Use Integrated Marketing to Deliver Results

If you’re looking to maximize the return on your marketing spend, than you need to develop an integrated marketing campaign. An integrated marketing campaign uses more than one medium to communicate a message to your audience.

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marketing, integrated marketing

If you’re looking to maximize the return on your marketing spend, than you need to develop an integrated marketing campaign. An integrated marketing campaign uses more than one medium to communicate a message to your audience. Integrated marketing can also mean a marketing campaign that leverages the power of different media types to move a suspect through the process of becoming a customer.

The most successful marketing campaigns begin with the media type that particular prospects use regularly. For example, generation Y is very engaged with direct mail. Studies have shown that individuals who fall within this consumer segment spend a lot of time opening and reading their mail. That being the case, you want to make sure that your first contact with generation Y prospects is aligned with their messaging preference of direct marketing.

Once you’ve decided where to start, you need to think about other media regularly used by your target segment. Following the example above, let’s assume that the same individuals who read their mail also check email regularly. With at least two marketing mediums identified, you’re ready to begin planning your next integrated marketing campaign.

Begin with the end in mind. If you are looking to sell a product, you need to think about the audience, message, offer, and timing of your campaign. Having identified the proper marketing vehicles/media you’ll be using, develop marketing pieces in a consistent manner. You want the look, feel, and tone of your communications to be related across all media types if not identical. Most importantly, communicate your unique selling proposition throughout all marketing touch points.

To continue with the example above, let’s assume that we’re going to be selling widgets to a sub-segment of our generation Y audience. We will begin with a direct mail piece describing the needs of our audience and how our widgets are the only ones that come with a money-back guarantee. Recipients of the piece are asked to visit a special web page that provides a product demo. The same message is sent via email to the same audience – ensuring maximum exposure.

When visitors log on to our specialty web page, they enter a code to access the demo. At the conclusion of the demo, browsers are offered a discount if they place an order online and an inquiry form. Prospects wishing to delay their purchase can request additional information through the inquiry form provided.

For individuals who entered their code to access the demo but did not purchase, an email is generated with an even more aggressive offer – attempting to convert them. This can be accomplished through unique tracking URLs or codes that prospects need to be enter prior to viewing a demo. This is very similar to those marketing campaigns that take advantage of abandoned shopping carts! For those individuals requesting more information, a telesales representative would contact them, again stressing our key message points such as the money back guarantee.

This integrated campaign utilizes mail, email, a webpage, and phone. However, similar campaigns could use any additional media types that are appropriate (advertising, public relations, outdoor, etc.). The key is to produce an integrated marketing campaign with a consistent message.

Once you’ve completed your campaign, its time to quantify results and determine what generated your greatest response. Did your direct marketing piece generate visits to your webpage? Did those users convert? How about your email? This information will be helpful when doing similar marketing campaigns in the future, providing guidance to fine tune the media used, the messaging, and/or your offer.

It is again important to stress that integrated marketing should be driven by the communication preferences of your audience. Develop a deeper understanding of how your audience makes decisions and the types of media they use to gather and analyze product information. Then be sure to put these media types at the center of your marketing campaign. Never forget, “The Media Is the Message.”

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Vacation property owners using web pages to increase visibility.

During the last 5 years the number of vacation rental properties being advertised on the internet directly from owner has exploded to well over 50,000.

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During the last 5 years the number of vacation rental properties being advertised on the internet directly from owner has exploded to well over 50,000. The reason so many owners are taking on the task of managing their units is simple.

They can make considerably more money since they don’t have to give 50% (or more) of the gross rental to a management company. Even if they offer substantial discounts to the renter they still make more money (and the renter can save a significant amount as well). Owners typically advertise their properties on vacation rental sites. Most of these sites require the owner to answer several questions about their property and then the site advertises the property in a cookie cutter style format.

This is OK but it really does not allow an owner to advertise what is unique about his or her property. However, now most ISP (Internet Service Providers) allow their customers free web space for their own home page and the fact that creating attractive web pages requires very little skill these days more and more owners are creating a web page just for their property.

When an owner has their own web page they can design it in a manner which really highlights the key features of their property or the area that the property is in. In addition, an owner can put many photos on their own web page for virtually no cost. Many vacation rental sites limit the number of photos and/or charge an extra fee (which can add up to hundreds of dollars) for extra photos. For example, if you own a condo in the Disney World area you might want to have pictures of Disney World, Epcot, and Universal Studios. The same goes for owners whose properties are in the mountains of Colorado (or any resort for that matter).

