Samurai Sales Training – Handling Difficult Situations in the Sales Process

There you are. In the midst of what seems to be a positive sales presentation. Then out of the proverbial blue, comes a totally unexpected, off point question or statement. You fumble for the right words to answer the question and return to a positive presentation. What do you do? WHAT DO YOU DO?

The Samurai, when in an inferior or defensive position, turned a positive into a negative. In a sales situation, it is conversational Jujitsu.

Under the guidance of Sensei Robert Lambert, of the Samurai Business Group, we learned and practiced conversational Jujitsu. The techniques taught should be used when a question is asked and you don’t know why. Or the timing of a question may be off topic, or your answer would hurt your presentation.

For example, you’re talking about how your product / services will help the prospect when they interrupt with: “I heard you had problems at XYZ Corp.”  Your response, using jujitsu techniques, could be: “There were a couple of issues that have been resolved. Would you mind helping me understand what specifically concerns you and why?

Perhaps the prospect starts a negative comparison of your product or service to a competitor. “Harmont Services are much less expensive, and their contract is only for six months. If I’m not happy, I have more flexibility and a smaller commitment..”

“It sounds like you’ve decided to go with Harmont.  But now I’m confused; if you’ve already made your decision, what were you hoping to accomplish at our meeting?”

Or maybe they ask a question about something that hasn’t been discussed before and / or seems irrelevant: “Does your system have a throckmorton feature?”  Your response could be: “It’s interesting that you should bring that up.  Obviously, you have an application in mind for that feature?”

The secret to Jujitsu on the field of battle, or in the conference room, is to take the prospect’s advantage and turn it against them. How? There are three basic moves. The reversal is used 90% of the time. “That’s an interesting question. What do you believe are the advantages if we don’t sync our teams during implementation?”

Or perhaps a take away move would make sense. The enemy thrusts a spear at you. You side step, grab the spear, add energy to the forward motion and take the spear away.

In conversational Jujitsu, you might answer, “Interesting comment. For us to professionally implement this program, we will need to work with your staff. If that is not possible, perhaps we shouldn’t move forward. What is your alternative?”

This will either get the project back on track, or stop wasting your time in an impossible situation. In the 1980’s, there was a stockbroker (now known as Wealth Management executives), who was a master of the take away. His reputation for helping clients was national. His process was methodical. But if the prospect or client refused to cooperate, he stopped wasting his time and would immediately close the prospect’s file.

Finally, there is the pre-emptive move. In battle this was best shown in “Raiders of the Lost Arc.” An obvious masterful swordsman challenges Indians Jones to a duel. Jones calmly pulls out a gun and kills the swordsman.

In conversational Jujitsu, the actions are not as bloody. A few days after learning and practicing in our class, I was faced with the situation of telling a prospective client that his new website was terrible. To avoid the “spear,” I began with a softening statement.

“Dan, I carefully reviewed your website. Please don’t shoot the messenger. The platform that was used is not suitable for a website. In addition, there are typos, dead links and one section that could get you in legal trouble.” The now client appreciated my candor and the fact I kept the conversation about helping him move toward success and didn’t make it personal.

Like all of the Samurai Business Group’s teachings, this needs to be practiced under the guidance of an expert. If not, you might experience being run through by a “spear.”

For further details on “Handling Difficult Situations in the Sales Process,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Sales Training – Socratic Questioning

Exactly what is Socratic questioning?  In essence it is asking a series of questions that lead the other person to a decision. But it goes far beyond that. If done professionally, you will uncover the prospect’s true, compelling reasons for meeting and discussing your products and/or services.

First Socratic questioning should feel like a conversation. Your questions need to be open-ended and relevant. They are designed to take the edge off the process, increase trust and be relevant to the task at hand. You need to understand the compelling reasons why a prospect wants to buy, while moving her from prospect to strategic ally.

The questions should demonstrate your intent to solve a problem, not sell a product or service. You are seeking clarification, direction and the true concerns from the prospect. It takes practice. Even if you have spent years practicing consultative sales, you can get trapped into a game of 20 Questions.

Sensei Dan Kreutzer, of the Samurai Business Group, proved how easy it is for a “veteran” sales person to fall back into “yes or no” questions. He thought of a situation that I was asked to uncover during our class. I fell for his trap. I played “Twenty Questions.”

Again, as your are seeking information from the prospect you must “dump the head trash” or fear of pushing too hard to gain important information; remain on task and ask questions that will make the prospect think.

Dan provided examples of Socratic questions he has successfully used in sales situations. My favorite, “If nothing changes one year from now, how would your situation look?”

I have often asked a prospect, “Let’s assume we move forward with this project. Looking back six months from now, what would have been accomplished?”

The final key to success in Socratic questioning is practice. Fortunately, the second half of our class was used to practice on each other. Each classmate had two opportunities to be the questioner and the questioned. Playing the role of the prospect provided one important insight. Why doesn’t she ask this question?

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Prospecting – Do You Have a Plan?

Let’s be honest. No one really enjoys prospecting. But to build a successful business or practice, you need clients. You need a continuous flow of clients. And to have this flow, you need to build the prospect pipeline and a disciplined tracking system.

Out of college you were a trained an attorney, creative, engineer, accountant, etc. Trained to create, engineer, account or do law stuff. Not trained to sell. You joined a firm, agency or company. They had business development team (sales people). All you had to do was show up and do that thing you were trained to do.

Then, without warning, the economy went south. Sales people were laid off. You were laid off. And now you need clients. You start networking. You’re meeting new people, collecting cards. In fact you’re hitting a lot of networking events; meeting a lot of people, collecting a lot of cards. You follow up; meet for coffee, exchange emails. They really like you. So what?

You contact friends, colleagues, golf buddies, etc asking for quality introductions in your quest for new clients You even contact former clients (assuming you didn’t sign a non-compete and have a good attorney, “Where is that attorney’s card I picked up at some networking event three weeks ago?”).

So what is working for you? What efforts are building your business? What is your tracking system?

In the last session of the Samurai Business Group “Brown Belt Program,” Sensei Bob Lambert led us on a journey of organizing and tracking our prospects and prospecting efforts. It requires discipline (there’s that word again from the last blog post).

We were given a system. In fact, it is a very good system for tracking and monitoring a new business pipeline. If you are honest and disciplined, it will show you what business development efforts are working, and not working. It evaluates your list of prospects, who’s hot, who’s not, who’s really interested in hiring you and who just wants free, professional advice.

First, look at where you found your current clients and prospects. Track all of the variety of efforts you are making and see if they are important to building your business – or just leading you into a false sense of accomplishment. If the latter, it’s time to adjust.

So what is the Samurai method of building a pipeline tracking system? Easy if you have discipline (no, not that word again!). Forms were provided to execute the system.

1. The Top Five Prospects – You’ve met face-to-face. The prospect has shared information. She has completed her “homework.” You talk or send an email once a week and get a positive reaction or response.
2. The Farm Club – Fifteen, prioritized prospects. There is synergy between his business and what you offer. You contact him once a month, share pertinent information and get a positive response. If a top five prospect falters, you promote someone from the Farm Team to the Top Five.
3. Suspects – Twenty who have shown promise. They have said they don’t see an immediate need for your service. You touch base once a month and respond to their emails and phone calls, as long as they are not seeking pro bono work, with the promise of “one day, when business picks up…”

So when you review your prospecting efforts are you saying “SO!” or “So what?”

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group websit

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Do You Have all the Business You Can Handle? Are You Disciplined to Succeed?

DISCIPLINE

Merriam-Webster defines discipline as a noun, “training that corrects, molds, or perfects the mental faculties or moral character: orderly or prescribed conduct or pattern of behavior: self-control.” As a verb, “to train or develop by instruction and exercise especially in self-control.” Self Discipline, “correction or regulation of oneself for the sake of improvement.”

Warrior Views wrote in an article discussing the Samurai, “The Samurai conduct all their day-to-day activities with a high level of discipline.”

In their writings, Dan Kreutzer and Robert Lambert paraphrased the Code of Bushido, “If you want people to deeply trust you have to be disciplined…You can’t fake it!”

Like everyone, I try, I really try. But workout regimens, diets, etc tend to fall victim to short term temptations. “You’re going where, when? I can skip my training for one night.” “WOW, look at that cake. My niece baked it. I can’t disappoint my niece.”

The first step our Senseis had us take was to grade ourselves as being disciplined. My scores – not good, not bad, but not good. Step two, plan to be disciplined. There are rewards. It gets you through the lows, the peaks and valleys. It becomes easier to make decisions, see and take advantage of opportunities, keep one’s word.

When discipline is served, one is able to maintain focus, doing what needs to be done and not done, confidence and vision, be consistent and make decisions. And, keep one’s word.

OK smart guys, how? First have a personal, activity plan. The Samurai Business Group provided the forms and scoring system for tracking progress, success and non-success (someone once said to me, “Success is never certain, failure never final”). The forms are outstanding and testing.

The forms visually demonstrate if you are traveling the road to success. The “leading indicators,” which tell you if you are moving forward or standing still, are old school. How many prospects have you developed; how many discovery calls; how many sales cycles are moving forward; and how many proposals are being considered

But the mind can play the wonderful trick of self justification. “OK, I’m a little short, but the economy sucks. I’ll do better next week. I’m really good at what I do. I just need a few more speaking gigs and networking events.” Don’t believe your own propaganda.

This was an enlightening session. And contained more information than what can be included in one blog. With that said, let me leave you with something shared by Richard Berroa in “The Realgogetter Blog,” The Precepts of the Samurai (samurai no kokoroe), a modern variation on a historical philosophy:

“Know yourself. (Jiko o shiru koto) Always follow through on commitments. (Jibun no kimeta koto wa saigo made kikko suru koto) Respect everyone. (Ikanaru hito demo sonke suru koto) Hold strong convictions that cannot be altered by your circumstances. (Kankyo ni sayu sarenai tsuyoi shinnen o motsu koto) Don’t make an enemy of yourself. (Mizu kara teki o tsukuranai koto)

“Live without regrets. (Koto ni oite kokaisezu) Be certain to make a good first impression. (Hito to no deai o taisetsu ni suru koto) Don’t cling to the past. (Miren o motanai koto) Never break a promise. (Yakusoku o yaburanai koto) Don’t depend on other people. (Hito ni tayoranai koto) Don’t speak ill of others. (Hito o onshitsu shinai koto)

“Don’t be afraid of anything. (Ikanaku koto ni oite mo osorenai koto) Respect the opinions of others. (Hito no iken o soncho suru koto) Have compassion and understanding for everyone. (Hito ni taishite omoiyari o motsu koto) Don’t be impetuous. (karuhazumi ni koto o okosanai koto) Even little things must be attended to. (Chiisa na koto demo taisetsu ni suru koto) Never forget to be appreciative. (Kansha no kimochi o wasurenai koto) Make a desperate effort. (Issho kenmei monogoto o suru koto)

“Have a plan for your life. (Jinsei no mokuhyo o sadameru koto) Never lose your ‘Beginner’s Spirit. (Shoshin o wasurubekarazaru koto)

“Saigo made eizoku suru – persist to the end. This one has special meaning to me. I look at this in this way ‘to persist is to conquer.’”

The Samurai precepts are from  written by Kristen Kyle.

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Eighth Session in the Dojo – Relevant Messages that Resonate

The One-Minute Infomercial, also known as the elevator pitch, we all have one or more. Sensei Dan Kreutzer, of the Samurai Business Group, led us on a journey to develop and then test our new infomercial.

To have a successful “pitch” it must 1) Communicate your key message; 2) Create curiosity; 3) Appeal to emotions; and 4) Avoid trigger words. But first the introduction. Name, company and what you do. Simple, right? Done this hundreds of times. “I’m a strong networker and have to reorder business cards every quarter.” But are you effective?

“Hi, I’m Spencer Maus of SpencerConnect. SpencerConnect is a public and media relations firm that…” “So, what?!? I know at least 20 of you. In fact my next door neighbor/fraternity brother/mother-in-law does PR.”

Ok, let me try again. “SpencerConnect is a promotion and marketing firm, which employs only senior-level talent, that designs campaigns tailor made to specific needs and budgets, and targeted to the influential people you need to meet to grow your business.” Not great, but Sensei Dan and Robert Lambert are helping me.

Next, the Statement of Business Issues. “We work with (your business focus here) that have been concerned with industry regulations and are hesitant to use certain tactics that would have made a tremendous difference in their marketing campaign. For example…”

This allows you to create curiosity and appeal to emotions. The secret? Tell them what you did, not how you did it. Look for a change in expression and the “yeh that happened with my business” gaze. Now you ask the magic questions. “Has this ever happened to you? What happened?” And then shut up. When she is done sharing, suggest that you meet. Get her card and move on.

(Editor’s Note: I have been most successful when the person I am meeting talks first. I can then adjust my pitch to their industry by listening and asking questions. The longer she/he talks, the more I know before I speak).

Finally trigger words, “Words that may elicit negative reactions or cause you to be pigeon-holed.” Consultant, Trusted Advisor, Lawyer, IT. When I lived in L.A., Consultant usually evoked the response, “Oh job hunting.” “Lawyer? I know hundreds of lawyers.” “IT? I never understand what you guys are saying.”

Trusted Advisor? In his white paper Beyond Trusted Advisor – becoming a Trusted Asset, Bob Lambert wrote, “It’s one of the most over used terms today, it’s like the over use of paradigm in the last decade. I would suggest that ‘Trusted Advisor’ has limitations. First you can’t become a ‘Trusted Advisor’ to a prospect until they’ve determined you are a person that they can trust.”

For me the trigger words are public relations. Almost everyone thinks they understand public relations. “Oh, my mother-in-law does that! Thanks for playing!”

