The next time you are in a meeting, take a moment to notice how often people interrupt and even finish other people’s sentences for them. This is a destructive habit. Think about it for a moment. When you hurry someone along, interrupt, or finish their sentence, you have to keep track not only of your own thoughts but theirs as well. This tendency (which is extremely common in busy people), encourages both parties to speed up their speech and their thinking. This, in turn, makes both people irritable and annoyed as, if there’s one thing that almost everyone resents, it’s someone who doesn’t listen to what they are saying.
Breathe before you speak
In some ways, the way we fail to listen is symbolic of the way we live. We often treat communication as if it were a race. It’s almost as if our goal is to have no time gaps between the conclusion of the sentence of the person we are speaking to and the beginning of our own.
There is a simple strategy that can make it much easier for you to allow people the ‘space’ to talk. It involves nothing more than pausing - breathing - after the person to whom you are speaking is finished. At first, the time gap between your voices will seem like an eternity but, in reality, it amounts to only a couple of seconds. It will allow you time to digest what the person is saying, think of what you are about to say, show the person that you are listening, and will let the person finish saying all they have to say! It will also help you deal with difficult situations by giving you the space to avoid reacting emotionally and impulsively.
There are those that listen and those who wait to talk
If you observe the conversations around you, you’ll notice that often what many of us do is simply wait for our chance to speak. We are not really listening to the other person but simply waiting for an opening to express our own point of view. It seems that talking to one another is sometimes more like a competitive sparring back and forth than it is enjoying or learning from the conversation. This harried form of communication encourages us to criticise points of view, overreact, misinterpret meaning, impute false motives, and form opinions, all before the other person is even finished speaking. No wonder we are so often annoyed, bothered, and irritated with one another. It’s exhausting!
Once you begin noticing yourself interrupting others, you will see that this tendency is nothing more than an innocent habit that has become invisible to you. This is good news because it means that you can change your behaviour. Remind yourself (before a conversation begins, if possible) to be patient and wait. Breathe and allow the other person to finish speaking before you begin. Not only will becoming a better listener make you a more patient person, it will also enhance the quality of all your relationships. Everyone respects and likes to talk to someone who truly listens to what they are saying. All it takes is intention and practice.
Ant White
On our business travels we are sometimes fortunate to come across other entrepreneurs who inspire us and Ant White of Keystone Group is one such inspiration. The above article has a simple yet invaluable message and we thank Ant for contributing it to our site.
Thursday, February 23, 2012
Tuesday, February 7, 2012
The future of law firms - Africa
It is interesting to look back over the last few years and see that, in some ways, not much has changed in the legal world from a marketing perspective, while in other ways we have seen major changes and developments, including mergers and, in some cases, relationships with international firms being formalised. As in our economy, where the divide between rich and poor is ever increasing, so it appears to be when we consider the larger law firms in South Africa as opposed to the smaller or medium sized firms. Larger law firms are either literally taking steps to go global, whether by merging with established international firms or raising their exposure further to the international market, while many small to medium sized firms are focusing on a more niche local market and remaining or decreasing their current size. And this, no doubt, brings more and more of a division between the two. Competition between the larger firms will continue to be challenging with some having one eye on Africa and the other elsewhere, for example, China and Australia, in an effort to cover all bases. And yet while it is, of course, important to constantly seek new opportunities and growth, law firms, no matter what their size, still need to remember the fundamentals.
Focusing on South Africa, the year ahead for law firms remains pretty much unchanged from 2011. Competition is rife, clients are demanding high value for their money, and budgets are in many cases increasingly tight. For the small to medium sized firms who are not focusing on international domination, and who I am mainly considering here, it is often difficult to compete given not only how the recession has affected many but also how small our market really is.
It is interesting to me when reading previous articles I have written on predicting the way forward, that not much has changed in legal marketing and, therefore, future predictions and requirements for a successful year pretty much stay the same, other than the ever-increasing opportunities found online. Law firms who do not have online exposure are without a doubt losing out on a potential market they can ill afford to ignore. In fact, who would approach a law firm in this day and age that has no exposure on the internet? And by this I do not simply mean having a website. It is surprising to me how many firms see having a website as enough. Firstly, it is only the beginning of what is needed online and secondly, if it is not interactive, highly informative and easy to navigate, it is a waste of marketing spend. Websites are not simply online calling cards that say or do little more than a paper business card. They need to tell the visitor who you are, what you offer, why they would want to be a client, and also ensure that you appear approachable. Law firms, and lawyers, are very often not seen as approachable in the general public’s mind and the message needed to attract potential clients is that you are here to help. The word ‘help’ is so simple and yet really is key to attracting and growing your client base. Your website should offer sufficient help in the form of interesting and appropriate articles and legal updates, and not just offer details of individual attorneys and contacts. And the same rules apply to all social media.