They could have photos of skiing at the resorts in the area (e.g., Vail, Steamboat, Breckenridge, Keystone, etc.). Of course, if it is summer time, you would be wise to substitute the skiing photos with photos of golf, fishing, biking, and rafting in the mountains. If you really want to do it right, you can reserve a .com name for as little as $10 a year with the discount domain registrars that are out there.

If you decide to do this be sure to pick a name that describes the location of your condo. Some vacation rental sites allow you to have a link to your property web page from the page that is on their site that describes your property. This is very important and should be one of the criteria you use when selecting a vacation rental listing site.

In addition to allowing you to provide a link to your web page you should count how many clicks it takes to get to your listing from the vacation rental listing site. The FEWER the better. The reason this is so important is that the more links you have to your property AND the closer it is to a site home page (i.e., the fewer number of clicks required to get to it) the more likely search engines will pick it up and have it show up in search queries. Ideally you would like YOUR web page come up when people are searching. If people go directly to your web page then it is more likely they will book the unit.

However, that is just one small piece of how search engines do their job. If you are a property owner of a rental vacation property and don’t have your own personal web site you might consider getting one. It is inexpensive and does not require a great deal of effort. You might want to visit some vacation rental listing sites and compare the calendars of properties who do have a dedicated web page and those who don’t. You might be surprised at the results.

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It’s okay to be happy at workplace

Learn how a happy attitude can be extremely beneficial to you at workplace.

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Yes, it’s ok to allow yourself the luxury of being enthusiastic, light hearted, inspired, relaxed and happy at workplace. If you don’t do this, you are self-denying your true potential.

It’s unfortunate that many people think that a happy demeanor at office would appear ‘Strong’ and ‘out of place’ to other people including coworker, clients and employee. Often they wrongly assumed that if someone is looking happy, he/she must be satisfied with the status quo and, therefore, lacks the necessary motivation to excel in his/her work or to go to the extra mile. And s/he simple can’t compete in a competitive environment.

This sort of thinking creates huge amount of stress at workplace. Many employers are of the view that they should not allow their employees to be very happy as they may lose their edge.

It’s absolute non-sense to believe that a relaxed, happy person is necessarily lacking in motivation. In reality, happy people are almost always the ones who love what they do. It has been observed again and again that people who love what they do are highly motivated by their own enthusiasm and continue improving themselves and their performance. They are not only good listeners but also quick learner. Further, almost all of them are highly creative, charismatic, easy to go around and very good team players.

On the contrary if we consider unhappy people, we find that they often held back by their own misery or stress, which often distract them from success. Rigid and stressed out people are a drag to be around and difficult to work with, always adding negative vibes in the environment. They lack motivation owing to their being consumed with their own problem, lack of time and stress. Unhappy people often feel victimized by others & their working conditions. It’s difficult for them to be solution oriented as they see everything as someone else’s fault. In addition, they are usually poor team players because they are often self-centered and pre-occupied with their own issues. They are defensive and almost always poor listeners. Despite having o many negative traits, if they are successful, it is despite their unhappiness not because of it. If an unhappy, stressed out but successful person can learn to become happier, he or she will become even more successful.

So my dear friend! Please rest assured. It’s okay to be happy, kind, patient and more relaxed at workplace. It will be to your great advantage – both personally and professionally. You won’t lose your edge.

Just be happy and be natural with a positive frame of mind at your workplace. Dong this, you will not be uncaring or unmotivated. Rather you’ll feel more inspired, creative and driven to make an even greater contribution than you do right now. This habit will give you the ability to see the solutions and opportunities where others see problems. Similarly, rather than being discouraged by setbacks or failures, you’ll bounce back quickly and resiliently.

I one read in a book that if we start thinking positively and act happily, positive force of the nature start attracting towards us. Dare to be happy and your life will begin to change immediately. Your life and your work will take a greater significance and it’ll feel like an extraordinary adventure. Others’ll love you. Number of your friends will soar and that of your rivals/enemies will drop.

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What Is Brand Identity?

A strong brand identity can position a company above its competition all by itself. But having a brand that strong takes time, money and effort to develop. It’s not as simple as just redesigning a logo or rewriting a tagline. Brand identity is the reason you offer for your customer to choose you instead of your competition.

