Learning

Becoming an Entrepreneur: Realizing Commercial Value Versus Technical Value

The Purdue Foundry focuses Purdue’s vast resources to accelerate and improve advancement of Purdue ideas and innovations that are changing the world. My podcast guest next week is Juliana Casavan a Training Manager at Purdue Foundry where she creates and facilitates workshops that concentrate on first step of looking at a business and helping them identify their value proposition.

Related Podcast and Transcription: The First Step of Looking at a Business

Excerpt from the podcast:

Joe:  What do you find is the biggest light bulb that comes out for someone? Is it different for everyone or is there something like that ‘aha!’ moment that they experience when they go through your training?

Juliana: You know I think it’s really different for everyone, but I would say it’s really in the first two weeks. The program is six weeks long, and it’s a once a week session that’s three hours at a time and then they have a lot of homework and validation they have to go do afterward. But in those sessions, I think it’s those hard realities that we kind of face when they maybe realize that the customer that they thought they were going to go after first is not the best fit, or maybe not even interested. Sometimes we find out that they’re just not even interested in what they have, that’s when we have to really pivot and figure out who the next available customer is or the best customer. But yes, it’s really those first two weeks just kind of changing their train of thought because they’re researchers, they’re technologists, they’re academia, their focus is more on that aspect. So really getting them to just kind of change their brain in the way that they think and bringing more about the commercial value versus the technical value.

Joe:   And when they see that, do you find that they scale down from this idea that they’re going to save the world or solve world hunger and all ones that they’re looking, that they really have to concentrate on that guy across the street and then sell the one person?

Juliana: It’s very much that realization that you have to be laser-focused on that customer, and you have to gain that first customer before you can go anywhere else. A lot of times from that actually, we have technologists that find out that maybe this business aspect is not for them and they become the chief technology officer instead and we help them find a CEO to come and fill that role, because they find that they’re really just not interested in that part. They want to focus on the big picture of what they’re trying to do versus focusing on just that one specific customer.

Lean Sales and Marketing: Learn about using CAP-Do

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Do You Understand How A Person Communicates?

Judith Pauley: When we want people to hear what we have to say it certainly helps to speak to them in the way they prefer to be spoken to, and that’s the bottom line. Knowing what each personality type is, knowing what the personality type of the person you’re communicating with is, and using their favorite “language.” If everybody speaks English, there are six different versions of English and six different ways of communicating the same thoughts and ideas. We talk about how we perceive the world through thoughts; others perceive the world through their opinions, others perceive the world through their feelings, others perceive the world through reflection, others through reaction their likes and dislikes about things and others through action. Those are the basis of the six different personality types, and we have all six in us but some of them are more developed than others and those are the ones we respond to most readily.

Joe D: I’m a sales and marketing guy so when I look at it, I think this has some great value to a salesperson. What I just took from what you said is that I should be really trying to understand how that person communicates before I start trying to communicate. How they look at the world and how best to reach or communicate with them.

Joseph Pauley: That’s a great observation; you’re absolutely right that is what it’s all about. As a matter of fact, we have a sales course where people get to practice individualizing their approach based on the person that they are interacting with, and each of those six types that we mentioned buys for a different reason. We give the salespeople knowledge of what that motivation is going to be before they ever go in so that they can plan their approach, make the approach; you asked about PDSA, study the results and analyze them and then make any changes that they have to make to be successful, and we do the same for managers, for leaders for everyone who has to talk to another person.

The Process Communication Model (PCM) was developed by Dr. Taibi Kahler and Judy and Joe Pauley have been teaching and implementing this model for over twenty years. Their website for more information is Kahler Communication. The Six Personality Types of the Process Communication Model identified by Dr. Kahler are; Reactor, Workaholic, Persister, Dreamer, Rebel, and Promoter

Related Podcast and Transcription: Communication as a Process

Marketing with PDCA (More Info)Targeting what your Customer Values at each stage of the cycle will increase your ability to deliver quicker, more accurately and with better value than your competitor. It is a moving target and the principles of Lean and PDCA facilitates the journey to Customer Value.

Sales Relations Card

Do you carry a card around with you as a reminder? For many years, like 20 or so, I carried around a card clipped out of the book “Yes” or “No”: The Guide to Better Decisions  by Spencer Johnson. for those that do not recognize the name he co-authored The One Minute Manager with Ken Blanchard. The card served as a reminder and though, in the last 10 years, I doubt that I removed it very often, but it was always there.

