While I’ve spoken onstage for close to 20 years, I don’t consider myself, by any means, to be an expert on the art of presenting. However, I’ve learned a thing or two just by being around it for so long and watching those who are experts. And some of those “things” have more to do with what not to do.
Compelling title, isn’t it? An excellent video, as well.
And, I agree with her. Beginning a presentation, whether to a small committee sitting around a meeting room table, or to an audience of thousands, with the words, “Hi, my name is…” could hardly be less powerful and more ineffective.
Unless, perhaps, the presenter used one other opener. In fact, personally, it is my “pet peeve” of speaking. And, I see it used by speakers constantly; many of them who are, otherwise…really good!
So, I wrote Felicia privately and asked if perhaps she’d like to do a video about that one, as well. She encouraged me to do it, instead. (She Rocks!)
Can you guess what that pet peeve o’ mine might be? No? Then, here it is…
If you don’t want to watch the video, it’s beginning your presentation with the words, “Good morning.” GAG! To find out why this is such a “no-no” you will need to watch the video. I hope you enjoy it, and find it to be helpful.
Are there openings you find to be just as bad, dull or ineffective? Or, those that are just the opposite; they are gripping; bringing the audience to rapt attention and anticipation of the message? Felicia and I both would love for you to share your thoughts, either through written comments…or your own video!
“Very often, a change of self is needed more than a change of scene.”
Yep – I well remember being there. Not only bought that particular tee-shirt but wore it many times. And I’ve seen – and continue to see – many others do the same, jumping to the next best “thing” (job, opportunity, deal, investment, relationship, etc.).
And, they are so excited about it…until they decide it wasn’t right for them and they move; even jump along to the next. Typically, with the same results.
I enjoyed Paul’s saying so much that I posted it on my Facebook page, where one person commented, “Yes, but a change of scenery can be very refreshing.”
And, she is right. A change of scenery is not only refreshing; in certain circumstances, it’s the correct choice to make.
However, I believe Paul’s point was that – assuming, in terms of personal growth and development, we are not at the level we believe we should be – if we don’t first change ourselves (i.e., build a better self) then no matter where we go, who we meet, whatever new situation we find ourselves in, we’re still going to have the same basic problem…ourselves.
Once we change ourselves, then sure, new scenery, based on a well-thought out decision, may bring with it new opportunities for growth and expansion.
Question: have you – at some time in your life – fallen into the “grass is greener” mindset when the correct course of action was simply to improve your own lawn? How are you doing with that now? When you make an outside change, do you see a difference in results based on the internal changes you’ve made? Please share your thoughts and experiences with us.
In our previous three articles about my new business hero, Le Herron, we’ve learned some principles of leadership that many of today’s CEOs would do well to follow. That is, if they’d like their tenure, like Mr. Heron’s, to result in more fulfilled and productive employees, a continuous growth of loyal and responsive customers, and a huge increase in their company’s bottom line.
In his tremendous book, Making Your Company Human: Inspiring Others to Reach Their Potential, the near nonagenarian (yes, that would be 90 years old. And, yes, I did have to look that up on Google) , documents how leading a company through consciously putting other peoples’ interests first is the key to success.
He ran, with record profits, O.M. Scott & Sons over an 18 year period stretching from the mid 60’s to the early 80’s. In the first article, we saw how he was first inspired to lead with that focus; in the second one, we learned how he developed a very loyal and happy team, and, the third article let us in on some of his customer-focused marketing strategies that led to massive and consistent sales.
Today, let’s look at some quotes from the book having to do with what cements a customer relationship. Several of these will include what was known as their “Non-Quibble Guarantee.” They did not only guarantee product performance; they guaranteed personal satisfaction. Which meant that even if the problem had nothing to do with the product but was the fault of the customer (entirely possible with their product line), it didn’t matter. They gave them their money back; no quibble involved. And, all this did was account for huge profits, immense loyalty…and very rarely a refund.
The first quote asks an extremely important question that we should all consider regarding our product or service. Our answer won’t necessarily be the same as Mr. Heron’s, but think hard enough and you will come up with the answer that’s right for you:
“As you consider your own business, are there aspects of its success that are unique? When you have an opportunity to do something radically different, what qualities of the way you do business are worth protecting?”
