Is ‘Status Quo’ Perception or Reality?

Disrupting Status Quosta•tus quo

/ˈstātəs ˈkwō/ - Noun: The existing state of affairs, esp. regarding social or political issues: “they have a vested interest in maintaining the status quo”

“Status Quo” – The condition we all are describing these days. Whether talking about sales, marketing, innovation or strategy, our aim is always the same…to “disrupt the status quo.” But, this is commonly misunderstood.

While my aim for this post will center around salespeople disrupting the customer’s status quo, I believe you will find this relevant in all of its uses.

The Current Use and Understanding

Many of us in the Sales and Marketing community refer to ‘Status Quo’ quite frequently, and I would argue rightfully so. In fact, two of the foremost thought-leaders in this area, from my perspective, are Corporate Visions and CEB as their research and descriptions of the conditions and need for change are quite compelling.

When we talk and read about the status quo as our biggest competitor in the context of customers, we can misunderstand what is really meant. There is a tendency to infer that the customer has two choices – stay the same or change. I would like to reframe how we view status quo, and more importantly how we help prospects understand there is no such thing as staying the same.

A New Understanding

To properly understand Status Quo, let’s reorient back to the original Latin definition – “An existing state of affairs.” What this is speaking of is a condition at a particular point in time. In other words, there are literally hundreds of thousands of things that took their course to lead a customer, prospect, business, etc. to the point where they are now…at this point in time. This all has led to an “existing state of affairs.”

Where this tends to be misunderstood, whether by the sales rep or the prospect, is to treat the status quo as a condition that will likely stay the same unless acted upon. This is a wrong understanding. In fact, the image I used above has it exactly right…Status Quo has a downward trajectory, but is most certainly not level.

Consider it from a financial reporting perspective. If you were looking at a P/L statement or Balance Sheet, you would have a snapshot of your business at ‘a particular point in time,’ which describes the existing state of affairs. While there could certainly be some predictive qualities inferred from either of those financial reports, it does not guarantee that doing things the same way will produce the same results.

On a side note, this is one of the  biggest problems I encounter when working with businesses whose growth has stagnated or declined. They tend to look back to more lucrative times and conditions and subsequently try to repeat what they had once done. This doesn’t work unless all of the other variables that were existent at the time years ago are exactly the same today. As you can imagine, this is rarely the case.

Don’t confuse what I am saying with companies that return to the fundamentals. Returning to fundamentals is often a good thing for organizations…provided their fundamentals were appropriate in the first place. I am referring more to organizations that try to recreate their past like the ‘no-longer popular’ college student that desperately tries to recreate his high-school glory days.

A Different Kind of Conversation with Prospects

With the perspective of financial reports not being a guarantee of future results, consider changing your perspective on what you are truly trying to “disrupt” when talking with prospects who are afraid to change.

Their perspective is most often one in which they believe what they are doing today is known and has some predictability that will lead to predictable results. Your conversations should help them understand that if they are not currently leading to improvements they were hoping and expecting to see, things will only get worse. You already know that if they are entertaining a conversation with you, that they are not seeing the results they had hoped for. Your proof points should be inserted at this point in your conversational choreography to bring the point home.

In Summary

If you are struggling to disrupt the prospect’s status quo, it most likely due to your failure to help them see the consequences of not changing, and leaving the prospect with the impression that what they are doing today will still work going forward. Tim Riesterer, Chief Strategy and Marketing Officer at Corporate Visions, often shares the following comments based on CEB’s research conducted with 5,000 buyers and decision makers that speak with salespeople:

86% of buyers said that the rep’s message, what they communicated in a meeting or phone call, had NO commercial impact whatsoever to them. In essence, they came away with the belief that what they are currently doing right now, the Status Quo, is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

When you speak with prospects, does your communication suggest any reason for change?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

10 Principles of Personal Leadership

Starbucks Coffee and Leadership

Image courtesy of Todd Clarke

I was recently working with some of my retail clients on ‘showrooming’ and leadership, and was reminded of some of the great principles Howard Behar spoke of in his 2009 book, “It’s Not About the Coffee.

