Employable Talent Hidden In Plain Sight

Monday, February 21st, 2011

An entry in a blog belonging to the Economic History Association titled ‘Economic History of Retirement in the United States’, presents a stark reminder that retirement has been an artificial concept that was not always an accepted notion. It reveals that the participation of older men in the labour force declined from a high of 76% in 1880 to 17.5% in 2000. This decline has only recently begun to make a comeback.

Social engineers … marketers … governments, gradually, cleverly promoted the notion that men, and ultimately women, of advancing years should retire from the workforce. Popularized as a deserved rite of passage and reward (example: Freedom 55), men and women at the top of their game were, and still are, being convinced to shelve their business knowledge, training, skill sets, wisdom, experience and  an incalculable sixth sense acquired over decades, and go fishing instead.

Today’s Boomers, turned Zoomers, are slowly waking up from their long slumber realizing that retirement has always been a calculated manipulation. Trading in their garden trowels for gym memberships … 50+, 60+, 70+ women and men are beginning to reenter the workforce backed up by their ample financial resources that now permit them the luxury of making careful career choices.

While the reality of labour and skill set shortages warrants concern the real danger is employers held hostage by outdated social engineering. A vast source of refined business skills exists within the men and women of the Boomer/Zoomer demographic. The war for employable talent has certainly begun … however, the  competitive advantage North America’s employers seek is hidden in plain sight.

http://eh.net/encyclopedia/article/short.retirement.history.us

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Categories : Retirement

Are You a First-Responder or JUST a Salesperson?

Tuesday, December 21st, 2010

Examine your motivations.

Why would you accept a job offer from a company seeking to hire a salesperson?

Is it salary, commission, benefits, travel, prestige, perks, the adrenaline-rush of closing a sale, is it about satisfying your innate ‘hunter’ instinct, the challenge of meeting and exceeding quotas, or is it a sense of duty and loyalty to your prospective employer?  If these are your priorities I wouldn’t hire you. I don’t need your loyalty or your hunter instinct.

Today’s visionary employers no longer want traditional, self-serving, in-it-for-the-kill salespeople. Those salespeople died with polyester suits, telemarketing, walk-in office cold-calls and the word ‘solutions’. Today’s visionary employers are interested in only one thing … self-starting salespeople with loyalty to only one person. The CUSTOMER.  Satisfy the customer at a profit. Personal and corporate success and wealth will follow.

Visionary employers don’t hire sales staff, they hire first-responders … professionals for whom the customers’ welfare is their priority. Selling today is a profession. The definition of a ‘professional’ is the man or woman, who is entirely customer-centred. Customers want to be taken care of not taken for a ride. Customers need service so that they have the time, energy and money to take care of their customers, families and themselves. The salesperson that puts her customers first makes it very difficult for her competitors to step in. Take care of your customers and they’ll tell others how to find you. Take care of your customers and your employer will be too busy laughing all the way to the bank to replace you. Take care of your customers and they will take care of you. Learn to give first.

Customers need allies, collaborators, people covering their backs. They don’t need another salesman.

As a Canadian I am neither for or against Jerry Brown, but this article is emblematic of why retirement is losing its currency in North America, in my opinion. At 72 most men and women are at the top of their intellectual game. Pasture is hardly the place for them.    72 the new 52 ???

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article repost

Mercury News editorial:

Jerry Brown is the right choice for governor Mercury News Editorial Posted: 10/10/2010 12:05:00 AM PDT

Jerry Brown offers California exactly what it needs in its next governor: a mature politician who can get things done in Sacramento and who brings good ideas, strong principles and a reputation for telling the truth.

It’s popular in some circles to say we need an outsider with business experience to run government. We tried that. It didn’t work. This is the time for a leader who can work the system and who will act in the best interests of the people of California. Capping his career with a second run for the office he held three decades ago, Brown, at 72, has no ax to grind, no simmering ambition that would lead him to trump the public good with pandering to special interests. He is motivated by his desire to leave a shining legacy after a lifetime of public service.

We enthusiastically recommend him for governor.

