a huge bang; story, video, or disappearing act.

3. Give your audience some action to take immediately, or upon returning to home or office.

4. Give the attendees something insightful, emotionally penetrating, or inspirational to remember.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Keep Your Exhibitors

On the cover of the March issue of M&C Magazine is Galen Poss, president of Hanley Wood Exhibitions. There is a very timely story about how he and others are dealing with large conference exhibitors that are pulling out of this year’s expos. Also, read about how Robin Preston at National School Boards Association kept a technology supplier engaged when they had planned on pulling out of this year’s meetings. By the way as an FYI, M&C will soon be offering web-only content, so it might be a good idea to bookmark their Web Site and visit frequently: http://www.mcmag.com/

My Question: are your exhibitors simply using the tight economy as an excuse to pull out when the real issue is most likely little perceived value in exhibiting? If so, how are you re-engineering your meetings to offer more value to suppliers, exhibitors, and sponsors?

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Building Successful Alliances

2009-02-26T08:22:00.000-08:00

Partnering for Profits: Deeper Relationships with Alliance Partners

A topic that I wrote about in my first book, “The Art of Partnering” back in the mid-1990s is that of going deeper (vertically) to build additional relationships beyond your immediate contacts. When you do this in our alliance partner organizations, you achieve two important alliance strengthening elements:

1. Business leaders get promoted, transferred, and fired. If this happens to your only contact at an alliance organization, chaos in the daily functioning of the alliance is sure to follow. However, if your relationships go both wide and deep in your partner organization, there is a good chance that you will already have a relationship with your new contact, be they transferred or promoted.

2. When problems in the alliance occur, and they will, it is having the deep organizational relationships that will hold things together. When partners are at war, anything one does is considered confrontational by the other. Conversely, when relationships are good, mistakes made by a partner organization are simply considered just that; honest mistakes and not cause for eliminating the alliance.

To keep your strategic alliances working like a well oiled machine, take the time and make the effort to build relationships both deep and wide in your partner organization.

You can read more about the fine points in my several alliance articles at http://www.Rigsbee.com/morearticles.htm (Permission to reprint is also there.)

Executive Presentation Skills: Deep Personal Inner Exploration

Consider the idea of deep personal inner exploration of your core message, wisdom, and universal truths in preparation for your next presentation. My good friend, John Alston, CSP, CPAE, once told me to get rid of the “fat” around my universal truths. He told me that it is that “fat” that diffuses the power of my message.

As we endeavor, I believe, to develop content to share with others, too frequently we abandon what Mark Victor Hansen, CSP, told me is “Your Inner Knower.” Yes, we have to trust ourselves. In presenting our ideas to others there is a monumental need for you to access our inner core beliefs. This is necessary on order to muster up your passion to effectively to influence others. In contrast think about the monotone speaker reading his/her PowerPoint bullet points, one at a time—at an excruciatingly slow pace.

Compare in your mind the vision of the slow monotone speaker to that of a strong, committed and powerful speaker, like John Alston. In order to influence others you must dig deep into your soul to determine your real beliefs on any topic in order to share the subtleties of the topic through your window on the world.

Before every speech, consider spending the time necessary to quiet the static in your head, to explore your beliefs, and determine the core message (about any topic) that you want to share with your audience.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Go Deeper in Member Companies

As I mentioned above in the “Partnering for Profits” section, there are benefits for going deeper in building relationships in partner organizations. This applies also for trade associations and to some degree in professional societies.

By going deeper, encouraging conference attendance and membership of additional job levels, within your current member companies will serve your organization well. The cost to your organization will be appropriating the necessary resources to both develop additional levels of educational programming and appropriate conference activities.

The benefits to your organization are:

Increased membership from additional employee levels
Member retention as owners/CEOs will see additional value in their membership through providing cost effective training and other benefits for their employees
Emotional ownership in your association from tomorrow’s leaders of your member companies.
Increased convention/conference/expo attendance
Increased interest from your supplier members to participate at higher levels driven by increased meeting attendance and ability to influence up and coming users/buyers of their products and services

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Crashing Preoccupation Barrier

2009-02-18T07:17:00.000-08:00

Partnering for Profits: Finding Alliance Partners

Where do I find great alliance partners is the question I generally hear. The simple answer: anywhere and everywhere. The truth is—the quality of your partner(s) does play a major role in the value you will receive from an alliance. In my book, Developing Strategic Alliances I offer several recommendations:

