Twitter Does Not Equal Marketing Technology

marketing_technology_jan2014_600

Technology is dramatically shifting marketing, and most professional service firms are being left behind just as the broader market—both B2B and B2C—are applying decades-old professional services marketing tactics to their own.   If your understanding of marketing “technology” is limited to Twitter, email and your website, it is time for you and your practice leaders to get engaged (This is not social-media-bandwagon diatribe.).

The marketing landscape has evolved quickly in the past several years. Chiefmartec.com has estimated more than $21.8 billion of venture capital and private equity has been recently invested marketing technology companies.  The latest count has more than 1,000 marketing technology firms providing unique value propositions around client experience, market understanding, service delivery and marketing operations. According to Gartner, professional services firms spend 4.2% of revenues on technology. Your marketing team may be using upwards of 10-15 of these technologies already–yet have just scratched the surface of the strategic potential.

Here is a small sampling of the key areas (from Scott Brinker of chiefmartec.com):

  • Internet services such as Facebook, Google, and Twitter that underlie today’s marketing environment
  • Infrastructure such as databases, big data management, cloud computing, and software development tools
  • Marketing Backbone Platforms such as CRM, marketing automation, WCM, and e-commerce engines
  • Marketing Middleware such as DMPs, CDPs, tag management, cloud connectors, user management, and API services
  • Marketing Experiences, or the “front-office” of modern marketing, are more specialized technologies that directly affect prospects and customers across their lifecycle, such as advertising, email, social media, SEO, content marketing, A/B testing and marketing apps
  • Marketing Operations include the tools and data for managing the “back-office” of marketing, such as analytics, MRM, DAM, and agile marketing management.

If you have a strategic marketing function, you are probably using many of these technologies and garnering (and measuring) the business impact. You are seeing strategic results like:

  • More marketing-qualified leads: The number of leads generated by Marketing that meet a sales-agreed-to set of qualification criteria
  • Higher brand relevance:  A measure of your firm’s/brand’s credibility, visibility and consideration, vis-a-vis the competition in the markets in which you compete
  • Higher prospect engagement: A measure of a prospect’s overall interactivity with your firm through marketing channels including website visits, time spent on website, pages viewed, site logins, email list growth, blog comments, event attendance, etc.
  • Faster velocity:  The amount of time it takes a prospect to move through the sales funnel from initial engagement until close
  • Higher pipeline contribution: The dollars of potential revenue contributed by marketing-qualified leads
  • Increasing size of prospect database size:  The total number of prospects in the firm’s marketing database.

If you are not seeing these results, it is time to shift gears and start thinking more strategically about the evolution of marketing technology and your ability to grow the business. The first step is to sit down with your marketing leader and understand your current state. The second step, as a leader, is to make sure that you are reinforcing a culture and capability to exploit these new technologies. Ask yourself if:

  • You have set the expectation to deliver strategic marketing capability
  • Your firm has a data-driven mindset
  • Your practice leaders are informed and engaged on key technologies
  • You are creating a culture that is risk-tolerant (i.e. has a learning ethos not a failure-avoidance ethos)
  • Your sales and marketing functions have synergistic and strong working relationships
  • Your culture is collaborative, not dictatorial
  • You have a strong, confident marketer who has a growth and problem-solving orientation
  • Your firm has a differentiated point of view, strong thought-leadership agenda and content-production capability
  • You see technology as an enabler not a pain in the ass.

Take away

Marketing technology is moving quickly. Your client’s experience in the consumer world sets the expectation for how they want to be able to engage your firm. Dragging your feet or being ignorant of technology’s evolution will put your relationships and your firm at risk. Mobile devices, the Internet of things, cloud and apps are dramatically changing how clients will be interacting with your firm, your people AND your competition.

Be prudent.

Making it Pretty and the Dearth of Marketing Leadership

“Send it to marketing and have them make it pretty” is a phrase you hear regularly in professional services firms. The “it” in the phrase could be a presentation, a proposal or any other brilliant marketing idea coming out of a practice. Most marketing organizations in professional services firms, to their credit, “make it pretty” with a positive attitude, limited resources and a few enhancements squeezed in that make “it” more effective in achieving “its” intended goal. “Making it pretty” is daily life for marketing in most firms. What a waste.

Recently, I attended the Global Leadership Summit, a two-day event focused on building stronger church leadership. Each year, the event draws church leaders and lay people intent on becoming better leaders. I always enjoy learning from the Summit speakers and meeting some of the most inspiring people on the earth. As I listened this year, it occurred to me that professional services firms have a dearth of marketing leadership. Why do so many marketers just “make it pretty” instead of leading (i.e. adding strategic value)? Here are several takeaways from the Summit that made me think that it is time for your marketers to become the leaders they are capable of being:

  1. Marketers are too focused on “managing” the marketing function.

In her summit speech, Carly Fiorina delineated the difference between management and leadership in a way that really resonated with me. Leaders can be managers, but not all managers are leaders. She said that “management,” in any setting, is the task of “producing acceptable results within known constraints and conditions.” In marketing, the results are rather common: produce a webinar, write a brochure, update the website, etc. The constraints and conditions are well known, as well: deadlines, budgets, resources AND individual partner expectations. It is important to have good managers. After all, you have to keep the trains running on time.

Leadership, on the other hand, is more rare. Leadership says, “I am going to change the conditions.” Fiorina says that leadership “changes the order of things.” Most partners would laugh at the idea of a marketing person changing the order of things in a firm. Most marketers, in partners’ minds, do not even understand the firm’s business. Perhaps, but many partners are called “leaders,” but they do not lead either. Instead, they maintain the known constraints and conditions—like “make-it-pretty” marketing. Marketers live up to the constrained expectations and keep producing acceptable results within the known constraints.

Leaders do not accept the constraints. Leaders see a different path and change the trajectory of the firm. To lead, marketers have to stop focusing solely on managing, accepting the firm’s and their own personal constraints and rethink their value to the firm.

  1. Marketers are obsessed about a “seat at the table.”

If I had dollar for every time I read an article or heard the lament of having a seat at the table in order to affect change, I would be a wealthy man (22,000,000 hits on that phrase in Google alone). Bill Hybles, THE “leader” of the Leadership Summit, is a broken record. Thank God too, because sometimes it takes time for a message to sink in. This year marked the 20th anniversary of the Summit. One of his mantras is “Lead where you are.” Whether you are leading a Fortune 500 company, a mega church or a small marketing team, you are leader. Be one. As Hybles says, “Leaders, your God-given job is not merely to preside over something, not to pontificate to your underlings how smart you are, not merely to preserve something from its gradual demise; it’s to figure out what God wants to get done in this world, figure out what role you play in that, and then to move something or someone from here to there.”

Patrick Lencioni, author and world-renown speaker and consultant, spoke about mistakes leaders make. The first one was becoming a leader for the wrong reasons (i.e. perks, money, power and a seat at the table). The right reason to become a leader is to sacrifice oneself for others even though there is no ROI. If you are calculating the ROI for a leadership position, you shouldn’t be a leader.

  1. Marketers are living up to a stereotype of what a professional services marketer is.

When you think about a stereotypical marketer, what picture comes to mind? I suspect that a creative, flashy and extroverted persona comes into view. After all, that is the type of person that makes things pretty and throws a great party (er, event). You know the person with the fun cubicle, candy bowl and tchotchkes from the latest tradeshow.