The alternative, Meg Whitman, has demonstrated through her campaign a loose relationship with the truth, a poor understanding of government and a penchant for platitudes. Her carefully packaged positions offer pat solutions for problems whose depth and complexity clearly elude her. We recommended her in the Republican primary over the shape-shifting Steve Poizner, but as the campaign has unfolded we’ve come to see that she utterly lacks the qualifications to be governor.

Whitman is spending more than $140 million on this campaign — breaking all records — largely to buy misleading ads and pay a herd of consultants to tell her what to say. Their aim is obvious, targeting various interests. What we don’t know is who Meg Whitman really is, how she thinks or what she values. She can’t buy credibility.

Brown is the opposite. He’s so un-packaged that you never quite know what he’s going to say, and sometimes it’s, oh, let’s just say impolitic. But when he discusses California’s history, politics and challenges, you’re sure to learn something. This is the benefit of his longevity in public life, including a variety of statewide offices and the thankless job of mayor of Oakland. His insight is deep and his institutional memory vast, illuminating not only what California’s problems are but how they evolved through decades of different governors — all but one since him a Republican.

Brown is not sanguine about the state’s problems, but he is pragmatic. He believes in incremental change. Not long ago, this would have frustrated us. But after seeing dramatic reform ideas crash and burn (the constitutional convention) or languish on life support (California Forward’s proposals), we’re ready to give incremental a try.

Brown’s years of public life have offered the opposition lots of campaign fodder — a disadvantage of having a record, unlike Whitman, who rarely even voted until recently. That record is fair game, but many of Whitman’s attacks are not fair.

Brown is not a pawn of unions, although labor supports him. As governor, he vetoed several pay raises for public employees, and he now supports a second tier of pension benefits, while Whitman panders to police and firefighters by exempting them from reform. Brown is proud of starting two Oakland charter schools, hardly the way to court the teachers unions.

He is a business advocate: As mayor of Oakland, he even tried to get an exemption from state environmental laws for new development in the struggling city. He supports California’s global warming legislation, which has created jobs in the only sector that’s been growing through the recession, while Whitman’s position on the law is wishy-washy. And he is clear on immigration policy while Whitman was all over the map even before her undocumented former housekeeper showed up.

Brown has built relationships with members of both parties, working well with Gov. Arnold Schwarzenegger, for example. When we asked Whitman recently what Democratic leaders she has met with to prepare for this run, she replied: none.

Perhaps the best illustration of Whitman’s manipulation of facts and cluelessness about government is the anecdote she likes to tell about eBay’s building project in San Jose. It took 21/2 years to break ground, and she uses this as an example of government regulation run amok. But it was eBay’s decision to redesign the project that held things up, not San Jose, which fast-tracked the plan. When we brought this up to her, she shrugged and said it just shouldn’t have taken that long — as if the reason didn’t matter.

Jerry Brown doesn’t need to fudge anecdotes to make a point. He knows what he’s talking about from experience. And if he makes a mistake, he’ll own up, probably with self-deprecating humor.

Brown is the right choice for California at this critical time.

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Categories : Retirement

Be Wary Of The ‘commission-only’ Employer

Saturday, August 14th, 2010

Companies with proven products or services, with established territories consisting of satisfied customers often remunerate their salespeople on a commission-only basis. These companies value their sales staff and know that commissions from repeat sales will adequately reward them as they prospect for new clients and increased sales from existing clients. Make no mistake, the candidates chosen for these positions are seasoned professionals as passionate about increased market share as their employers. They share a fundamental principle with their employers … ‘mutual respect’ and both are equally protective of the other’s back. They are in many ways, true allies.

There is however a glut of North American companies of all sizes and in all industries inspired by the famous P.T. Barnum quote. ”There’s a sucker born every minute.” Sadly, P.T. was not far from wrong. The legions of men and women willing to sign on as  sales persons for these companies with little more than a promise of commission, are staggering. In defence of both parties however, many are simply operating out of ignorance and the myth that salespeople are, and have always been, bounty hunters. This myth has been the leading cause of employment instability in the selling profession.