Whether you have read the book or have yet to read it, I would highly recommend picking up a copy. Following are just a few reasons I found to be highly beneficial:

•  It’s practical, not just theoretical
•  It’s actionable, not just anecdotal
•  The focus is on People, not Product
•  The principles are timeless
•  Those you lead will benefit

Following is an excerpt from his book on the 10 Principles of Personal Leadership that I thought would benefit those looking to improve their own leadership.

10 Principles of Personal Leadership

1. Know Who You Are: Wear One Hat
2. Know Why You’re Here: Do It Because It’s Right, Not Because It’s Right for Your Resume
3. Think Independently: The Person Who Sweeps the Floor Should Choose the Broom
4. Build Trust: Care, like You Really Mean It
5. Listen for the Truth: The Walls Talk
6. Be Accountable: Only the Truth Sounds like the Truth
7. Take Action: Think Like a Person of Action, and Act like a Person of Thought
8. Face Challenge: We Are Human Beings First
9. Practice Leadership: The Big Noise and the Still, Small Voice
10. Dare to Dream: Say “Yes,” the Most Powerful Word in the World

[Download printable PDF versions of The 10 Principles of Personal Leadership (annotated) and the Checklist for Individuals, Leaders, and Coaches].

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Case Study: Is the Problem Marketing or the Marketer?

Lead Generation and Lead QualificationThe Phone Call…

“Am I going crazy?” Having just answered the phone, I had no idea who was calling and asking such a question of me. I responded with a courteous, but cautious chuckle saying, “Well…I think I’ll need a little more to go on. With whom am I speaking?”

She paused, told me who it was, laughed rather distractedly, then proceeded to dive right into describing her dilemma from today’s meeting with the Marketing Director from her “problem division.” She is the Sales Director of a firm in which I knew a bit about, particularly with the company’s background and this particular division’s struggle.

In summary, sales were strong across all of her other divisions and lines, each of which had their own marketing leader, while she led the Sales across all divisions. Things were great, that is for all but this one division. Sales continued to decline year over year and had high lead dependency from Marketing, thus her concerns.

The Rest of Her Story…

The sales model is B2B with an outbound sales team that sells consumer products ranging from $200 – $1,000. As described earlier, they are highly dependent upon Marketing to deliver leads.

The Division Head and Marketing Director were both new to this division in 2011 and had stepped in with a new, radical, $1M cost-reduction strategy for marketing. The new marketing mantra became for the next two years, “Less Quantity, More Quality!”

This strategy resulted in lead reduction of 60% in 2011 compared to 2010. In 2012, the leads dropped another 40% from 2011. Not surprisingly, sales had correspondingly declined steeply, more so than any other recent period. While sales did have a dramatic decline, it was nowhere near the rate of decline for the lead volume.

The Sales leader saw neither quantity nor quality from marketing, and as she describes it, the numbers supported her version of the story. Despite the numbers, the Marketing Leader and Division Head remained committed to defending their original strategy a year and a half into it with major revenue losses, and subsequently showed no openness to a different, or better strategy.

Towards the end of 2012, she managed to get a commitment from Marketing for substantially more qualified leads in 2013, although to the Marketer, ‘qualified’ apparently meant email, number and “Request for literature.”

Additionally, the Marketer’s commitment was simply to an aggregate number of leads on a monthly basis, but not by geography, firmographic, demographic, product type or other. His tactic? Email marketing….it’s part of the ‘cost-reduction’ plan.

Today, prior to the call and after her meeting with the marketing team, she made her plea for more qualified leads as the current lead quantity left her outbound team with capacity in excess of 60% going into their largest quarter of the year.

After her meeting, she shared that in addition to the quantity of leads being a third of what they needed, 80% of them were for two of  their 10 product lines. This meant that they had on average  a half-lead per rep to call on each day for the remaining products….not enough to meet the sales plan.

“A Lead is a Lead is a Lead!”

