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Monday 12 May 2014

Sharpen Your Creative Mind




Brief notes from:  Manage Your Day-to-Day: Build Your Routine, Find Your Focus, and Sharpen Your Creative Mind by Jocelyn K. Glei



  • Scheduling time for creative thinking.  “Creativity is not a talent. It is a way of operating”  John Cleese
  • Creative work first, reactive work second.
  • It's not about ideas, it's about making ideas happen
  • Know your complex goals
  • Manage to-do list creep.  Limit your daily to-do list. A 3” × 3” Post-it note.
  • Establish hard edges in your day. Dedicate different times of day to different activities: creative work, meetings, correspondence, administrative work, and so on which will help avoid workaholism.
  • Let things go.  The most important rule in achieving your goals via your inbox is that distracting opportunities have to die for your most important goals to live.
  • Banishing multitasking from your repertoire
  • Audit the way you work and own the responsibility of fixing it OR surrender your day-to-day.

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Wednesday 22 January 2014

Good Strategy / Bad Strategy

Good Strategy / Bad Strategy: The Difference and Why It Matters - Richard Rumelt

My take home points from the book.  Recommended reading for marketers in large corporations – good chance you will recognise many standard procedures in the “bad strategy” sections . . . 

  1. The core of strategy is about focus and the application of strength against weakness or the most promising opportunity;
  2. A good strategy has an essential logical structure that contains three elements:  a diagnosis, a guiding policy, and coherent action;
  3. First work to discover the very most promising opportunities for the business;  
  4. The cleverest strategies begin with strategic resources that competitors cannot duplicate without suffering a net economic loss.
  5. Look at the special skills and resources that underlie a competitive advantage (momentarily look away from products, buyers, and competitors) 
  6. Achieve leverage by identifying a pivot point that will magnify the effects of focused energy and resources.
  7. To obtain higher performance, leaders must identify the critical obstacles to forward progress;
  8. Look very closely at what is changing in your business, where you might get a jump on the competition; 
  9. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design;  
  10. Advantage is rooted in differences.  By providing more value you avoid being a commodity.
  11. Create-destroy discipline.   The creation of new higher quality alternatives requires that one tries hard to “destroy” any existing alternatives, exposing their fault lines and internal contradictions.  
  12. The most powerful strategies arise from game-changing insights; 
  13. Pre-commit to a position and then evaluate your own judgment to increase the chance of learning something.
  14. Take on the viewpoints of others.  See how the situation looks to a rival or to a customer, anticipate others’ behaviour.
  15. Engineering higher demand for the services of scarce resources is the most basic of business stratagems.
  16. Follow Michael Porter’s “Five Forces” analysis in preference to SWOT analysis.
  17. Leaders must acquire enough expertise to question the experts. 
  18. You should have a very short list of the most important things for the company to do.
  19. A strategy that fails to define a variety of plausible and feasible immediate actions is missing a critical component; 
  20. Make objectives more like tasks and less like goals.
  21. Look five to ten years ahead. 
  22. Avoid strategy plans by template filling

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Friday 22 November 2013

Building blocks of leadership

Thoughts based on personal values, experience and readings


Personal integrity  

  • Accept responsibility, blame no one
  • True understanding comes from reflecting on your own experience - you are your own best teacher.
  • Credibility is the foundation of leadership
  • Centre of gravity for loyalty is integrity of leadership
  • The leader inspires trust rather than rely on control.
  • Leaders must trust to become fully trusted - and that means being open with others.  
  • Humility: Self confident but still willing to admit that they don’t know everything.
  • Put principles into practice


Ask questions


  • Ask good questions, rather than always giving answers
  • Questions can be very persuasive. Questions get people to think through an issue and come up with their own reasons for agreeing with something.
  • Listen to your team as they have a desire to be heard
  • “Am I listening or waiting to speak?”
  • People listen more attentively to those who listen to them.
  • Be able to see a situation from someone else's point of view.
  • Unity comes about through dialogue and debate



Be a good storyteller

  • Storytelling is more compelling than just giving rules, guidelines, and policies
  • Storytelling can be tied to people and names and events that are much more relevant.
  • Draw word pictures, use metaphors, give examples, relate anecdotes, offer quotations.
  • Speak from the heart.
  • Enthusiasm and expressiveness are among your strongest allies

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k

Monday 18 November 2013

The secret of effective marketing communications

Does Your Marketing Sell? The secret of effective marketing communications by Ian Moore. 

