Ways to energize sales

In today's competitive market, it is crucical to keep your marketing campaigns fresh, new and on target. In order to keep your marketing efforts above competitors, remember these 7 simple rules.
1. Reestablish Listening Posts
Great marketing relies entirely on understanding your customer. Knowing who they are and why they buy is only half the battle. You also need to know why the choose to buy from you. Redouble your efforts at dialogue through social media, message boards and blogs. Also, get direct feedback from customers or clients, or via your front-line salespeople.
2. Announce Special Promotions
Use special incentives to draw customers to short-term promotions. Cost-conscious consumers are always looking for good prices and great value, and promotions are a winner with most all economic groups. Coupons are increasingly vital, and there is a major rise in the desirability of online coupons.
3. Polish Lead Management
Be certain everyone who takes inbound calls asks every new lead where they heard about your company. Make the leads generated by your online, print and broadcast advertising trackable. And where possible follow up all leads within 24 hours. Today's sales are built on trusting relationships that grow from excellent customer service.
4. Focus On Fresh Ideas
Don't rely exclusively on a small team or just your marketing staff to produce fresh ideas. Make innovation everyone's responsibility with brainstorming sessions, company retreats or by giving special recognition to individuals with the smartest suggestions. If your business has few employees, assemble a seasoned advisory board or form an online advisory group made up of members of your target audience to give input in exchange for sales perks. 
5. Renew Retention CampaignsUse e-mail to crank up your retention campaign by putting it on a consistent weekly or biweekly schedule. Soon you'll have discovered which incentives and messages work best to retain and upsell current customers and convert prospects, and yield the highest return on investment.
6. Enhance Your Giving
In this era of rising social responsibility, customers and prospects want to know you're a good corporate citizen, and this is a great time to align with a nonprofit. Businesses that rely on local customers benefit from helping community-based causes. You can provide pro bono services or undertake a promotional campaign to raise charitable funds. Just be sure to promote the undertaking via your website and the press. You'll provide help where it's needed most and earn appreciation from customers that leads to sales.
7. Freshen Your Content
Since your website is generally the first place prospects go to learn more about your business, it's crucial the site's appearance and themes are current. Imagine someone following a logical path from your website through each step in your sales process, and make sure all materials and messages they encounter flow seamlessly from one to the next. With more shoppers than ever browsing the Web, it's a great way to jumpstart sales.

http://www.entrepreneur.com/article/217536

What we can learn from bee hives

I would bet that if you needed to turn to something or someone for tips on success, the last place you would go to would be a bee hive. People have studied bee hives and have found that even though individual bees may not be intelligent, as a swarm they are extremely smart. We can use these five guidelines that bees use to help achieve a high collective IQ in our company.

1. Remind the group's members of their shared interests and foster mutual respect, so they work together productively. The scout bees know instinctively that their interests are aligned toward choosing the optimal home site, so they work together as a team. There are no clashing curmudgeons in a bee swarm. This is very important in the workplace. If all of the employees know the main goal, they will work together to try to reach it. Having a group is almost always better than an individual.

2. Explore diverse solutions to the problem, to maximize the group's likelihood of uncovering an excellent option. The scout bees search far and wide to discover a broad assortment of possible living quarters. When you are faced with a problem at work, don't always go with the answer that comes to you first. Evaluate alternatives so you will make the best decision possible.

3. Aggregate the group's knowledge through a frank debate. Use the power of a fair and open competition to distinguish good options from bad ones. The scout bees rely on a turbulent debate among groups supporting different options to identify a winner. Whichever group first attracts sufficient supporters wins the debate. This will also help generate ideas from every angle. Nobody thinks in the same ways or patterns, so it is always a good idea to get as many views or ideas on a subject as possible.

4. Minimize the leader's influence on the group's thinking. By functioning as an impartial moderator rather than a proselytizing boss, a leader enables his group to use its combined knowledge and brainpower. The scout bees have no dominating leader and so can take a broad and deep look at their options.

