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220 Hustling Means Selling: You Gotta Deliver!

you-have-to-deliver

The United States Postal Service (USPS) has the motto, “We Deliver For You.”

You can’t outsource results in your career. Nobody can deliver for you. It’s all up to you.

Time is the single biggest component of delivery. Fail to get it there on time and you’re toast. It’s not enough to get it there. It’s not enough to get it there in one piece. Those are assumed outcomes.

But time also involves timing. You’ve got to deliver on time and you’ve got to hit at the right moment.

Hustling Demands Speed, But That’s Not All.

Faster is better. Sooner is better than later. The very term “hustle” denotes speed. But sometimes people feel like they’re hustling when they’re creeping along.

It’s the common malady of confusing motion with meaningful action. There’s only one area of my life where that’s profitable: the treadmill. I can do 4 miles a day on a treadmill and it helps my health. It doesn’t take me 4 miles down any other road though.

Fast doesn’t mean reckless. Or ill-planned. Or knee-jerk. Or seat-of-the-pants.

It means taking the next step now. And it means being comfortable knowing that you don’t have complete knowledge or insight.

The Marines talk about a 70% rule where in the field, armed with 70% information, troops make the best decision possible without delay. They know success is more likely using that formula than it is if they wait for more information.

In fact, Louis C.K. talked about the same thing in an upcoming GQ interview.

These situations where I can’t make a choice because I’m too busy trying to envision the perfect one—that false perfectionism traps you in this painful ambivalence: If I do this, then that other thing I could have done becomes attractive. But if I go and choose the other one, the same thing happens again. It’s part of our consumer culture. People do this trying to get a DVD player or a service provider, but it also bleeds into big decisions. So my rule is that if you have someone or something that gets 70 percent approval, you just do it. ‘Cause here’s what happens. The fact that other options go away immediately brings your choice to 80. Because the pain of deciding is over.

“And,” he continues, “when you get to 80 percent, you work. You apply your knowledge, and that gets you to 85 percent! And the thing itself, especially if it’s a human being, will always reveal itself—100 percent of the time!—to be more than you thought. And that will get you to 90 percent. After that, you’re stuck at 90, but who the (bleep) do you think you are, a god? You got to 90 percent? It’s incredible!”

How often do you find yourself completely stumped about what to do next? Sure, it happens, but most often don’t you know what you should do?

  • Make a phone call. And you know who you should call.
  • Go see somebody. And you know who that is.
  • Write something, read something, research something or do something. And you know what it is.

It’s just one thing, but it’s the next one thing…not the next 10 things.

Hustling Is Selling

Are you a creative? Don’t confuse creating with hustling. You’ve got to be busy creating your art, but that’s not hustling. That’s being creative. Hustling involves money. Whether you need a patron or a customer, you’ve got to hustle.

Are you a business person? Then I don’t have to explain it to you.

We all need people who will fund us. We need money. Without it we can’t keep doing whatever it is we want to do. Paying customers don’t merely provide affirmation that we’re on the right track, they let us stay on the track so we can keep moving.

You gotta hustle! You gotta keep hustling!

For some (maybe for many) selling can be the hardest work possible. After 41 years of doing it, I’ve wrestled with just about every imaginable selling problem.

  • Call reluctance
  • Fear
  • Timidity
  • Not wanting to be “that guy” who always self promotes

People claim these problems stem from our personal history, our point of view, our personal philosophy and our personality quirks. Maybe. Maybe not.

Me? I think they stem from more basic and fundamental problems like idiocy.

I’ve known stellar salespeople who could sell (or attempt to sell) just about anything. I’m not that guy. I’m certainly not a “sell ice to eskimos” kind of sales guy.

And I’m not a master closer. You know the ones, don’t you? They can pitch like nobody’s business, but their real skill in compelling or coercing you to say, “Yes.” Even when you don’t want to. They don’t care if you have remorse after the fact. Too late, they’ve made the sell and extracting a refund is nearly impossible and hardly worth the trouble. But these sales animals are creatures built very differently than the rest of us.

Sadly, you may be tempted to think that there’s only one way to sell – the way you hate most! WRONG.

You have to be true to yourself. Sharks recognize posers. Don’t try to be a shark…unless of course, you are a shark. It’s okay. We’ll all know you by your fin and sharp teeth. And the fact that you’re swimming alone!

Here’s the deal. For every person who says you CAN’T sell like that…I’ll show you somebody wildly successfully doing it exactly like that.

“You can’t pitch all the time.” Sure you can. I know people who do it all day, every day. And make lots of money doing it. They eat, drink and sleep selling themselves and whatever that involves (real estate, insurance, stocks, financial services, etc.).