I predict, and hope, that we will see more firms embrace social media in 2012. And hopefully use it in the right way. Twitter, facebook, LinkedIn, and others, are all vital tools for any business; however, whoever manages these accounts for the firm, needs to understand what is appropriate and what is not, what the fine balance is between being engaging and being unprofessional is, and also have a calculated strategy as to how they are going to enhance their followers’ experience. All of this must tie into the overall marketing and branding strategy of the firm and I predict that any law firm that does not have these in place, will be left behind in the years ahead.
Lastly, given the stressful market we all find ourselves in, I believe (and again hope!) more and more small to medium sized law firms without in-house marketing departments, will look to experienced consultants outside of the firm to manage their marketing efforts in the year ahead as it is imperative that they seek assistance. Marketing and PR needs to be actively managed and a firm strategy needs to be in place and adhered to. Occasional stabs at advertising will also not be of any use. Besides it being expensive, it also needs to be repetitive to have real value. Making a half-hearted effort or doing ad hoc and random marketing and advertising exercises will never work. However, experienced business development and marketing professionals have the ability to add real value, steer the firm in the right direction and play a significant role in the future success of the business. Although, having said that, I would like to stress that the key is in finding the right consultant to suit your firm – they need to have a clear understanding of law firms and how they operate as it is a very different environment to most and I have seen excellent PR firms flounder as they simply do not understand the nuances that apply to the law.
All in all I believe 2012 will be similar to 2011 and will see firms being more calculating in how they use their marketing budget and, if wise, more open to areas such as social media in order to ensure the year is a stable and successful one for them.
Focusing on South Africa, the year ahead for law firms remains pretty much unchanged from 2011. Competition is rife, clients are demanding high value for their money, and budgets are in many cases increasingly tight. For the small to medium sized firms who are not focusing on international domination, and who I am mainly considering here, it is often difficult to compete given not only how the recession has affected many but also how small our market really is.
It is interesting to me when reading previous articles I have written on predicting the way forward, that not much has changed in legal marketing and, therefore, future predictions and requirements for a successful year pretty much stay the same, other than the ever-increasing opportunities found online. Law firms who do not have online exposure are without a doubt losing out on a potential market they can ill afford to ignore. In fact, who would approach a law firm in this day and age that has no exposure on the internet? And by this I do not simply mean having a website. It is surprising to me how many firms see having a website as enough. Firstly, it is only the beginning of what is needed online and secondly, if it is not interactive, highly informative and easy to navigate, it is a waste of marketing spend. Websites are not simply online calling cards that say or do little more than a paper business card. They need to tell the visitor who you are, what you offer, why they would want to be a client, and also ensure that you appear approachable. Law firms, and lawyers, are very often not seen as approachable in the general public’s mind and the message needed to attract potential clients is that you are here to help. The word ‘help’ is so simple and yet really is key to attracting and growing your client base. Your website should offer sufficient help in the form of interesting and appropriate articles and legal updates, and not just offer details of individual attorneys and contacts. And the same rules apply to all social media.
I predict, and hope, that we will see more firms embrace social media in 2012. And hopefully use it in the right way. Twitter, facebook, LinkedIn, and others, are all vital tools for any business; however, whoever manages these accounts for the firm, needs to understand what is appropriate and what is not, what the fine balance is between being engaging and being unprofessional is, and also have a calculated strategy as to how they are going to enhance their followers’ experience. All of this must tie into the overall marketing and branding strategy of the firm and I predict that any law firm that does not have these in place, will be left behind in the years ahead.
Lastly, given the stressful market we all find ourselves in, I believe (and again hope!) more and more small to medium sized law firms without in-house marketing departments, will look to experienced consultants outside of the firm to manage their marketing efforts in the year ahead as it is imperative that they seek assistance. Marketing and PR needs to be actively managed and a firm strategy needs to be in place and adhered to. Occasional stabs at advertising will also not be of any use. Besides it being expensive, it also needs to be repetitive to have real value. Making a half-hearted effort or doing ad hoc and random marketing and advertising exercises will never work. However, experienced business development and marketing professionals have the ability to add real value, steer the firm in the right direction and play a significant role in the future success of the business. Although, having said that, I would like to stress that the key is in finding the right consultant to suit your firm – they need to have a clear understanding of law firms and how they operate as it is a very different environment to most and I have seen excellent PR firms flounder as they simply do not understand the nuances that apply to the law.
