John Hersey Leadership Blog

A good leader knows how difficult, in terms of money and time, it is to revive a dead customer or to get a new one out of a cold list, and a good leadership speaker and coach will tell you the value of a lifetime customer in terms of cash and referrals.

A true leader knows that the key to save money is to sell more to current clients, to the point that the salesperson becomes a part of the client’s team.  Yep!  This kind of positioning is priceless.

So, here we give you 5 tips to sell more to your current clients:

Slow down

Stop to evaluate and make sure you have done the best for your client and that you have earned the right to ask for referrals.

 Get informed

Get as much information as possible about their referral style, if it is aggressive, fast-paced, optimistic, or detail oriented; and learn all you can about their business and their challenges.

Ask

Ask for referrals from key persons and from personal contacts in other departments. 

Make a connection

Find a way to make an emotional connection with your client.  Aim to make friends with them, and for this, forget about emails, voicemail, or direct mail. 

You have to be there, it takes time and effort, but it is worth it.

People prefer to do business with friends, and true friends stick for life, even when the going gets tough.

Communicate regularly

Design a communication model to stay in touch regularly; one that builds top of mind awareness and that portrays you as much more than a salesperson. 

Get in touch at least every 6 weeks, make it short, sweet, benefit driven, and if possible, with an emotional trigger.  For example:

-      Help them learn more

Create white papers, tip sheets, quick columns, or FAQ sheets to help your clients understand what you offer.

 -      Use a quote

Send an appropriate and inspiring quote to your clients and write a few words on it.

-      Clip and send

Make it a habit to clip and send an article, cartoon or quote from any written source you read, or find something on the web that may help or interest your clients.  Send it to them explaining why you thought of them when you read it. 

-      Books

Choose the right book for your client and write a note on the first page.  Identify with a sticky note any special sections you find.

-      Call them

It is always nice to receive a warm greeting call.

-      Feel good things

Tell your clients about a success story related to your product or service that may inspire them.

And always remember to think of your customers as long time friends.

In the beginning, it is common and even necessary, for the head of a company or department head to be involved in everything, from project development down to each project’s fulfillment; however, at some point, this person will realize that there is only so much he can do himself.

Steve Brewer owns a technology development company and once he went on a sales trip to Baltimore. 

The only hotel he could book had no Internet, and his iPhone’s battery had died, so he decided to find out what would happen if he were out of reach for twelve hours.

As it turns out, that night one of his company’s servers failed and hell exploded. 

His staff called the hotel and he was up the whole night making alarming calls to various data centers.  This was surely not the best way for him to spend the night prior to an important sales meeting.

That was the episode that prompted him to think whether someone else could have done what he had to do.  He discovered that no, no one could, because he had never explained to anyone what steps to take if a server failed.

As a consequence, he returned from the trip and started working with his staff to document their procedures. They started creating a “contagious” culture where teaching others to do what you know how to do is a good thing instead of a bad one.    

Their ‘Project Organization’ turned out to be much more than a manual for putting out fires, they included their procedure to bill clients and how to hire new employees, and there were some exciting surprises too. 

One Monday, an employee came to work holding a new code manual he had written during the weekend.  It was not asked from him and Brewer was not even aware that they needed one, but as soon as he studied it, he wondered how they had been able to grow so much without it.

But this was just the beginning.  When they started, they just began writing things down and ended up going in many different directions.  The systems were over-documented and didn’t tie together, so they had to take each part of the document and turn it into one set of interconnected procedures.  But it was not over yet…

Once the document was revised, they hired a new person and handed her the documentation saying, “This is how we do things here.”  She lasted 6 months, because they had not put the information in context.  She had the manual, but was completely isolated.

You see, when the processes were not documented, there was a lot of talking between old employees and the new hires to explain how things were done.  This was not an efficient process, but made the new employees feel a part of the team and helped them fit in. 

A written manual can’t do that, so they had to look for balance.

Today, Brewer talks to his new employees regularly to find out how they are doing, and most importantly, everyone participates in explaining to them why doing things they way they do them helps the company be successful, instead of just saying, “this is how we do it here.”