I assume that was how the Training Within Industries pocket cards were and still to this day used. I have them on a Mobile App downloaded to my phone and refer to them often. The one that I refer to most often is the Job Relations Card. Recently, I did a podcast with  Oscar Roche,  Director of Training Within Industry Institute in Australia where we discussed Job Relations in great detail, Related Podcast and Transcription: The People Side of TWI.

The key to having a pocket card or an app is to give you a reminder of the key details. In the Job Relations example, one side of the card reminds of the Foundations for Good Relations and the other side on How to Handle A Problem.   In the sales arena, I think having a pocket card, an app is not all that bad of an idea. Even on the phone I am often reminded of how to get back on track when I observe my pocket cards pinned up next to me.  Below is a very simple attempt of taking the TWI Job Relations Pocket Card and turning it into a sales tool.


 SALES RELATIONS CARD

 A salesperson gets results through people
 FOUNDATIONS FOR GOOD RELATIONS

Understand What each customer is doing

  • Figure out what they expect from you
  • Point out ways for them to improve on what they are doing

 Give credit when credit is due

  • Recognize extra or unusual performance
  • Tell them while “it’s hot”

Tell people in advance about changes that will affect them

  • Tell them WHY if possible
  • Get them to accept the change

 Make the best use of each person’s ability

  • Look for ability not now being used
  • Never stand in a person’s way, it’s their decision

 People must be treated as Individuals


HOW HANDLE A SALES CALL

DETERMINE MUTUAL OBJECTIVES

GET THE FACTS

  • Know the status
  • Find out what procedures and behaviors apply
  • Talk with individuals concerned
  • Get opinions and feelings

Be sure to have the whole story

 WEIGH AND DECIDE

  • Fit the facts together
  • Consider their bearing on each other
  • What possible actions are there?
  • Check practices and policies
  • Consider objective and effect on individual, group and your own operations.

Don’t jump to conclusions

 TAKE ACTION

  • Are you going to handle this yourself?
  • Do you need help in handling?
  • Should you refer this to your supervisor?
  • Watch the timing of your actions

Don’t shirk responsibility

CHECK RESULTS

  • How soon will you follow up?
  • How often will you need to check?
  • Watch for changes in output, attitudes, and relationships.

Did my action help my customer?

 Were mutual objectives accomplished?


I have been playing around with this a bit and believe I need to turn it into more of a learning opportunity. However, I thought it needed to be put on the table for others to see. What are your thoughts? What things could be added?

View the original Job Relations Card

 Marketing with PDCA (More Info): Targeting what your Customer Values at each stage of the cycle will increase your ability to deliver quicker, more accurately and with better value than your competitor. It is a moving target and the principles of Lean and PDCA facilitates the journey to Customer Value.

Business901 Podcast of 2014 0

Yesterday’s post, Top 10 Business901 Podcasts of 2014, was somewhat misleading. I only listed Adam Zak, one time, even though his interview was separated into 2 podcasts. The truth is that both podcast rated in the top 4 and one of them was clearly ahead of all others in viewership.

Related Podcast #1: Secrets on Learning about PeopleAdam-Zak

Related Podcast #2: Secrets on Learning about People, Part 2

You can download a PDF transcription or read the content on line at: Learning about People with Adam Zak

Adam Zak is the founder and CEO of Adam Zak Executive Search. He is an accomplished senior executive with more than 25 years of experience spanning the areas of management, consulting, financial and operations management and talent acquisition. He co-authored the book, Simple Excellence: Organizing and Aligning the Management Team in a Lean Transformationclip_image001 detailing the role of senior management in achieving a successful transformation to organizational excellence.

Gettng your Workforce Engaged in Problem Solving 0

In one of my most popular podcasts (Related Podcast and Transcription: A3 Problem Solving) of all time, Tracey Richardson talked about Problem Solving and A3s. However, I have always thought like most things, it is not about the tools and methods, it is about the people.

An excerpt from the podcast:  

Joe Dager:  How do you really get a work force engaged in problem-solving? I think about going out there to the line, do they really want to be engaged in it, or do they just want to go in there, get done with their job and go home?