Very insightful & practical book. Following resonated with me.

  • Marketing requires the quiet skills of empathy and perception
  • Write down your desired customer reaction to your advertisement
  • Think and speak one to one, not to all.
  • If you can’t find interesting specifics, you should really question why you are advertising at all.
  • Include benefits in Ad headlines.
  • After self-interest, news is the second most effective motivator.  Inject news and make it quick and easy.
  • You don’t need to make your customer interested, you need to speak to their already existing interest - Write for the interested customer.
  • Couponing is much maligned but it really works.
http://ow.ly/qVteo

Friday 25 October 2013

A brief overview: The Leader Who Had No Title – Robin Sharma

Following is a brief overview of Robin Sharma’s book. There are many gems scattered in his modern fable . . .


‘Success is created through conscious choice.  And is the eventual and inevitable consequence of superior decision making.  Anyone can be successful.  Few choose to be.’
(Failure is nothing more than the inevitable outcome of a few small acts of daily neglect performed consistently over time…)

There is only one way a business will win in the new world we are in ….’
‘…. growing and developing the leadership talent of every person throughout the organisation faster than their competition.

There’s not one dead-end job, only dead-end thinking

Every one of use has the power to inspire each person we meet by the gift of a great example.

Make others successful, and they’ll make you successful.

Give away that which you most wish to receive.   If you want more support, give more support.  If you want more appreciation, give away more appreciation.  If you want more respect, you need to be giving respect first.

People are really the most important element to a winning business.


The four major themes of this book:

1. You need no title to be a leader
2. Turbulent times build great leaders
3. The deeper your relationships, the stronger your leadership
4. To be a great leader, first become a great person

You need no title to be a leader - Five rules  (I.M.A.G.E.)

  • I – Innovation.  Innovation always trumps repeating what might have worked in the past.  In the world of business , the riskiest place you can be is trying to do the same things in the same way as you have always done.

  • M Mastery.  Committing yourself to mastery at what you do.  There’s a lot less competition on the extra mile because so few people even believe they can play there.  Work offers you he daily platform to discover the leader within. 

  • A – Authenticity.  Trustworthy, respected, keep promises.   Feeling really safe in your own skin and work under your values. 

  • G – Guts.   Be unrealistically persistent and wildly courageous.  Criticism is the defence reaction that scared people use to protect themselves against change.

  • E – Ethics.  Doing good business is good for business.  You will never go wrong in doing what is right.  Leadership success is where excellence meets honour.



Turbulent times build great leaders - The five rules (S.P.A.R.K.)

  • S – Speak with candor.  You can say whatever you want so long as you say it with respect.   Never send an email when you can speak to someone in person.
  • P – Priortize.  Focus on the Best and Neglect All the Rest.  Leadership is about knowing very little about most things and a staggering amount about a few things.  Getting things done is not the same as doing great things.  Lots of us are running faster yet actually achieving a lot less.  Make time to think – sometimes you need to slow down to speed up.
  • A – Adversity breeds Opportunity. 
  • R – Respond verses React.
  • K – Kudos for everyone.  Most people think that leadership is about correcting and criticising others when they are doing something wrong.  Real leadership has much to do with applauding others when they are doing things right.



The deeper your relationships, the stronger your leadership - The five rules (H.U.M.A.N.)

  • H – Helpfulness.  Commit to becoming the most helpful person you know.
  • U – Understanding.   Speak less and listen more. 
  • M – Mingle.  People love doing business with people they like
  • A – Amuse.  Fun makes you more engaged and shifts the energy of the entire organisation into higher and higher levels
  • N – Nurture.  Balance compassionate with being courageous.

To be a great leader first become a great person - The five rules (S.H.I.N.E.)