I suspect some of the most talented marketing leaders are actually introverts and are playing small in a world of over-sized personalities. Susan Cain, TED sensation and author of the book, Quiet: The Power of Introverts in a World that Can’t Stop Talking, talked about the leadership strengths of introverts. Introverts are the people who can help firms think deeply, strategize, solve complex problems and spot canaries in your coal mine. It’s difficult for these individuals to breakthrough all the corporate noise and the charismatic-extrovert-as-leader mindset that permeates firms. Most firms don’t make the most of introverts’ strengths; but instead they allow group dynamics to push their marketers into conformity.

Take away

If your only expectation for your marketing team is to make “it” pretty or to just deliver acceptable results within known constraints, perhaps it is time to shift your idea of marketing.

Marketers could make huge inroads into leadership if they learned the business more comprehensively, brought real data/insights to the conversation and played to their strengths.

While never a speaker at the Summit, the great Peter Drucker had much to say on this topic:

  • “The purpose of a business is to create a customer.”
  • “Business has only two functions—marketing and innovation.”
  • “The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.“

I don’t see “make it pretty” on that list.

Be prudent.

Marketing Lessons from a Sports Stadium Classroom

Busch Stadium

When I was a kid, my dad used to take me to St. Louis Cardinal baseball and football games and to see Blues hockey. I can vividly recall learning at a very early age when and how you pulled the goalie, sent the runner (that cost me a dollar on a sucker bet with my brother) and read the blitz. Driving to the game, we listened to KMOX, a giant St. Louis sports radio station. Radio personalities Jack Buck, Dan Kelly, Ron Jacober and many others prepped us for the game in excruciating detail. On the ride home, we listened again as they analyzed the results and gave us a better understanding for the next game.

We were able to go to so many games because we owned a family business. When your family is in business together, work, play and life are all mixed into a way of life (not the cell-phone-driven, reach-you-anywhere lifestyle that is so common today). Before every game, we went out to dinner. Giovanni’s on The Hill was my dad’s favorite place, but we went all over the city. Everywhere we ate, my dad scrutinized the service, the parking, the food, the restaurant layout, the décor, etc. He was constantly scanning the environment to garner new ideas and validate his own. My dad was not a big talker. So, when he spoke, I listened.

One of his favorite subjects was marketing, and his favorite targets were the big brands on display at the stadiums. In between teaching the concepts of icing, pass interference and squeeze plays, he shared his thoughts on the products and their positioning. I recall one conversation on the subject of Busch beer (mind you, I was a little kid and we were sitting in Busch Stadium). Out of the blue, he said:

“Anheuser-Busch needs to drop “Bavarian” from the Busch beer can.”

“What’s a ‘Bavarian’?” my astute young self asks in return.

“The name has no relevance to the target market.” he responded.

“Right. What is a Bavarian?” I asked again.

He went on to explain that the historic name complicated the message of Busch beer for its main consumer: working-class American beer drinkers. Most beer drinkers did not know where Bavaria was, nor did they care about the origin of the recipe. Thus, began my education as a marketer. Snacks, banks or car dealers did not escape scrutiny. (By the way, A-B dropped the word Bavarian from the name several years later for the very reason my father gave.)

I share this story because understanding your target market is the most basic of concepts in marketing and is the foundation of any strategic marketing effort. The ironic thing is that this simple concept is the primary reason firms never reach their growth potential and waste so much time and money in business development. I have found that firms simply don’t do it at all, they hang out an industry “shingle” and stop there, or they get very clear on it but lack the discipline to execute.

Firms that don’t do it usually lack the knowledge, the resources or the will power to make strategic choices. Strategic choices have opportunity costs. Choosing strategic segments means not pursuing or allocating resources to others. Many partners think that focusing on clear segments precludes avenues to other growth sources and the revenues needed to achieve or sustain their partnership. This is a fallacy.

Firms with an industry focus fare somewhat better because there is a clearer line of sight to the unique needs of buyers. Unfortunately, firms choose too broad of industries (e.g. financial services vs. investment management, insurance, retail banking, etc.) or they believe that because they have two “financial services” clients in their client base that they are industry experts. Either way, clients can easily see the shallowness of the industry programs and discount the “expertise” and the firm. 

Finally, firms that lack execution discipline often end up pursuing the “deal of the day.” I think the best illustration of this is mid-sized accounting firms. The firms have a clear understanding of their value (an alternative to Big 4 cost and arrogance) and their target market (mid-sized companies that do not want the Big 4 cost and arrogance). BUT, in reality, there is an irresistible pull inside the firms toward “upstream” growth and the desire to be number five and not a “Tier 2” firm. Both of these unspoken insecurities/ambitions drive behaviors that contradict a very strong focus and market positioning.

Take away

If you have neither segmented your markets nor identified your ideal client, you have not unlocked the key to growth and brand strength—focus. More often than not, the specialist in a market wins. Look at how the mass market of beer has come full circle and niche “Bavarian-like” beers are driving market growth today. Identifying your ideal client allows you to hone in on his or her unique issues, understand them, speak his/her language and build scalable solutions.

When you specialize around a market, an attribute, an issue or a client, you become very, very good at it. Identifying your key market segments streamlines marketing messages, simplifies lead generation, guides straightforward marketing metrics and helps existing clients refer more people to you. Most importantly, it demonstrates to your clients that you see their uniqueness and understand their business.

Take a word of advice from my dad. Understand who your market is, drop what is not relevant to it and then relentlessly pursue it. Time will demonstrate the wisdom of your decision.

Be prudent.

“Grow Everything” is not a Marketing Strategy

Grow Everything Chaos“I need your number by the end of the week!” is a phrase you have probably uttered or heard during your annual planning cycle. The “number” is the revenue bogey a partner or practice is “asked” to contribute to the overall growth of the firm and expected to hit by year-end. It is the combination of a top-down CAGR (compounded annual growth rate) and a bottom-up SWAG (scientific wild-ass-guess) that is cajoled, negotiated and extorted from line leaders.

To get there, firms plan to add a few new practices, expand into some new geographies, augment business developers, build new strategic partnerships, launch some new products and achieve the allusive “cross-sell.” If a firm is a little more ambitious, it might add an acquisition.

I call this the “grow everything” strategy. It sounds good, looks good and seems strategic. Can you say “adjacencies”? It gives everyone in the firm their do and doesn’t entail any hard strategic choices. Unfortunately,  every time it launches, it hits the ground with a resounding thud. If you are planning to launch a plan like this, get ready to waste a lot of time, energy and resources. Instead of a “grow-everything” plan and a revenue number, I propose a more prudent approach and a relevant, complementary number. Try this.

In order to grow efficiently, you have to first stop shrinking. Starting each year from zero or a significantly lower revenue number than you finished last year means starting 50 meters behind the starting line of a 100-meter dash. Don’t focus on all the possible growth sources until you have protected your base revenue. To do this, make your “number” goal client loyalty. In particular, make your objective to establish such a high level of performance that your clients don’t look elsewhere. This means a relentless pursuit of understanding how you are serving clients, anticipating your clients’ evolving issues, offering solutions that deliver differentiated value and being easy to do business with.

The best way to achieve this understanding is to ask your clients two simple questions, “How likely is it that you would recommend us to a friend or colleague?” and “Why did you give that answer?” You may recognize these questions from the book by Fred Reichheld, The Ultimate Question: Driving Good Profits and True Growth, which details the Net Promoter Score, or NPS®. The score is based on the idea that every company’s customers can be divided into three categories: Promoters, Passives, and Detractors. Customers respond on a 0-to-10 point rating scale and are categorized as follows:

  • Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fueling growth.
  • Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.
  • Detractors (score 0-6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.