Through frustration, the Marketer responded to her plea for more balanced and qualified leads with saying, “A lead is a lead is a lead. We know that regardless of what product type we market, more than half of the prospects will want something different anyway. We could collect leads on just one of our products and it wouldn’t matter. All that matters is that you have leads of any type, then your team can determine what they really need.”

Again, the sales exec says to me…this time through tears…“Am I going crazy? Do I have my expectations set too high? Is it unreasonable to ask marketing to know the customer well enough to hit who they’re aiming at? Maybe I am the problem. I don’t feel like I am but it just seems like we need to change our approach to marketing.”

I responded, “Being crazy and unreasonable is not your problem, although your 2-year tolerance may be a part of the problem. It sounds to me like there is a much larger issue at play here…”

Change the Marketing, or the Marketer?

I speak with people in Sales and Marketing roles from all over the country. From executives to analysts to reps. Lead generation and qualification is by far, one of the most common frustrations I hear.

No matter who I am working with or from what field, I am pretty quick to keep the responsibility and accountability with each respective group I am working with. Most companies needing my help typically don’t have their respective ‘houses in order.’ Therefore, I keep Sales concentrated on their own responsibilities and Marketing, theirs so I don’t create an all out Game of Thrones. I work with the executive leadership on cross-departmental improvements before circling back to the departments.

For these reasons, offering up an anecdotal recommendation to this Sales executive to “change the Marketer” after merely an hour-long conversation would be ill-advised, no matter how apropos that may seem. There is always more to the story, especially when it comes to Sales and Marketing alignment.

What Advise Would You Give?

Given the very limited facts we all have here, what advice would you give and to whom would you target your comments? The Marketing Director? The Sales Director? The Division Head? Who would you love to spend 15 minutes with and what would you tell them?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Sale: Moving Beyond Rational Drowning

Rational Drowning to Emotional Impact

Growing up on the coast of Southern California, I was no stranger to the rip currents we would often see. For those unfamiliar, a rip current (a.k.a. ‘Riptide’) is when the wind and waves push water toward the shore, which then causes the water to travel sideways along the shoreline from oncoming waves until it finds an exit back out to the sea. Some rip currents can move as fast as 8 feet/second.

On one particular day at the beach, I remember seeing a grown man get caught in the rip current. Most of us have been caught in a number of them, and the solution was easy if you knew what to do. We knew to relax and ride the current until it equalized with the rest of the shoreline. It just meant a longer swim and a walk from where you were, that’s all. But for this gentleman, he chose a different course of action.

He began by waving off the lifeguard who was warning him of the strong current. With a wave, in pride he yelled back, “I’m fine.” His plan was to swim against it. Bad call!

It didn’t take long for him to be completely exhausted whereby holding his head above water became difficult. He began swallowing and choking on seawater. In a flash, his once prideful face that rejected help, now showed desperation for anybody to save him. The lifeguard made his way to him in no time as the current led him right to the victim.

I will never forget the look in the man’s eyes – The first look was the look of pride in the face of a dangerous situation. The second look was when he realized he was in over his head.

Temptation to ‘Keep it Above the Surface’

Prospects can have similar expressions, when they have that defining moment. For some, it’s an “Ah Ha!” moment, and for others, an “Oh no!” moment where they realize for the first time how severe the implications are of remaining in their circumstances.

In conversations where one seeks to change the behaviors of another, whether as parents or in sales, there is that point where the person first acknowledges the risks or consequences you are speaking about. When speaking with children, their response may sound like, “I know, I know.” For the business person, this sounds much more rational as they confidently proclaim, “Yes, I am aware of the risks and am taking precautions.” This is code for Status Quo.

This happened recently when I was speaking with the President of an organization about consequences he didn’t realize, and he would be facing in the upcoming months. At one point in the conversation, this President jokingly commented that he needed to do something different or the board would come after him.

He began to move on, but I stopped him dead in his tracks and asked, “Before we move on, in all seriousness, what will happen if we don’t solve this?” At first he chided me for taking things so seriously when he was simply making a joke, but I held out for the answer. I told him, “I’m the serious type, so seriously, what will happen?” He looked down at the table soberly, then slowly back up to me and stated, “I’d probably be fired.”

