Showing posts with label Evaluate and Correct. Show all posts
Showing posts with label Evaluate and Correct. Show all posts
Look Over Your Shoulder
The step that most directly controls our success or failure is our
behavior - what we do or not do. Behavior means our actions.
How we act, what we do, each moment of each day...
- Shad Helmstetter in
"What to Say When You Talk to Yourself"
"What to Say When You Talk to Yourself"
What did you do to be successful last week? How was your "marketing behavior?"
Look over your shoulder? Literally. Did you do what it took to succeed last week? Did you make a sale? Did you market well last week? All sales people are different, but unless you've develop a good internet attraction, or have an incredible referral system, your system probably depends upon bringing new people into your sphere of influence. Did you go out, meet people and tell them about your officer? What you're selling? Did you start new relationships last week?
Look back through your calendar and complete filling it out for last week. What am I talking about? Just do this -
1. open your calendar
2. start filling out everything you did last week.
3. go back through the call log on your phone.
4. this will take some time, but it is a great exercise of what you are spending time on
5. log everything
6. do it again tomorrow morning to see what you did today
Are you spending time doing what you need to do to succeed? You can't get the check if you're not marketing, and if you're not marketing you aren't getting new prospects. If your business depends upon new prospects, you can't prospect if you're not in front of people. You can't make that sale tomorrow, next week or next month if you don't meet people today.
Oh! You don't want to look back, you just want to look forward? Then I'll be bold enough to say you're goinng to make the same mistakes over and over again.
The purpose of "looking over your shoulder" is to uncover blind spots and begin establishing a robust evaluation and correction system. Blind spots are called blind spots for a reason. Figure out where they are and do something about them.
Ask yourself: what could you have done 7 months ago to help your situation today? What could you have done last month to help sell something today? What could youhave done last week, or yesterday to help today?
So, do that TODAY to help yourself tomorrow, next week, next month, next year.
To that end....fill out you calendar today and look back at it tonight and make a difference today in your future.
Danny
P.S. - If you are struggling with your marketing and not sure why, I suggest taking a good inventory of YOU. The SMARTS (Sales Marketing and Representative Traits Survey) will give you insights into proven behavioral characters important to a Sales and Marketing professional. The assessment and coaching session to is $150.00. This includes an ABC profile assessment – Regular Price is $250.00.
BHAGS to SDABS
In their landmark Built to Last study on the successful habits of visionary companies, Jim Collins and Jerry Porras noted that corporate industry leaders made “bold commitments to ‘Big Hairy Audacious Goals’ (BHAGs).”
FranklinCovey in a 2002 published paper stated "not only must lofty, compelling goals (BHAGs) be well articulated and coordinated, they must also be translated into Specific Daily Activities and Behaviors (SDABs) that reach to the individual employee's job function. When the CEO announces the BHAG to increase revenue growth trom 7% to 15% per year, employees want to know answers to the simple questions, How? and What Am I Supposed To DO?"
Corporate Goals (BHAGs) must be converted into Employee Behaviors (SDABs) in order to achieve Performance Results.
This goes for individuals also. I posted recently about being able to measure how well you accomplish your mission statement.
Stating and publishing mission statements and setting goals is very important, but just as important is accoumplishing both.
1. Write your mission statement; keep it short - verb, action, result
2. Measure it
3. Set your goals
4. Measure it
5. Develop the behavior
6. Evaluate and Correct 1, 2, 3, 4, 5, and 6.
Treat these things as a "circled list" and as Collins would tell you about those that had great companies; "keep going around and around the circle, ...faster and faster you go around, the faster you'll get better results."
To that end.......
FranklinCovey in a 2002 published paper stated "not only must lofty, compelling goals (BHAGs) be well articulated and coordinated, they must also be translated into Specific Daily Activities and Behaviors (SDABs) that reach to the individual employee's job function. When the CEO announces the BHAG to increase revenue growth trom 7% to 15% per year, employees want to know answers to the simple questions, How? and What Am I Supposed To DO?"