NPS is calculated by subtracting the percentage who are Detractors from the percentage of customers who are Promoters (netpromoter.com).

If you have not read the book, read it (don’t consume someone else’s summary). If you have read the book, but have not taken the advice, ask yourself, “Why?” Reichheld’s ideas are simple, powerful and proven. They are at the heart of protecting your base and are invaluable in turning the flywheel on organic growth. Loyal clients do not send out RFPs; they hire you uncontested. Loyal clients to not shop on price because they have seen demonstrated value. And, loyal clients are more apt to “promote” your firm through positive word of mouth—the cheapest and fastest way to new business.

You might be pushing back right now, “We have loyal clients. We have great service. We understand our clients’ needs.” Really? Are you simply measuring client satisfaction or have you developed the associated discipline to actually drive improvements in customer loyalty and enable profitable growth? How does leadership demonstrate its commitment to loyalty? How is client loyalty built into to your business processes and operational DNA? How do you deliver real-time information to consultants, so they can act on client feedback? Does your process help employees clarify and simplify the job of delighting clients? Does it help them identify and engage their best clients? Does it allow them to compare their performance to the best from week to week and month to month?

Take away

“Grow everything” is not a strategy. Just because a practice leader is given a number based on history or assigned a needed growth rate does not make it strategic or realistic. More often than not, it is neither and is a huge waste of scarce, strategic resources.

To be more strategic and more practical in actually achieving your growth goals, start with protecting your base, while avoiding the cacophony of geography, business, new products, adjacencies, acquisitions and cross-selling noise (there is a time and place for these strategies, that is a later post). If your firm did nothing else but focus on retaining your base, the word of mouth recommendations could fuel most the firm’s long-term growth.

Keep asking for that number, but make sure that it is the right number.

Be prudent.

Prudent Decision Making

PrudenceSt. Ignatius of Loyola said, “Prudence has two eyes, one that foresees what one has to do, the other that examines afterword what one has done.”

Ignatius, was the founder of the Jesuits, an order of Catholic priests. He was born in 1491, of a family of minor nobility in Spain. As a young man, Ignatius Loyola was inflamed by the ideals of knighthood (one might even say vanity).

In 1521, Ignatius was gravely wounded in battle. While recuperating, he experienced a spiritual conversion. Reading about the lives of Jesus and the saints made Ignatius happy and aroused a desire in him to do great things. Ignatius realized that these feelings were clues to God’s direction for him.

Over the years, Ignatius became expert in the art of spiritual direction. He collected his insights in his book The Spiritual Exercises, one of the most influential books on the spiritual life. With a small group of friends, he conceived and founded the Society of Jesus (Jesuits) as “contemplatives in action.” (from ignatianspirituality.com)

The Jesuits are arguably one of the most consequential Catholic orders of all time. Their impact on education, evangelization and church leadership (the current pope is a Jesuit) speaks for itself. I have always been intrigued with Ignatius and the concept of “contemplatives in action.” It is an oxymoron in most business circles (you are either a thinker or a doer), but it is a driving force in my life.

Contemplating and acting can be difficult for us as individuals and as leaders of firms. Leaders often fear looking indecisive or making a mistake when the firm’s future—or their role—is at stake. Firms are filled with competing agendas and decisions carry opportunity costs. Big (and not so big) decisions can threaten long-standing beliefs and stir up emotional upheaval. Leaders may make decisions that are politically expedient, travel the path of least resistance or avoid confrontation. It is very dangerous and often unproductive to take the easy way out or to act without thinking through the ramifications of the decision. If you were to ask most leaders if their decisions were effective, most would answer affirmatively. I have found, while leaders do much thinking and acting, their decisions are not necessarily effective, cohesive or prudent.

Aristotle defined prudence as recta ratio agibilium, “right reason applied to practice.” The emphasis on “right” is important. We cannot simply make a decision and then describe it as a “prudential judgment.” Prudence requires us to distinguish between what is right and what is wrong. According to St. Thomas Aquinas, prudence does three things: 1. To take counsel, 2. To judge soundly and 3. to command their employment (i.e. act).

A large part of our work at Prudent Pedal is helping leaders make prudent decisions that drive growth and build long-term success. Building on the thinking of Ignatius, Aristotle and Aquinas, this is how we help. 

Three Parts of a Prudent Decision

Step 1: Take Counsel

One must take counsel carefully from one’s self and others. Failure to deliberate is rashness, which leads to impulsive and ineffective decision-making and confuses activity and action.

We gather the relevant information during this stage, starting with a consideration of our principles. Prudence is about truth: the truth of what is, what is right and what must be done. We must know what is true before we are free to do what is right. This includes an awareness and acceptance of our own moral values, our firm’s values and our mission as a firm. If our firm’s culture and mores dictate that a certain act is inappropriate, then there is no need to deliberate; we know not to do it.

While deliberating, we must also carefully examine the concrete situation, to be sure that we fully understand it. Firms often misconstrue anecdotes for data and feelings for facts. So often, we don’t deliberate honestly, but rather focus on the aspects of the situation that we want to see. Prudence demands openness to the whole truth of the situation, including our long-held beliefs, prejudices and agendas. With this step, it is absolutely critical that we be completely honest about the decision with others and ourselves.

Step 2: Judge Soundly

After deliberating with counsel, we fairly weigh all of the evidence. Judgment separates the relevant from the irrelevant and applies it to the issue at hand.

This is where firms most often stall in making strategic choices. Choices have opportunity costs and firms are loathe to limit their partners and practices or, more importantly, to seed discord. Unfortunately, we can’t contemplate forever; we have to reach a conclusion. Failure to make a judgment is called indecision. Procrastination, perfectionism and fear of failure are common indecision traps.

Prudence lies in the readiness to sacrifice today’s gain for tomorrow’s greater reward. Our judgments should be guided by optimism, new possibilities and hope. Prudence is about stewardship and expressed with an attitude of realism, not scarcity or greed.

Step 3: Act

Once we judge the right thing to do, we must act. If we determine the proper action but then fail to implement it, what’s the point? We do not exercise the virtue of prudence until we actually do what we have judged to be right.

Failure to carry out what we believe to be the proper decision is irresoluteness. Most firms make hoards of decisions but never manage to keep them; instead they swing back and forth like a pendulum. Thinking about an issue without arriving at a practical result does no one any good, but making a decision and then impulsively altering course can create a lack of clarity about direction and values that damages the firm even more. Does “the flavor of the day” ring a bell? 

Takeaway

Prudent decisions are not risk averse, selfish or calculating.

The first part of prudent decision-making knows the goal; the second part knows how to choose the proper and right means to obtain the goal; the third part acts.

With prudence in the spiritual world, we look at every decision in light of the ultimate goals—goodness and happiness.  In the professional services world, we look at it in terms of integrity, service and fitting results.

Analyze the steps of counsel, judgment and action in your firm. Identify where your firm does well and where it falls short. Once you recognize the firm’s weakness, you can work on that area of prudence and become a contemplative in action.

Be prudent.

The Spring Doldrums of Professional Services Marketing

Spring Doldrums in Professional Services MarketingMost firm’s marketing plans are screeching to a halt about this time of year:

  • The big tradeshow has sucked up more time and money than expected.
  • The new product or service was launched and is now languishing.
  • The big research study has not gotten a statistically valid sample.
  • The brochures have been produced and placed on the shelves.
  • The firm’s thought leaders are too busy serving clients to produce that seminal piece of thought leadership.

There are many excuses or perhaps just silence. The May-June doldrums mark the point when the energy of most annual marketing plans begins to run dry. Why does this happen? Quite simply: it happens because most marketing plans are not informed by strategy, and are not plans at all, but are instead a list of discombobulated tactics.