Within 30 days, he was fired. He had acted too late. His eyes told me a lot, much like the man’s eyes in the rip current. In an instant, pride turned to fear and desperation, and then he was gone.

Rational Drowning vs. Emotional Impact

When working through the Challenger Sale choreography, the third and fourth steps, Rational Drowning and Emotional Impact, are tightly intertwined. I describe these two stages as follows:

If a person fell overboard in the middle of the ocean, Rational Drowning looks like treading water. The victim initially says, “I’m alright,” which ‘feels’ true at that particular point in time. Not until they realize they can’t continue this way for long, will they pass from Rational Drowning to Emotional Impact.

This is not a place most prospects will go willingly. They would rather stand outside of the story…their story…like a casual observer, who can see things factually…logically, and yet remain unmoved, while mired in their own status quo.

Our role as professionals, is to care enough about them to be willing to expose them to the truth about their circumstances.

Tips to Lead to the Center of Their Story

In the aforementioned story of this President who was subsequently fired, I recognized that he was intentionally seeking to avoid getting deeper. I have seen his situation hundreds of times before, but simply telling him so would merely serve to keep him on the outside of his own story.

I could have told him, “You need to change or you’ll be fired” and would have been accurate. But his response would more likely be defensive than if he recognized aloud, as he did, when he said, “I’d probably be fired.” Asking intentional, targeted questions allowed him to begin narrating his own story as his pronouncement of the consequences carried more weight than mine would have. I just had to lead him to recognizing this reality.

Following are a few tips to remember when leading a prospect through these critical stages:

  • Prospects aim for the surface. Like a balloon filled with helium, so it is with prospects. There is a tendency to want to rise back to the surface as going deeper into the center of their own story is never comfortable.
  • ‘Comfort’ is not the aim. If you are not prepared [and skilled] to respectfully lead prospects to uncomfortable places…such as the center of their own story, you will continue to struggle with selling.
  • Don’t tell the prospect’s story for them. According to a study done by the University of Texas (Metzger, 1997), a person will remember approximately 20% of what they hear, but remember up to 80% of what they do and say. In aiming for the uncomfortable center of their own story, ask questions that lead them to tell their own story.
  • Ask targeted questions. Nothing is more maddening and exhausting to a prospect than questions that appear exploratory and aimless. Know where you are leading the prospect in your questioning.
  • Lead TO your solution, not WITH. Your questions, when asked appropriately, should ripen the prospect to a New Way. Don’t jump to your solution yet, as they need to be prepped with what will resolve their issue. This ‘new way’ should aim squarely at what your product or solution can uniquely solve. BUT DON’T TALK ABOUT YOUR PRODUCT/SOLUTION YET.

One final note about these two very important areas of the Challenger Sale choreography – Because these two areas are so tightly connected, there can be a tendency to confuse one for the other. Over the years, I have seen countless reps struggle to even get into uncomfortable places with a prospect. When they do, the most common tendency is to resurface and provide ‘relief’ to their uncomfortable prospect.

Doing this will likely result in the loss of the sale as the prospect merely learned that you make them uncomfortable, but offer nothing but a product solution. They will avoid you going forward. Therefore, remain disciplined and stick to the choreography.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Constructive Tension through Insights

Constructive TensionIf you are anything like me, I learn best from real life examples. This morning, I was reflecting on a conversation I had with a major retailer a number of years ago, that not only got them to think differently, but caused them to adjust their whole strategy. Below is an abbreviated transcript of that conversation.

Background:

A major retailer saw themselves as ‘The Headquarters’ for our type of products and as such, having a broad assortment was a key part of their strategy. Regardless of how they perceived themselves, their sales in the category continued to decline. They had the wrong strategy, and  it was costing them sales and market share.

Following is an excerpt of my conversation with them:

Me: As I understand it, your corporate strategy for [X] category is to provide a broad assortment of brands and give a fair representation of each brand’s line. Is this still a key part of your strategy?

Buyer: Absolutely. Customers have depended upon us as their HQ for years.

Me: I would imagine carrying the top 3 brands in this category is important too…

Buyer: Definitely, it’s critical.