The indiscriminate hiring and firing of poorly trained and poorly compensated salespeople has for decades wasted the market’s time, tested its patience and hindered sales. Today’s highly educated, more sophisticated and time starved buyers no longer have the time nor the patience for self-absorbed, commission-only salespeople or their employers. The fallout from bounty hunter style selling has manifested in our North American markets as ever-lengthening sell-cycles, higher operating costs, reduced global competitiveness … not the least bit helpful to an economy struggling to recover.

North America’s competitiveness within our ever evolving global economy depends on new-perspective adaptations  not the least of which demands the rebranding of the sales profession. Companies intrenched in the old ways of selling and the old ways of qualifying, hiring and compensating salespeople will be overtaken by their competitors who recognize that:

* selling is a component function of a marketing

* profitable selling requires a support system consisting of every marketing mix component

* selling is no longer an isolated discipline where winning and losing a sale is solely salesperson-dependant

* selling today demands relationship development before prospects are prepared to buy

* sale-dependant commissions often do not adequately compensate salespeople for the time they invest in initiating, developing and maintaining prospect relationships and force many sales people to become mercenary and adversarial … counter intuitive to building relationships

* selling is a profession

* customers and prospects alike have little time for sales people … they need sales professionals prepared to be their allies, long-term.

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If you are a sales professional with a proven track record seeking employment, in other words marketing your services to the most qualified buyer:

* Do your research prior to an interview … determine if the company offering a career opportunity has a stable track record and is well-liked by their target audience.

* Be honest with the employer and yourself. If during the interview you discover that you do not have exactly what the employer needs to help her company be successful tell her and explain why. If you happen to know a more qualified candidate tell the employer. You may be able to help the employer by facilitating a meeting with the better candidate. Think about it … if you were presenting a product or a service to a prospect and realized the fit was not right, would you push to close the sale or help your prospect find a product or service with a better fit?

* Ask the employer to share her reasons for hiring. Are you replacing someone who left? Why did they leave? Is the employers business losing or gaining market share? What objectives and goals does the employer hope you’ll be able to help them achieve? Is the employer hoping to increase sales to impress an eventual buyer for her company? If you haven’t already guessed, you are as entitled to gauge the qualifications of the employer as they are entitled to determine your suitability. A reputable employer will welcome the exchange.

* If the compensation package is ‘commission only’ determine what the company’s existing sales team are able to earn. Ask about the territory you will be responsible for, its current health, potential, challenges, competition. In a stable, robust company ‘commission only’ can be very lucrative. If on the other hand a stable volume of existing, commissionable sales cannot be proven because the company is relatively new, for example, then other forms of compensation would have to be discussed.

Any new relationship has its inherent risks. Prior to entering that relationship you must be able to see that the other party is willing and able to share some of that risk.

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The Road Back to HALIFAX

Wednesday, June 2nd, 2010

Born in Scotland in about 1345 A.D. Henry Sinclair became Earl of Rosslyn and the surrounding lands as well as Prince of Orkney, Duke of Oldenburg (Denmark), and Premier Earl of Norway. In 1398 he led an expedition to explore Nova Scotia and Massachusetts. This was 90 years before Columbus ‘discovered America’! Prince Henry Sinclair was the subject of historian Frederick J. Pohl’s Atlantic Crossings Before Columbus, which was published in 1961. Not all historians agreed with Pohl, but he made a highly convincing case that this blond, sea-going Scot, born at Rosslyn Castle near Edinburgh in 1345, not only wandered about mainland Nova Scotia in 1398, but also lived among the Micmacs long enough to be remembered through centuries as the man-god Glooscap. _______________________________________________

Of all the places I had visited in the Maritimes during my sales tenure with Winnipeg Photo, Nova Scotia held the greatest attraction for me. Why? I’m not entirely certain. Sometimes for no discernable, empirical or logical reasons a geographic locale draws you to it, speaks to you and invites you to become part of it. Nova Scotia spoke to me … in particular Halifax, and most spiritually Truro.

