Lean Sales Methods Webinar
By · CommentsDuring the week of June 3rd, the Business901 blog and Podcast will be dedicated to the latest thoughts on utilizing Lean Sales Methods in organizations. At the end of the week, Friday June 7th, I will host a webinar on Lean Sales Methods followed by an interactive session and a Q and A. Only registered participants will be invited to webinar and Q & A.
Lean Sales Methods allows us to start adapting and understanding our customer needs during the sales learning cycles. We no longer can think about control and manipulation that occurs in the traditional sales funnel. The problem is that sales forces have been forced to create their own hybrid way to accomplish their goals, SALES. As a result, most organization have left the sales people fend for themselves as long as they met their numbers. We accepted a variety of methods from relationship to problem solving selling deeming that every salesperson has their own style. Though this is true, it often results in misinformation and downstream problems after the job has been sold.
Lean Sales Methods do not organize and streamline the process for a cookie cutter approach. Instead, it emphasizes an action framework that allows sales people and teams to evaluate a range of options around pre-constructed scenarios. In simpler terms, we practice the possible outcomes and determine strength based approaches to them. A general outline of the week long activities:
- Gemba Walks
- Why every sales call should be constructed around CAP-Do
- What Metrics should be reported
- How to improve Sales Dialogue
- Teaming in the Sales Arena
- Why Problem Solving is out and Challenging is in.
- What is in it for the Sales Managers
The webinar will be approximately 15 minutes long. Afterwards, there will be an interactive session on Story Dialoguing your Sales Pitch followed by a Q and A session.
Join us and register for this event. The material will be distributed, through a variety of media, to include Business901 blog, podcast, YouTube channels, Slideshare and the newsletter. At a later day, it will be accumulated and posted to the Training content on the Business901 website. By registering, you will receive this material as it is distributed. We will also furnish updates and lessons learned to the registered participants. Only registered participants will be invited to webinar and Q & A.
About: Joe Dager is president of Business901, a firm specializing in bringing the continuous improvement process to the sales and marketing arena. He has taken his process thinking of over thirty years in small business within a wide variety of industries and applied it through Lean Marketing Concepts. Joe put himself through college utilizing the GI Bill, the result of being a member of the 82nd Airborne Division, and as a welder at Asphalt Drum Mixers. This hands-on approach and an education in both in Electrical and Mechanical Engineering have served him well becoming president of that company and later leaving to own several other companies. Joe has participated in company revitalization efforts, start-ups, and turnarounds, in a variety of industries, to include professional services, retail, and manufacturing.
Have you ever seen a Comedian use a PowerPoint?
By · CommentsI will admit that I use a PowerPoint more often than not. It is not because I am trying to dazzle anyone, it is mostly for the sake of being my notes for the process. Seldom do I use a tremendous amount of wording on them, but I need a few key prompts to get me through most presentations. I blame this reliance on lack of preparation or procrastination; I am not sure which is more powerful or more to blame.
Recently, I was viewing a few George Carlin presentations on YouTube, and it reminded me, have I ever seen a comedian use a PowerPoint? If you study comedians, you will find them quite professional in their delivery. A list that I created with help from the Wikihow on How to be a Comedian:
- Original Material
- Ability to read an audience
- Relate to the average person
- Remember to walk the stage
- Respectful attitude
- Watch others and emulate one you like
- Practice body language and timing
- Practice in front of others and notice their reaction
- Watch classic presenters like Steve Jobs, Johnny Carson, Jack Welch, Dr. Deming
- It’s not a monologue
The single most important point is PRACTICE. I think that is the difference over everything else. Steve Jobs was a great presenter and maybe even more a great practitioner of his art. He practiced and rehearsed, The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience.
It is the art of practice, or rehearsal that separates good talks from inspiring talks. I think that is what separates comedians in most instances also. They are well rehearsed to a point they seem to be making it up as they go. Do your presentations come out that way?
George Carlin Talks about “Stuff” (there may be some inappropriate language)
Putting the OODA Loop in a Lean Perspective
By · CommentsThere has been a resurgence or maybe recognition of the use of the OODA Loop as a basis for much of the current ideas surrounding Iterations, Rapid Development Cycles and Decision Making. What makes the OODA Loop such a popular subject? When we first think of the OODA Loop, we think of fast competitive cycles needed by a fighter pilot to gain a differential advantage. Is that the reason?
A little more insight was provided several years ago in an article, The Strategy of the Fighter Pilot written by: Keith H. Hammonds for Fast Company. An excerpt from the article:
Business is a dogfight. Your job as a leader: Outmaneuver the competition, respond decisively to fast-changing conditions, and defeat your rivals. That’s why the OODA loop, the brainchild of “40 Second” Boyd, an unconventional fighter pilot, is one of today’s most important ideas in battle or in business.
Bower and Hout’s classic example — and one that Boyd also studied — was Toyota, which designed its organization to speed information, decisions, and materials through four interrelated cycles: product development, ordering, plant scheduling, and production. Self-organized, multifunctional teams at Toyota, they observed, developed products and manufacturing processes in response to demand, turning out new models in just three years compared with Detroit’s cycle of four or five.
Systems like Toyota’s worked so well, Boyd argued, because of Schwerpunkt, a German term meaning organizational focus. Schwerpunkt, Boyd wrote, “represents a unifying medium that provides a directed way to tie initiative of many subordinate actions with superior intent as a basis to diminish friction and compress time.” Employees decide and act locally, but they are guided by a keen understanding of the bigger picture. In effective organizations, Schwerpunkt connects vibrant OODA loops that are operating concurrently at several levels. Workers close to the action stick to tactical loops, and their supervisors travel in operational loops while leaders navigate much broader strategic and political loops. The loops inform each other: If everything is clicking, feedback from the tactical loops will guide decisions at higher loops and vice versa.
Many organizations start practicing the tools of Lean and fail to understand that it is the people side that makes Lean effective. I have seen where organizations will develop the skill set of Value Stream Mapping, A3 Problem Solving or even Hoshin Planning. But spend little time developing a Lean attitude around the most basic concepts of Visual Management, Overlapping Responsibilities or Individual Kaizen. As a result, they simply do not act like a Lean Company. They are a collection of their tools not a collection driven by culture. The mistakes that you were trying to correct by instilling Lean continue to happen. Teamwork is non-existent and individual silos remain. Leader Standard Work is the foundation required for flexibility. It provides the foundation, structure, to adapt.
Jim Benson, author of a Personal Kanban: Mapping Work | Navigating Life made the following quote: A system that is not malleable, is brittle. A process which cannot adapt to context is waste. One size does not fit all Terry Barnhart, in a Business901 podcast, Applying the OODA Loop to Lean expanded that thought….Have you heard about anti-fragility? Taleb’s account is brilliant; it is like the package that says, “Anti-fragile: Please handle poorly, it will improve the contents.” This means a flexible system, but one that builds additional flexibility as brittleness is found. It means an adaptable system that gets more adaptable in adapting to emergent issues. It means a size that adjusts by itself.
The OODA Loop when observed is actually the CAP-Do cycle when applied to Lean Language. The strength of OODA Loop is in the first two steps, Observe and Orientate. Just as Check and Act are in CAP-Do. In Boyd’s terminology, the D in the OODA Loop stands for Decision or formulating the Plan to carry out the Hypothesis. He uses A, act to perform the hypothesis or the Do cycle. I believe CAP-Do, the OODA Loop, is the best way to apply Lean in an external environment.
For more information on Leader Stand Work, Review the Business901 Training page.
For more information on applying CAP-Do and the OODA Loop attend the Lean Sales Method Webinar