Me: Do you know who is #1 in market share for this category?

Buyer: If you are asking, I am sure it is you.

Me: You caught me, how about #2?

Buyer: (The buyer and Division leader make 3 incorrect guesses, naming our competitors)

Me: I’m afraid not. The three you just named only make up 8% of the market combined. #2 on the list is X [private] and they only sell through their own stores, so as you know, you aren’t able to carry their products. Any guesses on who #3 is in market share?

Buyer: Not if it is someone different from who we already mentioned.

Me: It is. The 3rd largest segment in the market is WYO (an industry-specific term), which rules you out altogether of carrying two of the top three that you said was critical to your strategy.

Buyer: Hmmm.

Me: Do you know what your $/Kit sold is for the other product lines?

Buyer: Do you mean how much in kits we sold?

Me: No. I mean how much ancillary product you sell for every kit sold.

Buyer: No, we don’t track that.

Me: Hmmm. That’s important to know. The reason is that with each of the other lines you carry, the purchase of the kit is all you will make of that sale since they don’t offer ancillaries. Were you aware that for every one of our kits sold, the typical sales on ancillaries are 9 times greater than the kit alone? In fact, that’s what is lost every time you sell another brand. Let’s multiply that by # of kits sold per store times number of stores.

[Figure calculated and presented]

Buyer: Wow! I had no idea. We hadn’t looked at it that way before.

Me: Can you name another category in your stores that achieves this same level of revenue and profitability during this same season?

Buyer: Nothing comes close. The other categories are down when you guys hit your peak.

[Light-bulb moment for the customer with new insights and discovery]

Me: Exactly right.

[The President enters the conversation]

President: What should we do?

Me: You currently have a strategy focused on promoting breadth and fairness to ALL brands. Research shows that 54% of consumers have predetermined the brand they will use before purchasing…

President: Is that your brand?

Me: …It is, and another 34% will compare with only 1 to 2 other brands. You carry 16. In just 2 months time, your strategy of ‘brand breadth and fairness’ cost your stores $xM in sales & $xM in profit. Even worse is that you have lost 7 points of market share. So, in answer to your question, I recommend a strategy change if you want to remain in this category, or otherwise allow us to help you successfully exit the business altogether.

[President pauses and is now at the crossroads with the Status Quo]

The President, after dismissing the buyer and division leader, asked how quickly we could reset the category and serve as category captains.

Doing so would require concessions, if they were serious. He assured me he was. We ended up getting key placement and dedicated signage in the stores, along with many other things that they offered to help them earn back market share and profitability. That following year, they had grown their business with us nearly 30%.

On a related note, we took this same approach with two other major players in the market who achieved even better results that year – One achieving 71% category growth, and the other in triple digits. They remain the market leaders today in their categories.

Summary

The questions I asked revealed that they did not know the answers to key questions. They were looking at things the wrong way. The questions helped to prepare them for a series of commercial insights that created a rich environment to hear a hard truth…that their key strategy was amiss, costing them market share, sales and profitability.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

1 Minute Leadership Test…Will You Pass?

The role of the leader is a difficult one, to be certain. Done well, it is one of the most rewarding professional and personal experiences for the leader and those they lead. Done poorly, and at best, your team may achieve incidental success from time to time…despite their leader.

After two decades of working in leadership and developing leaders, I continually see one common area in which leaders often fall short. This one minute video clip sums it up as King Leonidas asks Daxos’ men one simple question. After playing the clip, see how quickly you can spot the problem?

Leadership Test: If those you lead are asked about the organization’s or team’s top priority, would your team answer like the Spartans or more like the Arcadians?

If your team is lacking a “WAR! WAR! WAR!” response, time for the mirror test. How they respond is your responsibility. For additional tips on how to create more intentional, predictable and repeatable results, see this post on Vision.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Does anyone remember your corporate vision?

Corporate VisionAfter laboring with your leadership team to set a compelling vision for 2013, the chances are, your staff won’t even remember it only 30 days into the new year.

Don’t believe me? Take this simple test:

Ask 3 staff members about your current vision.