“Consumers depend on what we’ve promised as a company – and their trust is in us as a company, not in any individual product per se. We strengthen that contract by offering a guarantee, not of product performance, but of personal satisfaction. In effect, Scott’s promise bridges the gap between the product itself, and the results the buyer anticipates.”
“Of course, in the final analysis it’s the customer who really determines whether or not the price/value relationship of a product is valid.”
“There are no commodity business. There are only businesses with weak consumer relationships.”
“We encouraged consumer phone calls and letters, and always responded personally.”
“How does your business succeed? The answer may not be obvious, requiring you to be clear in your perception and in the way you articulate it to your audience.”
“Open communication has the power to unlock people’s loyalty.”
“Over the next hundred years, our course will be charted not so much by whether we are first to create something, but whether we are first to make people understand what it can do for them.”
“There is no other way to sell value than by education.”
“A Scott’s customer has to understand the relationship between price and value.”
“It’s hard to go far wrong if we keep our {customer’s} interests at heart.”
“The Non-Quibble Guarantee required us to trust the consumer as much as we wanted the consumer to trust us. In my opinion, this was a low-risk proposition. Most people try to live up to the trust of others, and not take advantage of it. And in fact, we found that very few people asked for their money back.”
“What we are actually guaranteeing is not the product, but the customer’s satisfaction. And satisfaction, of course, is purely in the eye of the beholder.
{Note from Bob: Regarding their guarantee, there was a lot of marketing psychology that was involved here that is beyond the scope of that article, but was quite fascinating and enlightening. Pages 78-81 when you read the book.}
You might recall that – in the initial article – I mentioned that I didn’t know Mr. Herron personally. Well, now I do (I love my job) . Having heard about this blog series from Kristin Kern (while I knew she designed the book’s cover, I didn’t know she knew him personally), Mr. Herron actually called me to thank me. And, he was as sweet and humble as one would imagine by reading his book.
And, remember his encounter with the old sergeant that resulted in Mr. Herron’s entire leadership philosophy? He shared with me some additional thoughts about that which takes the importance of the encounter to an even higher and more dramatic level.
And, we’ll discuss that conversation in our final article about Mr. Le Herron.
Thus far, in our series on gossip, we’ve covered five methods of, not only breaking our own negative habit, but helping others to do the same.
But, just because we’ve improved – perhaps dramatically – in a certain area, doesn’t mean we’re perfect. In fact, based on my own life, I can definitely say perfection is not an option.
So, if (or when) you slip up and find yourself gossiping, don’t berate yourself. It’s okay to feel a little badly about it, but don’t emotionally beat yourself up. Instead, take the following steps:
#1. Acknowledge your mistake (you’re only human, after all).
#2. Amend your mistake by apologizing both to your Creator (if this relates to your belief system), and, if possible, to the person you harmed with your words (this isn’t always possible without further hurting them so – depending upon the unique and individual situation – be careful in your decision).
#3. Decide and be determined not to do it again.
#4. Rinse and (DON’T) repeat. The next time a similar situation comes up where you have a chance to gossip and you don’t do it, you’ll know you’ve taken a huge step. Congratulations!
And, if instead, you mess up again? Repeat the above four-steps. You’ll get the hang of it…and you’ll be healthier and happier as a result.
Of course, you can always review the past three articles whenever you feel you need a refresher in overcoming the gossip habit.
Ralph Waldo Emerson said, “Speech is power.” It is. It truly is. And, like every other principle of life, it can be used for good or for evil, to help or to harm, as a blessing or as a curse. It is up to you and me; all of us, to use that power in a way that benefits and builds instead of denigrates and destroys.
I’d love to hear your personal stories regarding anything we’ve discussed in this series. Of course, don’t mention names, other than yours. And, if it would help for you to remain anonymous, that’s fine, too.
While this series now ends, we’ll be back with more on this topic down the road.
In Parts One and Two we explored the first four steps to overcoming the Gossip Habit. They include Awareness, Decision, Avoidance and Action. Now, let’s actually turn a potentially negative situation into something good.