  • S - See clearly
  • H - Health is wealth
  • I - Inspiration matters
  • N - Neglect not your family
  • E -  Elevate your lifestyle


QUOTES

  • In a gentle way you can shake the world – Mahatma Gandhi
  • The most important single ingredient in the formula of success is knowing how to get along with people.  Theodore Roosevelt.
  • You get the best out of others when you give the best of yourself.  Harry Firestone.
  • Give away that which you most wish to receive – Mahatma Gandhi. 
  • Pain is temporary.  Quitting lasts forever.  Lance Armstrong
  • The most common way people give up their power is by thinking they don’t have any – Alice Walker
  • We need to be reminded more than we need to be instructed  – G.K.Chesterton
  • To be yourself in a world that is constantly trying to make you something else …. Is the greatest accomplishment ’ – Ralph Waldo Emerson
  • Don’t lose yourself on your way to the top – Jack Welch
  • You need no title to be a leader ‘Money, influence and position are nothing compared with brains, principles, energy and perseverance’ – Orison Swett Marden

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Thursday 24 October 2013

A brief overview: The Sales Manager’s Guide to Developing a Winning Sales Team



Notes made from Gerhard Gschwandtner  book  “The Sales Manager's Guide to Developing A Winning Sales Team: Critical Tools for Outstanding Results



The Three Essential Success Factors
  • Knowledge of your company, your product, your customers, your industry, and your competition.
  • Selling skills – Don’t mistake “many years of experience” for one year’s worth of experience repeated over and over.
  • Motivation - enthusiasm, confidence, persistence, determination, discipline, and positive thinking.

To Developing a Winning Sales Team, the Sales Manager  has to:
  • Increase the salesperson’s awareness of his or her current level of Knowledge, skills, and motivation.
  • Uncover the salesperson’s current performance gaps.
  • Develop a realistic improvement plan for each area: knowledge, skills, and motivation.
  • Provide a suitable reward for the salesperson for improving in all the three areas.
  • Establish performance benchmarks for the entire sales team.
  • Provide effective coaching tools including Essential Readings


Coaching Tips
  1. Relax.  Create a comfortable atmosphere of mutual respect.
  2. Focus clearly on your goal.  If possible, do not put any other business matters on your agenda.
  3. Think about the psychological impact. Remember, in order to help the salesperson improve, you must help increase the salesperson’s level of awareness.
  4. Maintain an open attitude.  Beware of your physical appearance and body lanfuage
  5. Avoid sidetracking.  Stay on course and move on at a steady pace. Listen carefully.
  6. Be constructive: don’t argue.  Use clarifying questions and explain your reasoning. This joint review should be conducted objectively, with respect for the salesperson’s feelings and without discounting the sales manager’s experience and insights.
  7. Resolve conflicts quickly.  If conflicts arise, let the salesperson know that it is okay to disagree.
  8. Don’t give up on your expectations.  Your best way to help a reluctant salesperson is to temporarily accept the salesperson’s reluctance to change and repeat your expectations for improvement over the next three months.
  9. End on a positive note.  Your positive attitude is a powerful ingredient in the improvement process.



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15 Tips on being a better sales manager

Following 15 tips are tips from Mike Brunel 50 tips that most resonated with me.  Link to full list below.


  1. Dress the way you want your staff to dress.
  2. Handle your problems on a one-to-one basis.
  3. Always show your boss respect in front of your sales staff.
  4. Spend a little time each day with individual staff members.
  5. Admit your errors as quickly as you want others to admit theirs.
  6. Go on at least one sales call with each sales person each week.
  7. Never get drunk with your staff, or your boss.  Never get drunk.
  8. If you blow up, apologize immediately upon calming down.
  9. Go for a walk around the block before you blow up.
  10. Go to two lunches per week with your biggest clients.
  11. Make your sales meetings informative and interesting.
  12. Make your sales  
  13. as short as possible.
  14. Schedule a weekly meeting with your boss to recap sales for the week.
  15. Develop a master testimonial book.
  16. Hire your replacement.