Be prepared for the results you will likely find.

For those that found that all three remembered the vision with clarity, you are part of a rare few. This would suggest that you already know the success was not due to a catchy, compelling headline, nor was it because you were so engaging in your delivery of the vision. Both may have been true, but were not the reason.

Most, on the other hand, fell into the broader category of the ‘forgotten vision.’ Following are a few steps to take before it’s too late and your staff forgets you even spoke about the vision. Before doing so, let’s make sure the reasons are clear for why this is often forgotten so soon after being delivered.

The Forgotten Vision

Last October, I was invited to conduct a Vision & Strategic Planning workshop at a conference in Chicago for leaders from all over the country. The preliminary surveys of the audience members showed that most had led and/or participated in vision setting exercises with an even larger number showing the vision had no measurable impact on their year-end results. Here are a few of the most common reasons cited for the vision failing to make an impact:

 From leader’s perspective:

  • Nobody remembered the vision
  • They didn’t buy into the vision

 From staff’s perspective:

  • The vision failed to connect with staff
  • The vision is an exercise leaders do

Do any of those reasons look or sound familiar to you? What is interesting is that both, in the workshop and in working with other leaders in this area, is that most believe they need help with vision casting, believing that they just needed a better story or a better way to tell the story. While I do give some guidance and attention to that part in my workshops, my primary emphasis is on vision execution.

Two Steps to a Vision Remembered

When you reflect upon the vision setting exercises you have been engaged with, you are likely to remember the sense of relief you had when you finally completed the vision. Most see this process as putting in the hard work up front whereas all that is left is to deliver the vision to the team and expect the results. I have significantly oversimplified how most actually go about this, but the truth of the matter is that people too often place inappropriate emphasis on the front end of vision casting and little to no work in executing the vision.

The truth is that the vision casting is the easiest part of the process. The harder part is in distilling the vision down into executable actions that connect directly to each team member’s behaviors. The second part is in having specific, measurable evidence of where the vision is being carried out for each staff member to call and reinforce further behaviors. Here is a closer look at these two steps.

Step 1: Connect vision to behaviors. As a leader, credibility is one of the most important attributes you have, and should not be taken lightly. When it comes to making your vision a reality, failure to work through your leadership team to connect specific behaviors to the vision not only sets the vision on a course to fail, but erodes your credibility altogether. Therefore, make the time and make the connections. I recommend each leader meets with their direct reports one-on-one to maximize impact. The task itself is not difficult, but rather the difficulty is in committing to the time investment necessary to make this step effective. Don’t bail out on this one. The stakes are too high.

Step 2: Reinforce contributing behaviors. While Step 1 is a great start towards your aligning your staff to the overall vision, assuming it meets standard vision protocol and resonates with staff members, that alone will not be enough. To keep the team on track and to change behaviors leading to a successful progression towards the vision, they will need consistent feedback and reinforcement of how their actions are contributing. Therefore, after having invested the time to connect the vision to individual behaviors, the second critical step is to reinforce behaviors daily, weekly and monthly as you see evidence of the behaviors that lead to success.

As the leader, you know the pressures you experience to get things done with fewer resources. Your staff feels these same pressures, just in differing degrees. Therefore, if you feel that you don’t have time to take these steps to carry out the vision, how likely is it that your staff will naturally commit to carrying out the vision along with their other responsibilities? They won’t! Without you taking these aforementioned steps, they will simply see the vision as an interruption to getting their regular work done. Their everyday responsibilities [as they define them] will win out every time. That is, unless you define and connect the two, then consistently reinforce those behaviors. Is your vision worth the investment?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Success in Sales Has an Expiration Date

Expired SuccessOne of life’s unfortunate realities is that succeeding once does not mean succeeding always. As we are all aware, “success” has a shelf life…or an expiration date, if you will.

We all want it, and most work hard to get it…often times with failures along the way, and when we finally achieve the success we were after, we are brought back to the reality that this will not last forever, nor ensure success with our next endeavor. For the repeatedly successful person, that means we have to replenish our successes. The more frequently, the better.