Strategies define clear markets and clear objectives. Think of things like penetrating a market, achieving a certain market share, attaining a certain number of clients, reaching a level of brand awareness, producing X amount of leads or achieving a net promoter score. These objectives are easily measured. Either you have achieved them or you have not. Marketing does not end because tactics have run out.

Now is the time to evaluate actions to date. Firms should be asking: How did we measure up, where did we exceed our goal, where have we fallen short? What have we learned? What is fuzzy? Where do we need more clarity? Where do we need to reallocate resources?

Takeaway

Marketing is about a relentless pursuit of understanding, anticipating and meeting client needs. If firm leaders are not holding marketing accountable throughout the year and accept tactical actions instead of strategic results, the firm has no one else to blame but itself for the ROI on its marketing investment. Do not let marketing slow down now or at any point when trying to achieve the vision for the firm.

Be prudent. 

 

Six Beliefs Of Hazardous Firm Cultures

DangerContributed by Ted Harro

Some organizations should have a warning label: Caution, working here can be hazardous to your health. Complications could include high blood pressure, weight gain, insomnia, and bleeding ulcers.

Behind every hazardous work culture there’s probably at least one dangerous leader who sets the tone. Crawl a little further into these leaders’ heads. Probably, they live with beliefs that make counter-productive behaviors seem totally rational and healthy. I heard those beliefs vocalized by an administrative assistant a while ago in such bald terms it took my breath away.

I was about to start a strategy session with a leadership team. She was organizing the otherwise-empty room, setting out breakfast, dropping off snacks.

She said quietly to me, “I wish I could be here in the meeting.”

I paused, sensing something else was coming. “I mean, how do you do it?” she asked.

It’s a good question. How do I do it? I wondered.

Wait, do what?

So I asked her, “What do you mean by ‘do it?’”

She smiled slyly. “How do you get a group of senior leaders to actually work together? It must be a huge challenge.” She blinked at me knowingly. I stared back, puzzled.

“Ummm. Well, it has its moments but which challenge are you referring to?”

“Well, let’s face it. All of these people got here by stepping on others, by using and abusing people, by watching out for themselves. How do you get them to turn that off and start working together?”

Her belief system was stunning. Leaders use. Leaders lie. Leaders scrap. Because of their inherent selfishness, leaders are highly unlikely to work together.

I later learned that she had cut her teeth at a top professional services firm, one equal in reputation for excellence and aggressiveness. I couldn’t help but wonder if those formative experiences had shaped her view of leaders and work and what’s possible in a company.

Just like family backgrounds have a profound impact on how we see the world, so our early companies often shape how we see life. We pick up their beliefs and attitudes like lint – or sometimes we have an allergic reaction to them and choose to go the opposite way.

Unlike family backgrounds, we can exercise some choice about our companies of origin – at least early on in our careers. So now, when talking with young people entering the workforce, I’m going to give them a little advice: choose your company of origin carefully. We all like to believe the myth that we’re independent thinkers, impervious to the influence of those around us. It’s a lie. And we should get over it.

Here are a few beliefs you might pick up from the behaviors around you early in your career:

  • Cut-throat vs. Collaborative: If your early companies allow colleagues to be cut-throat, you’ll start to believe that you have to watch your back if you want to survive. But if your early companies expect people to help each other out – sometimes sacrificially – you’ll start to believe that loyalty and teamwork will help you thrive.
  • Corner-cutting vs. High Integrity: If your early companies are willing to bend the truth to sell stuff, you’ll start to believe that the sales goals justify the means. But if your early companies only make promises they can keep to customers, you’ll start to believe that integrity leads to long-term success.
  • Perfectionistic vs. Learning-Driven: If your early companies punish people for making mistakes, you’ll start to believe that you should keep your head down if you want to survive. But if your early companies encourage people to take smart risks, you’ll start to believe that accelerated learning is the best path to long-term earning.
  • Passive-Aggressive vs. Straight-Talking: If your early companies carefully avoid confrontation, you’ll start to believe that it’s smarter to passively resist things you don’t like instead of dealing with things head-on. But if your early companies practice constructive truth-telling, you’ll start to believe that caring enough to speak the truth is the smartest policy of all.
  • Takers vs. Servants: If your early companies only care about customers because of the profit they bring to the company, you’ll start to believe that customers are conquests or even opponents. But if your early companies show radical concern for customers, you’ll start to believe that all great work starts with the attitude of service.
  • Hype vs. Substance: If your early companies do token “community service” or “social responsibility,” you’ll start to believe that work is primarily about making money and keeping up appearances on everything else. But if your early companies have woven social responsibility into the very fabric of their business models, you’ll start to believe that great work always serves the common good as well as the bottom line.

Many of us are past those days of choosing our companies of origin. We have a stack of beliefs we’ve picked up along the way at our various employers and clients. But we aren’t powerless about this either. We aren’t doomed by the attitudes we picked up. We just have to challenge them a little bit.

Here’s how. Start by recognizing beliefs when they pop up, often in statements that begin with “all” or “none.” For example, the assistant I described above had a belief, stated bluntly as “All leaders are self-serving, Machiavellian liars.”

  • Ask yourself, “Where did I get that belief?” Play back the situations and characters who shaped that thought.
  • Ask yourself again, “Is that belief really true now? Does it need to be true now?” Does that belief pertain to your current situation or are you saddling today with yesterday’s beliefs?
  • Think for a moment about how those beliefs might be holding you back in your work today. Are they making you less trusting, less giving, more cynical, more defensive? And are those responses helping you do your best work?
  • Choose models and mentors for your future who help you do your best work with your most constructive mindset. They shouldn’t be pollyanna-ish any more than they should be hardened cynics. They should be those who are at home with the way things are, while still being their best selves.

Wherever you are, do all in your power to create your own exemplary workplace – a place where you’d want your child or your best friend’s child to have her first work experience.

Be prudent.

Four Keys To A Successful Breakthrough – contributed by Ted Harro

Four Keys

“I’m worried about where you’re going here!” It had taken the CFO a day and a half to finally burst. He had been watching our planning session proceed, only commenting when his financial expertise seemed relevant. But after the CEO’s description of his expansive vision for the company, the CFO had finally had enough.

“What are you worried about?” Chris the CEO said, a little stunned that his normally taciturn financial sidekick had been so direct.

“You’re telling us all of the beautiful things our organization should be doing. It sounds great on the surface. You call it vision. I think it’s really mission creep.”

I felt a familiar mix of reactions to this exchange. On the one hand, I was rubbing my hands together with anticipation. This moment in the planning process can precede a breakthrough, that moment when we climb beyond superficial solutions and find creative alternatives to deep issues. This company desperately needed a breakthrough. Its market was depressed. Its products were aging. Business as usual could end up badly.

On the other hand, this moment can get messy. Though I’ve never personally experienced labor beyond witnessing the birth of my two sons, the process of a leadership team achieving breakthrough can look like collectively giving birth. There’s pain. There’s pushing. You get stuck for what seems like an eternity.

The whole experience sometimes scares people off. Teams fear getting stuck. The leader fears giving up control. Many teams either avoid the whole chaotic affair or they do a sanitized, superficial version of the process that promises safe outcomes. While tidier, there’s no baby after that approach. Maybe you get to cradle a doll that looks and coos and even pees like a baby. But the real thing comes from the mess.