The process is open, everyone can review and revisit the procedures, and people feel like they are a part of it.

Now, the business runs more smoothly.  Employees first review the document when something happens. If they can sort things out 70% of the procedure before they ask for the owner’s or division head’s help, that is very valuable work.  Afterwards, they can add more or clearer information to get the procedure closer to 100%.

Brewer thought that an informal structure would make them stand out and be successful; but soon enough he discovered what every good leadership speaker and coach knows, that there is a thin line between flexibility and improvisation.

Each week, we will be highlighting someone we think demonstrates the actions, thoughts and mindset of a Contagious Leader. Franco Graceffa is our contagious leader this week.

Those who have heard us speak probably know about our friend and his restaurant, Dolce Vita,  in the North End of Boston, Ma. Franco is our hero for exemplifying the concept of CUEing, creating unforgettable experiences. He does it in spades and because of that his restaurant has been around for years while other ordinary restaurants just come and go. He knows the experience is not just the food and clean linen but creating a feeling, an emotional connection with his customers so they feel they belong, that they are family.

Franco is a leader. He knows that to be distinctive, to be unforgettable, to treat each guest with enthusiasm and joy for seeing them again. He hadn’t seen us for years yet……..A kiss on each cheek (for John too) and a warm “Ai, YAi, YAi (or something like that) you guys look like movie stars.”

Now how would that make YOU feel?

If you would like to nominate someone, feel free to send us an email by clicking here, and we would love to consider them! Please tell us a bit about them and what makes them Contagious in their leadership.

It is amazing how much energy we spend in criticizing and whining about our bosses. 

So much so that by judging by the large percentage of posts on the web, one would bet that every boss out there is an idiot, a dysfunctional jerk, an out-of-touch loser, or simply craps.

Of course we understand that the only way to improve someone’s management and behavior is to observe what that person is doing wrong; however, the majority of posts and comments are written in such a way that confirms their only goal is to whine, very much like a child complaining about how mean dad or mom are without actually grasping the point.   

Well, it is about time for all of us to grasp this:

If you behave like a victim, bathed in self-pity, or act as if you deserve better, you are in for something bad, and you may end up getting fired or seriously harming your career.

In order to avoid this creepy scenario, here’s a lousy boss’s reality check:

-      Confront your boss face to face and you will lose

No matter how mistaken your boss is and how bad he may look in a given situation, he can, and probably will, fire you if you challenge him directly.

-      You do have a choice, make it

This is a free country, and if you don’t agree with your boss’s character, you can quit.

“But, I love my job and most importantly, I need it!”… Ahhh!  Then, put your pride aside and exercise your patience.

It is your choice. 

Equally, you can go over your boss to HR, but it may end badly for you.  Remember that your boss may be highly respected in the company.

-      What if the problem is you?

Have you observed your behavior towards your job and boss? 

Maybe your boss has a lot to say about your attitude and performance too, because if something is certain in the business world, it is that lousy employees are out there in the millions.

So, observe yourself and your actions at work before acting emotionally.  Remember that when something about someone else bothers you deeply it is because that something lives inside you as well.

-      There are only so many bridges one can burn

When you’re young, you don’t consider that the choices you make and your behavior will follow you later. 

If you burn all your bridges, at some point you won’t be able to cross anywhere.  Sure, you will have no boss, but also no job!

What’s the point then?  The point is you DON’T go against a lousy boss. 

Of course all of us, even the best leadership speaker and coach, have had crappy bosses, and we understand what an employee who is exposed to such a boss feels like, but this is no excuse for acting without a clear perspective, because it can only get worse for you.

If it gets truly unbearable, exercise your right to choose, and quit.

Each week, we will be highlighting (or “spotlighting”) someone we think demonstrates the actions, thoughts and mindset of a Contagious Leader.

This week we want to acknowledge the Mayor of Fountain Hills. All our municipalities are dealing with adjusting to the ‘new normal’. Mayor Schlum has brought his ‘A’ game in collaboration to bring diverse and opinionated citizens to the table to negotiate the best solutions possible in navigating this rough patch in our economy. Contagious Leaders do not strive to be right, they focus on being effective and collaboration is a powerful tool in achieving that. Contagious Leaders listen and translate and encourage dialog. By studying the remedies that are suggested by all contributors a contagious leader knows (s)he can stand firm in the ultimate decision.