5. Balance interdependence (information sharing) and independence (absence of peer pressure) among the group's members. Only if ideas are shared publicly but evaluated privately will the group be good at exploring its options and making good choices. Scout bees share freely the news of their finds, but each one makes her own, independent decision of whether or not to support a site.

http://www.businessweek.com/managing/content/nov2010/ca20101112_078649.htm

Five Secrets of Charismatic Leadership

"Displaying charismatic leadership is one of the most effective ways to boost everything from motivation and creativity to productivity and plain old satisfaction. Whether it stems from low morale at the office, high anxiety at home, or a lack of clear direction from the top, far too many employees feel like they're stuck in a boat without a paddle. It's the manager's job to get those employees rowing again. But what if you fall somewhere between Ben Stein and Alan Greenspan on the charisma scale?"

The Charismatic Narrative

Hyers and machalek's company, Sage Presence, has been teaching people from government spies to managers how to influence and inspire others. The best part about this structure is that anyone can use it to present a charismatic message. 

1. Define the main character. (Hint: It's not you.)
When you address your employees or work force, your story must be about them or someone/something your audience cares about. A lot of the time people will get in front of audiences and just talk about themselves. Nobody really wants to hear someone else talk about themselves. If you are confused as to why your employees or boss doesn't listen to you, it is probably because you are trying to tell them about yourself or something you did. To get their attention you have to talk about something they are interested in, or in other words "their story".   
2. Describe the happy ending.
Also when addressing audiences, you never want the ending to be bad. You would never want to get in front of a group of people and the last thing you say is, "your job may not be here tomorrow." You can say things such as, "you all get raises this year," "your jobs are secure," or "it will be fun to come to work again." Doing this will help your audience be on "your side" because the positive words you are speaking makes you a more likable person.
3. Describe the not-so-happy beginning.
If you do have to have some sort of "not-so-happy" information in your address to the audience, make it at the beginning. Doing this will help your ending be better and it will also get the bad stuff out of the way early. You could say something along the lines of, "right now, you're unsure about where your job will be in six months," or "you're having a hard time staying motivated." It is best to have some sort of good information planned to say after this kind of statement so it will take some of the negativity away from the original statement.
4. Describe what action you want them to take.
In order for your not so happy beginning to turn out to be a happy ending, you must have the support of your audience. You have to tell them how to get to the happy ending. This could be things like telling them what it is you want them to do, pitching in to help each other, give greater effort, be more positive, get behind the new strategy for the department and so on. They have to know that the happy ending is not possible if they don't put in the effort.    
5. Just add watery eyes.
"By this point, you will now have the logical framework for a compelling story. Still, people are people and emotions are essential to motivate and influence them. A few years ago, organizational psychologists Joyce Bono of the University of Minnesota and Remus Ilies of Michigan State University discovered that emotions are a key component of charisma. Bono and Ilies found that charismatic leaders infect their teams with positive emotions simply by using positive emotional language. What that means is that charisma doesn't require raucous speeches or the kissing of babies."

http://www.businessweek.com/managing/content/nov2010/ca2010112_608471.htm

How to keep your star employees

You doled out extra vacation days to make up for paltry bonuses to your top performers. After the 401(k) match was cut, you passed out gift cards to remind your stars how much they mattered. In a tough economy, it's the little things, right?

Wrong. Perks and trinkets are nice, but they won't keep your best people when things improve. Some 27% of employees deemed "high potential" said they plan to leave within the year, according to a recent survey by the Corporate Executive Board. That rate of dissatisfaction is rising "precipitously" as the economy stabilizes, says Jean Martin, executive director of the CEB's Corporate Leadership Council, up from just 10% in 2006 and increasing at twice the rate of the general employee population.

That's the bad news. The good news is that perks aren't the only way to keep your high performers engaged. They want a mix of recognition and challenges that stretch them without completely stressing them out. Liz Wiseman, a former Oracle executive and author of the bestseller Multipliers, says money "never came up" when she interviewed 75 Fortune 500 managers about the leaders who motivated them most.