#5 Play the “Reverse Gossip” Game
This is where, when someone says something negative about someone, you relate a good point or characteristic of theirs, instead. Pat says, “Tom is really lazy.” You respond, “I’ve never noticed that. Sure has a good way with people, doesn’t he?” Caution: Be very tactful. Appearing antagonistic will only lead to argument and more negative talk.
Taking this to another level, if two people constantly express their mutual dislike in the form of gossip, say something complimentary to each one about the other, get them to agree, and then share that. Ahhh, “Reverse Gossip” at its best. You might just make peace between them, which is one of the most righteous deeds a human being can perform.
Here’s how it might play out…
John: Mary is really lazy.
You: I’ve never noticed that. She is talented, wouldn’t you agree?
John (Grudgingly): Yes, I guess so.
Later you see Mary in the coffee area and the conversation goes as follows…
You: I was talking with John earlier. He was saying you are very talented (after all, he did agree to that, didn’t he?).
Mary: Wow! I didn’t know he thought that of me. I’ve always felt he was very judgmental and snobby.
You: Hmm, never picked up on that. Really hard worker, isn’t he?
Mary: Well, I guess you have to give him credit for that.
The next day you and John are talking and you happen to mention…
You: Mary was talking about how hard a worker you are.
John: Really? Didn’t think she liked me, but maybe she’s not so bad after all.
Now, the next time John and Mary cross paths they both see each other in an entirely different light, with a completely different attitude and set of expectations – one of peace, enjoyment, and kindness. And it all happened because of you.
So far, great. Not only have we licked our own gossip habit; we’re helping others with theirs, as well. But, what happens when you fall back into old ways? It’s certainly happened to me. We’ll look at that in the next installment.
In Part One we defined Gossip as “Any type of harmful or hurtful communication that is not absolutely necessary to share.”
In discussing the five steps necessary to break this destructive habit, we saw that Step #1 was to be aware that you have this problem, and Step #2 was to make the decision to overcome it. Let’s continue.
#3 Build a Fence, or, “Don’t Bring Home The Oreo’s”
In Other words, as much as you are able to, keep away from situations that usually lead to gossip. In the same way that a fence will hopefully keep an unwelcome neighbor from entering your property, or not keeping Oreo cookies in your home will keep you from indulging in an 11:00 junkfood snack, avoiding “gossip-laden” situations will help you to resist that particular temptation.
#4 As David Bowie Sang, “Ch-Ch-Ch-Change” (the subject, that is)
Whether talking to an individual or to a group, if you sense gossip about to be spoken (or it just has been), quickly – yet smoothly and tactfully – change the subject. Don’t insult, put down or embarrass the person who’s talking; just simply change the direction. How to think of something on the spot to change it to? That’s where preparation comes into play.
Have, in your mind, several topics, recent events, or other happenings (non-gossipy, of course) into which you can easily segue. If this fails to stop the gossip, simply politely excuse yourself and exit stage left (or right). If they ask why you are leaving. you can either suggest (kindly) that talking about others makes you feel uncomfortable, or you can simply say you need to leave. You are telling the truth; you DO need to leave…in order to avoid listening to gossip.
In the next article, we’ll look at the fifth and final step; this one actually “reversing” the process…in a good way.
Let’s define Gossip as “Any type of harmful or hurtful communication that is not absolutely necessary to share.”
Of course, there are those rare instances where negative information is necessary to communicate but that would not be gossip. And, even that comes with very strict rules and guidelines. (We’ll discuss that in a future article.)
Gossip, as defined above, ruins lives, destroys reputations, splits families, alienates friends and co-workers, and generally infects any type of organization where it is introduced.
With the above definition in mind, it can legitimately be said that there is nothing positive about gossip
Gossip hurts everyone. Everyone!
So, how to we break our own habit of gossiping, as well as discourage others from doing so in a kind, tactful way. The following five steps will help.
#1 Be Aware:
Like any habit, problem, or sickness, we must first be aware we have it before we can make a decision to rid it from our lives. I was, for many years, very much a gossip. I unintentionally hurt a lot of people; most of all, myself (though I feel worse about the others since I deserved the hurt).
One day about 15 years ago, while reading a book that had a section on that topic, it suddenly hit me “right between the eyes” that what I was reading about was me. While this discovery was very upsetting, it was the epiphany I needed and turned out to be the beginning of a huge change in my life, and level of happiness.