After the CFO’s outburst, I called a break. I knew what was going through Chris’s mind. He had had private reservations about opening up his strategic planning process to his team, fearing that the group would slam on the brakes when he wanted to go in a different direction.

Out in the hall, Chris asked me, “How should I handle this situation?”

“Don’t worry,” I said. “In the end you won’t have to lead a charge in a direction you don’t believe in. But we might just be on the verge of a breakthrough.”

Chris took a deep breath. We agreed that he would listen carefully to his team members, to understand where they were coming from, to try to find that place where their points of view intersected with his.

In other words, to wait for the breakthrough.

After the break, I called the group back together. “I’ve been talking with Chris over the break. Here’s what it looks like to me: Like many visionaries, Chris wants to stretch your organization to achieve more for your customers and stakeholders than we’ve ever even imagined. He sees possibilities. Beyond that, I think he believes that holding pat is actually a risky path, maybe even a slow death.” Chris nodded his head.

“Others in the group are worried that this expanded vision will set unrealistic goals that they will never meet. They’re worried they’re being set up to fail.  You want to succeed. And success means hitting realistic goals.” The CFO and a few others in operational roles gave knowing smiles.

“OK,” I continued. “We’re at a point in the process where it’s time to go for breakthrough. This isn’t on our agenda because you can’t plan for when it will happen. It’s a detour. But if you’re up for it, it could be very productive.”

We dove in to a rigorous and difficult conversation that had an unusual outcome: everybody got a version of what they wanted. Here’s why:

  • The team members vocalized their concerns. They needed coaxing at first. They stumbled around with their thoughts. They trod carefully, aware that they were dangerously close to stepping  on Chris’s toes. To support the process, I took their point of view and agreed with some of what they said, trying to get them to extend their necks further.
  • The leader listened. Chris hung in there on his own vision but he listened to their concerns. He supported their desire to be successful. He avoided the two usual tactics of leaders in this situation: he neither shut people down nor did he shut himself down. Together, they kept digging and waiting and believing that an answer would emerge.
  • They were honest and skillful. This is very different from being honest and unfiltered. If Chris had been unfiltered, I think he would have said that he was about to blow his stack and that he was bound and determined to expand the mission of this organization whether the team liked it or not. If team members had been honest and unfiltered, they would have rolled their eyes and said, “There you go again. You always do this. And it winds up creating messes that we have to clean up.” Neither of those approaches would have been helpful. Instead of being their worst 5-year-old selves, they were their best grown-up selves. That made a difference in how long they could hang in during the mess.
  • The mission was clear and compelling. Though it may have seemed a throw-away exercise at the time, we had spent a good chunk of time earlier in the session talking about why each member of the leadership team chose to work at this organization at this time – besides the chance to earn a paycheck. They had a surprising amount of commonality in motivation. They all wanted what was best for the company and the community it was serving. The mission was important and highly personal to each of them. Most of all, the mission was way bigger than themselves.

Even when you persevere in the labor for a breakthrough, it doesn’t always happen – at least not on schedule. And when you do get a breakthrough, it will need tender care and feeding until that fragile new life is ready to leave the hospital and venture into the big, bad world. But you dramatically increase your chances of seeing that breakthrough burst into life, seemingly out of nothing, when you navigate the mess skillfully like these folks did.

You Don’t Have a Marketing Problem

Head in the SandIn 2002 Rajat Gupta, then managing director of McKinsey, pushed the firm’s head of marketing and public affairs, Javier Perez, out of the firm. The reason: multiple partners had shared their dissatisfaction with the firm to writer John Byrne in a wide-ranging feature in BusinessWeek.

Gupta had spent his tenure refocusing the firm on growth. He put a halt to what he considered money-wasting research, implemented what was known as “100 percent cubed”—bringing 100 percent of the firm, 100 percent of the time to 100 percent of the world. The firm had grown from 58 offices to 81; from 3,300 consultants to 7,700 and it nearly doubled its revenues from $1.2 billion to $3.4 billion.

The average tenure of a Fortune 500TM CMO is around 18 months. While the tenure may be longer for marketers in a professional services firm, life can be a lot more messy. I have held senior marketing roles at some of the world’s best consulting firms and have consulted at many others.  A theme that arises time and time again is how ineffective marketing is—whether the problem is strategy, organization, leadership or something else.

Firms’ actions swing like a pendulum as they try to drive growth and get marketing “right.” They hire “doers” and then they hire “thinkers.” They fire the “thinkers” and then hire “doers.” Partners want only marketers who understand law firms, accounting firms, architectural firms, then they want anything but. They centralize, and then they decentralize marketing. They align marketing with geography, and then they swing to lines of business. Firms buy technologies, hire cold-callers to get leads, add budget and take budget away. The pendulum swings back and forth desperately searching for a solution to their “marketing” problem.

When these activities and the co-morbid destabilization are in a firm, it is a telltale sign that the firm is not focused on the right “problem.” After achieving its results, McKinsey’s directors had begun to worry if the focus on growth had cost the firm its soul. Do you believe that Gupta’s firing of Perez had any impact on the quality of press coverage the firm was getting? Do you think it appeased the dissatisfaction of the McKinsey managing directors?  Do you think that bringing in another marketer changed the trajectory of the Gupta’s vision?

Takeaway

Marketing is a visible and easy scapegoat for problems that the leadership of a firm may be unwilling to address. True: there are incompetent marketers, but let’s be honest about how much pull any non-partner marketer likely has inside most firms.

At the heart of any thriving firm is a culture of integrity, leadership, authenticity, stewardship, client-focus and great people. Market opportunities come and go. Brand relevance ebbs and flow.  Competencies grow and die. Culture remains.

What was the culmination of Gupta’s tenure at the top of McKinsey? It was his indictment and ultimate conviction for insider trading.   While your firm may not be dealing with insider trading, ask yourself, “Do I have a marketing problem or is something else going on?”

Be prudent.

Three Mindsets of Long-run Salespeople

Mindset Sphere

Ted Harro

Ted Harro

Contributed by Ted Harro

One of my first assignments in my new job was to fly out to see one of our firm’s clients who was well-known for being a bit of a pickle.  He was a middle manager at a very large telecommunications firm and was an old hand at dealing with… vendors. I was just the latest in a parade of account executives this guy had seen – and an exceedingly green one at that. I didn’t know the precise reason for our visit that day. He had called the meeting, but I had a feeling it wasn’t going to be a banner day for the new kid.  Mentally, I was prepared for just about anything.

After the bare minimum of chit-chat, the client gave me the bad news.

“I know you’re the new guy and I don’t want to ruin your day, but I’ve decided to take my business to your competitor.” He went on, brusquely explaining his reasons. But I couldn’t help noticing that he kept semi-apologizing for what he was doing, like he was in a position of strength and was perhaps enjoying a moment of guilty pleasure as he dealt with a young sales guy.

I remember that moment well.  I remember sitting there in my brand spanking new double-breasted suit. I remember the cramped, windowless office. And mostly, I remember feeling unusually calm.  I had prepared myself. I knew this might happen. I had told myself many times that the outcome of this meeting wasn’t going to determine the rest of my life – so much so that I truly believed it.

As a result of that preparation, I felt really strong. I said with a smile, “Hey, I appreciate how you keep saying that you don’t want to ruin my day.  And I want to reassure you about something – you won’t.  Of course, I’d rather you kept your business with our firm. I’ll be disappointed if you leave us, no doubt. But it won’t be tragic. You have to do what you have to do.”

My unconscious ability to manage my mindset – and especially my fear – changed the whole dynamic of that conversation.  Suddenly, we were peers talking about a business situation instead of a groveling young sales rep dealing with a powerful client. The outcome of the meeting was the same.  The client left us. But the outcome of my sales role was actually strengthened by the experience.

