We’re not selling shovels

Last I checked, I did not see anyone selling shovels on LinkedIn. Why not? Don’t shovels have just as much right to be sold as a $20,000 re-vamp-your-company’s-entire-marketing-strategy package? The answer is, yes, shovels get sold as much (actually lots more) as a $20,000 headhunting “Get exactly the right person in the right seat” campaign. Most of us do not plunk down $20K just because someone else says, “You should do this… it’s a really good deal…. take my word for it.” We would like a little more information and… oh, yes, perhaps get to know the person selling/delivering the
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Episode 159 – What is the agenda?

A few episodes ago, I talked about a company’s epic failure in customer service.  I’m continuing that story with its next installment.  What is the difference between a dental office and a dental school? Don’t they both deliver dental services to their patients? Yes.  What is different? Well, the desired outcome – the agenda – is different.  This is where the POM (Purpose-Outcome-Method) tool comes in very handy. We all have agendas.  When we’re more transparent around our own desired outcomes, we’re more likely to achieve success.  Problems occur when the outcome – the agenda – is hidden. What is
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Episode 154 – Failed customer service

Most companies would say that their customers and clients are of paramount importance and that they pride themselves on great customer service. (Have you ever heard a company boast about its horrible customer service?)  However, we all know that not all companies have good customer service. Good customer service isn’t about that it’s the “right thing to do.” It also makes great business sense.  A customer is 4x as likely to defect to a competitor if the problem is service-related, rather than if it’s price- or product-related.  55% of customers would pay extra to guarantee better service. Listen in as
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Episode 147 – Don’t make me hunt you down

When a problem occurs that affects your customers and clients (and no organization is perfect, so you’ve definitely experienced issues), do you take initiative and reach out to your customers?  Or do you wait for them to hunt you down?  You may have all sorts of reasons for not wanting to broadcast a problem, but is that really in your customers’ best interests? Listen in as Dawn Shuler discusses a recent experience where she had to hunt down an organization to solve her problem, as well as examples of positively taking initiative, even if it meant the potential of a
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Episode 142 – Do I say something?

Since we are proponents of a strengths-based workplace and culture, we firmly believe in employees working and playing to their strengths.  We also recommend a collaborative communication and feedback model where employees ask for and constructively receive feedback, and managers productively communicate and give said constructive feedback. That being said, what happens when an employee plays to her strengths and takes initiative when her manager is too overwhelmed to notice? Does she say something? Does she point it out? Listen in as Dawn Shuler recounts an actual experience with a client and their recommended solution. What would you recommend? Other
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Episode 129 – Don’t be like Kodak

Companies like Kodak, Borders, and Blockbuster serve as cautionary tales, especially when it comes to the perils of burying one’s head in the sand and not looking to the future.  But are there other clues that the ship is about to sink?  Listen in to today’s episode as Dawn Shuler shares part of the Kodak story, as well as recounts how key personnel left the company. Dawn also shares take-aways: 1) Know your numbers for employee retention and employee turnover, 2) Determine if you’re satisfied with those numbers, 3) Do you conduct an exit interview when employees leave?, 4) Do
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Episode 82 – 10 traits of the very best managers

A few years ago, Google ran an experiment to see if managers were really necessary, or were they useless (as they hoped to prove). Interestingly, they found that not only were managers needed, but then they ran the opposite experiment to find out what makes the best managers. Listen in for the 10 characteristics of the best managers.
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How to run your business badly – A Case Study

Recently, I’ve had a run-in with a vendor providing a service to my company. I contracted with this business almost a year ago for a service she’s going to provide in the upcoming weeks. She emailed me a couple of weeks ago to tell me that she has to cancel our arrangement due to some work she has to have done in her business. Note that we’re talking about scheduling something 7-8 weeks before our contracted date. Valuing connection and communication, I called her to talk this through. I called every day for three days in a row and left
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