#2 Make a Decision
Yes, at that point, I made a conscious decision to end that very destructive habit, no matter what it took. If this is you, you can do the same. Decide right now that, despite the fact that it’s become a comfortable and familiar part of your life, you are going to stop it, right now!
If you feel that it’s impossible to go “cold turkey” then take it step-by-step. Decide to speak 10 percent less gossip per day for the next week, then another 10 percent, then another, and so on. Or, don’t gossip about certain things that you usually do. Begin by cutting out altogether, or cutting down significantly, all gossip around the office. Then, about friends or family.
We’ll pick this back up in the next article. Meanwhile, is this something you can relate to? Do you know of someone else it relates to? If so, don’t share it. That would be gossip. Hopefully, however, the information we’re covering will help you to be able to eventually help them.
I’ll never forget – as a young television reporter in 1982 for ABC affiliate KTEN TV in Ada, Oklahoma – first hearing about the Tylenol Murders. Somehow, numerous bottles of Extra-Strength Tylenol had been poisoned. At first, the scare (understandably) caused a nosedive in sales. However, the expert, amazingly-transparent manner in which it was handled by Johnson & Johnson leadership not only stopped the sales hemorrhage, but actually resulted in in the company’s consumer trust level going sky high, which has continued to this day.
Unfortunately, not all companies – even those with a proven track record of quality – handle every situation so well.
My great friend, Libby Gill, former Branding Brain for the Dr. Phil Show and author of three excellent books, shares with us her thoughts about one company that fell short of the mark:
———-
“As former PR chief and spokesperson for Sony, Universal and Turner Broadcasting, I did my fair share of spin doctoring and damage control with the press. So I’ve been watching Toyota’s media circus regarding the “sudden acceleration” in the Camry, Prius and Lexus like a hawk.
“Now that Toyota’s CEO has issued a public apology, it looks like they’re on the way to digging out of the negative press. They’re a good company with a strong track record, so I have no doubt they’ll eventually recover. But they made a critical error that could have been avoided. And it’s one that you should avoid at all costs.
“Instead of being proactive, Toyota was reactive. They waited until the pressure was on – and 19 people had died – before they acknowledged their responsibility. As the PR pro’s would say, they failed to get in front of the story. Instead, they responded because they had to, not because they cared about their customers. At least that’s the way it looks.
“The lesson for all of us, entrepreneurs and executives alike, is that it’s not just how you deal with a problem, but when you deal with it that counts. If you make a mistake, you’ve got to step up, be accountable and fix it immediately. In fact, it’s the immediacy with which you take corrective action that creates the perception of caring in the minds of your customers.
“Wanna know how your customers and clients perceive you? Just click here and check out the Cool Tools section. You’ll find a great exercise to help you See Yourself as Others See You.”
Of course, this assumes the leader is talented and knows how to apply those talents both to team-building and to the sales and marketing process. Did Mr. Herron?
Well, during just a 10-year stretch of his tenure with Scott’s, the company’s sales increaed by 280% and its net income by some 560%. Scott’s growth in sales in the decade preceding their acquisition by ITT was only 50% and its growth in net income only 60%. Apparently, Mr. Herron was also well-qualified in the sales and marketing aspects of business.
The last post focused on on the internal, team aspect of leading a company through making it more human. This post will feature quotes highlighting some of his views on sales, marketing and effective positioning. And, we’ll see just how being more human fits here, as well:
“The genius of {our first two company leaders} was that they realized the issue wasn’t really selling grass seed. The consumer didn’t – and doesn’t – really want grass seed, or fertilizer, or a control product; what he wants is a lawn…they defined this company’s business not in terms of products, but in terms of results.”
“{Our founder}, O.M. Scott decided that our growth was to be based on a very fundamental principle; providing value to the customer…Dwight (his son and successor) believed in communicating it.”
“Paul Williams (a high-ranking Scotts veteran beginning in the 1920’s) understood that it was our ability to communicate what we could do for our customer that created our success.”
“Marketing is understanding what the customer’s needs are and communicating our solutions in ways that he can understand.”
