Over lunch yesterday with a public relations colleague of mine, we talked about how we use or benefit from our networks. My friend told me he uses an informal "board of advisers" at a monthly or quarterly lunch.
I think his recommendation of getting together with colleagues regularly is a great idea: bounce ideas off one another, bring up stuff you can't elsewhere, hear other people's challenges and so on.
My friend's "team" includes client-side practitioners at a utility, a food company, a non-profit and another agency. Their balance of views and ideas results in spirited conversation and a great cauldron of ideas and advice.
Look around you and consider it for yourself.
Relentless
Friday, August 13, 2010
Sunday, August 8, 2010
Relationship Management: Retaining a Client
It's part of good relationship management: retaining that important client. I had a couple of lessons this week that helped me understand this concept.
Statistics show that it costs more to gain a new client that it does to retain a client. Plus the longer you have a client, the better you understand their business, their markets and the people inside and outside of the company.
My lessons centered on these points:
In a weekly meeting with my largest client, I was asked for a specific answer to a detailed question. I had another opportunity I could have pursued between when the question was asked and when it was to be answered, but I dropped that situation because I needed to commit time to the incumbent.
The honesty cam in when I had to tell that prospect I couldn't help them. But I didn't jsut abandon them: I found some alternatives and put them in touch with some suggested partners who could deliver the quality they deserved. All without charging a few (I want to have the chance to work with them again).
My commitment is with my existing client. They hired me in good faith and I need to deliver. The prospect was just that: unproven to each other, the work could go away and so would the unattended work with the incumbent.
I made a choice. Do you have similar situations?
Relentless
Statistics show that it costs more to gain a new client that it does to retain a client. Plus the longer you have a client, the better you understand their business, their markets and the people inside and outside of the company.
My lessons centered on these points:
- When a client calls or asks, you respond and deliver without question
- Be honest, if you can't do something, tell them what you can do
- Incumbent clients come first before prospects
In a weekly meeting with my largest client, I was asked for a specific answer to a detailed question. I had another opportunity I could have pursued between when the question was asked and when it was to be answered, but I dropped that situation because I needed to commit time to the incumbent.
The honesty cam in when I had to tell that prospect I couldn't help them. But I didn't jsut abandon them: I found some alternatives and put them in touch with some suggested partners who could deliver the quality they deserved. All without charging a few (I want to have the chance to work with them again).
My commitment is with my existing client. They hired me in good faith and I need to deliver. The prospect was just that: unproven to each other, the work could go away and so would the unattended work with the incumbent.
I made a choice. Do you have similar situations?
Relentless
Monday, August 2, 2010
Lessons from Court
After a day doing jury duty, I realized I learned a lot from the experience.
Going to court to serve on a jury of somebody's peers (even if only was traffic court) drove home these points:
Being patient when you have hours to kill between assignments is critical. You are on their clock just as you are many times with your network.
Listening, in all areas of your life, is more important than talking. Listening to the judge's instructions, listening to the bailiff as to where the bathroom is and when you can go to lunch and hearing evidence. If you are talking, you miss all of this.
Multitasking goes without saying: Time between panels requires you to read or make notes or make solid conversation with your fellow jurors.
A learning experience all around.
Relentless
Going to court to serve on a jury of somebody's peers (even if only was traffic court) drove home these points:
- Patience and persistence are required
- Listening is important
- Multitasking is a key skill to have
Being patient when you have hours to kill between assignments is critical. You are on their clock just as you are many times with your network.
Listening, in all areas of your life, is more important than talking. Listening to the judge's instructions, listening to the bailiff as to where the bathroom is and when you can go to lunch and hearing evidence. If you are talking, you miss all of this.
Multitasking goes without saying: Time between panels requires you to read or make notes or make solid conversation with your fellow jurors.
A learning experience all around.
Relentless
Saturday, July 31, 2010
Four Pillars of Customer Service--from a Baseball Team
The differentiator for so many businesses these days isn't your product, it is the service presenting and supporting it. We see it time and again in many industries from automobiles to restaurants to consumer products.
But it really works in baseball.
The Texas Rangers use a simple four-point formula for their entire staff on a daily basis:
- Welcome guests ("Welcome to the Ballpark.")
- Address their needs and wants ("How can I help you?")
- Thank them for coming ("Thank you for coming today.")
- Invite them back ("Please come again.")
Simple. Direct. Effective. Attendance is up, the brand is consistent and guests are happy. And the team is winning.
Consider these simple steps in your own everyday life.
Relentless
Monday, July 26, 2010
Who's interviewing who?
A friend recently returned from an interview without a very positive experience. It seems the interviewer forgot something important.
A candidate is also a customer. And so is everyone connected with that candidate.
When you speak or connect with a source (candidate or whomever) you are talking to their network and the network of everyone they are connected to. In the example of my friend, this Fortune 500 company now has a less than stellar image with not only her but everyone she know and touches including:
Remember the extent of who you touch. And also remember that the candidate is also interviewing you and your your company.
Relentless
A candidate is also a customer. And so is everyone connected with that candidate.
When you speak or connect with a source (candidate or whomever) you are talking to their network and the network of everyone they are connected to. In the example of my friend, this Fortune 500 company now has a less than stellar image with not only her but everyone she know and touches including:
- Spouse
- Immediate family
- Friends
- Friends of friends
- Former coworkers
- Social media connections
Remember the extent of who you touch. And also remember that the candidate is also interviewing you and your your company.