Given that this website is dedicated to the creation of intentional, repeatable successes, I am typically less concerned with or enamored by a person’s initial success. I am more curious about what creates repeatable successes.

I have listed below a few characteristics of those that have consistently demonstrated their ability to repeat success in all areas of their life:

  • Learner - They have huge appetites to take in as many points of meaningful data, philosophies, best practices as possible to better inform and guide their decisions
  • Distiller - They not only take in data, but assimilate and distill information in ways that can be dispensed at will
  • Distributor – With much collected wisdom…from both success and failure…they share freely with others
  • Conduit - They serve as a collection point for information, knowledge, wisdom
  • Filter – Despite seemingly endless supplies of wisdom & knowledge, they filter out noise for themselves & others
  • Reasoner – They have a unique ability to mentally process complex lines of thinking
  • Disciplined - Through constant practice and refinement, they rehearse the behaviors that produce the greatest benefits in their personal and professional lives
  • Curious – By nature…or practice, they have a genuine curiosity, tending to do more asking than talking
  • Decisive – Decisions are made more readily, not despite the many inputs, but because of the consistent practice of collecting inputs
  • Observer – One other key attribute is they careful observe why success does or does not occur, so they know with surgical precision, which behaviors to repeat and which to avoid

Again, this is not an exhaustive list of characteristics and traits, but rather some of the most common attributes I have observed over the years from all walks of life. This includes both those in which I have worked and consulted as well as those, whose stories have been shared in biographies, autobiographies, or other.

What have you observed from those in which you have worked or observed that are intentionally and repeatedly successful? Which attribute is your favorite?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Do You Have the Right Decision Strategy?

Decision StrategyAs a business professional who has dedicated my career to identifying the behaviors that create intentional, repeatable results…or what I call Succeeding on Purpose, there is one area I see commonly connected with poor business results. That is in the area of decision strategy.

More specifically, this refers to the tendency of professionals to make decisions based upon current, unexpected results they encounter. On the other hand, those that consistently create intentional, repeatable successes expect occasional ‘losses’ and remain committed to their time-tested strategies and processes to guide their decision-making when a loss occurs.

Reams of materials have been written correlating successful companies with excellent decision-making processes, so no need to add to the contributions of legends like Jim Collins and Ram Charan. My aim is to provoke thinking around your own decision strategies and test how well they are working for you.

In Tony Hsieh’s book, Delivering Happiness: A Path to Profits, Passion and Purpose, he discusses how at one point he took up the game of poker and studied it intently to learn how to master the principles. Following is an excerpt from his learning experience:

“One of the most interesting things about playing poker was learning the discipline of not confusing the right decision with the individual outcome of any single hand, but that’s what a lot of poker players do. If they win a hand, they assume they made a right bet, and if they lose a hand, they often assume they made the wrong bet.”

One of the key points Tony drives at is that adjusting the bet based on an individual hand is a losing strategy because it is reactive. That type of short-term thinking often compromises longer-term results. Rather, it is better to be disciplined in making the right decision where the odds of winning are more favorable in the long run.

What does your decision strategy look like?

The principles that Tony articulated in his book are excellent, but as you may have perceived, if you don’t have the right decision strategy, then remaining disciplined to the wrong strategy and process can commit you to failure. That said, it is important to note that simply reacting to results is most typically the approach with the ‘poorest odds of winning.’

Not convinced? Consider it from this perspective – Imagine starting an exercise program. You know there are a myriad of exercises that can bring results, but you need to stick to the program in order to see results. If you simply use a mirror, which represents current circumstances and results, as the primary feedback of your results, you will likely react in the wrong ways based on what you see. That is simply because the mirror does not reflect the long-term results of what you are working towards. It merely reflects your present reality, and for many, they don’t like their present day reality. So they react to do something differently, thus disrupting any momentum that may have started to build.

How do I know if I have the right decision strategy?

As a basic litmus test to know if you have the right strategy, ask yourself this question…When I see things getting off track, how do I respond?