All in all I believe 2012 will be similar to 2011 and will see firms being more calculating in how they use their marketing budget and, if wise, more open to areas such as social media in order to ensure the year is a stable and successful one for them.
Thursday, October 28, 2010
Go on, be exceptional in your customer service!
Service in this country continues to be a bone of contention with many, and this applies to service in all industries, including law, accounting and financial service firms.
Maintaining a professional brand is of paramount importance to professional services. Your brand extends to any contact or awareness clients or potential clients have of your firm, whether initially or as an ongoing experience. Making sure clients receive exceptional service is imperative and this means from their first contact with your firm to their final destination.
What is your receptionist doing?
So, what is your receptionist doing? Do you do random testing on how calls are answered? Are you aware if her service is better if you are in the office compared to when you are not? Does your business phone ring for longer than three rings before being answered?
This is marketing at its most basic form and yet I can guarantee that, if I had to survey firms today, the majority would fail dismally.
What does having a bad initial experience with a firm say about them? Basically, that they just do not care enough. And isn't it amazing that, when we receive great service from an efficient receptionist, we are surprised and taken aback? Instead, it should be the norm, and we should rather be surprised when we receive bad service.
One of the first marketing lessons I learnt years ago was when I was working for a financial services company which had employed an exceptional receptionist - she was friendly but not too familiar; highly efficient; knew exactly what all areas of the firm offered; well-spoken; and worked brilliantly under pressure. She was also highly paid. What a winning combination.
Clients enjoyed her customer service so much that many of them didn't use the direct line to their financial advisor but rather went via the switchboard to speak to her. Why? Because they knew they would receive exceptional service.
Calling a call centre is generally a dreadful experience, no matter how many times Trevor Noah shows his surprise at Cell C's efficiency, and so often it is easier not to bother rather than increase your heart rate. And yet imagine if it was regularly a pleasurable experience?
I recently had the pleasure of contacting the call centre of a well-known financial services firm and was amazed (even though I should not be) at how quickly the telephones were answered and at the service I received. Which proves it can be done.
Sadly though, this is in the minority. I have been into law firms where the receptionist can barely tear her eyes away from the magazine she is reading (or worse, is discussing what she is reading with a friend!) and yet I've been into others where the minute your foot touches their ground, you are treated with respect and interest and help really is at hand.
Outward sign of a winning firm:
That is the outward sign of a winning law firm because they care enough to ensure that their clients are looked after from their first point of contact to their last.
The bottom line is that it is all about client or potential client experience and, if you are serious about growing your client base, delivering exceptional service.
I use the word "exceptional" frequently, no matter what part of marketing or branding I am discussing, as surely this is what every firm should be trying to achieve? To be exceptional.
Often it is not even difficult to do this. By having the basic steps in place, firms are already steps ahead of their competitors. Yes, this is basic marketing 101, but does that not make it even more disturbing that so many firms do not get it right?
Be exceptional: look at the way your clients are being treated by your receptionist or call centre. And then ask yourself, would you want to be a client of your firm?
Rachelle Bricout
Article previously published on Bizcommunity - http://www.bizcommunity.com/Article/196/33/53600.html
Maintaining a professional brand is of paramount importance to professional services. Your brand extends to any contact or awareness clients or potential clients have of your firm, whether initially or as an ongoing experience. Making sure clients receive exceptional service is imperative and this means from their first contact with your firm to their final destination.
What is your receptionist doing?
So, what is your receptionist doing? Do you do random testing on how calls are answered? Are you aware if her service is better if you are in the office compared to when you are not? Does your business phone ring for longer than three rings before being answered?
This is marketing at its most basic form and yet I can guarantee that, if I had to survey firms today, the majority would fail dismally.
What does having a bad initial experience with a firm say about them? Basically, that they just do not care enough. And isn't it amazing that, when we receive great service from an efficient receptionist, we are surprised and taken aback? Instead, it should be the norm, and we should rather be surprised when we receive bad service.