Corporate Goals (BHAGs) must be converted into Employee Behaviors (SDABs) in order to achieve Performance Results.
This goes for individuals also. I posted recently about being able to measure how well you accomplish your mission statement.
Stating and publishing mission statements and setting goals is very important, but just as important is accoumplishing both.
1. Write your mission statement; keep it short - verb, action, result
2. Measure it
3. Set your goals
4. Measure it
5. Develop the behavior
6. Evaluate and Correct 1, 2, 3, 4, 5, and 6.
Treat these things as a "circled list" and as Collins would tell you about those that had great companies; "keep going around and around the circle, ...faster and faster you go around, the faster you'll get better results."
To that end.......
Robust Evaluation and Correction
Our overall societal culture drives a "we are all adults and should be able to do what is expected" mentality. Subsequently, when there are problems (and there are always problems), it just as important to recognize, acknowledge and resolve poor performance as it is exceptional performance.
This part of the 4Pt Process model is in similar to Collin's Hedgehog in that you keep going around the circle until you get it right. With Robust Evaluation and Correction you achieve good teamwork through the conflicts of poor performance and the positive results it brings to the individuals, the team, and the organization as a whole.
Recognizing and proper handling of poor performance should be part of any individual and organization's core ideology and culture.
Recognizing performance comes from two sources: passive and active. Like sonar on a submarine, evaluation is either passive or active. Passive is simply listening to what is going on and responding accordingly depending upon the threat, or problem. Active is sending out "pings" to detect what is in the vicinty that can cause problems. Much like the bounce of the sonar's ping against the threat, when looking for problems in your organization you can't ignore the threat and do something else.
Looking for problems should never be the purpose. The purpose should be to recognize a problem and do something about it; small or large.
The basic techniques when confronted with a problem in performance are -
Respond – Don’t React
Expect the Best
Go to the person
Confront the Event, not the person
Ask Questions, Seek Clarity
Develop Action Plan of Changes
Clarify the Action Plan
Implement the Action Plan
Evaluate and Correct Continuously
Treat this like a never ending circle until problem is resolved
Robust Evaluation and Correction is an important part of recognizing the ingredients of the box you're in and doing the best with what you have before moving outside the box for something new. Too many times we want to fix a problem by getting a new piece of technology or a new hire and yet, we end up with similar results because it wasn't the technology or the person. Proper use of a good People Process makes a difference with all individuals and the organization as a whole.
To that end....
This part of the 4Pt Process model is in similar to Collin's Hedgehog in that you keep going around the circle until you get it right. With Robust Evaluation and Correction you achieve good teamwork through the conflicts of poor performance and the positive results it brings to the individuals, the team, and the organization as a whole.
Recognizing and proper handling of poor performance should be part of any individual and organization's core ideology and culture.
Recognizing performance comes from two sources: passive and active. Like sonar on a submarine, evaluation is either passive or active. Passive is simply listening to what is going on and responding accordingly depending upon the threat, or problem. Active is sending out "pings" to detect what is in the vicinty that can cause problems. Much like the bounce of the sonar's ping against the threat, when looking for problems in your organization you can't ignore the threat and do something else.
Looking for problems should never be the purpose. The purpose should be to recognize a problem and do something about it; small or large.
The basic techniques when confronted with a problem in performance are -
Respond – Don’t React
Expect the Best
Go to the person
Confront the Event, not the person
Ask Questions, Seek Clarity
Develop Action Plan of Changes
Clarify the Action Plan
Implement the Action Plan
Evaluate and Correct Continuously
Treat this like a never ending circle until problem is resolved
Robust Evaluation and Correction is an important part of recognizing the ingredients of the box you're in and doing the best with what you have before moving outside the box for something new. Too many times we want to fix a problem by getting a new piece of technology or a new hire and yet, we end up with similar results because it wasn't the technology or the person. Proper use of a good People Process makes a difference with all individuals and the organization as a whole.
To that end....
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