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Brand Identity is a promise. One given from business to customer to expect certain things. Whether that promise involves product quality, service, price or a million other things varies from brand to brand. But the one thing common among all brands is the need to be a strong brand.

Why is brand identity so critical?

A strong brand identity can position a company above its competition all by itself. But having a brand that strong takes time, money and effort to develop. It’s not as simple as just redesigning a logo or rewriting a tagline. Brand identity is the reason you offer for your customer to choose you instead of your competition.

How to rework your brand identity

Successful re-branding involves “evolution,” not “revolution.” You must impress upon your existing customers that your new brand is just a new and improved version of the same you. It’s important to not get too crazy with a re-branding effort because you could end up destroying fragile emotional ties and customer loyalty.

Brand identity is much more than marketing

Having a brand identity that resonates with your market is important, but not at the expense of the people within your company. They need to not only get it, but also be your brand’s most fervent ambassadors. Do your employees believe in your company? Do they feel like they have a vested stake in its success? Companies with solid brand identities can say yes to these questions. Can yours? If not, here’s some things you can do:

1. Get every aspect of your company on the same page: Easier said than done, right? Well, that doesn’t mean it’s not necessary. Get all your departments talking to each other and understanding each other.
2. Promote everyone to the position of brand ambassador: Give everyone a common understanding of the company, its mission and their part in it. They should feel like they have ownership—even if they don’t.
3. Reinforce brand values and behaviors: To do this, use the tools you have, such as internal communications…and like a good basketball coach, consistently promote these fundamentals until they’re second nature.

Your employees will ultimately determine your success or failure. That’s why it’s so important to have them buy into your company’s brand identity. However, that’s not something that can be forced. You, as leadership, must earn it. But once you do, you’ll have a company that is full of happy, motivated successful brand ambassadors.

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Multi-Channel Retail – Plan For Success

The maturation of multi-channel commerce

More and more retailers are realizing the benefits of multi-channel retailing. Leveraging brand equity in multiple touchpoints has been proven to drive loyalty and interaction among consumers. With trends clearly showing the Internet as the core component to pre-purchase research, brick and mortar brands can ill-afford to take a wait and see approach as it relates to core multi-channel offerings.

Three core enhancements must be e…

Keywords:
ecommerce, e-commerce, internet marketing, emarketing

The maturation of multi-channel commerce

More and more retailers are realizing the benefits of multi-channel retailing. Leveraging brand equity in multiple touchpoints has been proven to drive loyalty and interaction among consumers. With trends clearly showing the Internet as the core component to pre-purchase research, brick and mortar brands can ill-afford to take a wait and see approach as it relates to core multi-channel offerings.

Three core enhancements must be executed flawlessly to have true multi-channel integration:

• In-store associate kiosks

Leveraging the eCommerce store within an in-store environment solves fundamental out of stock situations, provides a new channel for up/cross selling, and maximizes profitability per square foot.

• In-store pickup

Incorporating buy online and pickup in-store functionality eliminates the barrier of shipping in the online sales equation. With shipping costs being the number one driver to why shoppers choose to not purchase online – this initiative help reduce key customer based purchase inhibitors while drive incremental sales in-store traffic. The solution also provides added convenience and satisfaction to the consumer, as they no longer have to wait to receive their merchandise.

• In-store returns

Returning products that were bought online, in-store, can bring many back-end technology bottlenecks to the radar screen. Forward thinking retailers must accurately map their order processing and inventory data to empower service associates with the data they need to reconcile and close the transaction efficiently at the POS.

Slow processing and a poor return experience will virtually erode a consumer relationship that was costly to start and maintain.

Getting your organization on board with change

Convincing company executives that these initiatives deliver ROI may be challenging, but that challenge pales in comparison to what is faced in your store network. The perspective change within the rank and file employees in your organization will prove to be your most daunting task as it relates to these initiatives.

Within all three of the solutions above, the web transaction integrates with the physical store. The store is the final piece of the puzzle in all three scenarios, making it the most crucial element to deliver a proper transaction. If your employees do not execute properly on this level, the result will be an un-utilized solution, or even worse, a customer perspective that your employees are incompetent.

The key is getting your employees aligned with multi-channel change. This happens by driving two key operational strategies in conjunction with a multi-channel technology solution.