I stepped out of Pridham’s Camera Store into a late October, Truro dusk. The street lamps were just coming on and the air was crisp, still and steeped in the aroma of autumn leaves. Even in the dimming light the colors of the leaves were profuse, and despite their plush carpet on the lawns and sidewalks, as many leaves still clung to the branches of trees that seemed as old as Truro itself. I had just completed a full Saturday of seminars teaching invited customers photography techniques and about photofinishing. I recall standing in the quiet day/night transition and never wanting to move … to drink in that moment and make it last forever. I did and it has. I remember feeling so welcome and at home there. Like Henry Sinclair I too was exploring Nova Scotia and would, within days, be in Massachusetts.

My eventual fascination with Celtic, Masonic and Knights Templar lore and their connection to Nova Scotia’s history is ironic. Ignorant of it all at the time it only serves to underscore my attraction to this location on the planet now.

The breeze off the harbour, just behind an historic hotel I was staying in, carried the smell of fish. I love that fragrance. It caused me to look beyond a tall chain-link fence that separated the hotel’s property from the harbour’s warehouses. I could see the upper decks of the seagoing cargo vessels moored there rising just above the rooftops of the long weather-worn buildings. I had no difficulty, and frankly no business, scaling the metal fence and dropping silently into the tall grass on the other side. I hoisted myself up on to the wooden deck that led into the warehouses. Heading left and rounding its corner I stopped dead in my tracks beside the warehouse wall. The awesome sight of the mammoth hulls of the cargo ships rising several stories into the evening sky had me transfixed. Awestruck, my jaw must have dropped at the sheer majesty of these boats lazily floating in their stations against the concrete dock.The flags flying from the uppermost reaches of one ship suggested Russian origin. The men aboard the ship were casually talking and smoking, leaning against the deck’s metal railing high above me. They paid little attention to my trespassing.

The dock was deserted and it was getting dark, but the mercury vapour lights hanging from the tall wooden poles provided all the illumination I needed to explore the length and breadth of the entire area, warehouses to my right and several ships towering over me to my left. I don’t remember eventually making my way back to the hotel that night, but I do remember being told the next day, as I proudly related my adventure to one of my photographer customers, what a fool I was for venturing on to that dock. Apparently it was a pretty dangerous place to be, especially after dark.

Halifax, the restaurants, the shops, the humidity, the storm porches, the sea air and my first taste of scallops are all still vivid images. Coquille Saint-Jacques, my inaugural taste of scallops, was served in a quaint Halifax restaurant that had made its home in a turn-of-the-century house nestled somewhere on a residential avenue adjacent to the city’s downtown … walking distance from the hotel. I can still remember sitting at the small table, a white paneled wall to my right and the intimacy of a Victorian dining room to my left.

The occasional granules of sand imbedded in scallop flesh was kind of off-putting, but in the years to come I’ve always found it part of the charm of scallops.

That gritty distraction, when I indulge my seafood palate, always transports me back to Halifax and my introduction to scallops.

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Categories : Uncategorized

Overcoming the FEAR of Selling

Wednesday, May 12th, 2010

Overcoming the Fear of Selling … is the presentation I’ll be giving to a group of new business owners on June 10th as part of the YMCA-YWCA Self Employment Program. Fear of selling is a huge limiting factor for many people, absolutely critical if you own a new, small business. The good news … There is a solution.

If this topic fits the theme of your next business gathering … I would be pleased to speak to your audience. Overcoming the Fear of Selling is available as a keynote address, a seminar or through individual mentorship.

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Categories : Sales, Speaking

Overcome Objections & Vampires

Sunday, May 2nd, 2010

The phrase ‘overcoming objections’ out-clichés most other jargon in the misunderstood profession of selling.

‘Objections’ are, supposedly, the roadblocks … the counterpoint that prospects use as protection during their struggle not to become customers. In vampire lore garlic, holy water and the crucifix are equivalent to sales objections. Traditional salespeople have, down through history and to this very day, been cast as hunters and prospects their wary prey. Selling sand to Arabs and snow to Eskimos has long been the popular metaphor for recognizing talented, successful salespeople. Is it any wonder we often do our best to evade salespeople?