I started to study mindsets that work for long-run salespeople – and influencers of all stripes – and mindsets that get in the way.  Business development is a mental game – maybe one of the most mental games you can play. All of the best techniques and tips and tricks mean little if you can’t manage your mindset.

Here are a few mindsets I’ve observed:

  • Curious vs. Judgmental – While observing a high performing salesperson do cold calls on small businesses, I saw a sharp exchange with an office manager that led to us being shown the door.  As we walked away, the salesperson muttered “I knew she was going to be a bitch from the beginning.” It didn’t take long for him to realize that his mindset – that office managers in general and this one in particular were bitches – led him to feel and act… well, bitchy.  His whole approach to an office manager’s understandable reluctance to allow him into the office changed when he shifted his mindset from irritation to curiosity about what he was doing to provoke a bad reaction. Mindset matters.
  • Friendly vs. Adversarial – Another salesperson surprised me by saying over breakfast, “I really love figuring out how to beat the client.” He must have seen me choking on my scrambled eggs because we had a lively discussion on which is a more effective mindset: seeing clients as opponents to be conquered or as potential friends whom we may be able to help.  My argument: you do have opponents. They’re called competitors.  Potential clients will smell it if you’re trying to beat them. And they will not want to lose. How much better to have clients believe you have their best interest at heart? Mindset matters.
  • Proud vs. Ashamed – What’s the first thing a prospective client asks a salesperson? “Who do you work for?” The hidden question: “Is your firm any good?” Salespeople who are proud of their firm answer that question fearlessly.  Those who think their firm is shoddy or shady wind up mumbling. Next time your senior leadership team is wondering whether it’s worth it to treat clients and employees well, think of that poor salesperson answering that question every day: “Is your firm any good?”  Make them genuinely proud vs. having to win Emmy Awards for acting proud when in fact they’re ashamed. Mindset matters.

While mindset is partly each person’s responsibility, companies have a big impact on the mindsets their people show in the market. So as a leader of your organization, think about the mindset you build into your people.  Ask yourself a few questions:

  • Do you talk about mindset as much as technique? When is the last time you told stories and taught people to take a higher road in how they think so that they can pull off great behavior when it counts?
  • Have we studied the moments in client interactions when our people are most likely to be under stress – the moments when a client pushes, challenges, or dismisses? Have we helped our people to think about those situations differently so that they can actually behave in a way that really represents our brand on its best day?
  • What do you notice about how your firm talks about clients? Listen, we all have difficult clients who haven’t been to Service Provider Appreciation School. But do we talk about our average clients like we would talk about our best friends – full of genuine interest and a desire to make a positive difference to them – or are they simply means to our paycheck. Or worse yet, an inconvenience?
  • What do we allow or even encourage in our firm that might undermine the pride of our people in our firm? What can we do to arm our people with rock solid confidence? I’m not talking about hype here, the stuff we so casually throw into sales meetings to get the troops fired up. Salespeople quickly figure out what’s real and what’s hype – and hype deals a blow to real pride.

Are your firm and your people demonstrating winning mindsets – or even talking about them?

Professional Services, Fear and Answers to Life’s Big Questions – Top Books for 2013

BooksIt seems like everyone is an “author” nowadays. Books are popping up everywhere as part of the content marketing fad. Most are nothing more that veiled sales pitches and .pdfs of Power Point decks.  Repackage an idea, pick a word or phrase and market the hell out of it (innovation, content marketing and story telling to name a few).

When I recently recommended a business book to a CMO friend of mine over lunch, he emphatically commented that he no longer reads business books. He thinks most are common sense diatribes that preach self-absorbed opinions of their authors. He prefers to read biographies and history.  I think he has a healthy, albeit cynical, perspective. I personally find inspiration and great ideas in all kinds of content (economics, biography, political science, history, self-improvement and spirituality are consistent genres) and believe it is this unique combination that helps me to “connect the dots” and form new ideas. Those ideas inform who I am and the way I move through life.

I love “talking books” with others and learning about books that have changed their perspectives or lives. So, I thought that I would start a conversation to hear about your recent reads. 

Following are a few of my Top Books for 2013. Some were “rereads” from long ago, some I wish I had read long ago and some were hot off the press.  As I told my friend, “Take what you like and leave the rest.” 

The Firm: The Story of McKinsey and Its Secret Influence on American Business- Not only is The Firm a “must read ”for anyone working in professional services, The Firm is a delightful read.  While covering the origin of today’s conventional business wisdom and introducing readers to the grandfathers of business consulting, the book also offers readers a deep appreciation for the corporate insecurity and groupthink of American business leaders. One idea espoused in the book: If you or someone you know has ever been “laid off,” you can probably thank McKinsey thinking for it. I highly recommend this thoroughly readable book.

Worry: Hope and Help for a Common Condition- Written by best-selling author and ADHD expert Edward Hallowell, M.D., Worry was a fascinating and enlightening read that provided incredible insights into understanding what makes humans tick. It helped me to worry less, take more risks and be more empathetic toward everyone I meet.  If you are one of the lucky people to be blessed with high self-confidence, you might choose another book. But if you’re like most people, then pick it up.

What Should I Do With My Life: The True Story of People Who Answered the Ultimate Question- My entire life has been a search for “my calling”  (i.e. what should I do with my life?)  No coincidence that this book ended up on my list. Po Bronson flew all over the world to capture anecdotes from people on similar journeys.  Bronson brought each story to life in a relatable form and provided insights from his own journey to answer one of life’s greatest questions. My favorite quote from the book is, “A conventional ‘success’ story is one where, with each next, the protagonist has more money, more respect, and more possessions.  I would like to suggest an alternative ‘success’ story—one where with each next, the protagonist is closer to finding that spot where he’s no longer held back by his heart, and he explodes with talent, and his character blossoms and the gift he has to offer the world is apparent.” Powerful.

Never Eat Alone- Written by Keith Ferrazzi, former CMO of Deloitte, this is one of the best books I have read on building a network. I did not read this book when it first published because close friends of mine who worked at Deloitte described it as a narcissistic diatribe and not worth the time.  They were right on the first part. On the second part, I disagree; it is worth the time. After wading through the self-congratulation and name-dropping, I found the book excellent in providing practical advice and actionable ideas to build business. I would definitely recommend the book to people getting started in their careers and to people who feel their networks need developing.

Influencer: The New Science of Leading Change- I heard Joseph Grinney, one of the six authors of Influencer, speak at the Global Leadership Summit. Grinney’s presentation was funny and enlightening.   He highlighted the six levers used to impact organizational change: 1.) Personal Motivation, 2.) Personal Ability, 3.) Social Motivation, 4.) Social Ability, 5.) Structural Motivation and 6.) Structural Ability.  I bought the book because I thought the ideas could be directly applied to marketing communication efforts. They are even more applicable to changing cultural and structural issues between sales and marketing. I have already begun applying the insights to our clients. The ideas even help me get out of bed a 5:30 a.m. in the dark and to go for a ride in the cold.

Creating Rainmakers- Ford Harding gave me this book several years ago when Gary Pines introduced us at Towers Perrin.  Rereading it this year demonstrated the timelessness of Harding’s ideas. If you have not read it, then move it to the top of your stack. It is full of actionable, “no BS” guidance on how to build client relationships and develop future “rainmakers.” I enjoyed it so much that I reached out to Ford to tell him again how much I appreciated the book.