• Training

Store managers must take the lead in understanding multi-channel solutions, while leading efforts to replicate this knowledge among customer-facing employees.

Prior to solution launch, be sure to communicate the internal and external value among the manager base, create a solution handbook for employee questions, and bring managers in to the home office for a Ѕ day workshop to become experts right before the solution goes live.

• Incentives

Employees must feel that the web-generated order still has some benefit to them. To drive accountability, some type of carrot must be given to ensure that employees have reason to treat the web-driven transaction seriously.

Because in-store employees receive bonuses for comp sales, create some type of awards program for efficiency as it relates to in-store multi-channel solutions. Or provide a piece of all web sales, distributed on a regional basis.

Understand the dynamics of your employees – how they work and what motivates them. By closing the gaps in training and incentives, multi-channel success becomes much closer to being reality.

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Need Help Setting Up Company?

So you’ve written all your plans, you’ve got any financing you need, and you’re all ready to set up your company. Uh, wait a minute… how do you do that?

The Basics.

A company is an entity, separate from you, that you need to create before you can do business. You decide what type of company it will be, you give it a name, and then you send off all the relevant papers to your government and pay any fees that need to be paid. Even for a one-person home business, it’s go…

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So you’ve written all your plans, you’ve got any financing you need, and you’re all ready to set up your company. Uh, wait a minute… how do you do that?

The Basics.

A company is an entity, separate from you, that you need to create before you can do business. You decide what type of company it will be, you give it a name, and then you send off all the relevant papers to your government and pay any fees that need to be paid. Even for a one-person home business, it’s good to form a company – it keeps the finances apart, and means that you can sell your company to someone else if you want to. Besides, it might be a legal requirement where you live anyway.

Before you do anything else, you should send off for the forms you need to start a company – in the US, for example, you would talk to the SBA (Small Business Administration), while in the UK you would need to get in touch with Companies House. If you’re not sure, your local Chamber of Commerce or your lawyer should be able to advise you.

Types of Company.

The chances are that you will want your company to be ‘limited’, which means that your own liability when it comes to debts and other legal issues is limited to a certain amount, usually the amount that you invested originally. While it is possible to start an ‘unlimited’ company, it offers no real benefit – it just means that you take far more legal risk.

The choice between ‘private’ and ‘public’ companies should be equally easy. A private company can be of any size, and is owned only by the people who started it. A public company, by contrast, is one that can be traded publicly, and may be listed on the stock market – there will be a high minimum share issue requirement for this type of company that will put it well out of your reach, and formal qualifications may also be required.

So the kind of company you need is very probably a limited liability company, usually abbreviated as ‘LLC’.

Legal Requirements.

Before you can start a company, there are a few legal requirements you need to fulfill. You generally need to be over 18 and otherwise permitted to enter into contracts. You must not have been disqualified from being the director of a company, and you also can’t be bankrupt.

So far so simple, right? One last sticking point is that you will usually require two people to act as the directors of your company, not just one – you might have to ask your partner or a lawyer to be another director, or to act as a ’secretary’.

Fee Time.

You’re likely to be hit for lots of different fees as you go through the process of setting up your company, but none of them should be too large. There will be a company registration fee, as well as a witnessing fee and perhaps some charges for stationery. You may be able to pay extra to have your company registered more quickly.

An Alternative.

If setting up a company sounds like hard work, you’ll be relieved to learn that almost all sorts of people offer comprehensive company registration services that don’t even cost all that much. Expect to pay about twice as much as the standard do-it-yourself fees, but it’s hardly going to break the bank anyway, and it can save you a lot of trouble both now and later on to get things done properly. If this is what you want to do, speak to a lawyer, an accountant, or even a specialised ‘company formation agent’.

Your Obligations.

Finally, be aware that from the moment you set up a company, you may have some obligations placed on you. The largest of these is tax reporting, where you will be required to send in a tax report every tax year. Forgetting to deal with tax issues could land you with a fine, so make sure you understand exactly what you’ve signed up for. You might also be required to do things like putting a small sign with your business’ name on the front of your business premises (your house), or to start writing your company registration number on business-related letters you send.

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Protect Your Business Card Investment

Business cards can cost upwards of $200 for a set of 1000 nicely printed cards. That price can be quickly increased with special shapes, rounded corners, raised foil lettering, metal or plastic cards and various other exciting new features.