So what is the value of all the preparation, testing your spiel on friends (or in my case willing classmates in the Dojo)? You are ready for almost any networking situation. Your infomercial becomes natural. All the preparation and practice on family and friends forces you to think through your market and the message you are delivering.” Fortunately I have Bob, Dan and my classmates in the Dojo to bore to death

Second you are more relaxed. Your message sounds natural. You can easily adjust to your audience member. And it comes across as what you do, not what you are doing now (see consultant).

For further details on “Relevant Messages that Resonate,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Seventh Session in the Dojo – Closing the Sale

“Always be closing!” WRONG! It is the role of the Samurai to assist the prospect in selecting the best option that fits their needs. If you have not fully completed the buying decision model, gained a full understanding of the prospect’s apparent and compelling reasons, and gained trust, your closing rate will be abysmal.

So how do you move the prospect to client? How  do you get the prospect to select you and your offering? First, you must help the prospect fully complete the “Buying Decision Model.” The goal is to determine if there is a true need for your product of service, and at the same time assist the buyer in determining what they want.

During the process you should have taken copious notes. You are clear as to both the apparent and compelling reasons. You have connected the dots between the apparent and compelling reasons.

“We need a reliable and scalable IT solution. We are rapidly growing our business. And I need to stay on budget. The last system I selected was cheap, but it does not scale, continuously breaks down and it’s almost impossible to get service. I’m getting nervous with how this is perceived in the boardroom. The last memo from upstairs was pretty harsh.”

You have discussed solutions. Integrate your company’s servers to the current system to save on cost. Or replace the system and provide 24/7 technical support. Structure a lease-buy program to keep costs down. Not as inexpensive as integrating new servers, but much more reliable. The buyer prefers the second option. Now it is time for your presentation.

First, don’t email your presentation. Your presentation should be made in person, if at all possible. This allows you to judge reactions and answer silent concerns – body and facial language. If it is impossible to present your proposal live, then use an online screen share service so you can control the flow of the presentation.

The proposal should have three sections: an Executive Summary; the main proposal; and an appendix with any data, statistics or other details that support the proposal. The proposal needs to address both the apparent and compelling reasons, and written using the language of the buyer. Remember that you need to have taken copious notes to use the buyer’s language (were you listening or talking?).

As you make your presentation, keep it interactive. First summarize the compelling reasons and check on changes. Ask for feedback, changes or corrections. Then cover the compelling reasons in detail and the solutions offered. Let them decide what happens next. If there need to be changes, when can you reconvene? If they need to meet to discuss the proposal, when should you schedule a follow up meeting?

Finally, check for certainty. What are their concerns? If there are problems, deal with them. Be okay with questions. And if you can keep your emotions in check during the presentation, they will signal when they want to move forward and buy.

For further details on “Closing the Sale,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Sixth Session in the Dojo (part 2) – Have a Pre-Meeting, Approved Agenda

At least once in your career, you are given an introduction to that one executive you have been trying to meet for weeks, months, years. A lunch meeting is scheduled at her favorite (and expensive) restaurant. You do the normal, getting to know you conversational dance. And there you go and spoil it by saying, “I have a few ideas that I believe will help your business.”

The response? “Oh, when I spoke with Spencer, he said you just wanted to meet. I didn’t know this was a business lunch.”

So why was there no agenda? Fear? Fear that she would tell you she has no interest or need for your services?

Asking for approval of a specific agenda accomplishes two key points in adding new business, and saves explaining expense account charges. First, the prospect knows exactly why you want to meet and what will be discussed. No surprises, everything is agreed to before meeting. Or, the prospect says that he has no interest in meeting to discuss your company’s products or services. The good news, you saved time and money.

Sensei Dan Kreutzer, of the Samurai Business Group, discussed the why, how and what to include in setting and getting a pre-meeting agenda. Dan referred to it as “setting the stage.”

When scheduling a meeting over lunch, coffee or a desk, first determine the maximum amount of time granted. “How much time will we have when we meet?” Next ask the prospect, “What should we try to accomplish when we meet?” Finally, ask if it makes sense to set an agenda “to see if there is a fit” with your business. Then email or discuss the agenda on the phone to get approval. And email the agreed agenda before you meet.

When you meet for lunch, coffee or over the prospect’s desk, there are no surprises.

When the agenda is covered, and there is agreement to move forward, offer the next steps you will take; and assign “homework” to the prospect. This will ensure that the prospect is fully engaged. If you don’t follow these important actions, you will have a list of non-prospect prospects.

Just last week, I scheduled a lunch meeting with a prospect who had worked for a client. He was hired to undertake a huge project for a new employer. I followed Dan’s advice.

In my confirmation email, I presented our agenda (key word is “our”). He emailed confirmation and approval of the agenda. After a few minutes of “How are you? What’s new? How’s the new job?” I was able to move directly to our agenda. After our conversation, I explained what I would do, assigned homework (which was completed) and now await probable approval of my proposal.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Sixth Session in the Dojo (part 1) – “I hear voices!”

Your meeting with your newest prospect begins and you’re having a great conversations. That is not a typo. Whether you are aware of it or not, in every meeting there are at least three conversations taking place. You and the prospect. You with you. The prospect with himself.

Since you were a child, and through college, we have been programmed to listen to our inner voice to answer teacher’s questions, think of questions and in general participate in class to improve our grade. Now that we are in the business world, our well trained “inner voice” keeps participating.

During meetings with prospects and clients, we listen intently to two voices; that of the prospect and our inner voice. “I know the solution!” “You have examples of success! Tell him about the Samurai Capital account!”  “Stop talking so I can tell you all the great things we have done!”  “OOO, pick me, pick me I have the answer!”

The prospect’s inner voice is also talking to him. “Man, this is going to blow out our budget?” Won’t this guy shut up so I can tell him what I really need?” “I wonder when Sue and Tim are going to lunch.”

So what’s a “parent” to do and can we learn to control or just live with this “child?”

First, as Sensei Dan Kreutzer of the Samurai Business Group pointed out, there are three, distinct levels of participation by our inner voices. As programmed, your inner voice takes over. You are distracted from what the prospect is saying. You are spending more time listening to the inner voice, and only hear pieces of the valuable information the prospect is sharing.

The second level is when the inner voice keeps interrupting with answers to the prospects needs, but you are able to quickly return to listening to the prospect. And third, you’ve told the inner voice to “shut up and be quiet.” You continue to focus on the prospect and what he has to say.

So the solution is to just have a conversation. Huh? Leave the sales mode. And just talk. It sounds simple. But if you simply shut up and focus on listening and having a normal conversation, you can move the prospect from the fear of “being sold” and into discussing his compelling reasons. Then you will gather the information needed to present solutions at a follow-up meeting.

OK, now you’re saying it can’t be that simple. Alright, here are a couple of tricks I use to maintain focus on the prospect. First, I invite my inner voice to join the conversation (“Right, are you off your meds?”). I have my inner voice repeat verbatim what the prospect is saying. To do that takes real focus. The other trick is to write down the questions and key points my inner voice wants to ask. When the prospect has finished talking, I ask questions, confirm key points and satisfy my inner voice.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Are You Wasting Your Time on RFP’s?

By Spencer Maus, SpencerConnect

Many of us have received Requests for Proposals (RFP’s). Most corporations and all government agencies require multiple bids for large projects. RFP’s are sent to selected corporations. Bids are reviewed and a winner is selected.

For many businesses RFP’s are an important element for generating new business. Corporate teams spend hours on research, preparation and writing, submitting and then waiting for the good or bad news.

In many cases, success can be minimal. The team has submitted the perfect proposal. Every section has been thoroughly discussed. Your company’s products or services are a perfect fit for the needs outlined in the request

However, the winner may have been pre-selected. It could be a company that has always delivered great results. It could be that project manager plays golf with the CEO. Or you may have been suggested by your competition, in order to meet with policies or laws.

So how can you determine if it is a true open competition, or if you are “window dressing” to provide the appearance of fair and open process?

Dan Kreutzer, a managing partner of the Samurai Business Group, offers students a few suggestions. Does the RFP provide contact information and an invitation to call with questions? If not, your proposal may not be seriously considered. If you are invited to call with questions, you call, leave numerous voice mail messages without return calls, this may not be a fair competition.

If you do get the contact on the phone, first ask “How did you get my name?” If it was a referral, ask “who referred me so I can thank them?” If the corporate contact says he would prefer not providing a name, odds are it was your competition. If it was via a Google search, you may or may not be in a rigged beauty contest.

Next ask if you can discuss the RFP in person.  If that is impractical, ask if the contact has time or can schedule a time. If the answer is “all the information you need is in the RFP and on our website,” again this could be a waste of valuable, business development time.

However, if you are provided the name of a referrer and a quality meeting or phone conversation occurs, you are in a fair RFP competition. And one final tip. At the end of your RFP, include legal language that the information in RFP cannot be shared with anyone outside of the corporation requesting your bid. It may not prevent your bid from being shared with competition, but it may give pause to the corporate contact.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Networking is Like Playing Golf

It is a warm sunny day at Harborside GC. Four friends are teeing off for a relaxing round of golf. The day is full of good shots, bad shots and relaxed laughter. Well, with one exception. His day is not so great. Before each shot he thinks, “Feet slightly apart, knees bent, left arm straight, adjust grip, head slightly cocked to the right, take the club straight back on a parallel plain, follow through with the club head square at impact…” And splash, another ball in the water. More work than fun. Time for another beer!

His playing partners seem to have little trouble negotiating the course. They each stand up to the ball and just “grip it and rip it.” Their swings are effortless and enjoying the day is easy.

Networking has seemingly become more work than fun. After hundreds of dollars spent on lessons (seminars), countless how-to books read, and hours practicing the perfect 30 to 60 second elevator speech, off you go the network work. I sometimes think there are more keys to perfect networking than hitting a good golf shot.

I recently saw a headline for “Six Handshakes You Need to Know.” Really! I know one, firmly grip the other person’s hand and look them in the eye then say, “My name is…what’s yours.” It has always worked for me.

Today there are so many right ways to network “OK, which handshake do I use? Which 30 or 60 second elevator pitch? Do I need the 30 or 60 second? Who should talk first? OK, I’m trapped, what’s the best way to escape with the fewest strokes, I mean less time?”

With all of this, who can just relax and enjoy meeting new people?

But networking still can be fun. It is a chance to relax from a long day at the office (think driving range or nine holes after work). You’ll meet great and fascinating people, and some not so great people. You’ll make some lasting friendships, and also end up with a few business cards destined for the trash (think a nine iron next to the cup and a tee shot in the water).

Now, to be perfectly honest, I do need golf lessons (and a new driver, new irons, new shoes…). And I have watched and learned from the better networkers. But one thing I have learned about golf and networking, just relaxing, having fun and being you will lead to lower scores and greater friendships.

Now my eight must do tips for perfect networking:

1. Practice good personal hygiene
2. Show up
3. Smile, look the other person in the eye and shake hands
4. Listen
5. Seek to create new relationships, not large, useless rolodexes
6. Altoids
7. Avoid martinis or heavy quantities of wine
8. Don’t make promises you can’t keep, and keep the promises you make

And if you’re not having fun, you’re not doing it right

“You’ll Make Millions! Brilliant!”

You have a brilliant idea! You’ve researched the market, you’ve talked to friends, family and colleagues and they say, “I’ve never heard of that being done. You’ll make millions. Brilliant!”

Immediately they start searching for pens and checkbooks, and throw thousands of dollars at your idea that is – dare it be said – Innovative! Visions of lunch with Warren Buffet dance in your head.

Over the next six months to a year, you go to work. You have friends willing to provide professional expertise in accounting, legal and general advice in return for stock. You add a CMO, who has worked for your mega-billion dollar competition and led teams of 50 to 100 people. You add other team players who have worked in numerous key positions, willingly filling roles for your company GreatIdea, LLC for equity.

And now it is time to share GreatIdea, LLC with that dreaded community of strangers – VCPEA (venture capitalists, private equity and angel investors). Keep in mind that you are as strange to them as they are to you.But before you begin filling out a GreatIdea, LLC deposit slip, here are a few mandatory questions to answer.

1. How much do you want/need? $500,000 to $5 million is not a good answer. “Well, $500,000 will keep us going, and hopefully growing, for the next year. But we will have to look for additional investors.”  You need to do three revenue/expense calculations – worse case, best case and most likely case. And you need to be prepared to defend your numbers. Present a range that is based on the worse case and most likely case. You can always happily surprise your new business partners (yes they are now business partners) with an early pay back.
2. What are you going to do with the money? Also known as use of proceeds. Buy new and necessary equipment? Move out of your basement into an office (your wife would really like you and your friends out of the house)? Hire a sales team? “You do have revenues don’t you?” Plan very carefully and being brutally candid, present what you need to buy or expense to be successful. It will save you a lot of future pain and tongue lashings administered by your new business partners.
3. Do you have the team to pull this off? You have a brilliant CMO, who worked for years at MegaCompetition, Inc. (NASD: MGCI). But has he ever worked for a startup? Has your friend, the CPA ever worked in your industry? Does he even know your industry? In fact, have you ever, really worked in this industry? There are thousands of company founders who had a great idea and no clue about the industry they were entering.
4. “OK, and when do I get my money back, what else do I get and when do I get it?” The VCPEA community is not philanthropic. Why do you think they are in the position to invest in you? They are smart. Very smart. And they want to make a lot of money off of your great idea. Yes they will present terms. But, if you do not know the what, when and how you are going to repay their “kindness”, you will have very little room to negotiate.

As you venture into to the world of venture (and private equity and angels) be prepared, be very prepared. If not, you will be sad, you will be very sad.

(Next, being prepared, being very prepared)

“Be Prepared, Be Very Prepared!”

When we last left our vaunted entrepreneur, GreatIdea, LLC was operating, beginning to generate revenues and ready to venture into the world of VCPEA (venture capitalist, private equity and angel investors).

He has done his homework. He knows the competition, understands his key points of differentiation and has found an uncovered niche for GreatIdea, LLC. He even discovered a successful company to buy to accelerate his growth. Now he has begun to prepare his “ammunition” to meet with the VCPEA community.