Tracey Richardson:  Well, I think there’s a combination of both, and I think a lot of it is leadership setting the example. If leadership doesn’t come down on the floor, and they stay in their office, so to speak, and there’s no interaction or engagement and those questions aren’t being asked on a daily basis, then, sure, I think you’re going to have more of a lackadaisical work force that does just want to do their eight-ten hours and go home. I think it starts with leadership setting the expectation very high that we do have standards. When we are below standards, “What’s the expectation of me, at that point?” The leaders have to ask the right questions. It’s also good if you visualize your problems in the workplace.

For me, in my experience at Toyota, we had the visual board. Some folks call them the scoreboards. We were always able to see where we are, in regards to the company standard: the expectation of where we should be. When we weren’t, we had things like, quality circles that allowed our member engagement at the floor level, to be able to get involved and make change.

That’s a way to engage the workforce: suggestion system. We do have kaizen events, or what we call, “Jishuken,” which is a problem-solving event. I think, it’s up to leadership to really set the example, and set those expectations high for that work force to have, when the manager comes down and they’re doing their ‘go?and?see’ on that daily basis, and sometimes hourly basis, in some ways, that the expectation is there to always, “Where am I, in regard to the standard?”

Ask those questions, because, as a leader in the organization, I was always asking questions of my team leaders and team members, “What’s happening, what’s going on, what should be? Is there any variation today?” It’s developing that problem awareness. If you have that engagement, and that buy?in and that conversation, then those folks are going to have a tendency to be more engage in problem-solving. That empowerment can make a difference.

Lean Sales and Marketing: Learn about using CAP-Do

Lean Engagement Team (More Info)

Can You Make Online Collaboration Easy? 0

Next Weeks podcast guest, Dana Sednek Bowler specializes in eLearning, virtual meetings/collaboration, project management, analytics tools & strategies, and leadership facilitation. She puts these skills to work at Interaction Associates as the online learning manager. Dana Bowler

An excerpt from next week’s podcast:

Joe: What do you think makes online collaboration difficult, or isn’t it? Should it be second nature to us, but I don’t think that it is. I think people struggle there a little bit. Why is that?

Dana:  I actually think our own human nature is what tends to make us challenged in the face of online collaboration because we try to apply the same principles of how you do it face-to-face in an online environment. We try so hard to be like, “Whoa, this is what I would do if everybody was in a conference room together, so let’s replicate that when we do it online.” We forget that there’s all of these really great tools and techniques that you can use in an online environment that you don’t actually have available to you in the face-to-face world, so you miss out on that opportunity to be able to have a collective conversation with 125 people, all at the same time.

That’s available and doable in an online space, but you can never get that done in a face-to-face space unless you’ve got four hours to kill, right? I think that’s the challenge, because we don’t know what we don’t know, and we forget that there’s all of these other tools out there that can helps, kind of, leverage this next generation way of working with one another.

Joe: Could you give me a couple of examples of those tools?

Dana: One that I just mentioned is all about the chat. Being able to frame a question that everybody can answer and respond to. I love to use focused question on top of a chat to get everybody’s answers or responses coming.

Then I like to use a third tool at the same time, like a virtual whiteboard where I can collect or start to throw up onto the virtual whiteboard wall some of the themes that I am seeing throughout the chat that’s coming in. All of a sudden, I’ve gotten everybody’s voice heard. Everybody has the ability to type in something, and then I’m able to pack up all of the comments or insights into some key themes that I’m hearing in a meeting, for example. Then I look at the whiteboard and I see – OK, so it looks like we’ve got three or four themes that are running throughout this conversation.

Once we do that, then we can use another tool like, either a poll or a pointer tool to say – OK, now let’s prioritize. Now that we’ve got these three themes that are important to us, or these five themes that are important to us; now let’s vote. Which one do you feel is the most important or relevant to the work we’re doing today. So, then you crowd source this ability to prioritize the focus for the meeting, and you’re getting feedback on where the energy in the room is, or where the energy of the content is located – and that’s really helpful. It is to say that there’s a whole lot of tools out there, but it’s more important to know how to use the tools to get at what it is that you want to achieve with your meetings.

Lean Engagement Team (More Info): The ability to share and create knowledge with your customer is the strongest marketing tool possible.

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Peak Learning Mind Map 0

Looking through my Accelerated Learning information, I ran across an old favorite of mine, Peak Learning.   This work is based on the Accelerated Learning trend of the 90’s. I appreciate so much of that work since it is laid out base largely on the learning style of the individual versus on the way we want to construct learning. I also think teams and to some extent organizations develop a certain learning style that we should recognizing as we our developing training programs.

Download the PDF on Peak Learning

Peak Learning