Over the past few weeks I’ve been talking to some managers responsible for teams of sales assistants in large retail shops. The task was to show them how they could restructure their team’s approach to customers that would generate an increase in sales.

In this videoclip I tackle two main problems.
The first is the problem with asking “Can I help you?” that too often destroys a sale.
Secondly, how to generate multiple sales

Contact Stephen by email: stephen@assimilating-talent.com

Yesterday I had a great time with some business friends discussing the scandal of the NOTW and Rupert Murdock’s business empire. We all agreed that there have been lots of occasions when businesspeople believe their created image that they then become paralysed when things start to go pear shaped.

“You’re brilliant”
Director paralysis isn’t new. This often comes from having people around you that always tell you how brilliant you are. The more a business leader hears it the more they come to believe it. Murdock’s thousands telling him how brilliant he is seemed, at the start of the scandal, to create a paralysis of understanding of the seriousness of the situation. This, as is so often the case, was translated by the UK public as being arrogance.

Then again I’ve observed Directors of much smaller companies believe their own image and create similar problems for themselves. Like the Sales Director who joined an insurance company saying he had come to “save the company” when most people didn’t know, or believe, that it needed saving.

Or the Managing Director who told me that in twenty eight years at the head of his business he’d not made a “New hire mistake ever”. In fact he told me that he could identify a success when “they walked through the door“. His staff turnover was very high and continually created problems for his sales.

“Remember you are mortal”
As generals drove through the ancient Rome after winning a war a slave at the back of the chariot would whisper in their ear “Remember you are mortal” in case they believed the crowd’s adulation. I wonder how many CEO’s would consider hiring someone to continually question their thinking, just in case they thought themselves infallible?  

The report showing serious concerns raised by the NHS care regulator about the way some hospitals in England look after elderly patients highlights a problem in the management of health care for the elderly. But is this a general problem of management in the UK?

The Care Quality Commission said three had failed to meet
legal standards for giving patients enough food and drink and treating
them in a dignified way. Not surprising then that people are puffing out their cheeks and saying that it’s disgusting and that things must change.

Rules, rules  and Regulations
The problem is, how? The UK and much of Europe is weighed down and being murdered with regulations on this and directives on that. Indeed one of the explanations we all understand for people prevented from doing something quickly is “Health and Safety mate”. We shrug our shoulders and accept the inconvenience.

This was demonstrated to me twice yesterday when, funnily enough, I was visiting a hospital to talk to some executives and offered a cup of tea. I picked up the pot from the counter to pour the cup for myself to be told that I had to allow my host to pour it in case I spilt hot water over myself, “Health and Safety”. After being handed the cup of hot liquid to hold I marvelled that I was allowed to drink the dangerous liquid on my own!

The second situation I came across was the location of a lead free electric kettle. “Which shouldn’t be too close a sink in case the water from the sink caused an electric shock”. Again Health and Safety was quoted!

Statistics before customers
I agree that business needs to record information, particularly for those in hospital that will aid recovery but this shouldn’t be at the expense of providing the service that the customer or patient expects? Would it not be possible to design a system that allowed nurses more time to administer care as opposed to filling out forms?

But hospitals aren’t the only area where this question could be applicable. Too often in business we record statistics, create and follow procedures and are constrained from giving a good service because the rules don’t allow the time to allocate towards giving the customer what the customer wants.

Sign above the door
It reminds me of the time when a company wanted to increase customer handling and I asked a Director about the policy for making customers feel welcome. The answer was, “We have a sign above the door “Welcome to the store” and every receipt has “Thank You” printed on it”.

I’ve been struck in recent months by the number of products being offered for improving or developing a persons personal “brand” or “image”.

There’s a profusion of courses, books and CD programmes that promise instant impact with those you meet and lead, career success and, of course, instant riches by creating the “right impression”, “instant respect” or being seen in the right places.

Now, don’t get me wrong, I’m not saying that these things aren’t important. It’s only an idiot who thinks that dress, image and an ability to communicate aren’t vital to one’s career. Indeed it’s only a few days ago that I spent some time persuading an aspiring manager that having the 007 ringtone on his mobile might not be creating the best corporate image.

I’m also a fan of trainers who train people to describe themselves and what they do in a more succinct statement than some of the sermons we have to suffer at networking meetings. Actually I subscribe to the rule that an “elevator pitch” that’s greater than 35 words is a waste of the listener’s and speaker’s time.

However, I feel sorry for those that buy these programmes simply as Pollyfiller for the chip on their shoulders or who believe that it will produce instant and lasting results. One book isn’t enough to change a person overnight from a boring fart to a sparkling raconteur. What it can do is to make the person aware of the improvements they can make with effort.

I agree with a well known founder of a social media network who recently said to a group of delegates at a conference on the topic of self-wealth programmes, “Remember, no-one’s interested in making YOU rich!”

Last week I attended a number networking events and was surprised at how badly some people use them to make contact with people. At one I was monopolised by someone desperate for an appointment to sell their product to me and was sticking to me like glue. After a boring fifteen minutes I managed to introduce him to someone that, on relection, I’m sure was a waiter and then I managed to move away.

At another meeting I met a very nice couple who subsequently told me that they wanted to meet me  again because I was “the only person that looked as if they were having fun”

A lot of my Senior Executive mentoring time is spent on creating “personal presence” and a personal brand image and this includes how to network.

The most common mistakes we talk about are:

• Monopolising a single person (Between 5 and 10 minutes is generally enough before inviting someone else to join the conversation in order to to create a larger group)
• Describing what you do and your benefits to a potential prospect in more than 21 words (rambling and ill constructed descriptions are boring and confusing. If it takes more than 15 seconds to say it’s time wasted)
• Not acting as a host to the group (leading the group by initiating introductions, leading topics and making sure that everyone gets to say something)
• Being too serious (only wanting to talk about business. Have fun and make sure others are having fun too)
• Handing out business cards instead of collecting them

Like so many people in the UK I watched the student riots over eduction fees with concern together with a sense of a feeling that this might be the start of a series of such demonstrations.

However, what has got me thinking is the number of people who so obviously caused damage, assaulted police or threw missiles whilst being recognised through photographs and TV coverage. The consequences of this are likely to be prosecution, possible loss of their place at university and their future career affected. It’s interesting that in the near future this is likely to become their “personal brand image” as far as future employers are concerned.

Yet this type of behaviour isn’t restricted to overexcited students. I’ve observed people with excellent jobs fall into periods of self-destruction. Such as the employee at a rewards dinner who publicly told a joke (story) with a punch line insinuating that the Managing Director couldn’t distinguish his rear end from his elbow. (Whilst the MD laughed at the time the employee in question left the company within three months!).

So the question is why aren’t people more aware of their actions at the time? Or is it that our storyteller and the demonstrating student become embroiled in the excitement of the situation and the consequences of actions become lost until reflection afterwards? That they have no feeling for a “personal and future brand image”? Or is it that a “personal brand image” is easily changed?

Stephen Fry went to prison for a time and still managed to find success and perhaps some students will be taking comfort from his example this morning