Drawing on the talents of his CMO, formerly with MegaCompetition, Inc. , and his interim CFO, he has prepared a very impressive and detailed, 34-slide PowerPoint presentation. He has completed a five-page, executive summary discussing the future of GreatIdea, LLC. And he has an appointment with a private equity firm, set up by an overly enthusiastic networker he met at a LinkedIn event. He’s ready! Maybe.

He arrives at BigBucks, LLC 15 minutes before the appointed time. Thirty-five minutes later, he is shown into BigBucks conference room. After setting up his laptop, projector, and organizing the copies of his executive summary, he sees a member of the BigBucks investment team entering the room and hears, “I apologize for the delay, but something has come up. I had hoped to have our analyst join us, but he was called out of town and I have only 20 minutes. What have you got?”

With disappointment obvious on our hero’s face, he begins to rush through his PowerPoint presentation, only to be interrupted by a question, “How long is your presentation? Perhaps I could just look at the executive summary and ask a few questions.” After scanning the executive summary, Mr. BigBucks imparts that he is not fully informed on GreatIdea’s industry, doesn’t understand a lot of the terminology and thought this was a platform for acquisitions. The meeting comes to an abrupt end, and our hero leaves downtrodden and defeated. Where were his mistakes?

Rule 1 – “Know your customer.” No one with any sense would go into a meeting without doing his or her homework. But after doing your homework, ask if this investor is a good fit. Keeping a meeting with the bad hope of “maybe they will like my business,” or for the practice of presenting is not a good idea. Have you ever heard the expression, “All over the street”? The more wrong people and firms you meet, the better your chances of “poisoning the well.” Use a rifle, not a shotgun.

Rule 2 – “Be detailed and direct with your Executive Summary.” If you meet the right firms, they will understand your space. If not, you need to explain the technical terms. More importantly, keep your executive summary to a maximum of four pages (two pages is better). If necessary, use short or even bullet-pointed statements, not smaller font. Let the summary generate interest, curiosity, excitement and creative questions and ideas. And make sure you include both financial projections and historical numbers if available.

There was one executive summary that was five pages, highlighting and showing great industry knowledge, well thought-out financial projections and a strong management team. However, the document failed to mention they were acquiring an operating, profitable business and did not include that company’s historic financials.

Rule 3 – “An audience wants to hear what you have to say, not read it on a screen.” Too many presenters put every last detail in their PowerPoint presentations. The audience is so busy trying to read your presentation they don’t hear what you have to say. Yes, your PowerPoint should include summarized financials. But the majority of your 10 to 12-slide PowerPoint should only have bullet points or pictures (the mind remembers pictures more easily than words) to remind you of key points to make during your presentation.

Rule 4 – “Know your investor.” Remember, you are not only getting much needed capital, you are adding new business partners. Can the investors provide you with new ideas and guidance? Do they have meaningful introductions to potential customers or strategic allies? Will they support you during down periods? Or will they constantly look over your shoulder, criticizing your every move? Do they have a history of removing management that disagrees with their input? Rarely will anyone or any firm hand you a check and say, “Great meeting you. Do keep in touch.”

Rule 5 – “I thought the check would be bigger.” Investment bankers and private equity firms are not philanthropic and have expenses to cover. If you use an intermediary to find capital for your firm, you will pay a finder’s fee and their expenses. Make sure you calculate the net capital you need to grow your idea to a successful business.

To avoid other potential startup disasters, contact the Startup Accelerator team at www.thestartupaccelerator.com.

Now What Do We Do? Leading and Communicating Through a Crisis by Buckley Brinkman and Spencer Maus

No one expects a plant boiler to explode, an injury to an employee from an industrial accident, a key executive to resign, or the cancellation of a line of credit.

The hardest question to answer before, during, and after a crisis is “Now what do we do?” Of course, the best time to ask that question is before any crisis occurs. Unfortunately, most of us don’t take the time to fully consider the impact of crisis situations.

Even though you hope you will never need to execute on a crisis plan (as you never expect to file an insurance claim), it is as important to have a crisis plan as it is a growth, operations and benefits plan. When the unexpected disaster occurs, you need to be ready. A solid plan puts you in the best possible position to lead your organization through the crisis and beyond.

Crises are emotional times. The pressure of the situation may cause employees, vendors, customers, communities, and corporate executives to react emotionally, not logically. Keep your cool. People are depending on you to lead them and staying calm helps everyone make better decisions and work together. A solid crisis plan makes it easier to overcome the pressure and emotions of these situations.

Your crisis plan should include all of the elements necessary for you to manage the crisis at your pace, bring the critical expertise to bear, take the appropriate action, and control the key communications. Crises unfold quickly and it is imperative that you are able to move fast enough to control the pace of action around the event. A comprehensive plan around these four factors will put you in control.

Pace

Crises can take on a momentum of their own and quickly run out of control. Events happen quickly and unexpectedly. Great athletes are able to slow down a game and play it at their pace. You want the same ability and advantage. Make sure you plan includes several well organized routines:

• Information is critical during a crisis. Put a routine in place to get facts quickly and stay ahead of the action.
• Stakeholders are not created equal. Victims and employees deserve to know the facts before other stakeholders. Put the plan in place to see that stakeholders receive information in the proper order.
• Create a communication schedule. Determine who needs regular updates. Put them on a schedule and stick to it – even when there is no news. A steady communication schedule sets the pace to your tempo and provides a measure of stability to the situation.

Action

Timely and effective action can make the difference between a crisp recovery and a prolonged spiral into more difficulty. Pumping adrenalin makes it more difficult to execute effective decisions. Great plans provide the framework to channel the energy and solidly lead the organization during these crises. Think about these action elements in your crisis plan:

• Insure everyone’s physical safety and err on the side of caution. Losing a life is never a good trade for saving a building. Once everyone is safe, make sure they stay safe. No one puts themselves in harm’s way to save anything. Rescue is a job for professionals.
• Preserve value and protect assets. Make sure you are taking the actions to secure the company’s future; taking care of your people, stabilizing the physical assets, resuming operations as quickly as safely possible, and insuring that your customers receive the best possible attention.
• Communicate your actions to all stakeholders. When you think you’ve over communicated to everyone, redouble your efforts. Communication always takes more time and effort than expected. Make sure you don’t fall short.
• Stay in control! Avoid being baited into saying or doing something you will regret. Effective actions create the cornerstone for smoother crisis recovery. Make sure your plan addresses these elements.

Experts

Recovery from any crisis requires specific expertise in certain critical skills. Your crisis plan should include the experts you will need to complete the recovery and the specific roles they will play. Several things are essential:

• Know the public emergency services responsible for your operation. Know who will respond and try to meet them before a crisis. When they respond, let them do their jobs, including communication of any status reports.
• Know who has the critical skills you will need during the crisis, including attorneys, public relations experts, and property remediation experts.
• Make sure you have the experts’ numbers on your cell phone – at the ready when a crisis arises when you are out of position.

The proper expertise is essential for a solid recovery. Make sure you have the right experts ready to go.

Communication

Communication often gets the short shrift in any crisis plan. Coordination, clarity, timeliness, and completeness are all critical elements of effective communication. These take a degree of thoroughness not required from many of the other elements. Anticipation also plays a large role in communication planning. The right message at the right time to the right audience can make all the difference between a quick and a sluggish recovery. Think about these elements for your plan:

• Set the communication routine outlined in the Pace section of this document.
• Designate only one representative to speak for the company. Make sure no other employees speak to the media or outsiders.
• If you don’t have answers, simply say that you are still gathering information or that you don’t know. Don’t say, “No comment,” or worse yet, make up an answer without all the facts.

Follow these guidelines and you will be prepared to manage the crises that come your way.

(Buckley Brinkman is a Change Catalyst and one of the Launchpad Partners. He has been helping companies make the most of change for over 25 years and led operations through crises in several different industries.)

(Spencer Maus is with Lake Effect Communication, LLC and has over 15 years of public, media and investor relations experience He has been involved in numerous crisis situations, including representing a plaintiff trial law firm that negotiated a precedent setting settlement from a multi-billion dollar, international corporation).

TWEET! “Now What Do We Do?” By Spencer Maus and Hilory Wallk

At one time, it was relatively easy to control or manage internal and external corporate messaging. There was a spokesperson or spokespersons designated as the sole sources for corporate communications. If a crisis occurred, a well-trained, media savvy executive would talk to reporters and explain the situation from the company’s perspective. Over and done with in most cases.

But in today’s world of social media, it is easy for an “unofficial” company spokesperson to set up fictitious accounts and offer a different, perhaps privileged or biased perspective when a crisis occurs. Therein lies the issue-with no practical manner to curb the undiluted and contradictory messaging, the massively unfavorable PR implications are staggering.

There is a certain thrill for a lower level employee to become the de facto, company spokesperson. Being seen on television by friends and family, seeing their quote featured in a news story or blog provides a certain sense of notoriety – the proverbial fifteen minutes of fame. Just a soft shoulder offered to a dock worker, receptionist or administrative assistant, creating the perception of a safe haven to share personal feelings, can cajole an employee to inadvertently provide information better kept within the corporate family. The resultant damage to a brand and associated good will may be incalculable. So, the question is, “Now what do we do?” You are left with two choices – the carrot or the stick, or perhaps both.

The Carrot

In any corporate environment, creating a positive culture is key.  Studies have shown that a higher level of job satisfaction with employees as compared to their counterparts making more money if they feel valued and treated with respect.  Sadly, this is all too rare in today’s corporate climate. Since one never expects a plant to explode, a product to malfunction, a food to be contaminated, a fired employee to claim harassment, or a key executive to suddenly die, without a plan in place, chaos may well erupt to fill the void. Absent a sense of ‘ownership’ in the success of the company, amongst the employees, Tweets will happen.

When an unfortunate incident occurs, or is about to occur in the case of a line of credit in danger of imminent withdrawal, it is imperative to empower the employees by a demonstration of community, to keep them closely informed of developments; and to make the feel part of the team. A sense of worthiness should arise out of a role as a team member rather than through an anonymous blog posting or viral Tweet.  This community relationship cannot be built upon the heels of a calamity; it must be firmly in place BEFORE disaster strikes. This is the only way to limit the potential of a maverick employee becoming an “unofficial spokesperson.” If there is a true sense of ownership and belonging in the corporate culture, employee peer pressure, and genuine loyalty to the corporation will go far to stem the flow of unofficial information making its way into the media.

The Stick

As has been pointed out repeatedly, the importance of an existing crisis management plan cannot be overstated. . A major element of such a plan is the type of messaging to be communicated and the appropriate spokespersons(s) to implement such communications,

A well-trained, savvy, personable reporter, blogger, or a comforting friend or spouse may easily have a different perspective on events Allowing unauthorized third parties access to unvetted inside information is a sure path to a downward spiral, from which there may be no escape (witness the issues that Dow Chemical faced with silicone breast implants, which were later proven by three separate scientific studies not to have any direct correlation to the illnesses claimed by a multitude of plaintiffs and their richly rewarded attorneys).

One proactive measure to consider is adding a document to an employee’s file, which clearly states that only designated company executives may speak on the company’s behalf in the event of a crisis. Anyone else speaking to media, directly or indirectly, or using any forms of external communication (emails, blogs, and social media) to provide unauthorized information will be immediately terminated, and may face criminal charges. This document should be followed up by annual trainings where the employees ideally witness real-life situations where the protocol was followed and contrasted with examples where renegade employees forced a corporation into bankruptcy. It is important to note that this post does not deal with the ‘whistle-blower” situation, where an employee discloses unethical or illegal practices of a company.

Yes, this is harsh. But unfortunately in today’s world, it is more important than ever before to ensure that all steps are taken to preclude the unprecedented access to millions that is possessed by the average person.

A boiler blows up, a person is injured or killed while performing his or her duties as an employee, and the company’s reputation is on the line. It is essential to provide relevant and current information, share a sense of community, use the stick noted above and gently inform the employees about the dangers of ‘unauthorized leaks’ (e.g., where words or incomplete information is relayed to others will result not only in harm to the company but can easily escalate to a consequent round of layoffs due to the expenses required to combat the lawsuits, public relations nightmare, and erosion of consumer confidence).

The Carrot and the Stick

When a crisis occurs, be as candid with employees as possible, advising that certain matters are ‘still under investigation’, but that you will keep them updated on a regular basis. Let the employees hear or read the news and action steps to be taken from the executive staff, the CEO if possible – not from the press. Ensure that the employees understand that they are part of the team and together you will weather the storm. Remind the employees that working as a team will enhance the likelihood that the impact of a crisis on revenues and profits will be much less severe – if they follow the crisis management plan to a ‘t’. Finally, albeit gently, remind employees of the document they signed, and the crisis management training that they received.

Additional Action Steps

You may not be able to completely stop the flow of unauthorized information, but you can mitigate these to a great extent using the principles outlined below, and taking the following steps: (i) Establish an “as it happens” Google news alert which will instantly provide information that appears on the Internet regarding the company and key executives, (ii) Take the same actions using Twitter applications, and (iii) Monitor Facebook and LinkedIn for unfortunate “What are you doing now?” comments.

When something does get written, posted, released or “tweeted”, prepare and provide an honest response when asked, but ensure that any response is vetted. It may be tempting to respond in a ‘reactive’ manner, but that is not the best strategy.  A response is usually required, but the right response is far more important than a fast response in which consequences have not been evaluated.

Please let us know if your company has instituted other innovative steps, or if you have further ideas which might be helpful to others.

(Spencer Maus is  Chicago-based, public relations executive with  over 15 years of public, media and investor relations experience He has been involved in numerous crisis situations, including representing a plaintiff trial law firm that negotiated a precedent setting settlement from a multi-billion dollar, international, oil corporation).

