Unless you are a one-man business, you have trouble hiring great employees. MaryEllen Tribby gets down to solid basics about how great people are really found. And it is NOT from using Monster or CareerBuilder.
Of all the important elements you need to run a business, what do you think is the most important? Good marketing is critical… Top-notch sales copy is key… High-quality products and/or services – definitely important… Good ideas – essential. But you can get all of these things – and more – if you have one thing.
I’m talking about good people to help build, run, and grow your business.
The thing is… it’s not all that easy to find good people. All the really smart businesspeople I know are constantly looking for superstar employees.
A few years back, I met a gentleman who had a $20,000,000 printing business. Yet he was still working 60 hours a week (or more), and wearing almost all the hats in his company. This was simply because he could not find the right people to help him run it.
Because hiring good people is one of my core competencies, I am often asked how to do it. As I said, it’s not easy. But it is extremely doable.
Finding good employees is… Click here to continue
20 reasons why weak managers hire weakly. There are also some fascinating things companies do to keep it from happening. Not letting managers hire people is a fascinating idea. Check it out here.
Light therapy may be useful in fixing Alzheimer’s disease, traumatic brain injury, and other circulation related problems with the brain. Check it out here.
I hate to be greedy, but if it works, there is going to be a lot of money made with real therapies, and a lot of money wasted on bogus therapies.
What is the honest entrepreneurial possibility here?
Mike Capuzzi hit a homerun with this list. I have read or heard great reviews of most of them.
How to drag people in the door or clear the way for your salespeople is a recurring theme. Mike comes from the old school that you have to have a measured ROI on every dollar you spend or you don’t spend it.
He also wrote:
However as much as I love modern books, my real passion is searching for and collecting rare and first edition business-oriented books; the same books that have paved the way for so many of today’s successful entrepreneurs and business owners. Authors like Napoleon Hill, John Caples, David Ogilvy are a few that immediately come to mind.
Recently, I bought a book about famous copywriter, John Caples and it was signed by the author and Caples. Having never had the opportunity to meet John Caples while he was alive, the book is something I will treasure.
Check the list out here.
I noticed 30 years ago that there was a hidden secret about success that the books always seemed to gloss over. Here is an article precisely on that secret.
When I began seeking out and interviewing people I considered successful, I learned something huge right away. My definition of success was wrong.
As a 20-something that had grown up in financial lack, I assumed that the primary measure of success was money. The more you had, the better you chances at a great life. Sure, you could be happy without money (we were a happy family), but REAL success started with cash.
My original list of successful interview targets had a net worth of at least $1,000,000 and most of them made that or more per year. It took a while, but……
Comparing a disaster to unhappy customers isn’t the smartest thing you can do in social media. It may be funny to many, but other will cut you off at the knees.
Here is a how a fashion designer made, and tried to fix that mistake.
A vision without action is called a daydream, but then again, action without a vision is called a nightmare. (Sorenson)
One employee of mine refused to talk to me unless I was looking her in the eye and following her movements. I am a champion daydreamer. If I were in school today I would be given drugs to make me pay attention.
I flunked first grade–flat out flunked it. That takes a lot of doing. I was brought in to see a psychologist who did all kinds of tests with me. She told my mom and the school that I was a pretty bright kid. I just hadn’t figured out what school was about yet. So they sent me on to second grade. My mom once told me that the first level I really passed was fifth grade. I’m not sure I passed then.
Life without dreams is a prison of quiet desperation. A slim giant of a man I know was in the Bataan death march and then spent all of WWII in a Japanese coal mine. I believe the only thing that kept him alive was his dreams. They tortured his body, but he lived in his mind. In hell he was free in a way many people never are. He lived.
Take the time to dream. Please, dream of your family’s future. Dream of what you can become. Take the time to explore in your mind what just might be. The future is not a series of decisions we make about pathways presented before us. We build our own future from the vision we have of where we can go.
Some men can see the future more clearly than their own reflection in a mirror. They think about that future. They live in that future. Somehow the world molds itself to their vision. That vision changes a little with every twist of circumstance, but the dream’s architecture, the purpose and meaning do not change. For a man of great vision, life is revealed as he passes through it to the future.
The only thing keeping you from being a visionary is your ability to truly believe in your dreams. See the future as you would like it to be. Take a few minutes every single day to purposely dream about the future, about a greater future. Dreaming every single day is the key. This is where a visionary’s transformational power comes from: daily dreams. As you dream every day, watch the world shift around you and accommodates itself to your vision.
Set aside time in your schedule every single day for dreaming. Take a week and decide what the future should hold. Make sure that your relationships and family are primary in that dream. Write it down. Refer to it regularly. It will change your life.