Lead Generation for the Complex Sale- Before the latest “content” fad became out of control and marketing automation became a basic utility, Brian Carroll had his finger on the pulse of lead nurturing. This insightful and timeless book is a must-read for all professional services marketers.  Brian provides a fact-based approach to lead generation and sales and marketing integration. Make sure your sales and marketing teams read it together.

Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent and Lead- TED sensation and Global Leadership Summit presenter, Brene Brown, tackles the tough subjects of shame and vulnerability and shows us how to be courageous in spite of our shortcomings. As she did in her now famous video, Brown encourages us to allow ourselves to be vulnerable, to forget about our critics, to look beyond corporate mores, to take risks and to live greatly.  If you don’t have time for the book, watch her vulnerability video.  It will call you to authenticity—something the world desperately needs more of.

Waiting For Your Cat to Bark- Authors Bryan and Jeffrey Eisenberg outline how to understand the client buying cycle and how to use empirical data to target client personas. And while much of what’s covered has become conventional wisdom since the book’s publication, this title is still a must-read for marketers and business developers. (My friend Gary Slack, CEO of Slack and Co., deserves a shout out for giving me this book several years ago. I wish I had read it then. It would have saved me the effort of learning so much the hard way.)

Feel the Fear… and Do It Anyway- In this classic, Susan Jeffers tells it like it is:  everyone feels fear.  The secret is in how we interpret that fear. Life is about growth, and growing requires living outside of our comfort zones. If we use fear as a warning sign to pull back, we have robbed ourselves of the opportunity to grow. If we feel the fear, appreciate it for what it is (i.e. being outside of our comfort zones) and then move through the fear, we grow.  Learn to feel the fear and do it anyway.

Icarus Deception- While I generally think I get what I need from Seth Godin’s blog posts, I occasionally read his books.  I find him thought-provoking and insightful. In this book, Godin uses the mythical story of Icarus to encourage his readers to “fly” higher than they currently are in work and the creation of their “art.” The book was timely for me because Godin calls out the stifling corporate culture that keeps people from doing their best art and encouraged me to demand and release more of my “art.” Be warned: if you are contemplating leaving your firm, this book may push you out of the nest.

Talent is Overrated: What Really Separates World-Class Performers from Everybody Else- I first met Geoff Colvin when he spoke at an Andersen event many years ago.  He is incredibly articulate, insightful and fact-based.  Colvin delivers on all three in this instant classic about what it takes to perform at the highest level.  He takes examples from the sports and musical world, dissects the successes and applies the principles to the business world. If you want to perform at the highest level and build teams and organizations that perform as well, read this book. I have begun applying the principles to multiple areas of my life: work, cycling and parenting.

The Success Principles: How to Get From Where You Are to Where You Want to Be- I am very wary of most “success” gurus and “law of attraction” thinkers. They always seem like over-the-top snake oil salesmen. BUT, I really liked this book.  Author Jack Canfield offered meaningful, actionable insights into overcoming obstacles, creating a vision and building a plan to achieve my life’s goals without going over the top.  I will reread this title for years to come, and I will buy each of my kids a copy of this book to take with them on their life journeys.

The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done- Peter Drucker is one of my “heros.” I love his genius, wit and humility.  In the Daily Drucker, I get all three on a daily basis to make me smarter, more focused and humbled. Every business executive should start his day with this book.

Like I said, “Take what you like and leave the rest.”  I would love to hear what books helped you grow and connect the dots, personally and professionally.  Leave a comment, send me an email or give me a call to talk.

Be prudent.

Shocking the Soul Out of Your Firm’s Culture

dreamstime_xs_30923162In 1967, Martin Seligman, a psychology professor at the University of Pennsylvania, began conducting Pavlovian experiments on dogs to understand learning behaviors.  Seligman and his research partner, psychologist Steven Maier, observed helpless behavior in dogs that were conditioned to expect an electrical shock after hearing a tone.

In order to investigate the helpless behavior further, Seligman devised another experiment using three groups of dogs. In the first group, dogs were strapped into harnesses for a period of time and then released. Dogs in the second group were placed in the same harnesses but were subjected to electrical shocks that could be avoided by pressing a panel with their noses. A third group of dogs received the same shocks as those in group two, except that they were not able to control the duration of the shocks. Thus, the shocks seemed to be completely random and outside of their control.  Later, all of the dogs were placed in a shuttle box. Dogs from the first and second groups quickly learned that jumping the barrier eliminated the shocks. Dogs from the third group, however, made no attempts to get away from the shocks. They had developed a cognitive expectation that nothing they did would prevent or eliminate the shocks.  (Seligman & Maier, 1967) The dogs’ response is referred to as learned helplessness.

Seligman and Maier learned that inescapable events produce capitulation. Dogs that learn that their actions are futile no longer initiate action. People are the same way.

I just reread, Seligman’s book, Learned Optimism, How to Change your Mind and Your Life. I originally read it in the late 90s and it set my life’s course in a new direction (a very much needed one at that). As a result of reading the book, I am sensitive to the phenomenon of helplessness in people–and organizations.  I share this because I often talk to firm leaders who have ambitions to create “innovative” or “client-centric” firms, but often have actions akin to the electric shocks on Seligman’s dogs.

I recall working with a firm that was going through a sea change: new management team, new go-to-market strategy, new product offering, new pricing structure—damn near new everything.  The firm had a smart, driven and dedicated staff that kept their heads up through all the tumult and worked hard to remain engaged. Yet, I noticed as I worked with the firm that deadlines were often missed, decisions were made and then unmade, all-day meetings were scheduled with 12-hours notice, roles and responsibilities shifted day-to-day and work was continually reworked.

The cause: a smart managing partner who micro-managed everything from business strategy to brochures.  The partner’s talented team produced great work and the partner reworked it over the weekend or impulsively redirected it.  The predictable result of her behavior was frustration, disengagement and—you guessed it—learned helplessness.  Her people shut down, thinking “Why try to produce great work when it’s just going to be reworked anyway?” Together, the leader and staff created a downward spiral. The team stopped producing great work and the partner micro-managed the group even more. Many of the good people left. Those that shared the vision stayed a little longer. What was left ultimately brought the organization down to sub-par performance.

Takeaway

Innovation and client-centricity are crucial attributes for driving growth, but innovation is about risk taking. Client-centricity requires timely discernment and action at critical one-on-one moments.  In an environment of micro-management or hyper-criticism, who is going to take risks and make decisions knowing that they will be overruled?  Leaders need to model optimism, empower people and build cultures that bring out the best in people.

Arthur Andersen told his partners, “If you are doing anything that someone under you could be doing, you are holding your team back, you are holding yourself back and you are holding my firm back.”  Learned helplessness is not a self-inflicted phenomenon on the part of your associates. It is the result of a leader (or leaders) whose pessimism, need for control, distrust of their teams and/or lack of management acumen needs to be addressed.  Don’t let innovation and client-centricity be buzzwords. And, don’t shock your team into capitulation. Empower them to deliver.

Be prudent.

Throwing Rocks and Helping Clients Hit Meaningful Targets

Image

My son and I recently spent time at an Indian Guides campout at a YMCA camp in Michigan. We were exploring in the woods when we heard these funny sounds: “Tink!”, “clang!”, “bang!”, “Yes!”, “Aw, I just missed it!”, “Watch this!” and “Got it!”  As we moved toward the noise, we saw a group of boys and their dads bending down, standing up and throwing things.  A closer look showed us that we had found the “Rock Range,” a structure on a riverbed of rocks from which stop signs, pie tins, baking sheets and old hubcaps dangled from two rusted swing sets.  The objective: throw rocks until you hit your target or your arm gives out!