Your suppliers are a good place to start in your search for an alliance partner. They know your competitors and other local business people from a different window than you. You can learn about their buying habits, bill paying habits and other important information about them.
Your customers are another great place to look. They have most likely done some business with the person or company that could be seeking. Again, they have a unique window through which they have viewed your potential alliance partner.
Your professional or trade association is a fabulous environment to search if you want to build an alliance with competitors or suppliers. The executive director of the association is usually the person who is most a tune with the players in your industry.
Newspapers and trade magazines offer current information as to the movers and shakers in many industries. They compare, they research and generally dig up interesting bits of information about business people. Also research Internet blogs, articles, and postings for aggressive companies.
Local successful business people can be found at the chamber of commerce activities and mixers, civic service clubs, charitable organizations and even local seminars.
Ask those that supply you with professional services; including, consultants, lawyers, and accountants.

You can read more about the fine points in my several alliance articles at http://www.Rigsbee.com/morearticles.htm (Permission to reprint is also there.)

Executive Presentation Skills: Crashing Preoccupation Barrier

In order for your presentation to be effective, you first have to first get your audience’s attention. Those folks sitting in the seats in front of you are thinking about their jobs, their friends, and their loved ones—and all the issues that surround them. They are preoccupied, and it is your job to crash through that barrier. Needless to say, it is best to do this at the beginning. Start with your introduction; make it short and it needs to sell you. Your introduction had better give your audience a reason or two that it would be in their best interest to listen to what you have to say.

Then your opening has to build on your introduction. Your opening is more than just what you say; it is also what you do. Check your non-verbal statements. What you wear, how you look, how you stand, your manner in approaching the platform following your introduction, all speaks clearly about you. What are these non-verbal statements saying about you?

While you are waiting to present, take the temperature of the room and determine if your meeting planner gave you the correct information about your audience. This “last chance” to adjust is crucial. I know—who wants to change at the last minute? Any quality presenter, professional or not, is willing to do last minute adjustments to better serve the audience.

The first words out of your mouth are being judged by those in your audience, it is simple human nature. Don’t fight it, go with it. Lean into your strength at the beginning. Truly attempt to “sell yourself” to your audience in the first minutes of a presentation. Your effort will make experience better for all that are in the room, including you.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: 2009 Meeting Strength

Lately, I have been hearing from association executive directors about their fears and concerns regarding the strength (attendance) of their meetings in 2009. Yes, everyone involved in the meetings industry has huge concerns for the strength of meetings in 2009. What can you do to motivate more of your members to attend this year’s meeting and also bring along their senior staff?

Deliver more value is the answer. Most likely your members are currently having a difficult time. As an example, is a golf tournament the best use of your resources? Perhaps a better idea would be to have a consulting day? Enroll your speakers to attend the meeting for an extra day and deliver consulting sessions. There are a number of ways to administer this idea; sell the sessions, have a drawing for early registrants, or organize it so all attendees have access.

Be honest, is it networking or education that is the primary driver for your attendees? Lean into the primary attendance driver by adjusting the meeting format to better serve the real needs. If it is networking they want; rather than offering traditional lecture programs, shift to interactive programming. You may have to secure different speakers, and it will be worth the effort.

If it is education that is the primary attendance driver then select the speakers that are willing to help you build a pre-conference, conference, and post-conference educational event that is beyond anything your members have ever seen. Many speakers have eBooks, surveys, etc. that can be structured to deliver this higher-level education. Explore through new windows how you can deliver more value while still keeping costs manageable.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Don't Be Caught Empty Handed on Valentine's Day

2009-02-11T08:14:00.000-08:00

Valentine’s Day is coming; (guys) you had better shop by Friday. Don’t be caught empty handed on Saturday morning.This week we all really should be thinking about relationships so I am going to focus on just one topic; Clicking verses Conflicting

Trust:

In both business and personal relationships trust is, in my opinion, the foremost ingredient. Trust is something that can be destroyed unintentionally and without hurtful intent. Trust is also something that once damaged, if ever, takes a tremendous amount of work to repair. By making continual “Relationship Bank Deposits” with others, your chances are less that things will fall apart. And if conflict does occur, the perception others will have of you is that there must have been a simple mistake made rather then using the situation to justify in their own mind that you are untrustworthy.

Communication:

Conveying your true thoughts, feelings, and ideas to another person is more difficult than you might think. Everyone hears/listens through their personal filter, developed from years of various experiences. It is the lack of these shared experiences that creates subtle communication challenges, frequently not recognized by either party; and that can easily cause conflict. If every person would take responsibility for both their outgoing and incoming communication, oh how much better things would be. Yes, you should be responsible for what you say, how you say it, and how the other receives it. Don’t you think? Trust me on this one, when you do this everyone around you will seem just a bit smarter.