(Hilory Wallk is a San Diego-based corporate attorney, specializing in Intellectual Property Law, as well as the Legal Director of the Nanotechnology Research Foundation. While working for a Fortune 50 company, Hilory was instrumental in leading a team which successfully avoided a potential PR nightmare by taking appropriate and innovative actions in a timely manner).

Now What Do We Do? Crisis Management – Before and After By Jim Christensen and Michael Collins – Presented by Spencer Maus

Create a Business Continuity Plan in the Event of a Crisis by Jim Christensen

Can your business survive a fire, power outage, hazmat accident, flooding, your website is down, your #1 supplier has a month-long work stoppage, the death of a key employee? What is your worst business interruption nightmare? Give your business the chance to survive and thrive regardless of what happens.

According to the Small Business Administration, 25% of the companies that have a business disaster, but do not have an existing plan to recover never re-open their doors. According to a study by IBM, half of those that do re-open their doors are out of business within 5 years. A study done by the University of Minnesota, 80% of companies that have an extended outage never re-open their doors. No one plans to have a car accident.

No company plans to have a business disaster. But if we look around, they both happen each and every day of the year. A business disaster can be fatal to a company. It does not have to be.
We cannot control the future, but we can do something about its impact. Having a Business Continuity Management (BCM) Program can enable a company to competitively survive a business disaster.

A BCM Program allows the company to address its risks and exposure upfront using planning, prevention, and mitigation. A BCM Program can enable the company to keep its clients and keep its revenue stream in the face of an unplanned business interruption.

A BCM Program is pro-active. Long before the disaster, the BCM Program identifies the most critical needs of the company and allocates appropriate resources to prevent, mitigate, and react to potential business risks and business interruptions. A BCM Program is dynamic. After it is created it continues to mirror the evolving needs of the company. A solid BCM Program has a number of components to it. And just like eating an elephant, you take it one piece at-a-time. It is helpful to bring different resources to bear to assist you as you create your BCM Program, your business’ life-jacket.

One of the components that are key to reacting to any type of business disaster is Crisis Communication. Who do you tell? What do you tell? How do you tell? When do you tell? In creating your company’s Crisis Communication Plan it is helpful to utilize an expert in the field.

Have a Disaster Clean-up Plan in Place Before it Occurs by Michael Collins

The inertia regarding preparing for a disaster is understandable. Business owners’ time is stretched already in dealing with yesterday’s, today’s, and tomorrow’s challenges. Who has the time to prepare for something that has a remote chance of even happening?

To encourage preparation ahead of time, let’s consider intervals rather than probabilities. If the probability of snow in a July Chicago is truly zero, then the interval between snowfalls is infinite. Just as the odds of snow in any given September are 10%, that means that one September in ten will have snow. Any probability above zero implies occurrence, which means a predictable interval between July flurries. If the remote chance is but 1%, it does still mean that one July per century will see snow. Which also means 99 summers will go 100% snow-less, but one fateful July will have 100% “chance” of snow?

That summer is inevitably coming. It could be next summer, it could be in twenty-seven years; but with a 1% chance, snow is absolutely coming.

So is it with physical damage to commercial property, damage which will to varying degrees interrupt your business’ ability to perform – to take orders, to provide your goods or services, to pay your employees, to invoice for work performed. You have business insurance, so you’ve acknowledged with your hard-earned money that you may indeed have a disaster. This is wise, because you indeed will. You don’t know when, otherwise you’d not take out insurance until then.

So prepare now. Speak with your insurance agent. Prepare your business and your employees. Interview service providers today with the diligence you exercise with the others on your accounts payable lists – meet the providers, ask for and contact their references, establish their capacity to assist you, commit to them to get their commitment to you. When that Monday morning comes with the 1% chance of the upstairs water cooler breaking and running all weekend happens with 100% certainty, you’ll be so very happy to work with people you know rather than trusting the re-opening of your business to strangers.

Crisis Communications – Lessons Learned in Texas

Almost every public relations professional has, or will, manage a client’s communications in a crisis situation. We all know the drills. But, how many of us have been on the other side, crisis management for the plaintiff’s side; working for the organization that wanted the publicity to continue.

A few years ago (pre-Twitter and a few other resources we now use), I was given that opportunity. During the course of this project, many lessons were learned. This case study addresses nine of the many lessons. As you read this report your reaction may be, “I already knew that!” or “That’s PR 101.” However, you may find one lesson that is not so obvious.

Lesson One – With crisis there is a villain and a heroine or hero. The heroine was a high school graduate from a small southern town. To earn a decent living, her parents held jobs that admittedly were not without some risk. Then, one afternoon there was a preventable accident of catastrophic proportions. Both of the girl’s parents were killed instantly. She unwontedly became the perfect heroine.

The defendant was the perfect villain. It was (and is) an international corporation. The company had made cuts in maintenance expenditures and workers worked long shifts. The orders to cut costs came from the highest levels of the company. It was the perfect heroine vs. villain scenario.

Lesson Two – For a plaintiffs’ trial law firm, it’s not just the money, it’s the publicity. Every plaintiff trial attorney aggressively seeks justice and restitution for his or her clients, as well as publicity. The goal is not to influence the jury pool, but rather promote his or her firm and gain new clients – at the expense of defendants.

The plaintiff trial law firm’s director of marketing hired a team of three public relations/ marketing experts. The marketing team included a Web site developer and a videographer. The team was literally on call 24/7.

Lesson Three - Working with the media – divide and be very helpful. The pre-trial hearings and discovery were already garnering local, national and international attention before the team was assembled. To manage the media, it was decided that two of the publicists would handle the national and international press. The third managed the trade and local media.

Each reporter was given a primary contact, along with the complete contact information of the other two team members. And, it was reciprocal. We asked for and received the complete contact information of all reporters covering the proceedings. As a team, we were able to alert reporters immediately of any breaking news or press conferences.

In addition, we held tri-weekly, team conference calls to discuss discovery, case information and strategy and tactics. The two, primary tactics were to release information about the case when approved by the court, and to “counter-punch” information and statements released by the defendant. This served us very well (see Lesson Six).

Lesson Four – You might need a scorecard. As all of us know, media outlets are making major changes and cuts to staff. In the last two years, many favorite reporters have been laid off or are assigned two or more disjointed beats. During this project, many outlets had reporters, from different beats, covering the hearings and breaking stories. In fact, due to a lack of staff, one publication sent its technology reporter. As names changed and shifted, we constantly updated or added to our media list. If we sent out an alert or press release, we made sure that reporters, editors, assignment editors, etc. from the same outlet received one single email. This insured that each team knew who was receiving our announcements, and ensured that their outlet would make a “best efforts” to cover the news item.

Lesson Five – Be fast and accurate. The team established a system to write press conference alerts, distribute the announcements and contact key reporters via email, cell or text message. Using templates, MS Word mail merge and Excel spreadsheets (I know it sounds barbaric and may affect sensibilities, but it worked), we were able to begin press conference calls within two hours of the decision (our record was 45 minutes). With a standing conference line, it literally became an exercise of punching buttons.

The key was that we all knew our assigned tasks. One team member would draft the announcement, while the other two began calling reporters. Once the draft was completed, reviewed, proofed and fact-checked, we simply started punching buttons and sent out the announcement to over 200 reporters. In addition, we digitally recorded the press conference calls and made them available on a Web site to reporters who either couldn’t listen to the audio or didn’t receive notification in time for the call.

Lesson Six – If you have something important to say, don’t just put out a press release -, hold a press conference call. A classic mistake was the surprise announcement that one of the key executives had resigned. We were monitoring all news on a real time basis. The announcement came out during one of our tri-weekly team calls. The company chose to let the release stand by itself.

We immediately called a press conference call. The call, beginning within 90 minutes of our team seeing the announcement, allowed the plaintiff’s lead attorney to freely voice his opinion on the resignation, without contradiction.

Lesson Seven – If a community forms, give them a place to meet. The Webmaster created two primary Web site templates, which allowed us to launch sites within 24 to 48 hours. It was literally type, cut and paste, insert videos and invite the world.

The two primary Web sites provided information on the trials (both the heroine’s and subsequent injury cases). The sites included trial documents, video depositions and videos shot by the team videographer, along with court-released documents and transcribed depositions. In addition, chat rooms were set up along with online information request forms. All new information was placed on the site. Emails were sent to reporters announcing the posting of new information and documents.

In the months that followed, the first of a series of injury trials began. Working with the court reporter and cable network covering the trial, we added delayed court video highlights, which were synched to court transcripts, on the Web site. Of course, we selected the highlights. Our goal was to present our viewpoint and to drive people to both Web sites. We were successful.

Lesson Eight - Know and respect your opponent. The lead attorney grew up in a blue collar environment, put himself though college and completed his undergraduate work in less than four years and then earned his law degree. The heroine said she lost everything that mattered in her life.

The defense hired private investigators to follow the plaintiff and the attorneys working the case, hoping to gain information that would discredit all parties. With flashlights shining into private homes and every move being shadowed, the heroine and legal team became angrier and more determined. This heightened determination resulted in the company’s legal counsel accepting all of the heroines terms to settle the day the case was to go to trial.

Lesson Nine – Be careful what you write and distribute. A standard tactic for a major trial is to bury the opposition in documents. The defense provided million pages of correspondence, memos, emails, etc. Unfortunately for the defense, the plaintiff’s law firm had the manpower to review, catalog and store on a server every document provided.

Hidden (or possibly hoped to be hidden) in this pile was a document addressing a risk assessment outlining potential damages from the loss of life, when compared to the costs of preventing such a tragedy. Also, there was a memo that included a reference to the division’s refusal to put a value on a worker’s life. In the cost analysis section, it was calculated that there was minimal risk and the least costly preventative measures would be used.

In a memo, the parent corporation complained about the division’s unwillingness to comply with corporate policies. This document was devastating to the defense. The lesson is that even if your job depends on providing such information, remember, once written, it becomes a historic document subject to discovery.

In closing - We have all been taught, when in a crisis situation, to get out in front of the story – be proactive, not reactive. In this situation, the opposition was reactive when they should have been proactive and proactive when they should have remained quiet. We had the perfect poster child, which the corporation tried and failed to discredit. Those efforts worked to our favor, as we continued to elevate her profile, as well as that of the law firm.

In a high profile situation, and in this “24/7 news cycle” world, reporters welcomed proactive updates on breaking news. Because of our efforts and the “bunker mentality” of the opposition, a perspective favorable to plaintiff appeared in print and electronic press. Reporters quickly took our phone calls, responded to emails and thanked us for our efforts.

The company leveled accusations at the media team for attempting to poison the jury pool, through our active and reactive outreach programs. In reality, the opposition had unsuccessfully tried to do such outreach themselves through community mailings, touting what they had done and planned to do for the community. Those mailings were viewed as threats to the community and received with scorn and admonishment from the court. Our outreach program, which gave them a place to meet online and view trial documents, was accepted and welcomed by the community.

SpencerConnect Discusses the Creation of the (Dr. Andrew) Weil Baby Bottle with Co-Creator Marlene Sirota on Blog Talk Radio

Marlene Sirota, president and co-founder of Key Baby™ and Weil Baby™, a Lake Forest, IL, Cuban American mother of six. Marlene wanted to develop a BPA free baby bottle after surviving cancer and becoming concerned with cancer-causing chemicals in food and food dispenser products. Key Baby™ engaged HLB, Inc., to develop a new and differentiated baby bottle “that would meet the needs of new moms.” Along with co-founding Key Baby™ and Weil Baby™, she has built other international businesses.

Marlene began working with Dr. Andrew Weil to formulate the creation of a BPA-free baby bottle in response to concerns about BPA levels found in infant care products. HLB, Inc. was engaged to develop the new bottle. Eastman Tritan™, a new-generation copolyester created by Eastman Chemical Company, was the material selected for the new product line because it offers properties that provide infant-care products with superior clarity, dishwasher durability and toughness.

During the next fifteen minutes, discusses the idea germination of the Weil Baby Bottle and feeding systems, her successful battle with breast cancer and her other entrepreneurial ventures around the globe with Spencer Maus on Blog Talk Radio.

The Employment Paradox – Part 1 – So Many Resumes, So Little Time – Will Yours Stand Out?

By Spencer Maus, JASE Consulting Inc.

In today’s economic environment, and with the unemployment rate nationally at 9.5% and 11% in Illinois, it is imperative for the job seeking to have a resume that is clear, concise and stands out in the pile.

On Blog Talk Radio, I interviewed Lauren Milligan, CEO of ResuMAYDAY. Lauren is an expert on how to craft a killer resume and cover letter. To listen to our conversation, and become aware of the common resume mistakes and how to make your resume stand out listen to our conversation at Fifteen Minutes with SpencerConnect.

The Employment Paradox – Part 2 – Screening for the Right Candidate in the Coming Resume Tsunami

by Spencer Maus

It is expected that 2010 will show an increase in resume submissions for every advertised job openings. In fact, according to the Bureau of Labor Statistics, September 2009 set a 35 year record for the most applicants per job opening. It is anticipated that this statistic will continue to increase during the course of 2010.

During 2009, a sizable majority of job applications were from the unemployed. Those who were employed were not active in seeking new opportunities. Many remained as quiet, disgruntled employees due to fears that applying for a new position would have severe consequences. It is anticipated that those fears will be replaced by strong need to find a new position and the currently employed begin to aggressively search for new career opportunities.

On Blog Talk Radio’s “Fifteen Minutes with SpencerConnect”, Chuck Smith of NewHire discusses how to effectively and economically handle the “Coming Resume Tsunami”. To hear Chuck’s comments, which end with comments on possible change in group health insurance that could have a major impact on those seeking to change jobs, visit Blog Talk Radio.

Those Rare and Wonderful “Networkers” The Introducers – Part 1 – Shonali Burke, Gretchen McGinn and Coley Perry on Blog Talk Radio

By Spencer Maus

The concept of the Introducers is based on theory that there are three levels of someone who introduces two or more people with the intent to improve those two people’s business opportunities. My theory of the three levels is:

Networker – someone who is seeking to make connections in order to improve some area of their life and perhaps the person with whom they network. They are very good at networking. And, on occasion, will introduce two people that will not help their business.