One of the first marketing lessons I learnt years ago was when I was working for a financial services company which had employed an exceptional receptionist - she was friendly but not too familiar; highly efficient; knew exactly what all areas of the firm offered; well-spoken; and worked brilliantly under pressure. She was also highly paid. What a winning combination.
Clients enjoyed her customer service so much that many of them didn't use the direct line to their financial advisor but rather went via the switchboard to speak to her. Why? Because they knew they would receive exceptional service.
Calling a call centre is generally a dreadful experience, no matter how many times Trevor Noah shows his surprise at Cell C's efficiency, and so often it is easier not to bother rather than increase your heart rate. And yet imagine if it was regularly a pleasurable experience?
I recently had the pleasure of contacting the call centre of a well-known financial services firm and was amazed (even though I should not be) at how quickly the telephones were answered and at the service I received. Which proves it can be done.
Sadly though, this is in the minority. I have been into law firms where the receptionist can barely tear her eyes away from the magazine she is reading (or worse, is discussing what she is reading with a friend!) and yet I've been into others where the minute your foot touches their ground, you are treated with respect and interest and help really is at hand.
Outward sign of a winning firm:
That is the outward sign of a winning law firm because they care enough to ensure that their clients are looked after from their first point of contact to their last.
The bottom line is that it is all about client or potential client experience and, if you are serious about growing your client base, delivering exceptional service.
I use the word "exceptional" frequently, no matter what part of marketing or branding I am discussing, as surely this is what every firm should be trying to achieve? To be exceptional.
Often it is not even difficult to do this. By having the basic steps in place, firms are already steps ahead of their competitors. Yes, this is basic marketing 101, but does that not make it even more disturbing that so many firms do not get it right?
Be exceptional: look at the way your clients are being treated by your receptionist or call centre. And then ask yourself, would you want to be a client of your firm?
Rachelle Bricout
Article previously published on Bizcommunity - http://www.bizcommunity.com/Article/196/33/53600.html
It's not law, it's business
Saying I'm a legal marketer often results in a surprised, confused and sometimes sympathetic expression (the dread of lawyers and all) but I have to say it is an exciting and ever-changing environment that is not for the faint-hearted. Law firm marketing has, over the past decade, become extremely competitive and it is no longer simply enough to look at a law firm as only a law firm but rather to acknowledge it is a business that needs to offer a value-added service to its clients.
Consistent service and listening:
No longer does a client typically seek out the lawyer his father or grandfather went to; nowadays, that client is looking for the firm that can offer him or her the most as a commercial partner. Loyalty in business is often not found, which only makes the importance of consistent service and listening to your clients even more vital.
In fact, the responsibility of loyalty falls on the firm - it is up to you to create an environment that instils absolute loyalty in your clients. Never before has it been as difficult.
The way in which law firms are managed has changed dramatically over the past years and, while we are still behind overseas law firms, we have progressed at a rapid rate, with most of the larger South African law firms being on a par with their international counterparts. However, there is still much room for improvement in the legal sector as a whole.
Commercial business advisors:
With law firm clients becoming more competitive and increasingly global, firms need to offer more innovative, diverse and integrated services and solutions. Lawyers need to be commercial business advisors and have the ability to anticipate their clients' needs, while having a clear understanding of the complexity of their issues and the sector in which they operate.
Many firms now use the services of experienced marketing or business development professionals and consultants as, with a typical lawyer's workload being excessive, it is difficult to focus on what is a vital area of any business; that is, looking after current, and seeking new, clients. Business development and marketing professionals have the ability to add real value to the relationship between the client and firm and therefore have the potential to play a significant role in the development of any firm.
Over the past few years, business development has become a client-focused approach where clients are targeted for the synergy that exists between them and the law firm. This means that marketing or business development managers need to truly understand the firm they work for and, while the fundamentals of marketing remain the same in any business or sector, it is imperative that they have a clear understanding of the language lawyers speak, as well as the legal environment.
Simply help clients:
I have always maintained the easiest way to attract clients and keep them is simply to help them. While this sounds obvious and, perhaps, even seems too simplistic, it is true. Having an experienced marketing or business development professional or consultant is one way to ensure that clients are heard; nothing creates loyalty more than a firm that listens to their clients and, even better, responds.
Again, clients need a partner, someone who understands what they do and what they are trying to achieve. And once you, the law firm, achieve that, it would be very rare to lose them.