With an expensive product comes the need to protect your investment. That is where a business card case comes into play. Business card cases are usually metal cases that protect your business cards from the daily wear and tear of being …

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Business cards can cost upwards of $200 for a set of 1000 nicely printed cards. That price can be quickly increased with special shapes, rounded corners, raised foil lettering, metal or plastic cards and various other exciting new features.

With an expensive product comes the need to protect your investment. That is where a business card case comes into play. Business card cases are usually metal cases that protect your business cards from the daily wear and tear of being in your pocket, in your car, or in your briefcase.

Business card cases come in one size, slightly larger than a business card and they usually snap shut. Most cases can hold between 25 and 50 regular sized business cards. Without a business card case, your business cards risk getting damaged on a regular basis.

If you are paying a considerable amount of money for your business cards, it only makes sense to protect them. Business card cases can be as inexpensive as $15 and can range up to $100 for a custom engraved business card case.

If you spent $200 on 1000 business cards, and that business card case saves your from trashing 100 cards per year, it has paid for itself after only a few months. However, a good business card case will last you a few years. I have had mine for 4 years now, it is a little worn down, but still serves its original purpose.

Business card cases can also be used a selling tool. You can have them custom engraved, so they can make a great business gift to a potential client. You could have this prospects name engraved on the business card case and send him a note that says, “Thank you for considering using our company for your computer networking needs”.

This gesture could be the tipping point for that prospect and close the deal.

Business card cases not only protect your business cards, but they also save you money by not having to buy business cards as often!

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You Can Make a Fortune on Ebay …But Only If You Get Going!

Would you be surprised if I told you over 12 million people visit Ebay a month. I haven’t checked all the sites on the Internet, but I doubt there are many sites bringing in that much traffic.

Keywords:
Ebay, wholesale directories, selling, marketing

There are a number of things you need to make money on the Internet, but the most important is targeted traffic. Think about it, having a good product won’t make you money if nobody sees it, a good headline, good copywriting, nice website, none of these things will make you a dime if nobody sees them.

Just knowing that targeted visitors are the most important part of making money will do us no good unless we take action. How are we going to take action? We get going, going to where the targeted traffic is, and the traffic is at Ebay. Would you be surprised if I told you over 12 million people visit Ebay a month. I haven’t checked all the sites on the Internet, but I doubt there are many sites bringing in that much traffic.

Ok we have solved one of the main problems with making money, we now know where we can get targeted visitors, but don’t be fooled thinking it will be a piece of cake just because we overcame the main problem. You see we are not the only ones that know where the traffic is, so we are going to have a lot of competition.

What can we do about the competition? I would just send them an email and ask them to stop selling so I could sell my products and make a lot of money. Now if that doesn’t work there are a few more ways we can beat the competition. It might be easier if I just list them below.

1. Since most visitors use the search tool to find a product on Ebay we would want to make sure we were using the best keywords we could come up with that describes the product we are selling.

2. We would also want to take our time and make sure we list our product in the correct categories.

3. If we can find a unique product with little competition that would be great, but we will need to be careful with this,

because if no body is selling it, it could be because there is little demand for it.

4. If we find a product that we can buy at a lower cost than our competition then we could sell it at a lower price than the competition.

I think we have a good idea how to sell on Ebay, but we need a product to sell. If you are new to Ebay you could start by selling products you have around the house. That is how I started, I did a check on Ebay to see what products were selling and what they were selling for. If there was a high demand for it and I had one, I would take a picture of the product and offer it up for auction. You would be surprised at some of the objects people will buy.

After you have sold all you have around the house you will need to get a tax number from your state tax office and sign up with a wholeseller. You can search the Internet to find a wholeseller, but there are lists you can buy that will save you a lot of time and will list the top wholesellers. You can find wholesellers that don’t require a tax ID, but I would not use these, because I don’t think you will get the best price or best products from them. Since there is so much competition you want to make sure you have the right product at the best price.

There is no way I can cover the whole process of selling on Ebay in one article, but I hope this has been some help to you.

Good Luck!

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It’s All About Speed

(speed) n. 1. Mathematics & Physics. Distance traveled divided by the time of travel. 2. Business & Life. The ratio of results to time invested.