“You can’t bug people into buying.” Oh yes you can. I also know people who bother the snot out of people until they either hack them off, or make the sale. Either way, they feel like they won. And for them, that’s the point. They just have to work as fast and hard as possible to get a YES or a NO. If YES, they celebrate, but only briefly. If NO, they quickly move on.

“You can’t make it all about yourself.” Yes you can. Plenty of people do. Some don’t even hide it. Others try to feign caring about others, but in time it’s obviously not genuine. Self-centered, ego maniacs are running rampant in sales circles because some of them have figured out how to make it work for them.

Pick the most despicable selling behavior and I bet I know somebody making a handsome living doing it exactly the way you think it cannot possibly be done. And that’s a problem. For all the rest of us, in overcoming our adversities to be more effective in selling.

We’re repulsed by the notion of hustling or selling. It seems sordid, seedy and something we’d just rather not be associated with. But if we ignore it, we’ll fail. If we neglect to figure it out, we’ll join the vast ranks of people whose great idea never saw daylight because nobody funded it, nobody supported it with purchases and it faded into oblivion.

All for the lack of a paying customer!

Today’s show has one big aim – to help you flip your mental switch in favor of the single biggest activity that will drive your financial success, SELLING. This includes career folks who want to move up the ranks. It includes creatives who need patrons and customers to buy their art. It includes attorneys who need to persuade prospects to hire them. It includes doctors who need to establish referral networks. I don’t care who you are or what you do, selling is still critical for your success. If you’re failing, it’s highly possible that a big reason is because you’re neglecting this major daily activity.

Why?

  • Laziness
  • Don’t want to sacrifice anything
  • Stupidity

I’ve heard tons of people make this excuse: “I’m just not passionate about selling.” They’re nuts. They’re also wrong!

Oh, I know some people want to chase their passion. Well, behave like a dog chasing a car if you’d like, but that’s not what I do, or what I help clients do.

Doing the work requires doing stuff you don’t always enjoy. And you’d better work hard and be good at it. Else, you won’t find success. You have to hustle as though your livelihood depended on it…because it does.

Stop looking for the elusive definition of “successful” because it changes for all of us. Instead, focus on making yourself a success by doing good work really well.

If Mark Cuban netted $100K a month he’d be suicidal. If he made $1 million a month he’d still be suicidal. At the altitude where he’s now accustomed to flying, financial success is measured in 100’s of million of dollars annually. Anything less is disappointing. Cuban is always hustling because he’s now a whale and it takes a lot to feed a whale. His hustle has to match his needs, ambitions and desires.

The point isn’t to compare yourself to Cuban, or anybody else. The point is you do have to hustle to match your needs, ambitions and desires. The world won’t deliver any of those to you. Stop waiting for the truck to pull up to your office or house.

YOU gotta deliver the results you need to make your enterprise succeed. YOU gotta deliver to get what your family needs to survive and thrive. YOU gotta deliver if you’re going to fulfill your ambitions.

So here’s what you gotta do:

  1. Give up excuses! All of them. Take responsibility.
  2. Stop procrastinating. It’s never worked for you. It never will.
  3. Be more fearful of letting down your family and your potential than in hustling. Don’t your loved ones deserve your best? So do your prospects and customers!
  4. Sacrifice, sacrifice, sacrifice. You can’t have it all, but you don’t want it all anyway. You’ve just been listening to all the noise telling you you do, and that you can. It’s a lie.
  5. Chase what’s important to you. You have to get the things you need first. That’s money. You need paying customers because you need money to live and to make your other dreams come true. Money is a resource you need, so go get what you need and don’t stop until you get it.
  6. Build a bridge over disappointments and setbacks and stay focused on hustling. A closed door, or a rejection is the price you have to pay for winning. Embrace it and get past the losses fast!
  7. Own it. Own your outcome. Own your actions. YOU gotta deliver!

Thanks for listening!

 

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219 Your Business Bench Strength: How Critical Is It To Your Success?

A deep bench isn’t always necessary, but a strong one is.

When I’m commissioned to coach teams, helping organizations develop bench strength is often a major driver. Organizations have a variety of bench strength concerns. Some worry about succession. Others about just getting the work done. Still others worry about gaps in knowledge, competence or leadership. Not all teams are created with equal needs.

What’s Your Game? What If You Lose A Player?

It’s important for you to look at your company or organization when you’re thinking about bench strength.