Rachelle Bricout
Article previously published on Bizcommunity - http://www.bizcommunity.com/Article/196/423/52658.html
Consistent service and listening:
No longer does a client typically seek out the lawyer his father or grandfather went to; nowadays, that client is looking for the firm that can offer him or her the most as a commercial partner. Loyalty in business is often not found, which only makes the importance of consistent service and listening to your clients even more vital.
In fact, the responsibility of loyalty falls on the firm - it is up to you to create an environment that instils absolute loyalty in your clients. Never before has it been as difficult.
The way in which law firms are managed has changed dramatically over the past years and, while we are still behind overseas law firms, we have progressed at a rapid rate, with most of the larger South African law firms being on a par with their international counterparts. However, there is still much room for improvement in the legal sector as a whole.
Commercial business advisors:
With law firm clients becoming more competitive and increasingly global, firms need to offer more innovative, diverse and integrated services and solutions. Lawyers need to be commercial business advisors and have the ability to anticipate their clients' needs, while having a clear understanding of the complexity of their issues and the sector in which they operate.
Many firms now use the services of experienced marketing or business development professionals and consultants as, with a typical lawyer's workload being excessive, it is difficult to focus on what is a vital area of any business; that is, looking after current, and seeking new, clients. Business development and marketing professionals have the ability to add real value to the relationship between the client and firm and therefore have the potential to play a significant role in the development of any firm.
Over the past few years, business development has become a client-focused approach where clients are targeted for the synergy that exists between them and the law firm. This means that marketing or business development managers need to truly understand the firm they work for and, while the fundamentals of marketing remain the same in any business or sector, it is imperative that they have a clear understanding of the language lawyers speak, as well as the legal environment.
Simply help clients:
I have always maintained the easiest way to attract clients and keep them is simply to help them. While this sounds obvious and, perhaps, even seems too simplistic, it is true. Having an experienced marketing or business development professional or consultant is one way to ensure that clients are heard; nothing creates loyalty more than a firm that listens to their clients and, even better, responds.
Again, clients need a partner, someone who understands what they do and what they are trying to achieve. And once you, the law firm, achieve that, it would be very rare to lose them.
Rachelle Bricout
Article previously published on Bizcommunity - http://www.bizcommunity.com/Article/196/423/52658.html
Tuesday, August 10, 2010
Taking mobile information to the next level
One of the most fascinating aspects of my job is research into digital communications systems and processes. And it becomes even more fascinating when I happen to come across something that is a world first and right on my doorstep.
Business Out of Office Manager (BOoOM) developed by Applxbridge in Cape Town, has the ability to integrate and instantaneously deliver any information systems data, or dynamic content, to mobile phones and devices anywhere, anytime. In real time. Simply put, BOoOM is flexible using only the information you choose to despatch which, considering 75% of South Africans have access to mobile phones, opens up an affordable and innovative opportunity that has until now not presented itself. “While we all make use of sms,” says Martin Brandt, Managing Director of Applxbridge , “BOoOM is a far richer content delivery service and yet is significantly cheaper.”
BOoOM is designed to deliver information and supports almost all mobile phones and computers post-2004. Additional benefits such as real time surveys, where public opinion on any topic can be polled, as well as advertising, come standard on BOoOm and businesses have the ability to not only reach some or all of their clients wherever and whenever they wish. But, as Richard Rushton, Applxbridge’s Finance Director, explains, “it is also an excellent management tool in that managers have access to staff at all times thereby increasing efficiency and vastly improving turnaround times. This clearly results in cost-saving for the company”. With BOoOM, clients have instant access to information at their fingertips, meaning no more frustrating delays waiting for information or updates. This up-to-the-minute access creates an extremely positive and professional impression of any company. “Customer perception is key to the success of any firm and this product is a logical extension to the service a firm already provides, allowing them to truly set themselves apart from their competitors,” says Brandt. “Clients feel heard because in reality, they are heard. This makes the difference between a frustrated and a happy client”. With most businesses having the goal of delivering excellent client service, this product makes it an easy and affordable option.
Government has put much focus on access to information for all South Africans and not only is this new product a way of improving service delivery in any business thereby encouraging international firms to want to do business with us, it is also a step forward in bridging the digital divide that is highly evident among our communities. BOoOM makes communications cheaper and offers access to those who would normally not know where to find vital and potentially life-changing information. Information including any and all topics, for example, details of available bursaries, where to go and what to do when applying for an identity document, newly advertised work opportunities, crime prevention, the list goes on and on, as does BOoOM’s exceptional abilities.