Speed is distance (results) divided by time, period. Some leaders confuse this with the “fool’s gold” formula: action divided by time. This is a costly and destructive illusion that produces one of two fatal results: either attempting to avoid speed altogether by deferring action, and becoming stagnant—or “red-lining” the culture …

Keywords:
organizational speed, leadership, leadership lessons

(speed) n. 1. Mathematics & Physics. Distance traveled divided by the time of travel. 2. Business & Life. The ratio of results to time invested.

Speed is distance (results) divided by time, period. Some leaders confuse this with the “fool’s gold” formula: action divided by time. This is a costly and destructive illusion that produces one of two fatal results: either attempting to avoid speed altogether by deferring action, and becoming stagnant—or “red-lining” the culture into a pattern of unbridled acceleration. So speed either becomes the great enemy, or part of the self-crafted mirage masking fundamental flaws in strategy, execution, or both.

Review any business periodical or annual report, and you will likely read about the virtues of rapid action or the wisdom of waiting. This makes for great copy, but when the anesthesia wears off, we’re left with a debilitating hangover and the sobering reality that action isn’t the problem or the answer: It’s all about Speed.

Life may be full of choices, but speed isn’t one of them. Speed is no more optional than gravity or evolution. Speed is part of every marriage, every friendship, every contest, every physical and emotional interaction on the planet. And without question, speed is a critical component of any business model. Ultimately, all business results are measured against the one constant in the universe . . . time.

Revenue is measured against time. Service is measured against time. Customer loyalty, production, earnings per share, debt, turnover, cost of goods sold, tax burden, gross profit, net profit—any metric you, your employees, your leadership, or your competition can come up with, is inextricably tied to time. But we can’t manage time. If we are to increase speed, we have to work the other side of the equation—the results side. More specifically, we must identify and leverage those resources that create results.

Yeah, I know. Leverage is one of those “consultant” words we all get so tired of hearing. But it may be the only word that accurately describes exactly what a leader is supposed to do—multiply force. In fact, if a leader can be likened to any inanimate object, then lever fits the bill.

Let’s face it, if a leader already possessed all the force necessary to achieve the objective(s), he wouldn’t complicate things by involving other people. And if the people already had enough force to accomplish the objective(s), they wouldn’t need a leader. So . . . it’s the leader’s responsibility to multiply force – - leverage current resources to increase the ratio of results to time invested.

Most sources of competitive advantage today—technology, talent, capital, intellectual property, even superior product – have an incredibly short shelf life. And when the grease gets hot (yesterday’s advantage becomes today’s norm) organizations can become extremely vulnerable.

Specifically, we’re at the mercy of three distinct populations keenly focused on their own survival and prosperity:

- Acutely perceptive employees who ultimately determine the organization’s level of discretionary effort

- Increasingly sophisticated and unforgiving customers

- Faster, more nimble competitors poised to create and fill the next void

Organizations that consciously manage and monitor speed (pair high velocity business practices with their other sources of competitive advantage, to meet more needs for more people in less time) strengthen their culture, grow their customer base, and dominate their market.

Leaders who neglect speed – fail to incorporate a systematic, deliberate process for increasing the ratio of results to time invested—are Frying Bacon In the Nude . . .

It might feel good at first, appear very liberating, and even produce short-term gains. But without the right disciplines in place, we’re dangerously overexposed and very likely to get burned—even permanently scarred—by one or more of these three critically important constituencies.

High Velocity Leaders simply won’t take the chance. They understand the critical nature of speed, its role in meeting their market, and the key disciplines necessary for producing Better Results in Less Time.

Top performers in every arena consistently (relentlessly) commit themselves to the fundamentals. They religiously apply just a handful of basic principles that give them that slight extra edge. So it should come as no surprise that fast, agile companies—and the people who lead them—exhibit a powerfully simple method of leadership thinking.

Specifically, they express, model, and reward five distinct disciplines. The 5 Disciplines of High Velocity Leaders:

SPEED®

S tructure
(repeatable processes and transferable tools for key tasks)

P ersonal Accountability
(taking, and expecting, personal responsibility for corporate results)

E mpathy
(understanding how and why a person/group thinks, feels, and acts)

E ducation
(establishing learning as a 24 / 7 / 365, job-critical responsibility)

D irection
(clearly communicating where we’re going and why)

Consider the common characteristics shared by all five:

- All are present to some degree in every company—including yours.
- All are unrealized to some degree in every company—including yours.
- Each has an immediate and direct impact on performance.
- All are as dangerous in their absence as they are powerful in their presence.