Priority:

What matters to me might be quite far away from what matters to you, and vice versa. Without meaningful communication in the area of shared priorities, relationships fall apart. I believe this is a crucial element in the sidetracking of any relationship. Frequently, you will find it difficult to understand the priority of others, let alone care about them. Since Valentine’s Day is so close, let’s bring this one home. You want to stay home and relax, but your honey wants to go out—or vice versa. Who wins out? The person that wins that battle is ever so closer to losing the war. But the other agreed, you say. Sure they did—they really gave in. By being aware of, and sensitive to, your honey’s priorities, you are making hugely valuable “Relationship Bank Deposits” that will go a long way in smoothing ruffled feathers then you have been guilty of being less sensitive. You can take that one to the bank!

Action:

It is the action of showing, through both word and deed, that the needs and wants of another person are important that help to cement relationships. Here is a timely idea: with the economy slow and money tight consider doing something really special for your Valentine. Skip the usual last minute shopping and write a love poem, letter, or song for your special someone. Deliver it with breakfast in bed on Saturday morning. You will build trust through a new style of communication. You will also show that your priorities are in order through this action—a win for all involved. Except the retailers, oh well, let the “schlubs” go shopping—you have a better idea.

Alliance Implementation Steps

2009-02-04T07:10:00.000-08:00

Partnering for Profits: Alliance Crash Course

Perhaps, now more than ever, it’s time to give your organization a crash course in alliance management? As you already know, facing 2009 are some difficult economic realities. Goods and services demand has slowed or reversed; resulting, are many organizational failures. Increased competition and consolidation naturally follow. CEO edicts; “Do more with less” have become common place. Can organizations realize more value from their alliance relationships? I absolutely believe so.

Have your alliance relationships grown organically rather than by purpose? If so, perhaps your alliance managers could use a tune-up? Like most other business development and managerial activities, alliance skills are learned rather than inherent. Do your alliance managers have the ability to see the bigger organizational picture while managing an external relationship?

Below are my Seven Steps for Alliance Development, I like to call them the Alliance Alchemy; the formula for turning your alliance efforts to gold.

1. Monitor (Determine Reasons and Need)

2. Educate (Cultural, Operational and Strategic Differences)

3. Select Alliance Type (Structure)

4. Organize (Select Partner)

5. Agreement (Written is Best)

6. Implementation (Begin Activity)

7. Maintenance (Monitor Progress and Cooperation)

You can read more about the fine points in my several alliance articles at http://www.Rigsbee.com/morearticles.htm (Permission to reprint is there too.)

Executive Presentation Skills: Twittering in the Back

If you are presenting to an audience where there are a minimum of just a couple people under the age of 40 (perhaps 50?), I can assure you there is someone Twittering. What’s Twittering? Visit www.twitter.com/edrigsbee to see. Twitter is something like an instant blog Web Site where persons can post—from their cell phones using the text messaging function. Their friends that follow them receive a notice of the other person’s post. You may not realize it but there can very well be a number of people commenting to one another about your speech—real time, while you are speaking.

What’s a presenter to do? First acknowledge it. Say something early in your speech like, “For those of you Twittering in the back, say something nice about my speech.” This is being proactive. Let them know that you know. Also, if it is possible, leave the podium (the definition of podium is; riser or stage, not lectern) and walk toward the back of the room, you can keep them off guard and they might Twitter less. Of course this is assuming you have a wireless lavaliere microphone.

For years now presenters have been successfully dealing with those RUDE individuals that leave their cell phones on “ring” rather than “vibrate” in a belief that they (the offender) are more important than the entire audience—that it is okay to disturb others trying to glean some important bit of information. Today, presenters are also successfully enduring the second generation of “disturbance through technology.”

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Getting to Yes

Just last week, I was hosting the Cigar PEG, Inc. Annual Meeting in Scottsdale, AZ. I called the hotel front desk (from California) to be sure my attendees could check in before I arrived as the rooms and expenses would be put on my card, which was already in their system. And what do you know; the clerk I spoke with at the front desk was all about why they could not check in without…

Why in the world does one want to create conflict before the guests arrive? The primary reason I believe is twofold; a lack of training and a lack of a desire to serve. Let’s now move the discussion of your staff interacting with your members. Is there any chance that any of your staff could be guilty of this?