The CEB survey, which asked nearly 20,000 high-potential employees what drove them, found that feeling connected to corporate strategy was tops on their list. But many managers turned inward when the economy sank, giving fewer employees the chance to influence the company's direction.

Another way to get your stars involved is to turn them into headhunters. Many companies already do so through employee-referral programs, but they don't realize that there is an upside beyond bringing in new talent. Dave Ulrich, human resources consultant and University of Michigan professor, says such programs can actually boost loyalty for those doing the recruiting. "It sounds tautological," he says, "but when people behave as if they're committed, they become more committed."

"http://money.cnn.com/2010/10/22/pf/jobs/employee_retention.fortune/index.htm?cnn=yes&hpt=Sbin"

****HOMEWORK****
Hatfield- Come up with 2 essay questions for each chapter. TEST will be on Monday, November 1st.
Little- Wiley Plus assignments.
Lane- Chapter 7 Homework is due Monday, October 25 at 11 p.m.
Borland- Study notes and prepare for TEST on Monday, November 1st.

Turning Conflict into Cooperation

Of course, the desire to avoid confrontation is understandable. Discord makes us uncomfortable. In a situation like the one described above, many of us would choose to tell a few close and trusted allies or just stew in our own juices as a way to deal with our feelings. It's the path of least resistance, and ultimately it's the wrong choice. Delaying resolution means depriving yourself of the opportunities that can arise from differences of opinion. Here's how to turn conflict into a constructive dynamic.
Stop ignoring conflict; it won't make it go away. Dodging misunderstandings, real or imagined, doesn't solve the problem and in fact can exacerbate tensions. This holds true whether they have been simmering for some time or have just erupted. Although the temptation is to avoid the issue while the two parties ignore each other, a better solution is to bring the combatants together for a face-to-face discussion.
Act decisively to improve the outcome. Putting off a discussion once a conflict has surfaced diminishes the possibilities for greater understanding.
Make the path to resolution open and honest. Solicit input from all parties involved and be up front about the end result you have in mind. While progress is under way, keep everyone in the loop. When people are in roles that require close collaboration, communication is the lifeblood of mutual respect.
Use descriptive language rather than evaluative. Words that stem from critical analysis of a problem can sound judgmental and accusatory, putting everyone on the defensive. Don't start with such statements as, "I've been told you've got issues with your manager. She says your actions are hurting morale." Being descriptive and dispassionate can illuminate the events better and avoid hurt feelings: "Your manager mentioned that you've had challenges lately that might be impeding your career. Can you tell me more about that? I bet if we work together, we'll find an approach that will improve the situation." It's always better to focus on the problem and its effect on the workplace and then work together to find the solution. This process is easier when you remove all judgmental and punitive language from the conversation.
Make the process a team-building opportunity. Solving tensions can refine the department's interpersonal relationships. When confronting discord, maintain a team-oriented tone rather than a personal one. Ask "how can we solve this together?" rather than stating "because of you there is a problem." Cultivating camaraderie with actions that say "we're all in this together" works wonders and elevates your own standing as a leader.
Keep the upside in mind. Effective conflict resolution creates "success momentum." Personality clashes, office politics, petty rivalries, and other negative, energy-sapping distractions are potholes on the road between your organization and the finish line. Left unchecked, any of these factors can drag down the performance of even the most professional and capable people.

Focusing on the best characteristics of ourselves and those around us is easy. It's the ability to roll up our sleeves and dig into problems that separates top performers from everyone else. Managers who successfully deal with conflicts in their organizations will calm unrest, reduce turnover, motivate employees, and accelerate growth.

http://www.businessweek.com/managing/content/oct2010/ca20101014_882756.htm
Hatfield- Read chapters for section III.
Borland- Study material. Test will be Monday, October 25th.
Little- Wiley Plus (2 assignments)
Lane- Study for test on Thursday, October 21st.

5 tips for 1st time managers

1. Learn the Business

You'll feel tempted to overhaul and start fresh. But there's so much you don't know. Rather than risk moving too fast too soon, spend your first months observing, listening, and learning. Keep a log of everything you question. To know what's critical and what's clutter, lean on those with institutional knowledge and memory. In short, be humble and grow into the job. Take small steps so your employees have some continuity. You'll have time to leave your fingerprints as you mature.