Connectors “are the people who ‘link us up with the world … people with a special gift for bringing the world together. They are ‘a handful of people with a truly extraordinary knack [... for] making friends and acquaintances.’” Connectors are excellent people to know; and when asked can be valuable in making introductions when asked and given specific information.

Then there is the Introducer. In my humble opinion, the Introducer is a rare and wonderful person who continually proactively tries to put people together for the benefit of those being introduced. We have all experienced the “ah-ha” or received the results of the “ah-ha” – “I know someone you should meet” without ever asking of being asked to make an introduction.

To find the Best of the Best, I crowd sourced LinkedIn and asked my contacts who they believed were those people you really should know. The selection was of the Top Ten was based on nominations, review of LinkedIn and other sites and my own gut feeling. With that said, please meet the first three of the Top Ten Introducers – Shonali Burke, Gretchen McGinn and Coley Perry.

From Blog Talk Radio – THE INTRODUCERS

SHONALI BURKE
Based in the Washington, D.C., area, Shonali Burke is the IABC-accredited, award-winning principal of Shonali Burke Consulting and current president of IABC/Washington, the largest IABC chapter in the U.S. She was named one of the top “40 Under 40″ public relations professionals in the United States by PRWeek in 2007, and one of the Institute for Public Relations’ three Jack Felton Golden Ruler award winners in 2008. Shonali blogs at Waxing UnLyrical under the watchful eyes of Chuck, Suzy Q. and Lola, her three rescue dogs. Much to her husband’s chagrin, Shonali can most often be found on Twitter.

GRETCHEN MCGINN
Gretchen McGinn is the director of business development for Jewell Events Catering in Chicago. Gretchen has broad experience in sales/marketing, business development, account management, event planning and hospitality. Gretchen has traveled extensively and has vast international business experience, including working on a start up in London. In addition, she has direct experience with start up operations in the United States. Gretchen freely donates her time and is involved with several industry associations. She is on several boards including IFMA Chicago (International Facility Management Association), Gift of Adoption, Alexian Brothers and was nominated for 2008 Woman of the Year for Leukemia and Lymphoma society.

COLEY PERRY
Chicago-based Coley Perry is a Sales Leadership Advisory Board Member at Macon Raine, Inc. He is an experienced advisor focused on solving business problems using strategy, technology, process, people and innovation principles. He has a deep knowledge and experience with “Sales & Marketing 2.0” strategy, design and implementation to impact lead generation, new client pursuit, account management, revenue capture, relationship building and growth. He also has extensive knowledge and experience with business operations, financial management, driving change, organizational development and talent management.

Those Rare and Wonderful “Networkers” The Introducers – Part 2 – Jared Gatti and Phil Aderton on Blog Talk Radio

By Spencer Maus

The concept of the Introducers is based on theory that there are three levels of someone who introduces two or more people with the intent to improve those two people’s business opportunities. Jared Gatti and Phil Aderton discuss their professional lives as Introducers.

The Introducer is a rare and wonderful person who continually proactively tries to put people together for the benefit of those being introduced. We have all experienced the “ah-ha” or received the results of the “ah-ha” – “I know someone you should meet” without ever asking of being asked to make an introduction. To find the Best of the Best, I crowd sourced LinkedIn and asked my contacts who they believed were those people you really should know.

Jared and Phil are two people you should really know. In their interview on SpencerConnect’s Blog Talk Radio show, they discuss the lengths they will go to connect friends, acquaintances and total strangers to help them grow their business. Phil and Jared also provide insight into how they use LinkedIn and their success in using LinkedIn.

Listen to Jared and Phil on SpencerConnect’s Blog Talk Radio show.

ABOUT JARED GATTI
Denver, Colorado based Jared Gatti is currently an admission representative with Kaplan College, He brings over 10 years in the people business covering team building, recruitment, operations, training, admissions, counseling, and sales. Jared’s roots are in non-profit and ministry operations and then shifted to recruitment over the last 5 years. He brings a deep knowledge of social media and using social media to reconnect and make new connections. Outside of work Jared enjoys cooking, trying new restaurants, and volunteering. Jared.gatti@gmail.com

ABOUT PHIL ADERTON
Phil Aderton is a Business Development Executive in West Monroe Partners’ financial services practice. Growing up a third generation community banker in rural Illinois Phil learned very early to assist others in the community, either professionally or socially. Phil attributes his background with helping others as the catalyst to leverage those experiences in today’s new social media environment and become an active networker/”introducer”. paderton@westmonroepartners.com

Solving the Problems of Dysfunctional Corporate Organizations

By Spencer Maus

Dysfunctional corporations are many times the result of senior-level management changes, cultural shifts or mergers.

Employees’ moral and performance suffers, possibly harming corporate revenues and market share. In addition, an employee(s) may not have the skills or talent for his/her job responsibilities, but may have the right set of skills and talent for a different position within the corporation.

In today’s economy, companies need to maximize performance and their most important asset – their employees. Shelli Nelson and Dr. Arnold (Arnie) Bacigalupo, principals with Voyageur One, discuss how to overcome organizational dysfunction and maximize your company’s and employees’ potential.

In addition, using Career Navigation, how they will discuss how to identify employees’ skills and talents to create a productive team for your business Join SpencerConnect for a fascinating 30 minutes on turning dysfunctional organizations into highly effective companies.

Listen to SpencerConnect on Blog Talk Radio.

Arnold C. Bacigalupo, Ph.D. – President and Founder

Dr. Bacigalupo founded Voyageur One over 30 years ago. Previously, Dr. Bacigalupo owned & operated a guided canoe outfitting business on the Canadian border for 18 years. Dr. Bacigalupo’s entrepreneurship enabled him to capture his passion and create a company that supported his values and efforts. Dr. Bacigalupo was drawn back to his love for education and Organizational Development, where he wrote his dissertation on Consulting as a practice and developed a course in Consulting Skills at Loyola University Center for Organizational Development, where his work is still being taught today. In addition to Arnie’s Ph.D. in Consulting Psychology and Group Development, Arnie has a Master’s degree in both Russian and Latin American History. Arnie’s journey at Voyageur One has touched on every level within all industries, spanning from Fortune 100 firms to privately owned family businesses.

As the President and Founder, Arnie is engaged in supporting firms through leadership development, assessments & planning, mediation, executive coaching and seminars that cater to needs of the entity that Voyageur One partners with. Arnie is also involved in executive adventures, including guided wilderness canoe trips that offer companies and individual executives a journey of discovery that can’t be taught in the workplace.

Shelli C. Nelson, PHR – Partner, Human Resources and Business Development

Shelli joined Voyageur One in September, 2008. Previously, she worked with a proprietary trading firm specializing in equity options, where she was the Director of Human Resources. Shelli has worked for firms such as Levi Strauss & Co., Seven Worldwide, Applied Graphics Technologies, Ibbotson Associates and Morningstar. Shelli is PHR certified, has a Master’s Degree in Human Resources Management and brings over 15 years of Human Resources experience which includes strategic planning, mergers & acquisitions, performance management and training & development.

As a Partner in Voyageur One, Shelli is responsible for leveraging her diverse work to offer clients Voyageur One as well as Talent Discovery, Outplacement Services and HR Consulting, catering to the financial, marketing, professional services and retail sectors.

Stretching My 15 Minutes of Fame on (blog talk) Radio

SpencerConnect on Blog Talk Radio
I have always preferred communicating in person or by phone. My personal problem with email, text or Twitter is the lack of tonality. I use email, text or Twitter for short, factual statements. Or I may email observations to be discussed on the phone at a later date.

The inflections a voice can create that indicates “I’m teasing you” or “No I’m really serious and this time I’m mad as hell.” Yes in text we do have the ever present  to indicate “hey, I’m just kidding,” but it’s just not the same. I prefer a live voice sharing thoughts and ideas without misunderstanding.

That leads me to my point. I have found the perfect “blog” vehicle for me. In a 15 to 30 minute period, I can interview thought leaders, friends, entrepreneurs and experts on areas that are in the news. I must profess that I have experience on radio. So In the future I will continue interviewing experts and adding my own short commentaries on Blog Talk Radio three or four times, rather than publishing a written blog.

So with all of that said, here are a few samples of past interviews. I hope you enjoy them.

Fifteen minutes with Marlene Sirota, the co-creator of the Weil Baby Bottle – a feeding system using BPA-free plastic.

How a simple blog review of a Best Buy video became viral and expanded a woman’s blog following Parissa Behnia two well written pieces, based on a Best Buy video, pushed her to the forefront as a widely followed influential reviewer.

Wealth Transference to Benefit Charities and Family Members
Amir Rafizadeh shared a few strategies on how you can get the most out of your personal wealth, protect your estate and aid charities continue to provide needed good work to our global communities.

The Five Resume Mistakes You Must Avoid. Chuck Smith, president of NewHire, discussed the five resume mistakes that can kill any opportunity for an interview.

Dealing with the Shock of Job Loss and Finding You Next Opportunity
Roger E. Hawkins, Ph.D. offers methods designed to minimize destructive and non-productive behavior of unemployment and provides constructive exercises for those blindsided by a loss of employment.

The Ten Keys to Building and Managing Your LinkedIn Group Portfolio

Joining and participating in groups is one of the true benefits of LinkedIn. The right communities immediately increase your online database, allow you to demonstrate expertise, give you a vast knowledge resource, and the ability to reach out to millions of potential clients and valuable contacts.

Someone in the midst of a job search can easily use the power of “Weak Links” for introductions to hiring decision makers. Finding information on potential clients is easy and accelerated. Participating in online group conversations, both by asking and answering questions, can increase your visibility.

But there can be downside. In the same fashion you can reach out to nearly a million people, they can also reach out to you. Anyone who has participated in more than 10 groups has experienced the flood of emails from group members seeking advice, help, clients and even the “act now, don’t wait – this offer…” So how can you build and manage Your “LinkedIn Group Portfolio?” Here are my ten keys.

1. Since you are allowed to join up to 50 groups, initially join no more than 40 groups.

2. Use up to 50% of you available currency to join the largest groups, appropriate to you situation (membership of at least 50,000). Diversify your group selection to different industries and interests. When joining, indicate that you do not want to receive updates or emails from the group manager. The purpose of these groups is to increase your LinkedIn member, search capabilities.

3. Find and join groups that are peer focused. For example, if you are a CPA join groups that are targeted to CPA’s. This will allow you to share and gain thought leadership in your industry. This should be 10% to 15% of your portfolio. Accept updates and emails on a weekly basis.

4. Find and join groups that populated by potential clients. If you are an IP attorney, you may want to join technology or consumer products groups. This should make up 15% to 20% or your portfolio. Accept updates and emails weekly, with a few exceptions.

5. From each category of prospect rich groups, select three to four that you want to create and maintain a high profile. Accept updates and emails daily.

6. Locate groups that are very specific to your non-professional special interests. Examples would be university, fraternity and/or sorority alumni. Shared interests, such as motor sports, politics or golf. Accept weekly updates.

7. Create or join one to three very small groups (25 members or less) of close and trusted colleagues, friends or clients. An example would be a monthly breakfast networking group, or perhaps 10 close friends who share the same values. Accept updates and emails daily.

8. Review groups that your prospects and clients join. This will give you direction on additional or replacement groups that better serve your purpose.

9. Conduct a quarterly review of your peer, prospect and personal interest groups. Are they serving your specific needs? Is the information received valuable or spam? Are you getting appropriate responses to your participation in group discussions and information you have shared (blogs, newsletters)? And has your knowledge and prospect/client pipeline grown?

10. Finally, don’t be afraid to “sell” a group out of your portfolio that doesn’t serve your needs. This will allow you to either increase your “cash” position or add better serving new groups.

Let’s Help Each Other – An Open Letter to Myself

In conversations involving ten people, when asked how they were doing, nine said “struggling.”

All nine are well-educated, senior-level professionals. All have worked hard to build their reputation. None are slackers. They are simply victims of one of the worst economic periods since the 1930’s.

So, if this is you, you’re not alone. We need to help each other. I offer no solutions, only suggestions.

1. Exchange opportunities. Networking is not a one-way, “give me” street. We need to give as good as we get. If someone provides a referral, make every effort to return the favor. And make sure it is understood that you expect the same in return.

2. Take a risk to help. I have heard many people say, “If I meet someone that needs your service, I will make sure to give them your name.” Instead, take the initiative. At the end of a meeting or conversation, ask a client, prospect or friend if they need help with a service or product, other than what you are offering. And then make the introduction. Let the client/prospect know that your “friend’s” only goal is to introduce a service and provide a “gift.”

3. When an introduction is made, offer and give the referral a “gift.” Do not sell during this opportunity. Use the time to determine if the referral can benefit from your service and offer a “gift.” The “gift?” Offer to provide free advice or a one-time service pro-bono. The only request being that they keep you front-of-mind if they need your service. As Mike Collins, of JC Restoration once said, “I just want to be on speed dial should you need my help.”

4. Be a witness. In your day-to-day dealings, you may hear of an opportunity that could benefit a friend. Don’t hesitate to refer or tip your friend.

5. Form a support group that will share leads. Create a group of five to10 trusted friends, with non-competing businesses. Meet once or twice a month in an office or coffee shop. When meeting, share strategies, leads, introductions and seek solutions to problems. But don’t turn this into a “pity party.”

6. Share opportunities and professional abilities. If you add a new client, or can expand a current assignment, look to share the work with someone who needs a boost. In addition, barter services within your group. Find a good quid pro quo to exchange expertise.

7. Follow your “gut” and keep your integrity. Not all prospects are good prospects. Even in today’s economy. If your “gut” tells you that an opportunity is not a good fit, keep your integrity by not accepting the assignment. Your reputation will grow as will your own self esteem.