At the hotel, there was of course a very easy solution that (the second) front desk person offered. Perhaps the same is true when one of your members has a challenge? But why did I have to go to a second person? See the above two-fold reason.

Let’s face it, 2009 could deliver your association a membership net loss. So why in the world would you allow your staff to do anything but deliver absolutely fabulous value to your members? When staff doesn’t care or is trained poorly, the E.D. needs to look in the mirror for fault.

Please do what you can to help your staff to abandon the “sorry, it’s our policy” and stay focused on the “yes, I’m sure we can help you.” Your members will thank you.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

An Effective Alliance

2009-01-22T08:06:00.000-08:00

Partnering for Profits: Chrysler/Fiat Alliance

Fiat is to take 35% stake in Chrysler under strategic alliance plan. This announcement did not get much press coverage this week due to the presidential inauguration. However it is important news. The sickly Chrysler Corp. has agreed to form a strategic alliance that would give the Fiat, Italian auto empire, a 35% stake in Chrysler and could eventually bring Fiat full control of Chrysler.

The two companies said in a joint statement that in exchange for sharing its small car platforms and fuel efficient engines, Fiat would take an initial 35% stake in Chrysler but would not invest cash.

The indication that Fiat could eventually gain full control was further backed by Mr. John Elkann VP of Fiat and heir of its founding Agnelli family, who was quoted as saying by the ANSA news agency that the company's stake could increase. [To most, this comment means that they are looking for more than a simple alliance.]

An important point that I have always made is not to partner with a sick company. However this is a very smart alliance, especially for Fiat. This alliance will give Fiat the foothold into the USA that it never had. What kind of alliance might give you a foothold into a new market that you’ve been trying to penetrate?

More articles on how to build alliances at http://www.Rigsbee.com/morearticles.htm

Executive Presentation Skills: Self-Confidence

In speech giving, frequently your level of self-confidence will be directly proportionate to the quality of both your speech and its delivery. The two important elements of self-confidence are preparation and practice.

Excellent speech preparation includes: mastery of topic (even if you just did the research), flow of thought and/or persuasion, the quality of your PowerPoint (if you select to use it), planned emotional peeks and valleys, planned emotional releases through humor, and correct length of time. Only amateurs go over their time!

Practice is a whole different issue; defective practice yields defective speeches. While everyone wants their speech to appear to be “fresh” relying on your adlib or improve abilities is surely a mistake. While I would never recommend learning a speech word for word, I do however; recommend that you memorize your outline. Also work in your timing, allowing for audience laughter, which indeed adds minutes to your speech. If you can deliver, in your living room, a great speech to your spouse, significant other, or your children; your speech will be a hit with its intended audience.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Electronic verses Traditional Member Engagement

Andy Steggles wrote a quite informative article which appeared in the January 2009 issue of “Associations Now” titled, “Keeping Score of Your Online Member Engagement.” I highly suggest you read the article.

For me, this article brings to the surface the dichotomy of traditional (in person) member engagement as opposed to cyber member engagement. Up front, I’ll state that both are good, both are important, and both deliver member value.

And, what about the smaller associations that do not have the budgets that the larger associations enjoy—how might cyber engagement be possible? My quick two word answer is: Facebook Groups. Facebook groups are free and take very little skill to administer. I use a Facebook group for Cigar PEG, Inc., the 501 ( c ) 3 that I run.

What about traditional member engagement? In person and cyber member engagement will feed one another. The caution is to not get too wrapped up in cyber engagement. While cyber engagement is important, you can expect several more generations to demand and expect traditional, in-person, member engagement activities.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

Partners Expect More

2009-01-14T08:01:00.000-08:00

Partnering for Profits: Webserts for 2009

Consider “websert” partnering with other (non-competing) companies that sell to the same customers as does your organization. A websert is a subtle third-party offer embedded in a transactional e-mail which offers marketers significant advantages over traditional box insert media. You may have noticed this kind of offer at/or from VistaPrint.com, 1-800-Flowers.com, or magazine subscription offers. This idea is cross-selling at its best. Effectively, this is post-purchase offers in transactional e-mails that offer companies a connection to third-party customers through inserted coupons or links. This method will drive additional revenues and (cost effectively) attract qualified customers.

More articles on how to build alliances at http://www.Rigsbee.com/morearticles.htm

Executive Presentation Skills: Guard the Prime Time

If you were to ask most speakers just before they took the podium, why they were there, the most frequent answers would be:

“I was invited to speak.”

“I don’t know why I was invited to speak.”