Very small businesses don’t even have a bench. They’ve got a few chairs. Many small business owners don’t think much about bench strength because they’re the star player. As long as they’ve got enough support people to play the role of grunts, things are fine. Until they’re not. Suddenly, the person who was doing an important, but perhaps unappreciated job quits. Now, the owner feels betrayed, let down and realizes he’s got a bench problem.

I’m always puzzled when I see bosses react to an employee’s resignation. Too often the boss instantly goes to a place of personal betrayal. “I’m disappointed that you’d do this to me,” he may say. The other day some 2008 episodes of Million Dollar Listing L.A. were on TV. One of the brokers had an assistant who turned in her 2 week notice. She explained that the hours as a single mother just were too taxing on her and she’d found more suitable work for her lifestyle. Her boss, one of the brokers on the show, immediately told her how disappointed he was in her. And the funny thing is this year he had an almost identical situation with a different assistant. He hasn’t learned much in the last 5 years or so because he handled the recent resignation of an assistant almost identically as he had in 2008.

It brings up a universal question of any organization consisting of 2 or more people. What if one leaves?

The real estate broker acknowledged that his life was complete chaos when his assistant left. He quickly scrambled to find a replacement because his workload skyrocketed without an assistant. Many service professionals (like real estate brokers) are very small teams, but that often makes them susceptible to greater dangers if an employee leaves. For this broker, one employee represented 50% of his team. That’s gonna hurt, but shame on him for a) being personal when it should have remained professional and b) for failing to see how a 65-hour workweek was affecting his assistant who was a single mom. He should have done a better job of hiring a team member whose life was more suitable to the work and the schedule. Part of bench strength is knowing the game you’re playing and the needs you’ve got.

Contingency plans are vital for every organization.

You never know. If you’ve been a leader for any length of time at all you’ve been blind-sided before with an unexpected resignation, or worse. Worse would be some event that created a gap in your organization. It could be a death, an arrest or some unforeseen event.

You need a short-term plan and a longer-term plan.

What will you do if in the next hour you suddenly lose a player? Any player? Even non-key players fill a place that leaves a gap when they’re not present. Who else knows how to fulfill that role? Is there any documentation of the role? Are there step-by-step systems in place so anybody with reasonable skills can fill the role, at least temporarily?

Disaster preparation is mostly top-of-mind after a disaster. As I record today’s show the deep south here in America has experienced some violent storms. Some strong tornados have taken almost 40 lives. Entire communities have been devastated. Some people had storm shelters. Many did not. Some people thought they had more time. They were wrong.

I’ve lived most of my life here in Tornado Alley. If you don’t know exactly where you’ll go and what you’ll do when the sirens sound, then you’re potentially in big trouble. So it is if you don’t know exactly what you’ll do if a person – any person – suddenly leaves your bench. Or goes down with an injury. Have you ever had an employee suffer a health issue that knocked them out of the game for awhile?

Don’t start working on the systems after the disaster. Do it beforehand. Document, document, document. Every role in your organization should have documentation of what they do, how they do it, and when they do it. Those systems need constant revision and improvement (and updating). Just because you did the work years ago doesn’t mean the work is still up-to-date enough to do the job if the needs arises today. I’ve got a closet in my house where my wife should hide if a tornado warning sounds. The closet had sufficient room for us a few years ago, but over time more and more stuff has been crammed into it. Today, I went and looked at it. I’d have to spend precious seconds tossing stuff out to make room for us. Those seconds could be the difference in living and dying. I need to go clear out that closet a bit today! You may need to do the same with your documented systems.

Role players are considered people who fill a specific need, but they may also be people with diverse abilities capable of bridging a gap. Usually they’re very comfortable in whatever role they’re given as long as it’s congruent with their view of themselves and their strengths. For instance, the role player who is ideally suited for detail work isn’t likely going to excel if you put him in a sales role, even if it’s only temporary.

Don’t mistake role players for “lesser” players. They’re not. Quite often they’re the guy in the second chair because they’re perfectly suited for it, and they love it. Not all “A” players want to be first chair musicians. Some are quite satisfied to play Ed McMahon to your Johnny Carson (or Paul Schaffer to your David Letterman). The Lone Ranger had Tonto so don’t discount a Tonto in your life.

If Tonto rides away, the Lone Ranger needs to find a suitable replacement. It’s not likely going to be a new acquaintance. Lone Ranger has somebody in mind. Somebody he already knows and trusts. And somebody he feels is capable. The list may have only existed in his head, but at least he had a list just in case. You need a list, too. Just in case.

Relationships are the cornerstone of bench building. Your relationships with your team are paramount, but you must develop relationships with others who may be suitable for your team if the opportunity arises.

Bench Development Hinges On Development, Acquisition And Placement

DAP it. Fail at any of these areas and you’ll suffer bench issues at some point.