Contact info@create-a-stir.co.za for more information or post an enquiry/comment below. It really is worth it.
Chris Moerdyk
Business Out of Office Manager (BOoOM) developed by Applxbridge in Cape Town, has the ability to integrate and instantaneously deliver any information systems data, or dynamic content, to mobile phones and devices anywhere, anytime. In real time. Simply put, BOoOM is flexible using only the information you choose to despatch which, considering 75% of South Africans have access to mobile phones, opens up an affordable and innovative opportunity that has until now not presented itself. “While we all make use of sms,” says Martin Brandt, Managing Director of Applxbridge , “BOoOM is a far richer content delivery service and yet is significantly cheaper.”
BOoOM is designed to deliver information and supports almost all mobile phones and computers post-2004. Additional benefits such as real time surveys, where public opinion on any topic can be polled, as well as advertising, come standard on BOoOm and businesses have the ability to not only reach some or all of their clients wherever and whenever they wish. But, as Richard Rushton, Applxbridge’s Finance Director, explains, “it is also an excellent management tool in that managers have access to staff at all times thereby increasing efficiency and vastly improving turnaround times. This clearly results in cost-saving for the company”. With BOoOM, clients have instant access to information at their fingertips, meaning no more frustrating delays waiting for information or updates. This up-to-the-minute access creates an extremely positive and professional impression of any company. “Customer perception is key to the success of any firm and this product is a logical extension to the service a firm already provides, allowing them to truly set themselves apart from their competitors,” says Brandt. “Clients feel heard because in reality, they are heard. This makes the difference between a frustrated and a happy client”. With most businesses having the goal of delivering excellent client service, this product makes it an easy and affordable option.
Government has put much focus on access to information for all South Africans and not only is this new product a way of improving service delivery in any business thereby encouraging international firms to want to do business with us, it is also a step forward in bridging the digital divide that is highly evident among our communities. BOoOM makes communications cheaper and offers access to those who would normally not know where to find vital and potentially life-changing information. Information including any and all topics, for example, details of available bursaries, where to go and what to do when applying for an identity document, newly advertised work opportunities, crime prevention, the list goes on and on, as does BOoOM’s exceptional abilities.
Contact info@create-a-stir.co.za for more information or post an enquiry/comment below. It really is worth it.
Chris Moerdyk
Saturday, August 7, 2010
Important Do's and Dont's about internal communication
Motivated, committed employees make for increased productivity and more profit. And the way in which management communicates with them can be the key to successful motivation or an absolute confidence and commitment killer.
There is no doubt that a major contributor to the success of a business is a manager’s capacity to interact with his employees as often as possible and be seen to be leading by example. To cheer them on, motivate, encourage and perhaps even chastise them from time to time. Staff appreciate the personal attention which makes them feel special and part of a team or family.
Its not too difficult when one only has a few employees but the big challenge for any chief executive is to maintain this personal contact as the business grows.
Problems arise, for example, when this personal contact is longer possible and it is replaced with a programme of internal communication.
Now, there are very few people in business who have a problem with the notion of internal communication being the foundation of a well run business. Even some accountants and bankers have been known to agree that communication with the rank and file is important and not just something else that marketers in the company have dreamed up in order to waste money.
But, what many even seasoned marketers don't grasp is that communication is not only about word but very much to do with deed as well.
Which is often why, boards of directors - marketers and accountants alike - substitute personal contact and leadership by example with things that won't take up any of their time but which they hope will have the same motivational effect on their staff. So, in their valiant quest for zero defect in the way their employees go about their daily business, they rush headlong towards excellence, enrolling staff in quality colleges and making them swallow heaven knows how many other management elixirs in an effort to find that mystical quick fix that will turn ordinary, uninspired people into gung-ho gang-busters brimful of enthusiasm and capable of miraculous work rates.
Unfortunately most of these programmes last about a week at best and then its back to business as half-baked usual. Not because there is anything wrong with the programmes.
The main reason is because communication is restricted entirely to the word. Employees are given lectures, motivational talks and attend ra-ra sessions to beat the band. Without anyone giving a though to tossing in a deed or two.
And of course, the most important deed is leading by example. Just the way that entrepreneurial boss did when he was able to have personal contact with all his staff. For some strange reason the bosses believe that all these programmes are only for their minions and that none of the principles apply to them.