“I’ve got some things I want to get off my chest.”

“I was roped into it.”

“I don’t know how I get into messes like this.”

While there are many reasons to stand in front of an audience, always remember this; for you, it’s your prime time. You will be remembered by your words; powerful or not…persuasive, or not…caring, or not.

The next time you take to the podium (by the way, look up podium; not something you stand at, but rather on) consider others by recognizing this is your prime time. Guard it well.

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Partner for Advocacy

Just announced (Jan. 12) in New Orleans at PCMA’s annual convention; meetings industry associations have banded together in an unprecedented industry-wide collaboration focused on stressing the value of the travel and meetings industry to Congress and the new presidential administration. “This is something, frankly, that needed to happen yesterday, so it’s happening today,” said Deborah Sexton, president and CEO of PCMA. The effort will involve an alphabet soup of travel industry associations, including CIC, PCMA, NBTA, MPI, ASAE, DMAI, SITE, ACTE and IAEE. The associations will be joined by third-party meetings giant Maritz Travel. “This is way beyond the incentive market,” said Christine Duffy, president and CEO of Maritz Travel. “We’ve had clients that have received bailout money that are canceling meetings because they don’t want to be next on the Jay Leno show.”

Two points; first perceptions are real in the minds of others. For 2009, run your association’s activities through the PC perception filter. Second, like the above mentioned meetings industry coalition, think about other (like minded) organizations your association partner with to have a stronger voice in the State Houses and in Washington, DC.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com

2009-01-07T07:55:00.000-08:00

Partnering for Profits: Your First Alliance

Your trade association or professional society, regardless of your perception of its effectiveness, is an important alliance for you to consider in 2009. There are two important points I’d like you to consider:

Point 1: Your membership; many trade associations do a great deal of advocacy work for the people involved in the industry they serve. Any you can get a lot of the value whether you belong to the association or not. STOP BEING A FREELOADER! Join the association. This year your industry’s association or society WILL lose membership; therefore revenue. If you want to continue receiving the benefits of their advocacy work, belly up to the bar and pay your share now.

Point 2: Your participation; is crucial for you to receive high-level value from your association or society. With that said, there are many traditional, and nontraditional, ways that you can participate. Some associations have NO IMAGINATION and only want members to play “within the lines,” making no waves. This is BS!!!

Regardless of how you select to participate, conventional or unconventional, look for opportunities to serve in a way that also serves you. Your trade association or professional society is one of the first reviews for 2009. Not a member, join. Dues paying member but not engaged, jump in.

More articles on alliance topics at http://www.Rigsbee.com/morearticles.htm

Executive Presentation Skills: Let the Diamond Show Through

Last year (last week), I suggested that you make every speech an event. I mentioned, Lee Andree Davis, who I have frequently referred to as a “diamond in a garbage can.” What I mean by this analogy is that Lee had a heart of gold but wrapped it up in such a coarse package that few were able to see his diamond.

How this relates to every person that steps onto the platform, literally or figuratively, is in relation to authenticity—what many say is the number one element to a great speech. For 2009, will you take the risk of authenticity? It is easy to stand upon the platform and be “Speaker Guy or Gal,” however it is difficult to be vulnerable enough to let your authentic diamond show through. This year, more so than in any year past, I’m going to work on letting my diamond show through, perhaps you’d like to do the same?

Executive Public Speakers, Professional Speakers, and Emerging Professional Speakers; please visit http://www.SucceedInSpeaking.com for additional ideas, assistance, and resources.

Trade Association & Professional Society Executives: Lower Meeting Costs

In order to put on outstanding meetings for your members on a budget, first may I suggest minimizing the pageantry? Then focus on great food and great speakers—that’s what your attendees will remember. After that, challenge the sacred cows, i.e., is the golf tournament losing money? If so, CHANGE THAT, or any other sacred cow that is taking you down. Here is another sacred cow to look at; are the past presidents still getting an upgraded room or suite for the regular conference room rate? If so, STOP THAT! There is nothing wrong with extending a complementary registration to your board members; you’ve got to give them some perks—but look close at the perks you give.

Here is another; do you really need to haul your staff people to the convention? Think airfare, hotel, and meals. By the way, the staff rooms are not free—your members are paying for them in their room rate. Most likely, you can hire local “temp” workers to fulfill many (or most) of the activities that staffers conduct for a fraction of the cost, couldn’t you? For 2009, ask the hard questions and make the hard decisions.

Association Executives may access association growth articles and member recruitment campaign information at http://www.GrowingYourAssociation.com