Combined, they strengthen (exponentially) any other form of competitive advantage we may possess.
And most importantly, all five are under our direct control: Simply put, they can and should be managed.

WHY SPEED?
Speed Kills (The Competition)

In virtually every industry, the first to market enjoys as much as ten times (10X!) the profit of its nearest competitor. More importantly, after this first leg of the race is over, the Law of Compensation kicks in. And with few exceptions, prosperity is distributed in direct proportion to the quantity and quality of service rendered. In other words, organizations that meet the most needs for the most people with an increasing “economy of motion” dominate their respective markets.

Speed Cures . . .

Speed, as a method of leadership thinking and a cultural mentality, displaces a variety of organizational pathologies. Like a powerful antibiotic, speed travels through the corporate bloodstream neutralizing the debilitating diseases of procrastination, apathy, confusion, malicious compliance, blame, and victim thinking.

The 5 SPEED® disciplines literally increase the organization’s metabolism—transforming the corporate body from a pot-bellied couch potato into a sleek, agile athlete—teeming with vitality, armed with momentum, and uniquely “fit” to meet the rigors of an increasingly competitive marketplace.

Momentum is a natural by-product of—and increases or decreases in direct proportion to—speed. Momentum is the “wonder drug” of achievement. This intangible, yet powerful, resource allows athletes to play with pain, salespeople to endure temporary defeat, friends to forgive transgressions, and leaders to produce extraordinary results through ordinary people. Like compound interest for the diligent investor, momentum works while you sleep. It magnifies original effort and rewards consistent discipline.

Speed is Exponential . . .

Even incremental shifts in speed produce quantum results.
At a distance of 100 yards, raising or lowering the barrel of a high-powered rifle by as little as 1/8th of an inch will alter the strike point of a bullet by as much as 4 to 6 inches on the target. Also, as in business, environmental variables such as the amount of gunpowder (new technologies, high-caliber talent) or windage (competition, economic recession) must be factored in to produce consistent results.

The skilled marksman, recognizing this, has a pre-determined plan for adjusting his sighting device a certain number of “clicks” to compensate for these variables as they appear. To take the analogy one step further, you’ll find that most sportsmen will use sandbags as a stabilizing device when initially sighting in their weapon. And when hunting game in the field, they will try to reproduce this advantage, if possible, by using a nearby tree or rock to prop their rifle up against.

Likewise, the five SPEED® disciplines stabilize our business practices. They help us guide and direct precious momentum to strike our targets accurately within an acceptable margin of error. Speed is not an additive—nor is it a simple multiplier. Because it truly is an exponential variable, one small degree of speed advantage can compensate for otherwise insurmountable differences in other resources. By the same token, one small degree of speed lost can render any other form of competitive advantage useless.

Lessons From The Quick & The Dead:

In this age of advanced technology, rapid change, accelerated communications, and increasingly sophisticated customers, two distinct types of organizations are beginning to emerge: The Quick . . . and The Dead!

Like the fearless gunfighters of Wild West lore, anyone traveling in the fast lane must be keen of eye, steady of hand, and driven with steeled resolve. The road is narrow, and paved with stones (problems and opportunities) of every shape and size. On either side of the white lines lie fatal SPEED® Traps: business practices that destroy momentum, consume resources, and severely reduce the ratio of results to time invested. Between the ditches of this commerce autobahn are fast, nimble competitors, fickle customers, and wayward employees.

There is no other road to success, no 4th quarter shortcut to prosperity. Your only decision—your only source of leverage—is the extent to which you choose to preach, practice, and promote the five key disciplines of High Velocity Leadership . . .

High Velocity Leadership SPEED® CHECK:

S tructure
Do my people have repeatable, transferable processes for key tasks?
Have I clearly defined roles and responsibilities?
Have I created a culture that values structure as an implementation tool?
Am I personally using structured processes to achieve objectives?
Am I rewarding my people for using repeatable, transferable methods?

P ersonal Accountability
Do I hold people individually responsible for meeting company objectives?
When my people fail, do I hold them responsible for returning the learning to the
organization?
Have I created a culture that values personal accountability as a business tool?
Am I consistently asking myself “What can I do? / What could I have done?” when
planning strategies and evaluating results?
Am I rewarding people for taking personal ownership for corporate results?