Flash back to you childhood and recall the simple pleasures you enjoyed. Perhaps you think about swimming in a lake, riding your bike or playing a pick-up game of baseball.  For me, it was throwing rocks (skipping them across the water or breaking glass). Obviously, I was not alone in my passion because the boys and dads at the Rock Range were savoring each toss and competing against each other to see who could hit the target and make the loudest noise first.

I love moments when I come across a brilliant idea that perfectly captures a deep desire or intrinsic need. First, the idea may meet an intrinsic need I may not of even been in touch with. Second, I savor the creativity, emotional intelligence and understanding that others have about what really makes people tick. The Rock Range got me thinking about what a gift this understanding is and how often professional services firms over-think answers to clients’ problems.

When I help firms set marketing strategy, we often do an exercise called the “Issue-to-Solution Matrix.”  It is a powerful drill that helps practice leaders understand what makes their clients tick, how the practice’s solutions meet clients’ needs and what are the benefits of the solutions that drive value.  Almost every time I do the exercise, there is a predictable pattern to the confab.

The questions begin with:

  • Who is our primary buyer?
  • How is his/her performance measured?
  • Who influences his/her success?  How?
  • How does our buyer think about _______?  Why?
  • What words does he/she use to talk about _______?

The group gets stuck on features and firm capabilities. “We have the most data.” “We were the first to market.” “Our people are the best.” “We have a proprietary (fill in the blank.)”  When asked, “Why is this important to our client?” the group begins to articulate benefits. Things like cost savings, revenue growth, reduced risk and increased employee productivity are very popular. But, these are still not the answer. The answer is always unspoken, deeper and more meaningful.  The intrinsic need is normally overcoming a fear, reducing a personal risk, achieving an ambition or avoiding rejection.  How many times have you heard a client share those vulnerabilities?  I suspect very few. (If you doubt what I am saying, read The Firm: The Story of McKinsey and Its Secret Influence on American Business, it offers insight into the insecurities and groupthink of CEOs around the world.)

Takeaway

What was so cool about the Rock Range is that it met an intrinsic need in a simple and safe way. First, there was an almost endless supply of rocks—and good rocks.  No time wasted looking for the “perfect” rock. Second, the range was set up in a way that was perfectly safe. Throw to your heart’s content. Nothing is going to get broken. There were no lines, no tickets and no supervision—just rocks. Walk right up and start throwing.

Often, your clients’ solution is simple and straightforward.  Talk of data, quality, people, etc. falls on deaf ears. I don’t know anyone who pays for data. Insights yes; data no.  But firms keep talking about features that are meaningless.  Stop complicating stuff.  Just help your clients throw rocks and hit their targets. Most important, meet the intrinsic need they didn’t articulate.

Be prudent.

Squirrels, shame, ski jumps and advice for leaders at professional services firms

SquirrelWhen Colin Powell was national security adviser in the Reagan Whitehouse, he met regularly with President Reagan. During one meeting Powell was sharing a significant national security problem that had the military, the State department and Congress up in arms. As Powell was telling the president about the multitude of issues, President Reagan’s attention was focused on an Oval Office window. While Powell talked, President Reagan looked out the window. Just before Powell finished his update, President Reagan exclaimed, “Look, Colin! The squirrels are about to eat the nuts I set out for them.” Powell knew the conversation was over and returned to his office. Feeling upset and put out, Powell reflected on the conversation, including the president’s comments about the squirrels.  A light went off in his head.

Colin Powell realized that he had been updating the President on his problem—not the President’s problem. Until it became a problem for the president, Mr. Reagan was not concerned about it. Powell realized that President Reagan had entrusted and empowered him to deal with the issue.  Talking about squirrels was the Gipper’s way of demonstrating leadership in a uniquely Reagan way.

This story, and many like it, was shared at the Global Leadership Summit held recently in Barrington, IL.  If you have never attended, I encourage you to sign up today. It sells out every year. The two-day event will change your approach to leadership and your life.  I have been going for several years and would like to share some of my key takeaways and great resources provided by the speakers.

  1. From Colin Powell:
    1. “Take care of your troops.”
    2. Don’t say,  “Sorry” to a wounded soldier. Instead ask, “Were you a good soldier?”  Veterans want to share their stories, have their service be recognized and have it be known that they served their country and their buddies well.
    3. “It will look different in the morning.”  This axiom is an attitude. It assumes that we are going to make what is wrong better and tells people to come in prepared to work.
    4. The only two reasons to fire someone: 1. They don’t buy into your vision. 2. They don’t want to do the work.
  2.  From Bill Hybels:
    1. You must define your organization’s current reality.
    2. You are either in a downturn, status quo or an upturn.
    3. If you are in a downturn, help put out the fire. If you are in status quo, start a fire. If you are in an upturn, pour fuel on the fire.
    4. Determine your reality and get into action.
    5. Your whole team already knows the reality. They are just waiting for you to lead.
    6. Staff culture is only as healthy as a CEO wants it to be.
  3. From Patrick Lencioni:
    1. Three signs you are in a miserable job (or you’re making your team’s jobs miserable). 1.  Anonymity: All human beings need to be understood and appreciated for their unique qualities by someone in authority. (Partners, he used you as the worst example of not appreciating individuals’ unique qualities.)  2. Irrelevance: Everyone needs to know that his job matters to someone.  3. Immeasurability: Employees need to be able to gauge their progress and level of contribution for themselves.
  4. From Love Does written by Bob Goff:
    1. In the end, love doesn’t just keep thinking about it or keep planning it. Simply put: love does.
    2. READ Love Does and watch a Bob Goff video. His spirit is infectious!
  5. From Joseph Grenny:
    1. Read his book, Influencer, today.
    2. Watch the video about courage and achievement that will inspire you and your kids to push through fear. In this clip, we experience the thrill of a ski jump through the eyes of a young girl.
  6. From Brene Brown:
    1. Shame is about blame, betrayal and withholding. Stop shaming.
    2. In the absence of belonging and love, there is suffering.
    3. A leader’s job is to model the questions, not the answers.
    4. What kills love, kills organizations.
    5. Courage and comfort are mutually exclusive.
    6. “If you are not in the arena getting your butt kicked, I am not interested in you feedback!”
  7. From comedian Michael Jr.:
    1. “I didn’t know what I needed to say until I got my feet to where they needed to be.”

The theme of the Global Leadership Summit is “Lead where you are.”  The program was originally designed (and still is) to help pastors be better leaders.  Funny how it has made me, as a business leader, a better “pastor.”  I will never see a squirrel the same way again.

Be prudent.

The Fallacy of Professional Services Productization II: Evaluating Growth Priorities with David Rhoads

Thinking about Growth ChartSeveral weeks ago, I wrote a blog post on the fallacy of professional services productization. The piece struck a chord with our readers because the response was overwhelming.  I thought it would be a great idea to expand on the topic and had a conversation with a very smart friend of mine, David Rhoads, founding partner at Fahrenheit Consulting, who has helped many firms grow by launching new services.

David Rhoads, Founder, Fahrenheit Consulting.

As I wrote in my post, some firms honor the independence of their partners and trust they can translate recent client “wins” into new practice areas, but this approach often falls short. David talks about how hitting ambitious projections takes a lot more than creating a brochure and rolling out a sales goal. Sustained profitable growth is driven by a series of intentional choices.

David tells us how the most successful professional services firms approach organic growth in the same disciplined way that they tackle acquisitions.  Listen to learn why.

Be prudent.