Take customer service for example. The bosses will exhort, cajole and come closing to outrightly bribing their employees to "take ownership" of customer complaints while at the same time taking refuge in their own ivory towers after having given their PA's and secretaries strict instructions to keep irate customers at bay and even worse to make it as difficult as possible for employees to seek their counsel.
Senior and middle managers are urged to "get out and meet your customers and to for heaven's sake not forget your internal customers" After which bosses aren't seen again for weeks.
Which leads one to that most ignored of communications and management pursuits called MBWA – management by walking about.
Perhaps the name itself is its biggest enemy, because it suggests either goofing off or a time-wasting and silly pastime in which no serious businessman would indulge unless his company was doing so well he could afford the luxury.
In fact, it is one of the most powerful internal communications and motivational tools ever invented.
I have seen myriad motivational programmes implemented in all sorts of companies, but never have I seen anything that can rival the massive motivational power of a managing director or chief executive moving among his people.
But, this deed alone is not what this facet of management is all about. It also depends largely on what the big boss does when he goes MBWA.
What he certainly shouldn't be doing is questioning employees about job specifics and giving them the impression that he is checking up on what they're doing. This gives the impression that he doesn't trust them and is making sure they're not just goofing off playing solitaire on their computers or wasting time with social gatherings around the tea trolley.
Frankly, to get it right he should avoid everything to do with work. Rather ask employees about family, hobbies, personal aspirations and best of all if he can manage a pat on the back he'll find that usually uninspired, quiet slogger will change instantly into some who would happily fly to the moon at his bidding.
I can't recall how many chief executives who have agreed with me that MBWA is the biggest contribution to internal communication and motivation any boss can make. But, there have been precious few who have had the courage to put it into practice.
It is a powerful tool but one of the most difficult to acquire and use properly.
Chris Moerdyk
There is no doubt that a major contributor to the success of a business is a manager’s capacity to interact with his employees as often as possible and be seen to be leading by example. To cheer them on, motivate, encourage and perhaps even chastise them from time to time. Staff appreciate the personal attention which makes them feel special and part of a team or family.
Its not too difficult when one only has a few employees but the big challenge for any chief executive is to maintain this personal contact as the business grows.
Problems arise, for example, when this personal contact is longer possible and it is replaced with a programme of internal communication.
Now, there are very few people in business who have a problem with the notion of internal communication being the foundation of a well run business. Even some accountants and bankers have been known to agree that communication with the rank and file is important and not just something else that marketers in the company have dreamed up in order to waste money.
But, what many even seasoned marketers don't grasp is that communication is not only about word but very much to do with deed as well.
Which is often why, boards of directors - marketers and accountants alike - substitute personal contact and leadership by example with things that won't take up any of their time but which they hope will have the same motivational effect on their staff. So, in their valiant quest for zero defect in the way their employees go about their daily business, they rush headlong towards excellence, enrolling staff in quality colleges and making them swallow heaven knows how many other management elixirs in an effort to find that mystical quick fix that will turn ordinary, uninspired people into gung-ho gang-busters brimful of enthusiasm and capable of miraculous work rates.
Unfortunately most of these programmes last about a week at best and then its back to business as half-baked usual. Not because there is anything wrong with the programmes.
The main reason is because communication is restricted entirely to the word. Employees are given lectures, motivational talks and attend ra-ra sessions to beat the band. Without anyone giving a though to tossing in a deed or two.
And of course, the most important deed is leading by example. Just the way that entrepreneurial boss did when he was able to have personal contact with all his staff. For some strange reason the bosses believe that all these programmes are only for their minions and that none of the principles apply to them.
Take customer service for example. The bosses will exhort, cajole and come closing to outrightly bribing their employees to "take ownership" of customer complaints while at the same time taking refuge in their own ivory towers after having given their PA's and secretaries strict instructions to keep irate customers at bay and even worse to make it as difficult as possible for employees to seek their counsel.
Senior and middle managers are urged to "get out and meet your customers and to for heaven's sake not forget your internal customers" After which bosses aren't seen again for weeks.
Which leads one to that most ignored of communications and management pursuits called MBWA – management by walking about.
Perhaps the name itself is its biggest enemy, because it suggests either goofing off or a time-wasting and silly pastime in which no serious businessman would indulge unless his company was doing so well he could afford the luxury.
In fact, it is one of the most powerful internal communications and motivational tools ever invented.
I have seen myriad motivational programmes implemented in all sorts of companies, but never have I seen anything that can rival the massive motivational power of a managing director or chief executive moving among his people.