8. Use LinkedIn to find prospects. Search for targets on LinkedIn and ask a connection for an introduction. That is one of its core values; and there are over 60 million users. At least one should become your next client.

9. Keep in front of clients and prospects. Try to send one note/email a week with information they will find valuable, but does not ask for business.

10. Take a friend to lunch. When you land a new client, treat the referral source to lunch or for drinks after work. If the new client is not from a referral, treat someone who could use a “little love.”

So what “gifts” and quid pro quo do offer? Along with introductions, I offer help with LinkedIn and Twitter, a review and suggestions with a press release, or 15 minutes on Blog Talk Radio promoting your business.

You’re not alone.

Innovating in Tough Economic Times (Blog Talk Radio)

Peter Balbus, Managing Director of Pragmaxis, LLC, Interviewed by Spencer Maus on Blog Talk Radio

Challenging economic conditions worldwide have prompted many companies to significantly curtail or eliminate their innovation initiatives altogether. Yet history shows us over and over again that recessions are often the best times to introduce and expand innovation in virtually every aspect of your business including new product launch.
A long list of highly innovative and successful products were first introduced during economic recessions.  Some examples:

 Incandescent light bulb (1876)
 Scotch tape (1930)
 Nylon (1935)
 Fluorescent lamp (1938)
 Disposable diaper (1961)
 Post-It Notes (1974)
 World Wide Web (1991)
 iPod (2001)
 iPad (2010)

These examples aren’t anomalies. In fact, adversity can be effectively harnessed by inventors and management alike to accelerate the pace of innovation — because it essentially eliminates the option of solving business challenges with routine approaches.

About Peter Balbus, Managing Director of Pragmaxis, LLC

Peter Balbus has over 25 years of interim management and executive consulting experience helping organizations envision the future of their industries and markets, define and operationalize ambitious business growth and value capture plans, and then execute sound intellectual property-based innovation management and technology commercialization strategies to achieve their goals.

About Spencer Maus of SpencerConnect

Spencer Maus has over 16 years of public, investor and media relation experience. He has represented public and private corporations, as well as entrepreneurs/start-ups and authors. He has actively used and provided social media guidance since 1996

Spencer has gained hundreds media placements including the Wall Street Journal, New York Times, CNN, AP, the Times of London, Chicago Tribune, Chicago Sun-Times, Houston Chronicle, CNBC, CNN-fn, Crain’s Chicago Business, the Financial Times, Success Magazine, Business Week, AP, Reuters, Boston Globe, Boston Tribune, MarketWatch, Minneapolis Star-Tribune, Milwaukee Journal Sentinel, all local Chicago radio and TV network affiliates and a variety of national trade publications.

Five Distinct Forms of Innovation (Blog Talk Radio)

Peter Balbus, Managing Director of Pragmaxis, LLC, interviewed by Spencer Maus on Blog Talk Radio.

One of the fundamental questions that arises, in discussions about innovation is:  “How many distinct forms does innovation come in?”  While there is no universal agreement on this point — like most aspects of innovation — there is a growing alignment among leading practitioners of innovation science around 5 distinct types of innovation:

1. Product Innovation
2. Process Innovation
3. Technology Innovation
4. Design Innovation
5. Business Model Innovation

While product and technology innovation generally steal the limelight in the “buzz” around innovation, many of the truly innovative breakthroughs that have occurred in the last hundred years have their roots in the less-hyped process, design and business model categories.  Indeed, the most powerful breakthrough innovations are almost always ingenious combinations of two or more innovation types — very often involving business model innovation.

About Peter Balbus, Managing Director of Pragmaxis, LLC

Peter Balbus has over 25 years of interim management and executive consulting experience helping organizations envision the future of their industries and markets, define and operationalize ambitious business growth and value capture plans, and then execute sound intellectual property-based innovation management and technology commercialization strategies to achieve their goals.

pbalbus@hotmail.com

About Spencer Maus of SpencerConnect

Spencer Maus has over 16 years of public, investor and media relation experience. He has represented public and private corporations, as well as entrepreneurs/start-ups and authors; and he has actively used and provided social media guidance to clients since 1996.

smaus@spencer-connect

Dealing with a Corporate Financial Crisis in Today’s Economy (Blog Talk Radio)

Robert Handler is a licensed attorney and managing partner of Commercial Recovery Associates, LLC interviewed by Spencer Maus on Blog Talk Radio.

The current economic environment has significantly altered the landscape for distressed companies seeking to maintain their current financing arrangements or to find new or replacement financing.  We will discuss the current situation of distressed companies, the tools an experienced turnaround professional provides in financial crisis situations, and how the current environment has changed the way turnaround professionals approach distressed companies.

Robert Handler is a licensed attorney and managing partner of Commercial Recovery Associates, LLC, a firm based in Chicago. CRA specializes in commercial loan workouts, receiverships and assignments for the benefit of creditors.

Bob has over 25 years of professional experience in restructuring, commercial financial transactions, as well as management of turnaround situations and other financially distressed financial matters. He has handled business reorganizations, acquisitions, mergers, court-supervised receiverships, assignments for the benefit of creditors, and sales and liquidations across the country and in a wide variety of industries.

He also specializes as a Receiver in all commercial environments, including corporate, securities, and real estate. And can stand as an Assignee or Trustee for the benefit of creditors. Has additional expertise in crisis and interim management, including serving as a Chief Restructuring Officer.

rhandler@com-rec.com

Spencer Maus has over 16 years of public, investor and media relation experience. He has represented public and private corporations, as well as entrepreneurs/start-ups and authors; and he has actively used and provided social media guidance to clients since 1996.

smaus@spencer-connect

Living in the World of Agreement

Over a recent lunch meeting, a friend and I were discussing commercial real estate and whether it was time to invest. My companion said it was the best time to buy.  She said bargains were to be had and the general populace was in agreement that this was a terribly time to buy. I said, “Ah yes, the World of Agreement. You must be a contrarian!”

That evening, I attended a BNC event. During the course of the evening, one of the hosts cited comments from a very, widely followed blogger, regarding how to create a PowerPoint presentation. It was implied that was great advice because everybody read his blog. Therefore, this must be true. I disagreed. Oops!

In the World of Agreement, if a group of people agree on something, even if it is wrong, it is correct. Their actions move the proverbial needle to justify and prove their agreement (and many times they pay the sad price at a later date).

There are a multitude of examples in today’s society and in the economy.

• “You must be on LinkedIn.” Over 70 million people are now on LinkedIn and promoting it. (Guilty as charged.)
• “I’m not buying a new car, because the economy will get worse.” It probably will since everyone agrees that it will, and therefore won’t buy a new car.
• Mayor Richard Daley (Chicago) is a great Mayor!” Look at all the trees and cast iron fences at our outdoor cafes! BUT,  How many of his underlings have gone to jail? And he has sold what now because he couldn’t balance the budget do to a huge corruption tax imposed on city residents and still can’t balance the city’s budget?

Many years ago I was taught to buy stocks when they were down, with nothing but bad news. “Buy on the bad news, sell on good. If it there is a positive story in the papers or magazines, it’s too late.” Contrarianism.

So what if we became contrarians? (In truth, if we all did, then we would no longer be contrarians.)

What if everyone decided that social media sites were a great time waster and starting focusing on only meeting people in person? Shaking hands instead of typing on key pads? Would we find that quality is better than quantity? The Outliers in our world, many in the upper echelon of corporate American, follow this mantra (and are not on LinkedIn).

What if we began prudently buying stuff? Any stuff? What would happen to the economy? Would the demand for goods and services increase confidence enough that companies would start hiring? Or what if a bank decided to loosen the purse strings and begin lending? What if venture capitalists became less conservative in financing start-up and growing businesses? Would jobs be created?

And Mayor Daley. What if the good citizens suddenly decided that selling off parking meters, digging up airports and paying a corruption tax was not a good idea? Would a new Mayor decide that top-heavy employment in City Hall and selling the city piecemeal to the most connected bidder is not such a great idea?

What if?

Workplace Wellness in a World Gone Soft (Blog Talk Radio)

Dennis Skigen, the CMO and Alliance Manager for FitBug, interviewed by Spencer Maus on Blog Talk Radio.

Currently over 50 million people have metabolic syndrome. And the current generation may be the first to have a have shorter lifespan than their parents.

Nearly 24 million people are diabetic not including pre-diabetic. And there are 23.6 million people in the United States, or 8% of the population, who have diabetes. www.diabetes.org/diabetes-basics/diabetes-statistics

In her 2005 New York Times article, “Children’s Life Expectancy Being Cut Short by Obesity,” Pam Belluck wrote “For the first time in two centuries, the current generation of children in America may have shorter life expectancies than their parents, according to a new report, which contends that the rapid rise in childhood obesity, if left unchecked, could shorten life spans by as much as five years.”

A report, to be published Thursday in The New England Journal of Medicine, says the prevalence and severity of obesity is so great, especially in children, that the associated diseases and complications — Type 2 diabetes, heart disease, kidney failure, cancer — are likely to strike people at younger and younger ages.

So what can we do? Ralph Paffenbarger, M.D., one of principal investigators in the Harvard Alumni Study calculated that for each hour that a person exercises, he/she gets roughly two extra hours of life!

In study on diabetes, which compared with inactive and active people, those who walked at least 2 h/wk had a 39% lower all-cause mortality Rate. Walking was associated with lower mortality across a diverse spectrum of adults with diabetes. One death per year may be preventable for every 61 people who could be persuaded to walk at least two hours per week.

”Hopefully, we can fix obesity so that our projections are wrong,” Dr. Olshansky added. ”But we’re seeing such large increases in obesity in the last couple of decades that it’s hard to imagine that we’re going to be able to work fast enough.”

Good news is simply walking can reverse some conditions and improve others. The FitBug program can help by providing motivation, movement and measurable results. To learn more about the FitBug program and how it can improve the health of your corporate employees, listen to Dennis Skigen, CMO and Alliance Manager for FitBug on Blog Talk Radio.

When Social Media Meant Drinking with Reporters

Many of us remember when “social media” meant having lunch or a cocktail with a friendly reporter. With millions stating they are early adopters of social media…

In 1979 I met with an Indianapolis Star investigative reporter for drinks.

In 1988, I was charged with overseeing the R.W. Baird side of the NML/ RW Baird operation in Los Angeles. I needed something that would let me keep in touch with the stock market and news. I bought this new software called Prodigy. WOW! I could get stock prices, indices and business news for a fraction of a satellite feed.

Fast forward to 1990. I was the Los Angeles Investment Specialist for the NML/R.W. Baird system. A woman named Lydia Kiebzak (now a Vice President with Madison Investment Advisors, Inc.), a highly respected member of the R.W. Baird team in Milwaukee, resigned. Prior to her departure I received this “thing” on my computer asking all Specialists if they would like to kick in and buy her a gift. I was told this was “Electronic Mail.” WOW! How did NML/Baird come up with this? An online, email discussion continued until the right gift was selected.

Fast forward to 1996. I was managing investor relations for a client, when I received a phone call that the company was being “ripped apart in the chat rooms.” I responded, “What’s a chat room?” Quickly I learned, and began monitoring and responding to comments in the AOL and Yahoo! chat rooms.

The problem with chat rooms was everyone used “screen names.” They were hiding. They didn’t want people to know who they were, where they were or what they looked like. When I discussed this with Dave Carman, of Business Network Chicago, his comment was, “the Wild West of the Internet.” Monitoring Chat Rooms became a key part of reputation management for public companies. I continue this practice using Google News alerts, Twitter and other services to monitor postings on client companies.

Fast forward to late 2003. A networking friend, Al Dordek (now with Frost, Ruttenberg & Rothblatt, P.C), sent me an invitation to join this group called “LinkedIn.” He explained it was a small group, maybe a couple of million folks (in 2005, LinkedIn had 3.5 million members), who helped each other build their businesses. You could communicate with each other, share ideas and everyone was willing to introduce you to their contacts. WOW! Since I was already using Spoke and Plaxo, I saw no downside and joined. I was impressed! I immediately built my contacts to 40 or 50 people, with Al being my first connection.

Fast forward to 2006. I was given the opportunity to join the Brent Coon & Associates media/marketing team, working on the trial against BP for the Texas City Explosion trials. The BCA director of marketing was  a “renaissance man” Jay Jackson. Jay had an idea, “Let’s add videos to a website to state our case in the public domain,” (remember, YouTube started in 2005). So, we launched websites with video, synched transcripts, and added chat rooms to build a community. WOW!

Fast forward to 2010. Since then I have added your facebook, your Twitter, etc. What’s the point of my rant? Many people claim that they are early adopters of social media. I, however, was an early adoptee.

About Spencer Maus and SpencerConnect

SpencerConnect facilitates, manages and participates in communications “Talent Teams” of senior-level professionals in media and public relations, investor relations; marketing, branding, SEO, website design, graphic design, video creation to provide the best team for the best results within our clients’ budgets.

Spencer Maus has over 16 years of public, investor and media relations experience representing public and private corporations, and entrepreneurs/start-ups. He has been actively providing social media guidance since 1996, and became a member of LinkedIn in the 4th quarter of 2003.

Currently, he works with other communications freelancers through SpencerConnect, assists Melissa Giovagnoli-Wilson with the Networlding authors’ program and can be heard interviewing thought leaders on Blog Talk Radio.

From 1981 through 1985, while working as a stockbroker, Spencer provided thrice daily, stock market reports for WXLW-AM in Indianapolis.

Who are these people? Strategies for creating LinkedIn contacts (and facebook friends)

Over the past eight years, I have built up my LinkedIn contacts to 900 people. Not extraordinary compared to many. Also, I have nearly 300 “friends” on facebook. A measly number compared to some.

How many of us have received a LinkedIn or facebook message that looked like this and had no clue who this person is or why they wanted to connect.