What are objections? Are they safeguard devices to fend of salespeople or are they really just the mental stepping-stones we all use to make decisions?

A prospect (an almost customer) objects for one of two basic reasons.

Reason #1. He lacks key logical facts to back up his emotional desire to buy. Objections in this case are the prospect’s way of asking the seller to furnish the logical facts he needs so he can comfortably sign on the dotted line.

Reason #2. She possesses all the logical facts she needs and is certain that a purchase is absolutely illogical. Objections in this case are the prospect’s way of postponing what she fears most … saying no to the salesperson. She’d much rather object or pretend to be interested and postpone a decision than say ”No.”

The seller’s first job is to differentiate between the two basic objection reasons. If it’s reason #1the seller must identify what logical facts the prospect needs and then determine if he can honestly deliver the necessary facts to close the sale. If it’s reason #2, the seller must convince the prospect that it is safe to say no and not pursue the sale any further.

Unfortunately, traditional salespeople rarely differentiate between the two reasons and treat every objection as a challenge to a battle of wits, serving to perpetuate the blood lust image of ’salespeople’. The mistake we as salespeople have made for too long is believing that objections are bad things … things to be overcome, when in fact they are valuable evidence that can quickly qualify or disqualify a potential sale. Quick, accurate qualification saves time, money, relationships and increases sales revenue and profit. Treating objections with patient respect would also go a long way to rebranding salespeople as allies instead of predators.

If you believe objections are to be overcome … guess again …. your closing rate will improve and you will earn the respect of your target audience, to say nothing of your self respect.

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Categories : Sales

Marketing Out-pacing Religious Dogma

Tuesday, April 6th, 2010

Religious dogma continues to be the single greatest threat to world peace, dogmatic ideologies pitting brother against brother fostering intellectual and economic poverty. Marketing may well prove the peacemaker.

As I develop marketing strategies for global companies, as I speak to more international audiences about selling it is becoming increasingly evident that marketing may be the linchpin, the fertile common ground upon which global peace and prosperity can flourish. Marketing initiates and encourages global business alliances providing mutual logic and reason for communication. Marketing not only crosses geographic boundaries but bridges theological chasms. In a business environment the pursuit of harmony and agreement supplants difference. In fact on some levels it celebrates difference. Marketing encourages people to reconsider their priorities forcing ideology, theology and race to the back-benches.

Whatever marketing may have been, today it is forging alliances. Demonstrating its power on the global stage, marketing is pulling nations together one individual at a time, each recognizing the amazing personal profit of peaceful endeavours.

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Categories : Marketing, Speaking

REBRANDING the Salesman

Saturday, January 30th, 2010

The brand of the traditional salesperson has, is and continues to be an outright disappointment.

Currently, North America views salespeople (male or female) as: intrusive, persistent, biased, manipulative, not entirely truthful, invasive, unintellectual, self-centred, aggressive and potentially unscrupulous. Most salespeople do not deserve these labels, they do not deserve their bad press. Wait, allow me to correct that. Salespeople get no press at all, good or bad. One of North America’s key generators of commerce, these unsung heros of business move like phantoms from door to door ignored, used, lied to, stood up, tolerated, fired, postponed, rejected … their phone calls disregarded, voice mail and e-mail deleted, direct mail trashed as their sell-cycles grow longer by the day.

The cost of keeping salespeople in the field today is growing exponentially and, like global warming, is not expected to see a correction anytime soon. The salesperson brand is bankrupt. The only solution is, in a word, REBRAND. The dismal reputation salespeople bear has been largely of their own making. The encouraging flip side to this dilema is that salespeople have the power to correct the problem. Over the next several weeks I’ll address the principles that require adoption to rebrand the ‘salesman’ into the ‘sales professional’ the marketplace will respect, trust, value, welcome and whose visits are looked forward to.