In business today with so much information being delivered in such a rapid manner, it is imperative that our leaders collaborate with others so they are well versed in all the options available. We are being forced to collaborate to accomplish this and Mayor Jay Schlum is a master.

Here’s is a brief video interview of  Mayor Jay Schlum.  You can see that his charisma and leadership is immediately apparent.

If you would like to nominate someone, feel free to send us an email by clicking here, and we would love to consider them!  Please tell us a bit about them and what makes them Contagious in their leadership. 

True leaders know there is no such thing as job security anymore, that job opportunity should be their focus, and that to find job opportunities, they must take responsibility for improving their own leadership value in the market.

Robert Hargrove, author of ‘Masterful Coaching’ stated, “Most Olympic athletes get coaching and feedback for hours a day for years.”  They struggle, train, and make unimaginable efforts to gain milliseconds of competitive advantage.

In view of this, the question is:  As a leader, how much do you invest in yourself? 

Your leadership development is not the company’s responsibility, even though it will invest in leadership programs to help you grow in order to facilitate an outstanding return on investment, higher sales, or lower costs. 

The reality is that your leadership development is primarily YOUR responsibility. 

For example, a leadership speaker and coach reads a book such as ‘Masterful Coaching’ because his job is to help business leaders solve leadership challenges.  He helps leaders become better leaders, they discuss the different behavioral styles of the staff and how effective they are, they work to understand how to communicate and motivate to boost effectiveness, they talk about obstacles to success and how to overcome them, and they talk about what kinds of leadership training will help teams become more effective.

To be a good leader, he must be dedicated to his coaching role, and this takes time.  True, mot leaders don’t have the luxury of a lot of free time; nevertheless, each leader must take the time to improve himself.

If, as a leader, you don’t take care of yourself, who will? 

Who is going to ensure you get the leadership training, coaching, and personal growth opportunities that you need to become great?

Take the time to care for yourself, make time for the coaching you need, to read the leadership books you need, and to learn more about the world and about yourself.

Success nowadays requires that you take positive steps every single day to make your dreams a reality, and in this regard, contagious leaders are the experts.

Here are the 6 actions that will make you succeed in tough times, following the example of the best contagious leaders:

Love the ones around you
In the struggle to survive tough times, too many people neglect their employees and current customers, making them feel abandoned, confused, and afraid about their future, when in reality they should love them more than ever.

If you want to bloom in tough times, open the lines of communication with your people like you haven’t done before, because your people may be the only reason you succeed. So, acknowledge them, reward them, and thank them for being loyal, for understanding, and for being committed.

In the same way, many businesses set to find new customers while neglecting their current ones, making them feel like a pebble in their shoe. It is amazing to see how these companies are blind to the fact that when customers feel loved they bring many more customers on board.

Focus
In tough times, you must stop doing what you used to do to succeed, and must start analyzing every strategy and every activity you used in the past.

Thoroughly study everything you do every day and the return it produces, and then focus on the top 20% of activities that create impact and income.

If you need help to focus, consider talking to a good leadership speaker and consultant.

Develop your network and build your net worth
Quality relationships add value and confidence to your company.

It is normal during tough times to crouch, to play it safe, to spend less, to do less, and to be more careful; however, contagious leaders see hard times as an opportunity to expand their network and build their networth; these leaders become a SAGE:

-Seek out people. They go out and meet people, they go online and are active every day in sites like Facebook or LinkedIn, and they interact with people who think alike all over the world.

-Ask questions. They ask quality questions and focus on the other person, not on themselves.

-Get Involved. They are curious about others; they keep the conversation centered on the other person by getting involved in his or her life’s story.

-Enrich lives. People don’t care what you know until they know you care.

Be unforgettable
To be unforgettable you must be distinctive and indispensable in everything you do, this is, you have to stand out and be valuable in everything you do.