E mpathy
Am I tailoring my management approach to reach a variety of communicating styles?
Am I helping my people customize their strategies and tactics to impact many different
“frames of reference” (mind-sets, points of view)?
Have I created a culture that values empathy as a business tool?
Am I personally investing the time and energy to understand my people before trying to
be understood?
Am I rewarding thinking/behavior geared to meet the unique needs of different
employees and customers?

E ducation
Am I effectively using new information to create new results?
Am I providing my employees with practical training that helps them drive our business
strategies more effectively?
Have I created a culture that values education as a business tool?
Am I personally participating in some type of learning activity on a regular basis?
Am I rewarding my people for engaging in self-development?

D irection
Do my people have a clear sense of where we’re going – and why?
Are my decisions and actions consistent with our stated goals?
Have I created a culture that values direction as an implementation tool?
Do I personally understand and agree with our direction?
Am I rewarding my employees for utilizing direction as a basis for making critical
decisions?

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Lessons From the Bad Meeting Contest

Here are the winning entries from a bad meeting contest and comments on what to do so that you can avoid these problems.

Keywords:
effective meetings, bad meetings, business meeting, facilitation, steve kaye, facilitator, leadership, one great meeting

Here are the winning entries from a bad meeting contest and comments on what to do so that you can avoid these problems.

> Short, Expensive, and Useless.

First, she sent a letter to a prospective client in New York, proposing a meeting. Then she phoned to confirm the meeting. Although she never spoke with this prospect, his assistant seemed to agree to the meeting. So, she and her boss flew from Illinois to New York. When they arrived, they learned that the man whom they expected to meet had been transferred to another office. His replacement agreed to meet with them for a few minutes. He was polite, unprepared to discuss their offer, and not interested. It was an expensive, short, and useless meeting.

Comment: The sender of this story admitted that this was a valuable learning experience. The lesson: always confirm essential elements of a meeting with the key participants. In this case she should have spoken with the VP and confirmed interest in holding a meeting. Just sending a letter and talking to an assistant proved to be insufficient.

We can never ask too many questions. In my business, I will even call the hotel to confirm that my client has reserved a meeting room.

> Open Hostility.

People were gathering for a seminar on “congeniality in the work place” when two men began arguing in the back of the room. Soon they were shouting at each other. The seminar leader walked to the front of the room and asked everyone for their attention so the seminar could start. But the agreement seemed to increase in intensity. When the seminar leader politely asked the two men to join the seminar, one of them shouted back “chill out man!”

The leader repeated his request for cooperation. And the men responded by complaining about the way the leader had requested their attention. Some of the other participants spoke up in favor of the seminar leader, which soon led to pushing and shoving. At this point, someone called security. Eventually, the two men were led out of the room, in handcuffs, by police.

The seminar leader then continued the program using the argument as an example of how to deal with disruptions. (Remember, this seminar was on congeniality at work.)

Comments: If an argument (or any other disturbance) is happening before a meeting, you must put it to rest before stating. If you think you can influence the people who are causing the disturbance, go to them. Acknowledge that they are having a disagreement by saying “you seem to be having a argument” or “you seem to be mad about something.” They will most likely agree with you. Then ask if they can put their disagreement aside so that you can start the meeting. Or ask them to move to another place. If they continue to be abusive, I recommend that you excuse yourself by saying, “okay, excuse me,” or “excuse me, I’m going to let you be” and then call for help.

If confronting hostility seems like more than you want to take on, call for help. It is better to let professionals deal with such situations.

Remember that your goal is to end the disturbance without becoming involved in it. Always avoid physical contact with hostile people.

> Follow Me, I’m Lost.

This reader arrived early for the meeting, which is a good thing to do. But the chairperson arrived five minutes late with two other attendees. Then the three of them spent the next ten minutes talking about local sports. Finally, the chair announces that “we may as well start” and asks “does anyone know why I called this meeting?” One attendee proposed a topic. Another proposed another topic. Someone else suggested that the second issue had been resolved. Then they spent the next 45 minutes arguing over the relevance of these (and other) topics. No one took notes. Nothing was accomplished. At the end of the hour, the chair adjourned the meeting by saying, “okay, let’s continue this next week.”

Comment: No one would go on a trip without a destination. But people hold meetings without a goal. And the cost is huge.

Suggestion: Always prepare an agenda. If you don’t have time to prepare an agenda, you don’t have time to hold the meeting.

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