“{They} had an uncompromising attitude toward the heart of our business – providing value to the customer, and communicating that value – no matter what lures there were toward easier but shorter-ranged gains.”
“{As innovators} we are really pioneers of new ideas…and before we can sell a new product, we usually have to sell the new idea that it’s based on…you have to understand it. And you have to help other people understand it.”
“Do your customers trust your company, your brand, or your product?” {Note from Bob: Mr. Herron’s point wasn’t that one was more desirable than another. Only that whatever the answer is, it must be understood.}
“Trust is generated by three elements: personal involvement of the purchaser, a sharing of knowledge, and a quality product bonded together by our two-way relationship with our customer.”
It’s hard to put a price tag on the value of consumer trust to today’s and tomorrow’s business. It’s a priceless ingredient, worth more to us than anything we could buy. Once we begin to take away from it…once we begin to lose the consumer’s trust by skimping on the quality of our response to him…we risk losing the greatest part of our success.”
“Trust can’t be bought. It can only be built, bit by bit, by all of us.”
Did some of Mr. Herron’s advice seem almost too…simple, logical and common-sensical? You can take the best-known books on marketing that are out there today (and many of them are terrific!); boil them down to their essence, and you’ll find the principles shared by Mr. Herron right in the middle of them.
Ahh, but we’re not through learning from him. Not yet. When we hear from him next, we’ll look at a marketing strategy embraced whole-heartedly by their customers which turned out to be immensely profitable for the company.
Last post you met Le Herron (CEO of O.M. Scott & Sons from 1965-1983) and learned the foundational principle of his leadership style; putting other people’s interests first. This, he learned as a lieutenant in World War II while being admonished by an old sergeant.
A business leader putting other people’s interests first. “Naive? Not at all. In fact, study history and you’ll find that, whether in war, government, or business, those with that mind-set were the most successful.
His book, Making Your Company Human: Inspiring Others to Reach Their Potential is inspiring me greatly and I plan to start taking it to my live events and quote from it often. If many of today’s business leaders would embrace his principles, their companies would be a lot more functional…and a lot more profitable.
I was going to take one or two of his quotes and expound upon them. I then considered how very presumptuous that would be. Instead, I’d like to simply share a few of his thoughts with you. Today, we’ll focus on leadership itself; in the next post, how it ties into a successful marketing message.
“For a leader, getting results is more important than getting credit.”
“There is little value in defining what a company stands for unless its leaders live by similar principles.”
“Before people can decide whether to contribute their abilities wholeheartedly, they need to understand not just what you stand for, but what you believe the whole enterprise stands for.”
“An important personal benefit follows from discovering and documenting your company’s character: you are forced to reveal your true nature to yourself.”
“Managers often worry about over-informing. In my experience, that’s impossible. We all tend to underestimate what others can contribute when they understand a situation.”
“Only by expressing what you honestly believe will you give others in the company the courage to stand up for their own beliefs and ideals.”
“In communicating {a written message to employees, which he did throughout his tenure, sent to their homes in order to include their families} to make your company human, the most important rule is to send out a message only if you believe it, can defend it, and are willing to act consistently with your words.”
“Many times, workers are given too little information about what their company stands for. Without the opportunity to understand and be inspired by its values, they are cheated of a chance to discover the scope of their own abilities. They may still work hard, and if other conditions are favorable the business will prosper. But the loyalty will be missing, {as will} the resilience that keeps companies strong when the going is hard.”
“Trust can’t be bought. It can only be built, bit by bit, by all of us.”
“If we’re considering a shift in course to take advantage of more favorable conditions, it’s our values that should tell us how helpful that shift would be in terms of where we really want to go.”
“The nature of a good company – like that of a good person – is that it tries to keep becoming better.”
and, finally…
“Change when it’s necessary to protect your principles…but don’t change your principles.”
I head down south today for a speaking engagement tomorrow morning. So, while I won’t be able to quickly acknowledge your responses, I’d love to read them. What are your thoughts about any or all of the above quotes? What about the very last one? How and when might that occur in your business or personal life?
Next time we hear from Mr. Herron we’ll focus more on his marketing expertise and see how he was able to humanize that, with great profit as a result.
, documents how leading a company through consciously putting other peoples’ interests first is the key to success.
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