If your first response is to review your strategy for misalignment or derailment, that is an excellent sign. On the other hand, if you more typically find yourself reacting to circumstances or unexpected results (e.g., Missed a monthly sales goal,  weak marketing campaign response rate, etc.), without orienting to your strategy to calibrate what you are seeing in your present reality, you may respond prematurely and even inappropriately.

For example, I recently saw an organization struggling to recover from sales declines in one of its areas by switching strategies to start offering aggressive discounts to bolster sales for the current month. The results? Cannibalization of future customers. Sales from future months were borrowed for the current month’s performance result. My understanding is that the organization has yet to recover from the short-term decisions made many months earlier.

How do you respond when unexpected results occur in your business? Are you betting based on winning or losing the individual hand, or are you betting on the process that delivers success in the long-term?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Time Management: 15 Minutes Can Make or Break Your Day

15 Minutes a DayDo you ever find that you spend a good amount of time coming up with fantastic goals, that meet all the criteria of a S.M.A.R.T. goal and if achieved, would make a significant difference, but somehow you fail to give it the attention necessary each week and month to actually achieve it? If the answer is yes, it is a more common response than you might think.

I too, struggle now and then with this, and whenever I catch myself feeling “too busy to devote time to my goals,” I know where the problem is and what to do next. You may have systems that you use with success when this occurs and if so, great! However, if you are finding less success in your process, consider the following system. This is a system and practice I came up with based on some long-standing and timeless principles to address issues I was experiencing.

The process is what I call The First 15. The concept references the ‘first 15’ minutes of everyday that I dedicate to planning the most important things I can accomplish within a week’s time frame. While there are simply three primary steps to the plan, it is the last action I take that makes all the difference in my process. The process is as follows:

Step 1: Weekly Goals –I identify the top 2-3 goals that I should be focused on that are tied directly into and support my longer-term goals. I write these front and center at the top of the page.

Step 2: Daily Actions – This is important in making sure that the actions I will take Monday through Friday are not merely things-to-do, but are the most important things that will accomplish my weekly, monthly and longer-term goals.

Step 3: Schedule Actions – After having identified my weekly goals and the daily actions to achieve my weekly goal, I use my planning time each day to make sure I know specifically what time slot I will be working on these daily actions. I use a 1-page template that includes the following components:

  • Longer-term goals (1-3 years)  - These are written at the top of the page so that I am always orienting to those
  • Goals for the week - I identify specific actions to take this week to move closer to my longer term goals
  • Daily Tasks – Next is a 5 column table (M-F) that lists the specific actions I need to take to meet my daily tasks; I write the specific day I will do the task and the time I will do it using my Outlook calendar
  • Weekly Calendar – The last element on my 1-page goal planner is a screenshot of my Outlook calendar. I do this after planning when I have time for each daily task, then I schedule time for the task in Outlook with a reminder

By planning in advance specifically what is most important, what actions I need to take to accomplish the goals and when I will actually get this done, I find that my odds go from wishful thinking to success. At the core though, is my commitment and discipline in following the process.

Important to remember is, whether using this process, or any other, the process itself is less often the issue. More common is not having a process and self-discipline to follow your own process. Typically at the heart of these matters is a personal discipline to slow down and evaluate what has been done and how effective, or often times, how ineffective the actions taken were in producing results.

More common is the pursuit of activity to feel that we are actively pursuing the results we seek, which takes the form of sporadic bursts of activities for short periods. These activities result in feeling increased pressure for the goals you are not achieving and the rest of your responsibilities that seemingly take the back seat while you are busy “trying to accomplish your goals.” The result is ending up overwhelmed and exhausted.

Sound familiar? If so, consider evaluating your process and level of discipline in consistently following your process. You are likely to find the answers in this area.

One note of caution is that as you start any new process that is foreign to your daily/weekly routine, it is inevitably going to feel a bit onerous out of the gate. It will require focus and discipline to stick with the process and reorienting yourself to why you committed to taking more control of your success. The answer for why you are doing this, of course, is to establish a long-term structure for how to accomplish goals consistently. After all, a lot is at stake when you consider the consequence of repeatedly missing goals. What approach will you choose?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.