When you’re unforgettable, your work and financial security multiplies and your competitive advantage magnifies. When you’re ordinary, you’re destined to fail.

To be unforgettable:

-Analyze what others are doing and do the opposite.

-Become an expert in something.

-Put yourself in a place where you can look at things from a different perspective, forget about what you do and how you do it. Look at how others have become unforgettable.

-Acknowledge the good work and efforts others do. There is no better and more inexpensive way to motivate people.

Surround yourself with optimism
Remember what Oscar Wilde said:

“Some people cause happiness wherever they go; others, whenever they go.”

Each employee chooses if he or she wants to be a giver or a taker; ensure your company has more givers than takers.

Stop feeding fear
Ask yourself: “What am I doing that adds to the fear and confusion caused by this crisis?”

Then:

-Stop doing those things.

-Get clear about your vision for your company and communicate it intensely and frequently.

-Eliminate as much drama as possible from the work place.

-Establish big goals.

-Create an action plan, begin executing, and hold people accountable.

Outstanding leadership is now manifesting through one of the oldest forms of communication, the handwritten note. 

Writing personal thank you notes expresses how you feel about aspiring leaders and their value to your company.  The hidden message behind a written note of praise is that “I truly appreciate you.” 

Handwritten notes can greatly help you create a leadership culture within your organization and their benefits are huge.  These notes are remembered, and they produce a feeling of distinction and individuality on the one who receives it.

John Hersey, renowned leadership speaker and coach, has heard from people who, after several years, still remember that special thank you note they received from their supervisor or CEO.  Such a small, but personal touch can truly leave a lasting impression and positively impact someone’s life. 

Some leaders state that it is easier to email, and maybe it is, however emails are impersonal, cold and hollow.  Emails are the electronic version of a Post-It note.  It is like buying plastic flowers for an anniversary; it is a gesture, but a very superficial one. 

Still, other leaders say it is easier to delegate the task to their secretary or assistant, and again, perhaps it is, but in this case you are better off not sending anything.

Hersey recommends a leadership program called ‘Recognize Five’.  In this program, every week or month you identify five team members within your organization or department who deserve praise for something they did or said.  Handwrite a short note to each one of them detailing what they did, how it impacted the company, and say something in appreciation, then, send it to their home address.

The result of a handwritten note is increased morale, production and loyalty, which in turn bring about higher leadership retention.  The costs of a first-class stamp and five minutes of your time are a low price to pay for such a positive outcome.

Contagious Leaders Reach Out for Learning!

Each week, we will be highlighting (or “spotlighting”) someone we think demonstrates the actions, thoughts and mindset of a Contagious Leader.  This week’s spotlight is on Jeff Eschliman.

Jeff Eschliman, Director of Construction for Maracay Homes in Scottsdale, Arizona, has been a student of Contagious Leadership since 2005. He recently reached out and asked me to connect with him on LinkedIn. I agreed, mentioning in a return message that I was looking forward to getting to know him better. He took this as a green light and sent me the following email through LinkedIn; “I’d love to buy you lunch some day and get more insights into Contagious Leadership. I just received the book (Creating Contagious Leadership) and I’m looking forward to diving in.” 

That’s initiative!

During our lunch Jeff mentioned he has been practicing Recognize 5, our program for the Habit of Involved Recognition. We immediately invited him to do a video interview that will be shared with other Contagious Leader Coaching Club members.  

Jeff Eschliman is a true Contagious Leader for a number of other reasons: 

1. In an industry that has been hard hit by the economic challenges of recent years, Jeff works at staying positive
2. He continues to build his inventory of talents for the future by practicing the leadership habits he learns.
3. He faithfully practices Recognize 5 week in and week out without expecting accolades from the employees he works with or his superiors.
4. He has recent;y committed to deep and lasting changes in his personal life in the areas of fitness and exercise.  

 Yes, Jeff Eschliman is a true Contagious Leader, our Contagious Leader of the week. He is also our new friend.

If you would like to nominate someone, feel free to send us an email by clicking here, and we would love to consider them!  Please tell us a bit about them and what makes them Contagious in their leadership.