But, this deed alone is not what this facet of management is all about. It also depends largely on what the big boss does when he goes MBWA.
What he certainly shouldn't be doing is questioning employees about job specifics and giving them the impression that he is checking up on what they're doing. This gives the impression that he doesn't trust them and is making sure they're not just goofing off playing solitaire on their computers or wasting time with social gatherings around the tea trolley.
Frankly, to get it right he should avoid everything to do with work. Rather ask employees about family, hobbies, personal aspirations and best of all if he can manage a pat on the back he'll find that usually uninspired, quiet slogger will change instantly into some who would happily fly to the moon at his bidding.
I can't recall how many chief executives who have agreed with me that MBWA is the biggest contribution to internal communication and motivation any boss can make. But, there have been precious few who have had the courage to put it into practice.
It is a powerful tool but one of the most difficult to acquire and use properly.
Chris Moerdyk
Thursday, July 29, 2010
600 marketers worldwide comment on the future of marketing
By Chris Moerdyk.
Most notably, digital marketing is driving significant structural and operational changes in global marketing groups, according to the CMO Council's comprehensive 2010 State of Marketing Report and Outlook Audit.
A big focus is now on building internal customer analytics and digital resource capabilities. Advertising agencies will take a back seat as the "client-side" starts to deploy new marketing performance platforms and build its own internal competencies for improving go-to-market effectiveness and accountability. The Chief Marketing Officer (CMO) Council consists of a network of roughly 4000 invited senior marketers worldwide who share their experience and skills for the benefit of the global marketing community. Approximately 600 members, including Chris Moerdyk, took part in providing data for this project:
Among the top level findings:
• Investing in digital demand generation and online relationship building ranks among the top initiatives being taken to maximize the impact and value of marketing in 2010
• 38 per cent of respondents say they are exploring alternative media and new routes to market, while 62 percent will be crunching customer data to improve segmentation and targeting
• Some 35 percent of marketers expect to initiate or undertake transformational marketing projects to improve go-to-market effectiveness
The 60-plus-page report is now available for download and includes key data points specific to:
• Top accomplishments in the preceding year and management mandates for the year ahead
• How current economic conditions and business factors and forces are impacting plans and budgets
• Breakdown of spend across operational and demand generation activities, along with detailed data about the shifts in where and how marketing dollars are being allocated
• Strategic initiatives and investments to increase marketing efficiency, proficiency and effectiveness
• Evaluation and embrace of digital marketing systems, programs and alternative media channels
Visit http://www.cmocouncil.org/resources/form_2010_marketing_outlook.asp to download the report today. The full report, containing all data, charts, commentary and detailed findings is available for a fee but a complimentary executive summary is also available for download.
Most notably, digital marketing is driving significant structural and operational changes in global marketing groups, according to the CMO Council's comprehensive 2010 State of Marketing Report and Outlook Audit.
A big focus is now on building internal customer analytics and digital resource capabilities. Advertising agencies will take a back seat as the "client-side" starts to deploy new marketing performance platforms and build its own internal competencies for improving go-to-market effectiveness and accountability. The Chief Marketing Officer (CMO) Council consists of a network of roughly 4000 invited senior marketers worldwide who share their experience and skills for the benefit of the global marketing community. Approximately 600 members, including Chris Moerdyk, took part in providing data for this project:
Among the top level findings:
• Investing in digital demand generation and online relationship building ranks among the top initiatives being taken to maximize the impact and value of marketing in 2010
• 38 per cent of respondents say they are exploring alternative media and new routes to market, while 62 percent will be crunching customer data to improve segmentation and targeting
• Some 35 percent of marketers expect to initiate or undertake transformational marketing projects to improve go-to-market effectiveness
The 60-plus-page report is now available for download and includes key data points specific to:
• Top accomplishments in the preceding year and management mandates for the year ahead
• How current economic conditions and business factors and forces are impacting plans and budgets
• Breakdown of spend across operational and demand generation activities, along with detailed data about the shifts in where and how marketing dollars are being allocated
• Strategic initiatives and investments to increase marketing efficiency, proficiency and effectiveness
• Evaluation and embrace of digital marketing systems, programs and alternative media channels
Visit http://www.cmocouncil.org/resources/form_2010_marketing_outlook.asp to download the report today. The full report, containing all data, charts, commentary and detailed findings is available for a fee but a complimentary executive summary is also available for download.
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