2. Meet with Your People Individually

Don't judge the holdovers, at least not initially. Instead, give everyone a clean slate, no matter what you've heard. Remember, all your reports will be on their best behavior initially. You represent a fresh start; they want to be seen in the best light. So give them plenty of one-on-one time early. Learn about their history and aspirations. Watch them in action to see who'll tell the truth, help, or inevitably disappoint. Most important, get buy-in from your stars and respected veterans. Without their support, few others will follow.

3. Set Objectives

You have their attention: Capitalize on it. Set ground rules and expectations early. Outline your short-term and long-term vision for the department. Identify what's mission critical, why, and how everyone's roles contribute to the end result. Set goals, but keep them relatively short, unambiguous, and achievable. Establish time lines and benchmarks to measure progress. Help them understand they're working toward something larger, and how their careers, lives, and world will profit from their labor.

4. Make a Memorable Gesture

Want to make an impact in your first weeks? Strip everything down and simplify. That's right: Take them back to basics. Determine what's holding them back, such as a bad apple or redundant paperwork. Take a dramatic action to send the message that times have changed. Or build goodwill by skewering a sacred cow or making a symbolic giveback. Whether you're looking to drive service, productivity, or profitability, focus your team on that area and remove any obstacles or excuses for delivering it.

5. Have a Department Plan

An idea is doomed to failure without a plan behind it. After meeting with stakeholders, draft three- and six-month plans. Set targets, replete with starting and ending points (and the steps in between). Hold yourself accountable by evaluating progress weekly and making adjustments as circumstances evolve. At minimum, your job is to get your team members on the same page and level, and foster an environment where they can excel. Without a plan and a dedication to executing it, they will inevitably drift, gradually losing sight of their potential and value.


***HOMEWORK***
Dr. Hatfield- Start reading material for new section.
Dr. Borland- Study material
Dr. Little- Case study due Tuesday, October 12th. TEST October 12th (Chapters 3,5,6)
Dr. Lane- Go over material to become familiar

Getting Over Communication Fears

Fear isn't always a bad thing; sometimes it helps to remind us that we are humans. But, we have to become aware of our fears that might stop us from communicating with other people. Jerry Seinfeld once said, "According to most studies, people's number one fear is public speaking. Number two is death. Death is number two. Does that sound right? This means to the average person, if you go to a funeral, you're better off in the casket than doing the eulogy."

When it comes to presentations, there are several ways you can practice to help you overcome your fear. One way is to make a setting that will simulate where you have to give your speech, and practice there. Another strategy that works for some people is practicing your speech in front of a mirror. Doing this will let you know how much you are making eye contact with the audience. Another way you can practice eye contact is give the presentation to some of your friends. Ask them to notice how often you are making eye contact with them so you can know where to improve. Make sure that you visualize your success. This basically means that before you give your speech, you need to imagine how it is going to go. Doing this well help prepare you, and also help you get over your fear. If you have it in your mind that you are going to do well on the speech before you give it, it will actually make you feel less tense.

Another fear a lot of people have is communicating to people one on one. A good way to to let another person know you are wanting to talk to them is by leaving them a voicemail. Just call them and say, "when you arrive at work let's find some time to chat face-to-face; I need your input on a touchy matter." Doing this will let them know that you are a little uneasy about the topic and it will hopefully make them easier to talk to. Once you've left a voicemail, you have now made it public knowledge to the other person that you need to talk to them. Some things you should do to make the conversation go well are;

Talk at a slow-to-normal pace, in short sentences.

Use a pleasant tone

Use simple sentence structure (subject-verb-object) and high-frequency words

Be an active listener

Since we are all getting our MBA's, there is a very good chance you are going to have to make a speech or give a presentation at your company. Now is the time to start practicing good communication skills and trying to coach yourself to be fearless about communicating.

"The only thing we have to fear is fear itself."-FDR
 "Do one thing every day that scares you." - FDR's wife