Development is easy to overlook and undervalue. Too often I see organizations that put a priority on hiring the right people and trusting they’ll just work out. Little things like “on boarding” can be overlooked. They can also make or break talent acquisition, but they negatively impact developing existing team members, too. Don’t dismiss these things as being soft things that make no difference. These cultural things determine the daily practices of a company or organization.

Hop over to Linkedin or Monster and check out the job listings. Go look at higher end jobs. Look at the laundry list of skills and requirements. Now look at what they offer! See how few of them even mention any support, training or development. Well, no wonder. They don’t even focus on attracting people with compelling offers. They scream, “Look, I’ve posted a job. You should jump at the chance to work for us.” And they wonder why they have bench weaknesses.

Development and acquisition are joined at the hip. You can’t separate them. And placement means what Jim Collins (author of “Good To Great”) called “putting the right people in the right seats on the bus.” It’s matching the right people with the right job and situation. Don’t ruin an “A” player with misplacement or you’ll quickly feel you’ve got a “B” or “C” player. It’s not the player, it’s the situation.

It’s Stanley Cup Playoffs in the National Hockey League. When one team goes on the power play and the other goes on the penalty kill, you’ll see the importance of placement. A star player can find himself sitting on the bench because the coach knows his skills aren’t ideally suited for either of these situations – the penalty kill or the power play (one side is playing with fewer players than the other due to penalties assessed). Sometimes the best “specialty teams” players aren’t the marque players, but rather role players who shine under these special pressure situations. Great coaches know when to put specific players on the ice.

Devote time and energy to develop your team. It takes commitment. Make up your mind that helping your team members become stronger is important. Then get busy doing everything you can to help your people succeed.

Acquire the very best talent available. Skimp on talent and you’ll weaken your team. Go cheap and you’ll end up going home with lackluster performance. I know you’re tempted to think you’re spectacular leadership and coaching will make all the difference, but you’re wrong. Winning is done by great players. Great coaches allow the team to win more, and to win bigger. Poor coaches manage to lose, even with good talent. Never diminish the value of great team members.

Placement isn’t just where people are, but it’s also who is coupled with whom. Bring in a “B” player and see how your “A” players react. It won’t be pretty. And you’ll erode your winning culture with poor placement – either by putting an inferior talent in their midst or by putting the wrong person in a position unsuited for them. This is where your leadership can shine. Do great work in this area and it’ll be clear how strong you are.

Conclusion

Maybe it’s about having somebody in place who can take over your role when you leave.

Maybe it’s about having somebody in place who can accept more responsibility.

Maybe it’s about filling a new position with an existing team member.

Maybe it’s about having a short list of potential candidates to fill unexpected vacancies.

Maybe it’s moving people around so they’re in situations better suited for their talents.

Your game may determine these things. Your company culture and mission will impact them, too. These can be very challenging waters to navigate, especially if you’re trying to do it without proper planning and competent execution. Before you can focus on the work, you have to focus on your bench of players who will perform the work. Your work requires people who can perform at high levels. In your organization it may just be you and one other person, or it may be you leading a small team. But it might be you leading a team of hundreds.

Ignore your bench at your own peril. Don’t disregard the power of the individual people who make up your team because your bench is filled with individuals. Make sure your team members know their proper place on the team because their contribution to the whole is what makes your organization win.

 

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218 – Free Form Friday, April 25, 2014

flying-free-form
It’s the last Friday of the month when I fly free form

Today is the last Friday of the month…so it’s time for Free Form Friday!

Here are today’s talking points:

  • Are you willing to help me rebrand this podcast? If so, I’d greatly appreciate your input. Just go here to help: BulaNetwork.com/helpme
  • Podcasting talk (it doesn’t have to be expensive or done like I do it, using a broadcast workflow)
  • Audio Technica ATR2100 or ATR2005
  • I talked about my own gear and workflow in podcasting in episode 205
  • TV talk (other than sports, there are some reality shows I enjoy – and I’ll tell you why)
  • All of my podcasts are now unique, which is why I need your help rebranding this one
  • Leaning Toward Wisdom is where I riff on about anything pertaining to the general subject of wisdom.
  • Remarkable Retail is going to be relaunched this coming fall, Lord willing.
  • Jon Buscall interviewed me last year about creativity and storytelling

I originally used a Google HOA to record today’s show, but as you can tell…the audio isn’t up to snuff. HOA’s don’t always play nicely with my audio console. So if you want to endure the video with poor audio, here it is. But I did a new audio only recording to go down the RSS feed. The audio is MUCH BETTER.

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