Relentless
Thursday, July 15, 2010
Maintaining your network
"You never know who you will work with or for."
"Be careful--the before you burn that bridge be sure you aren't standing on it."
You've heard them all. And they all bring up an important point: maintaining your network is as important (or more important than) building your network. A case in point: my colleague, Rob Mitchell at Philanthromax.
Rob and his business partner, Hank Zachry, founded Philanthromax as a consultancy and product provider for the non-profit marketplace. They recently rolled out a new product, PhilanthroDEX, to this marketplace. The concept of the product is new to this marketplace.
(In the interest of full disclosure, Philanthromax is a client of my company.)
This is a very good example of using an existing network to build a new brand an product. The good news is that Rob and Hank have extensive networks in the marketplace (industry) and use the power of relationships to build awareness.
Rob is a former head of the American Cancer Society Foundation and Hank has extensive ties to the planned giving world.
These ties have been critical in introducing PhilanthroDEX out to the world. With the tandem challenge of building a brand of a young company at the same time, the value of "who you know" has paid dividends.
While it is tempting to do direct selling in a situation like this, truthfully the real value has been in gaining solid advice and fresh, outside perspectives.
One network contact gave advice on how to judge the value of the product in the marketplace and gauge acceptance. Another saw another use and application of the product. These insights are almost as important as selling the product itself, if not more so.
The make the point of the value of a network, both of these advisers were long-time acquaintances of Rob who recalled him from earlier conversations. In once case, the contactee remembered first.
Dont' burn that bridge or forget anyone. They do come back.
Relentless
"Be careful--the before you burn that bridge be sure you aren't standing on it."
You've heard them all. And they all bring up an important point: maintaining your network is as important (or more important than) building your network. A case in point: my colleague, Rob Mitchell at Philanthromax.
Rob and his business partner, Hank Zachry, founded Philanthromax as a consultancy and product provider for the non-profit marketplace. They recently rolled out a new product, PhilanthroDEX, to this marketplace. The concept of the product is new to this marketplace.
(In the interest of full disclosure, Philanthromax is a client of my company.)
This is a very good example of using an existing network to build a new brand an product. The good news is that Rob and Hank have extensive networks in the marketplace (industry) and use the power of relationships to build awareness.
Rob is a former head of the American Cancer Society Foundation and Hank has extensive ties to the planned giving world.
These ties have been critical in introducing PhilanthroDEX out to the world. With the tandem challenge of building a brand of a young company at the same time, the value of "who you know" has paid dividends.
While it is tempting to do direct selling in a situation like this, truthfully the real value has been in gaining solid advice and fresh, outside perspectives.
One network contact gave advice on how to judge the value of the product in the marketplace and gauge acceptance. Another saw another use and application of the product. These insights are almost as important as selling the product itself, if not more so.
The make the point of the value of a network, both of these advisers were long-time acquaintances of Rob who recalled him from earlier conversations. In once case, the contactee remembered first.
Dont' burn that bridge or forget anyone. They do come back.
Relentless
Monday, July 5, 2010
Baseball and Networking
This being the Fourth of July Weekend, our thoughts turn to patriotism and the national pastime. In this instance, I'm talking about baseball--while I realize football and soccer are more of a ratings and popularity hit, baseball endures.
Baseball and networking share several common traits and ideas:
Three strikes, three outs, triple plays, three bases, a triple (hit), nine innings (okay, a multiple of three) are the basics of baseball.
When it comes to networking, people remember things best in threes, groups of three are a more complete conversation, three conversations and you most likely get to a face-to-face meeting.
Unassisted double and triple plays are rare, a pitcher would be ineffective without a catcher, an outfielder really needs a cutoff man and a clean-up man needs guys on base to clean up.
A wing man really works wonders when you are at a reception, referrals don't happen without someone referring another person to you, social media has based its whole concept on connected people and word-of-mouth takes more than one mouth.
Knowing which pitch to throw in a full-count situation, when a coach is supposed to send a runner, when to walk a batter and when to pull a pitcher are all elements of strategy in baseball.
Knowing what events to attend and when, who you should be meeting and why you need to meet them comprise a networking strategy.
Remember the basics when you're out networking and the results will be positive. Play ball!
Relentless
Baseball and networking share several common traits and ideas:
- Things happen in threes
- Teamwork is essential
- There is strategy involved
Three strikes, three outs, triple plays, three bases, a triple (hit), nine innings (okay, a multiple of three) are the basics of baseball.
When it comes to networking, people remember things best in threes, groups of three are a more complete conversation, three conversations and you most likely get to a face-to-face meeting.
Unassisted double and triple plays are rare, a pitcher would be ineffective without a catcher, an outfielder really needs a cutoff man and a clean-up man needs guys on base to clean up.
A wing man really works wonders when you are at a reception, referrals don't happen without someone referring another person to you, social media has based its whole concept on connected people and word-of-mouth takes more than one mouth.
Knowing which pitch to throw in a full-count situation, when a coach is supposed to send a runner, when to walk a batter and when to pull a pitcher are all elements of strategy in baseball.
Knowing what events to attend and when, who you should be meeting and why you need to meet them comprise a networking strategy.
Remember the basics when you're out networking and the results will be positive. Play ball!
Relentless
Subscribe to:
Posts (Atom)