During the Chicago Blizzard of 2011, I took a close and hard look at my many “friends” and contacts. In many cases I asked, “Who is this person?” Or to paraphrase Dean Martin from his Rat Pack days, “How did these people get in my room?”

The best advice I have heard is, “LinkedIn is for my business contacts, and facebook is private and strictly for my friends.” The other question I ask, “Do I want this person to know what I’m up to?”

Last week two friends, Tracey and Ray Samlow, opened a new restaurant Currents On-the-River. To help with the grand opening, I thought it would be nice to invite my facebook “friends.” As I went through my friends list, I said to myself, “Self! Do you want to see this person?” I answered no to almost half of the people on the list.

Two simple or simplistic strategies to adding facebook “friends.”

1.       My facebook page is strictly for friends. It is not a competition. I want my close friends to know what I doing, and no one else.

2.       My business is B2C (marketing to consumers). I need all the “friends” I can get.

Four simple or simplistic strategies to adding contacts on LinkedIn.

1.       Clients and prospects. This is used to provide relevant business information strictly to people I am doing business, or people who I hope will become clients.

2.       Key contacts and friends. Same strategy as “Clients and Prospects” but more open.

3.       Data Base. This includes clients, prospects, key contacts, friends and others who I find professionally interesting, and want to stay in contact by providing interesting, relevant information.

4.       Open Networker. If you have something to promote to consumers, or if social networking is key component of your business (either client or self promotion), you want as many contacts as you can get.

Spencer Maus of SpencerConnect has over 16 years of public, media and investor relations experience, and social media involvement.

Inviting Contacts to Connect on LinkedIn? Answer the Why?

There are good ways, and not so good ways to invite someone to become a LinkedIn connection.

We have all received the template invitation. “I’d like to add you to my professional network on LinkedIn.” Or the classic, “Bob has indicated you are a fellow group member of LinkedIn Linkers Linking Linkers.”

Both beg the question WHY? Why do you want to connect on LinkedIn?

“Do you want to connect for my services? Do you have an opportunity would like to share? Or do you have some product of service that you want to try and sell to me and all of my contacts?” WHY?

I make it a practice not to accept LinkedIn invitations unless I have met or talked with the inviter, or unless the inviter answers the question WHY?

As you begin or continue to build your contacts, try and answer the “WHY” question. Remind the person where and how you may have met. Discuss the synergies you might have with the other person. Perhaps you have just moved to a new city and are looking to establish yourself in the community. There are a myriad of reasons why people connect. But just take a few extra minutes and answer the question, “Why?”.

Let me share one invitation I recently received that really answered the “WHY?” question. In a recent request to connect on LinkedIn, Kirk Dixon, Chief Learning Consultant at PRMCG, stated he had reviewed my background and why he wanted to connect, discussed his business and expressed how he believed we could benefit each other by connecting.

The lessons to be learned by Kirk’s invitation to connect on LinkedIn are simple. He answered the question, “Why?”

Spencer Maus of SpencerConnect has over 16 years of public, media and investor relations experience, and social media involvement.

Tomorrow May Never Come

Watching the tragic events in Japan, I wondered what they were thinking before their world shook and the waters came.

“I really need to return that phone call.” “Should I schedule that meeting, or just wait until next week?” “He wants to meet for drinks after work, but I have so much to do by tomorrow.”

Tragedy comes suddenly and isn’t always so dramatic as the experience in Sendai. A bus overturns in Brooklyn and 13 people are killed. A star high school basketball player collapses and dies after hitting the winning shot. A father is killed on the freeway as he heads home after a long day at work.

As we walk down the street, we see an old friend who devolved into a contact and then just another LinkedIn connection. Promises were made to meet for coffee, or lunch or a drink after work, but never kept. Voice mail messages were saved and emails kept to serve as reminders, and then never returned or answered.

“I can’t do it today. I have too much to do. I’ll do it tomorrow.”

But, tomorrow may never come.

What’s a Penny Worth?

Invariably during the course of a week, you walk into the local convenience store, fast food restaurant or coffee shop and the bill is something like $8.51. You reach into your pocket and have fifty cents in change. You look around for the “need a penny, take a penny” jar, or somewhat embarrassingly ask the clerk if you can borrow a penny, or shrug and walk with ninety-nine cents in change.

What triggered this writing were back-to-back experiences this past Saturday evening. First I stopped to pick up a pizza. The bill was for $11.79. I handed the cashier $11.80 and patiently waited for my penny. The cashier gave me a disdainful look and asked if there was anything else I needed. I shrugged and left with my pizza and without my penny.

The next stop was to buy beer. The cashier rang the sale for the amount of $7.01. I handed the cashier eight dollars. He smiled, handed me back one dollar and wished me a good evening.

These two events may seem a bit trivial, and it did balance out in the end. But my point is that in good customer service the little things are as important as those events of greater consequence.

Whether its a dry cleaner that messes up a shirt, and then either claims it wasn’t their fault, or leaps to take care of problem at their expense; or the server at a restaurant who asks if you want change when you pay your bill, not giving you the opportunity to decide the tip; or the cashier who short changes you or forgives you a penny, all create an image of how they value their customers

Good customer service, and the perception of good customer service, begins with a penny, which can then grow or shrink by dollars.

(BTW, the pizza wasn’t that good.)

About Spencer Maus

SpencerConnect creates and manages “talent teams” of senior-level, freelance executives based on client’s needs and industry.

Spencer Maus is a problem solver with more than 15 years experience in public, media and investor relations. Created and managed promotional strategy and tactics, crisis communications situations, business positioning and advance work. Extensive experience writing articles, presentations and speeches, conducting client radio interviews. He has represented both public and private companies, and professional services firms. He has expertise in promotion, crisis and change communications and social media.

Spencer Maus was an early adopter of LinkedIn (February 11, 2004). He actively uses LinkedIn, Twitter, Google Alerts and other tools to track client news and chat rooms for reputation management.  He is heavily involved in integrating social and traditional media. He has spoken before numerous groups and organization on the topics of social media, networking and crisis communications. His first social media experience was in 1996 monitoring chat rooms for clients.

A Competitive Advantage for Morgan Stanley RR’s – Permission to use LinkedIn and Twitter (update from May 27, 2011 post)

On May 27, 2011, Morgan Stanley Smith Barney announced they would allow their registered representatives to actively use LinkedIn and Twitter. This is a major step that brings Morgan Stanley into the new millennium.

Many of the SEC and FINRA important regulations covering promotion, advertising and recommending investments, for broker-dealers and registered representatives, date back to the1930’s and 1970’s (Actiance on FINRA’s discussion on social media at May 27th conference, and FINRA statement that there would be no fundamental changes to Regulatory Notice 10-6).

There are registered reps who have often tried to skirt these rules with the stroke of a pen, a phone call outside of the office or a private whisper. The penalties are justifiably severe for both the employee and the firm that holds her/his licenses.

The fears the broker-dealers have with registered reps using social media are the same fears before LinkedIn and Twitter came into existence – non-compliance with firm and regulatory guidelines and procedures. The bottom line is that if a registered rep wants to skirt policies and laws, he/she will try.

The problem from a broker-dealer’s position is having procedures and tools in place that monitor social media. The basic rules for promotion, advertising, etc. and punishments haven’t changed. The means of distributing information and the speed of distributions have. And this could be a severe problem for broker-dealers.

Complicating these problems are the two main types of social media sites in wide use today – public and private. And with the number of both types, it can be nearly impossible to monitor everything on a real time basis, or within 24 hours. In the case of public sites – Twitter, blogs, Blog Talk Radio, Webinars, news stories quoting firm representatives – those are comparatively easy to monitor.

In the case of private sites – LinkedIn and Facebook–permission must be granted by members to see and review information they are disseminating. With LinkedIn, you have to be either connected, indirectly connected or in one of the plethora of LinkedIn groups. The same holds true for Facebook. If privacy settings allow only “friends,” only “friends” can see the information posted.

In addition, the new generation of registered reps has a true advantage in knowing how to effectively use social media. Unless the experienced and newly licensed, older brokers learn what strategies work, they could be at a marketing disadvantage. For both young and older brokers, training on both the strategic and compliant use of LinkedIn and Twitter is imperative.

I’m sure Morgan Stanley’s granting of permission to use these sites likely was not without a great deal of thought, research and consternation. The answer Morgan Stanley may have discovered, and adopted by smaller firms before it, is the use of software monitoring software such as Actiance, SocialWare and Radian6. This software provides either real time or hourly/daily synopsis of a registered reps activity on social media sites. Most of these programs require the registered reps to grant permission to their firm to monitor their activity. And if permission is not granted, I’m sure the penalties are severe.

The bottom line is that in the 21^st Century, there are so many ways to distribute information. It really rests on the broker-dealer to make best efforts possible to monitor, and the integrity of the registered reps to comply with broker-dealer policies and FINRA regulations. And, with Morgan Stanley allowing usage of LinkedIn and Twitter, other broker-dealers’ registered reps will be at a disadvantage unless they adopt similar, more flexible guidelines for the use of social media tools

Spencer Maus is a Chicago-based, senior-level, public relations executive. He was an early adopter of LinkedIn (February 2004) and active user of Twitter, Facebook, Blog Talk Radio, YouTube, etc; and has trained and helped numerous people and companies maximize the use of these sites. In addition, he has over 16 years of prior experience in the financial services industry as a retail and institutional broker, and product manager. He was a registered principal for NML/RW Baird in the greater Los Angeles area.

Samurai Business Training – First Week in the Dojo – Preparation

I have known Dan Kreutzer and Bob Lambert for more than five years. With the number of sales training programs, I was always curious what made the Samurai Business Group program unique. There was only one way to find out. Surrender to the Sensei and begin my training to become a Samurai.

First a little background. I have over 30 years of successful sales experience. In fact, I once taught cold calling and fact finding to insurance agents. But when one has their own business, you are responsible for sales, marketing, accounting, project management and completion and janitorial services, any new idea or edge that will accelerate success and relieve pain needs to be very strongly considered.

Second, I have known and trusted Dan and Bob for more than five years. They carefully explained that the program would dramatically improve my closing rate and alleviate my need to cold call.

Lastly, was the use of the term Mastery. Mastery is defined as “1. Comprehensive knowledge or skill in a subject or accomplishment; and 2. The action or process of mastering a subject or accomplishment.” Viewed from my own perspective, Mastery is the ability to react without thinking.

So, to quote a beer commercial, “Here we go!”

The first step was to complete the DISC Behavioral Profile. Having completed a number of behavioral profiles, my first thought was this will be easy. Dan had advised not to think about the answers, just react (aha – Samurai Mastery). Well, it wasn’t that easy. I did think. In fact, I thought about “crowd sourcing” the questions to my LinkedIn contacts. “Hey, guys, do I play well with others? Or am I an overbearing jerk?” Don’t answer that.

Upon completing the questionnaire, I anxiously awaited the results. “Spencer, you’re perfect! Why are you taking this class? You could teach it! ‘Love you just the way you are!’” WRONG. As I began reading the profile, I was thinking “That’s not me. That’s not me. That’s not me. The program must be faulty.” Which quickly became “Ok, that is me. Ok, that is me.” Bob, Dan HELP!

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – First Week in the Dojo – Part 2

Monday morning I arrived for the Samurai Business Group training as a willing student; my new notebook, depressing profile and a mind like a sponge (no jokes please).

Nine of us waited for our Sensei to begin transforming us from “grasshopper” to killer, sales Samurais. There were the usual pleasantries of introductions, and then we quickly moved onto discussing our profiles and what it meant. As Dan Kreutzer began explaining what the data meant, I began feeling better about myself, “Yeh, that’s right. That’s me. I’m not so bad.” But I also realized there was much work to do.

Dan and Bob Lambert explained what each quadrant of the analysis meant, the tendencies and examples of known people that fit into a specific pattern. In my case I’m three parts Bill Clinton and two parts Bob Knight.

They then explained that the Adapted style was how we acted and reacted in most situations, particularly sales. The Natural style is how we react when things go south, or the pressure dramatically increases.

Then the real “beauty” part of the day’s training began. Together our Sensei detailed how to quickly determine someone’s behavioral type. With each quadrant, they detailed how to quickly identify, move to the meeting’s focus, and know when a meeting is going south or the executive is willing to buy. Further, they discussed the potential problems of one type presenting to another – sixteen different combinations.

However, there is one problem. And this is only day one. It is one thing to learn a technique through listening and observation. It is another to absorb information through experience. If you have ever skied or played golf, think back to the first lesson, “Do this, do that, don’t do this or that. Ok, now go do it.” It is through the experience that true mastery can be achieved. Now was time to experience

We were randomly paired up, with the assignment to determine the behavioral pattern of our partner from our conversation. Everyone nailed it. But like any Samurai in training it must be done over and over a thousand times to become instinctual and to achieve mastery.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Second Session in the Dojo – Introductions

HOMEWORK! Sensei Dan Kreutzer assigned us homework and assignments! And a quiz!

I thought this was about sitting at the proverbial feet of the masters, gaining mastery and mastering the business world. And he assigns us homework! Why is the theme song from “Welcome Back Kotter” playing in my head? And who is the new kid in class? He must be a transfer student.

Monday morning I arrive at the “Dojo,” assignments and quiz completed (perfect score, but it was open book). Let the training begin

The session for me was a lot of “I know that. I forgot that. Why am I not doing that?” First the discussion centered on narrowing our prospecting focus. Truly zeroing in on who we really want to meet and how we differentiate ourselves. Dan also explained the key contrasts between passive and active lead generation and prospecting. He also shared a few minutes on how to effectively use LinkedIn and other services.

After our break, Dan then moved into the real “red meat” of our session – prospecting and gaining introductions. He discussed the hierarchy and effectiveness of direct marketing, how to network and the value and drawbacks of networking at events, forming alliances (when they work and don’t work and how and when to end an alliance), introductions and quality introductions. And Dan explained why asking for a “referral” is a bad phrase. Ask for help, not a referral.