I often have to deal with CEO’s who run very profitable companies. But those CEO’s often limit their company growth in many ways. This article has some interesting comments about founder-CEO’s. Those leaders adept at keeping costs down, M&As in motion, and regulators in check.
Read it here.
Your big project is in danger.
Your key employees are in danger of being stolen
The number of headhunting, ruthless, employee stealing recruiters is doubling. Every headhunting agency starts adding staff when the upturn begins. They know about the Employee Exodus that happens every single time the economy starts recovering.
Here is what happens. You go out and hire two key people. You start getting them up to speed. In the meantime the companies you stole them from have to replace them. They put out ads, call in favors, network, and call recruiters. Those companies are a little desperate. They add a bonus, a title, some salary. And often they hire an EXTRA person because they see things getting better and know they need to prepare for the recovery upswing in 6 months.
They have to get those people from another company. The cycle repeats. It feels like musical chairs after a while. Some of the jobs are filled by the unemployed, but everyone wants someone who already has a job.
You lose the first one
Your key player who has been with you 6 years has never complained. He doesn’t consider complaining as being a good team member. He is contacted by 4 recruiters in a 2 month period. He starts feeling that the economy is picking up strongly. Maybe it is time to make a move.
A silver tongued recruiter calls him. Real STARTING salaries are now up 10-15% in only a couple of months. His pay review is not for half a year. He gets an offer to go to a good company for a bigger raise than he has gotten in the last 2 years. He even knows a couple of people in the company. He leaves you.
You lose the next one
In addition, one of your key hires from 3 months back has lunch with his old boss. The old boss butters him up. Tells him how much they miss him. How they were idiots not to give him that raise and promotion. And they recruit him back.
Can you stop it?
Sure you can. Your employees cannot be stolen if you do 4 little things.
- Find out who is bored
- Add challenge
- Increase the energy
- Provide vision
That will all be in tomorrow’s blog
Some salespeople make quick sales all the time. They can get to decision makers quickly. They convince those decision makers there is no reason to delay making major purchases. They even convince that person to override all objectives and just get the product installed.
I have been recruiting since 1992. There is a pattern that is obvious with the top 5% of salespeople. They sell fast, and their sales stick. No cancellations.
In the last few years the modus operandi of these elite salespeople has become obvious. More importantly, the way the other 95% of salespeople manage to ruin the sales process has become crystal clear.
- The sale is glacially slow if you try to sell to people who don’t care. That bottom 95% of salespeople would rather give their presentation to a kindergarten class than spend their time finding a CEO who is desperate. They are so focused on using their PowerPoint presentation that they don’t pay attention to the apathy and inability to buy of their audience.
- Speaking of slowing things down, the memorized, covers all, nothing left unsaid presentation is a killer. 95% of salespeople play it safe and always give the whole presentation. Unfortunately even an intensely needy customer only has a 5 minute concentration span. 45 minutes into the presentation the buyer has solved 5 vexing problems unrelated to your product and is hoping the salesperson will leave so he can do something useful.
- The 95% are trained seals who can bark out answers to objections but can’t close a sale. Since they relied on their beautiful PowerPoint presentation, they left the keys to the sale locked in the buyers mind. All that is left to do is to try and pressure the buyer into saying yes. They use every memorized objection handling technique ever invented. Sadly if the buyer does say yes, the sale may still be cancelled because the real problems are still locked in the buyer’s mind.
- Presentations and objection handling often combine to show the buyer how he will lose control by agreeing to the sale. A manager, director, or CEO is paid to be in control. The 95% salespeople make the buyer feel more out of control. That is the problem with pressure from the outside. It makes the buyer grab tighter and tighter to their current situation. Top salespeople give the buyer more and more control as they progress through the sales process.
- Letting the tension out of the buyer’s situation kills the sale. Giving the buyer control doesn’t mean letting him off the hook. The 95% notice the buyer getting upset and do anything to soothe his nerves. They offer solutions, minimize problems, and say the buyer’s problem is everywhere. What a great way to kill the sale. If everyone has the same problem, then there are probably a lot of people with the solution. The salesperson has just convinced the buyer that it is time to shop around, not time to buy. That is the best way of all to delay the sale.
Yes, the 95% all seem to make the same mistakes. Even worse, most of their bosses train them that way. Many salespeople are fired for doing the things that could cut their sales cycle in half. Of course all 5 problems are related. So if you want to speed up your sales process, you need to work on all 5 problems at once. It will work. It always does.
At www.dilts.us/sales/faster-sales.html you can take a survey that will clarify the problems that are slowing down your sales process.
Since 1992 Bryan Dilts has been helping companies make changes that stick. He can be reached at firstname.lastname@example.org .