REBRAND Principle #1:

Respect your time. As a sales professional, time is not a resource you can play fast and loose with. Time is a non-renewable resource. Therefore, when you arrive at a prospect’s or a client’s place of business for a scheduled meeting, announce your arrival and remain standing. Sitting is passive. Never allow your prospect or customer to walk into the reception area and see you sitting. Time is money. A respectful host should receive you within 5 minutes, maximum. Never, never wait longer than 15 minutes. When 15 minutes has passed politely tell the receptionist that you have a busy schedule and suggest that your host call you to reschedule the meeting. Leave your business card with her/him. If the host does not call to reschedule I guarantee you that he/she had no immediate need for you. Move on to the prospects and customers who do.

REBRAND Principle #2:

When you schedule a meeting always draft a meeting agenda. You and your prospect/client should be clear on what the meeting is about and what you both expect to accomplish. Confirm the date, the start time, the end time and the place. Invite your prospect/client to reschedule the meeting if she is faced with a conflict and ask that any reschedule notice be communicated to you no less than 48 hours before the appointed time. Be polite, gracious and above all, professional. E-mail the agenda to your prospect and request receipt confirmation.

REBRAND Principle #3:

Whenever possible schedule meetings with prospects at your place of business. Here’s why. It does not matter that the prospect has invited you to her office to meet. It does not matter that she has graciously welcomed you upon your arrival. In her mind you are a salesperson and therefore an intruder. She will hear everything you say to her through her defensive filter.

Do you you know how many distractions are competing for your host’s attention? Her desks is infected with distractions.Voices and other sounds outside her office door, images on her computer screen, announcements of incoming e-mail, telephones are a constant reminder to her how complex her life is and you are quickly becoming a liability.

Inviting prospects to your office for meetings is an exercise in qualification. She will not leave the comfort of her office and drive across town to meet you if she does not already have an interest in you and what you sell. In your office the dynamics are extraordinarily different. In your office you are not a threat to her. You are benign source of interest. In your place of business you can be the congenial host and as such you have the power to make her visit a vacation from the stresses of life. If you do not have a comfortable, hospitable, attractive, spacious meeting room … invest in one today. The return for that selling investment will out perform most others.

REBRAND Principle #4:

Shut UP !!!!! One of the hallmarks of the stereotypical salesperson is chatter. We all expect salespeople to yap and yap about their extraordinary products and services in order to convince us that what we don’t want we actually need. Today most salespeople still live up to their stereotype. Is it any wonder the marketplace goes to great lengths to ignore salespeople, to distance themselves from salespeople and to shut them out.

There are no secrets to closing a sale. Like most successes closing a sale is based on common sense.  Conduct interviews not sales calls. Ask your prospect questions that will provide you with the answers you need to determine if what you sell can really help the prospect, make the prospect’s life easier, make her more successful. Truly take an interest then, SHUT UP …… and listen.

… More REBRAND Principles to come

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Saleman vs Ally/Trusted Advisor

Friday, January 15th, 2010

Bob, a 50+ salesperson at a Nissan dealership assured me several times within the span of our 2-hour negotiation for a Nissan Versa, that he’d get paid whether I bought a car or not. I guess  he wanted me to know that ‘commission’ was not his motivation for closing a sale. As often happens in auto sales, Bob quoted me a price he assured me was firm then scurried off to clear it with a superior only to come back with a monthly lease price $10 higher refusing to honour the original ’firm’ price. Bob knew better but couldn’t help himself. I guess he thought I’d cave. He turned from an advisor and an ally into a traditional adversarial salesman. No doubt this style of selling is encouraged by his  unenlightened employer. I walked out. He lost the sale.

Bob made some serious errors in judgement, but what’s worse is that his superiors believe that’s the way to sell.

Fast-forward a few days later to my visit to a Toyota dealership where I met Peter.

Peter, a 30+ salesperson for Toyota,  listened to my needs, respectfully guided me back to reality when my request for options exceeded my stated budget, quoted me a price, honoured it and within 37 minutes had sold me a 2010 Matrix. Peter never, at any time, became a salesman. He was my advisor and I trusted him. Want to know where to find Peter? McPhillips Toyota 2425 McPhillips Street. Winnipeg, MB.

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Categories : Sales