In the later part of the session, we discussed our and our contacts’ fears surrounding introductions, how to handle those fears and the rules to follow to be successful. Great stuff. A lot of “I know that.” I forgot that.” “Why am I not doing that?” Now the music from “Kill Bill Vol. 1 & 2” is running through my head.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Third Session in the Dojo – Continuing the Hierarchy of Introductions – Alliances, Networking, Direct Mail & Cold Calls

Session #3 in the dojo (ok, conference room) – alliances, networking, direct marketing and telemarketing or cold calling (my favorite). Nothing like making a cold call at 8am to a stranger to get the morning started right!

OK, seriously, we reviewed quality introductions (“take two people out to lunch, this week…”) and introductions or referrals. Dan Kreutzer, Sensei of Samurai Business Group, made one striking point that gave me pause. If you can’t recommend or refer a specific person, they shouldn’t be in your network.

Think about your LinkedIn connections and Facebook “friends.” Can you recommend, or at worse refer all 500+ of LinkedIn connections (all 5000+ of your LinkedIn connections)? Or do you believe all 500+ of your LinkedIn connections or Facebook “friends” would refer or recommend you? Go through your social media contact lists and answer that question. Then ask yourself, why am I connected to this person?

Dan then covered the value of forming alliances and comparing it to marriage. I have found great value in alliances, particularly as a freelancer. Even from a corporate perspective, alliances and allies can add products, services, talents, new perspectives and clients – if done correctly. Dan shared how to do this correctly and grow our businesses geometrically through alliances.

First, find a suitable alliance partner and meet to discuss the opportunity (date). If there are good synergies, work on one or two projects together (engagement). If those work out well for both parties, draft a letter of understanding and begin creating joint opportunities (marriage with a “prenup”). Done correctly with the right person or corporate partner, the results for you and your clients can be amazing.

Networking is the cold calling of the 21^st Century. It can benefit your business and the business of others. Remember, this is an exercise in sharing, not taking. And if done incorrectly, it can be an expensive and frustrating exercise of self delusion. “Over the past month, I attended six networking events, collected 123 business cards, met 43 really interesting people for coffee, have no new business and my hand won’t stop shaking.”)

Dan’s suggestions are to target the events. Look for networking events targeted towards your prospects, not your peers. Evaluate which organizations’ events were valuable and those that were not. Make the obvious changes to itinerary. Follow-up with the “real,” new leads, not just every new person you met.

Direct marketing has always seemed like a pain in the… How many emails do you receive a day inviting you, “for the last chance to register at a huge discount for a webinar to monetize your LinkedIn, Facebook, Twitter, Google+, your grandparents…” Or “this is last chance to signup of this amazing meet-up to hook up” for the fifth time this week?

Dan and Bob Lambert are really devious on how to keep your “amazing email offer” from going into spam or being deleted unread. Don’t send an email. There is a much forgotten, little used system called the U.S. Postal Service. Mail! I mean seriously, think about how you react when you get an actual, piece of mail (with the exception of an invitation from the IRS to stop by for coffee, “Bring your attorney if you’d like.”). What is unique to the Samurai Business Group letter is there is no real call to action. The letter shares information that should be valuable to the recipient. Also, the format is very unique, original and short.

Telemarketing (cold calling). Very simply put, don’t do it. Dan had one word of advice if you want to use telemarketing, subcontract.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Combat Brain Training© – Teaching an “Old Brain New Tricks”

John Kennedy, president of Kennedy Consulting, Inc (KCG), has been after me to experience his Combat Brain Training© for quite awhile. With skepticism, I finally acquiesced.

Changing old mental processing, after eons of “brain programming,” is not easy. Like any physical training, it requires a willingness to follow directions and commitment to do ongoing practice of the exercises.

Combat Brain Training^© (CBT) was initially developed in 2006 for the most demanding and stressful mental environment – military units in combat. The training utilizes Kennedy Consulting Group’s proprietary neuro-plastic re-engineering methodology, Mental Performance Training^© (MPT) to create Rapid Neuron Development^© (RND) in areas of the brain critical to efficient processing of information often in just hours.

Since the first test with a deploying platoon of Marines, CBT has proven consistently successful at improving performance in every unit it has been implemented including Snipers, SpecOps. Pilots and PTSD and TBI Wounded Warriors. The training has more recently been used by business people, children having trouble learning and athletes at all levels including pros.

The class exercises were simple but got progressively difficult. The first series involved looking at patterns on sheets of paper, and then verbally saying the patterns. As we moved through the exercises, John added changes to make the process even more difficult.

One of the goals of the first series of exercises was to improve focus. Personally there are times I have trouble maintaining focus in a conversation or meeting. The next morning I immediately noticed results. During a conversation over coffee, my colleague said a word that took me away from the conversation. I immediately recognized what had happened and refocused on my friend.

The second primary set of exercises revolved around a puzzle. The pieces were of different shapes and sizes that could be put together to create different forms. Like most, my first attempt was frustrating trial and error. We were then instructed to look closely at the form and determine how the patterns could fit to form the targeted shape. Only after a solution was discovered, did we begin to assemble the puzzle. Eventually what took long frustrating minutes we were able to do it in 10 seconds or less.

“Break it down. Think it through. Execute.”

Next, one member was give the solution for a specific puzzle and slowly gave us the instructions to solve the puzzle. At first there were some very weird shapes being formed. But as we continued with the exercise, our patterns started to match those on the cards.

Think of this process in terms of defusing a bomb in Afghanistan. “Break it down. Think it through. Execute.”

In John’s analysis of me he wrote, “I noticed in the beginning of the assembly exercise, you were “smushing” the parts as well as rushing your words while giving assembly commands. As you’re breaking it down and thinking it through improved, you’re ability to execute and give commands got much better!

“This can translate into more efficient communication if you remember to bridge. An exercise for you – get in the habit of BID/TIT before every interaction. Who are talking with? What is the one most important thing you want to communicate? What other variables are involved with this person? How will you communicate most efficiently?

“Think through the process in terms he will understand best then execute that process. You will have shorter, more satisfying conversations for both you and the other person. This is an example – the same applies to emails, blogs etc.” But this “bridging” is only one small part of the benefits – it’s the actual speed increase of mental processing that makes the real powerful differences.

In just two evenings, I immediately noticed a change to my ability to focus and communicate. In my opinion, after completing Combat Brain Training^©, I think that John is undercharging!

This course should be a requirement for our current and future Congressman, President and any other leaders Washington D.C.; and the all elected leaders in the state of Illinois. But that’s just my opinion.

Marine Embedded Transition Team Commanding Officer, “I have my men practice at the end of every day. It wakes us up and I know it will help us stay focused in Afghanistan. This will help us in our mission to “Train, Mentor, and Advise”

Corporate CEO, “My team (that was in the MPT program) are learning faster and remembering better. Our meetings are much more efficient and we are accomplishing more in less time”

“I was just reacting, not having to think, making putts getting it up and down…my focus is much better,”  LPGA golfer.

For additional information, contact John Kennedy, president of Kennedy Consulting Group, Inc. or go to www.combatbraintraining.com.

Samurai Business Training – Fourth Session in the Dojo – The Buying Model

When I was told our next session would cover the “Buying Model,” my visions of a field trip to study to habits of models shopping were soon dashed. Our class would focus on the human decision model, created by J.P. Guilford while at U.C.L.A, and its application to sales.

Dan Kreutzer, Sensei of Samurai Business Group, presented the process of how a prospect buys. Every decision we make is a buying decision. Most of our “buying decisions” are transactional – price, location, ease of purchase, etc. Buying coffee, toothpaste or going to work (if I show up I get paid, if I don’t buying coffee is not an option).

However, the more complex the decision, the longer the process will take. Buying coffee for the office is easy. Selecting a vendor for an ERP system is not.

Typically before meeting, the decision maker will have already identified the issues and consequences of a right or wrong decision. Going with the wrong software program, or the wrong provider, could cost the company profits and the executive her job. And a first meeting may or may not be a part of her discovery process.

No executive will meet with a sales professional, unless she has a real need (or perhaps curiosity) for the products or services that you represent. Even before you’re invited for first meeting or before it takes place, the executive will have researched and compared your company and your competition.

You need to avoid the temptation of a “brain dump” during this meeting. You must listen, ask questions, ask more questions and clarify (this will be a redundant theme). A “brain dump” or “show up and throw up” will immediately put you at a disadvantage. You will appear as an order taker and trust will be nearly impossible to gain.

In a first meeting, the critical issues, or apparent reasons for meeting will be discussed. In that meeting it is imperative to understand the apparent reasons. Ask questions and listen, and more questions, clarify and listen. To gain trust, your role is to help the executive make the right decision – which may not be what your company offers.

As you continue the discovery process with the prospect, you need to help her fully consider alternative solutions, products or perhaps services. Assume for a moment you are a corporate law attorney. A current client comes to you needing assistance with an employment matter. If this is a simple matter, law school training may have prepared you for this situation. If it is a more complex situation, perhaps a claim of sexual harassment by a terminated employee, you may want to bring in a colleague to represent the client.

The discovery “loop” of  Situation Analysis, Self Education / Gathering Information, and Considering Options(exploring alternative solutions) will be repetitive and take longer than the traditional sales models (Feature, Advantage Benefit and even Problem – Solution if done without integrity).

But when you and the prospect reach agreement on the best course of action, or best alternative  (Select “Best Fit” – aka “close”), you will have gained trust, perhaps a client and potentially further opportunities through referrals.

But your job is not finished. The Post Sale Evaluation is as important as the sale. As the solution is being provided, you must remain in contact with your client. Is the process going smoothly? Have there been any unplanned consequences you can address? After one month, six months or one year, you should ask if the product / service has performed as expected, better than expected, not met your expectations? What adjustments need to be made?

Again, the more questions asked, the better you can present alternatives, aid the prospect and make the right decision.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Fifth Session in the Dojo – Why They Buy

You rarely hear anyone say, “I’m going out today to be sold a new car!” Or someone in the office sending out a memo saying, “We need to be sold a new server. Our current server is not sufficient.”

Yes, we have been sold. But if the truth is told, we were planning to buy. So why do prospects buy? Robert Lambert, Sensei of the Samurai Business Group, led as we continued our path to Mastery on the Fifth Day in the Dojo.

So why do people buy from you, me or Bob Lambert? Spoiler alert – because we answer the WIIFM (what’s in it for me) question. That’s it! You’re now trained to sell. Well, maybe not. The hard part is getting to WIIFM.

You get a referral to the CIO of Samurai Aeronautics, LTD. Having completed the Samurai Sales Mastery series you listen intently as the CIO provides the Apparent Reasons for the meeting. The company’s servers are five years old, tech support is non-existent and she is considering either adding additional servers or replacing the entire system.

During the meeting, you uncover the Underlying Causes. A great deal of the CIO’s time is responding to complaints and system problems from aeronautic engineers, office support staff and finally the executive suite. “Not only are our computers slow, but seems like the servers are down more than they’re up.” (PAIN)

You then begin asking a lot of questions. A LOT OF QUESTIONS. “Have you considered integrating additional servers? Can you upgrade your servers working with your current vendor? Are there other systems that can effectively integrate with your current servers?”

As you continue the conversation, Ms. CIO says she has other concerns. There is the projected growth of the company. The future needs for storage, and she can’t store information off site due the security issues. And other members in the “C-Suite” want to not only have the best current technology, but the ability to upgrade in the future. And there are budgetary constraints. (FEAR)

She wants a system that is reliable, secure and easily upgradable, with minimum cost. (GAIN)

As you work through the process of providing the solution, you provide options and alternatives. You research upgrades and costs for her current system. Your firm provides servers that can integrate with her current servers. And your firm will provide easy migration and 24/7 technical support for the entire system – your company’s servers and those currently on site. And using your servers, you can easily expand the system as the company grows.

The WIIFM? She wants to look good in the eyes of the corporate president. Through your work, she does. And you do to!

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Building Customer Loyalty

When asked to rate their vendors, customers said 4% were excellent; 80% were good to very good; and 16% poor. Of those in the good to very good and poor categories, 50% to 90% of those vendors, consultants, and service providers were replaced by someone else.

We all know how hard it is to add to our client/customer base. But losing a client/customer is painful. In spite of all our efforts, the client/customer found someone “better.” Where were your mistakes? What did you do wrong? What can I learn so this doesn’t happen again?

Dan Kreutzer, of the Samurai Business Group, covered this in detail through the Samurai training module and in class. First, most customers expect “a very good job” from vendors. But very good is not good enough. And “customer loyalty is a myth.” You need to convert “loyal” customers to evangelists. How?

First you must remember that your work doesn’t end with the ink drying on the contract and the check clearing. You need to meet with all involved in using the product or service you deliver. Maintain visibility. Not just by email or phone calls, but live and in person. Become perceived as an “employee,” not just the guy who shows up to take the CEO to lunch once a quarter.

One of the greatest compliments I received was when an employee asked if I was attending a company sponsored event.   She was surprised to learn that I wasn’t an employee.

Next, don’t be modest and don’t be unavailable when inconvenient. Link their successes to your good efforts. Don’t assume they recognize your role in making something great happen. Become their go-to person to build reliance on your talents – even outside of the contract. And if there is a problem, take or assume responsibility. And then fix it.

Help a client build and grow their business. The contract calls for the writing and distribution of press releases, contacting media and writing white papers. Go the extra mile. If you know someone who could use their products or services, set up a qualified introduction. Let the client know you care as much about their business’ success as you do for just the project’s success.

Now the competition comes knocking. Help the client prepare for your competition and how to handle them. Give them a script and rehearse it before the competition arrives. And ask your client questions about your work and how you have become her “go-to” person.

By caring as much about the client’s business success as your own success with the project you willmove from vendor to trusted asset. And move the client from loyalty to evangelist.

For further details on “Building Customer Loyalty,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect