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3 Best Practices to Obtain and Retain Top Talent

January 27, 2025/0 Comments/in Books, Career, Guest Blogger, Leadership, Training /by Trevor Jones

 

number 3

The top talent your organization needs is bullish on the future. Here are three best practices we found to obtain and retain your best employees.

Today’s post is by Mark Miller, author of Talent Magnet.

Top talent is bullish on the future. Many would say they’ve already been there in their imagination and are excited about the prospects.

In late 2017, my team and I, with outside assistance, finished a research project where we sought the factors that attract what I like to call top talent. That private research gained insight from more than 7,000 people, collected through various methods across the U.S.

One of our findings is the fact top talent has more of a future bias than their fellow employees. So much so, a brighter future is one of the attributes they consider when evaluating an organization or job opportunity: “Will this place and role help me prepare for my future?”

What is the role of leadership then?

Our research identified three best practices to help top talent realize their preferred future while serving the organization along the way.

Champion Growth

If your goal is to help top talent grow into a brighter future, you can do countless things over the months and years to assist these most talented people. But, there may be nothing more critical than your continuing efforts to champion growth.

Champion is not a term you hear often as a verb; however, in this context, it is the perfect word. To champion growth means you will fight for, defend, promote, affirm and assist others as they attempt to grow. Not only that, you’ll do all of this with tremendous energy, enthusiasm, passion and fervor.

Everyone needs a champion when it comes to growth.

As a leader in this role, you may serve as a resource or assist in securing resources. You can also nurture and facilitate growth by expecting every person to have a written development plan, and don’t miss the power of encouragement along the way.

One of the most satisfying parts of your job as a leader should be helping others reach their full potential, often far beyond what they believed was even possible. Wise leaders understand to become a talent magnet they must champion growth.

Provide Challenge

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How to Lead with Relaxed Intensity

January 20, 2025/0 Comments/in Books, Guest Blogger, Leadership /by Trevor Jones

climber

Today’s post is by Greg S. Reid, author of Think and Grow Rich: “Stickability”

Who wants to follow a captain who would panic at the first sight of crisis or even worse – bail on their ship?

Seems no matter who it is that inspires us most; the common trait they all possess is what’s referred to as relaxed intensity.

This is a person who is calm through a storm, and can maintain their composure through most challenging times.

Imagine a commercial pilot coming on the intercom and freaking out when experiencing a little turbulence.  The entire crew and passengers would become immediately concerned as well.

The key is to keep calm, hang on and inspire others to follow suit.  This is the sign of a true leader.

Enter our hero – Pem Sherpa.

Pem is a young, bright-eyed boy who falls in love with a special girl from the other side of the mountain in a village that holds different religious beliefs than his own.  Their love resembles a modern day Romeo and Juliet story as they were forbidden to date one another because one was Buddhist and the other Hindu.

As time drew nearer to when the parents of the love of his life were to marry her off in an arranged ceremony, he takes her by the hand and points to the top of Mt. Everest.

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Dear Diary, Make Me a Better Leader: 4 Reasons You Should Start Journaling in 2025

January 13, 2025/0 Comments/in Books, Business Toolkit, Career, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

 

journal

Reflective journaling gives you an honest look into the mirror, and such authentic awareness not only encourages you to make the right decision, but to do so in a timely manner.

Today’s post is by Dr. Sam Adeyemi, author of the upcoming book, “SHIFTS: 6 Steps to Transform Your Mindset and Elevate Your Leadership”

Did you write down your New Year’s resolution? If so, you’re 10 times more likely to keep it.

If you wrote down one idea and typed out another, which do you think would really stick? You guessed it.

Writing things out with our own hands holds a special place in our hearts — and minds. In fact, I bet many of you reading this right now received a brand new journal or diary as a holiday present. If not, I bet you thought about buying one as a gift. A new year signifies renewal, and keeping a journal always feels like a healthy and rewarding way to begin a new chapter or start a new journey.

And our assumptions are absolutely correct. Studies of psychotherapy practices have proven time and time again that self-writing can be transformative. What’s more, these benefits aren’t confined to acute medical situations. In the business world, “constructive self-talk” is directly linked with effective leadership and an increase in overall creativity, making journaling an essential tool for the most successful executives.

But why? What is it about keeping a journal — simply writing things down — that can turn the tide for even the most struggling executives? I’ve spent decades advising successful business leaders around the world, and there are four clear-cut reasons I tell all of them to start journaling right away.

1. Journaling provides clarity when dealing with the present.

Do you remember those “You Are Here” maps that used to mark the entrances of shopping malls across America? After a few steps inside, you were immediately confronted by a two-tone, two-dimensional map with a giant star labeled “You Are Here.” If you had just arrived at the mall for the first time — as was often the case — these maps were at least momentarily useless. Without any real context, you couldn’t really make sense of what was in front of you, and the “You Are Here” felt almost like a mockery to those who had no idea where “here” actually was.

If you want to know where you’re headed, you need to know where you are. If you want to know where you are, you need to know where you’ve been. Executives need a clear, high-level look at every situation that extends into the future and back to the past. They don’t simply need to know “We Are Here.” They also need to know “We Were There” and “We Will Be Here,” and they might even need to draw a line that unites all three.

Journaling makes this possible. It reinforces your recollection, promotes more comprehensive cognitive processing, and triggers more brain activity across the board — all while taking less time than typing things into a phone or computer. Essentially, journaling draws you a better map for navigating your metaphorical mall. A map in three dimensions with crystal clear context.

2. Journaling promotes mental well-being.

For many business leaders, mental health and personal well-being are at an all-time low. More than three-quarters of all US workers reported significant work-related distress in the last year, and over half of all managers say they feel “burned out” at the end of any given workday.

These heightened levels of stress not only threaten your organization’s working culture as a whole, but they also undercut the effectiveness of your leadership. Absent any healthy outlets for their distress, nearly 70% of executives say burnout is affecting their ability to make critical decisions. Since these high-level decisions greatly influence every aspect of the organization, it is imperative they are made from a place of clarity and personal safety.

Expressive and reflective journaling is one way to get there. Self-writing can help individuals cope with stressful events and soothe their own latent anxiety. These mental health outcomes could be transformative for most modern executives. Even leaders in neuroscience are sounding the trumpet about the big benefits of leadership journaling.

3. Journaling naturally supports more comprehensive CPD.

Have you ever heard of the term “phototropism”? To be honest, neither had I until somewhat recently. Phototropism is the scientific name for the process by which plants naturally bend toward sunlight, and it’s a big part of their survival mechanisms.

Likewise, continuing professional development (CPD) is essential to the survival of any organization. Studies in both education and medicine revealed an almost-immediate performance dropoff when CPD was neglected by an individual or team. Conversely, routine journaling documents personal growth and makes CPD a very public part of the organization’s working culture.

So, who needs to step up? The professional development practices of an organization’s leadership have a direct impact on CPD as a whole. As such, the most successful executives put CPD at the top of their personal list of priorities. All leadership journaling should include detailed CPD records, including successes, failures, and reported benefits. Such a paper trail sets the tone and makes any formal CPD auditing process seamless and straightforward.

4. Journaling replaces reactive leadership with proactive leadership.

In Back to the Future II, Marty McFly unleashes a universe of problems when he steals a sports almanac from 2015. The almanac eventually finds its way back to 1985 in the hands of his nemesis, Biff Tannen, and the consequences are disastrous. Marty steals the almanac knowing how high the risks are for something terrible to happen. So why does he do it? Because the book holds knowledge about the future, and there are few things more tempting than your own crystal ball.

Routine journaling isn’t a time machine, and it isn’t going to help you place a bet on the next World Series. That said, it does offer something almost equally valuable to the modern executive: the ability to be more proactive in one’s leadership. Reflective journaling gives you an honest look into the mirror, and such authentic awareness not only encourages you to make the right decision, but to do so in a timely manner.

shifts bookAtlanta-based Dr. Sam Adeyemi (SAY: Ah Day yeh me) is CEO of Sam Adeyemi, GLC, Inc. and founder and executive director of Daystar Leadership Academy (DLA). More than 52,000 alumni have graduated from DLA programs, and more than 3 million CEOs and high performing individuals follow him on top social media sites. He is the author of “Dear Leader: Your Flagship Guide to Successful Leadership.” His upcoming book, “SHIFTS: 6 Steps to Transform Your Mindset and Elevate Your Leadership” (Wiley, Feb 2025), is now available for preorder. Dr. Sam holds a Doctorate in Strategic Leadership from Virginia’s Regent University, and is a member of the International Leadership Association. He and his wife, Nike (say Nee keh) have three children. Learn more at SamAdeyemi.com.

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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2025/01/20250112-Journal.jpg?fit=1920%2C1442&ssl=1 1442 1920 Trevor Jones https://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.png Trevor Jones2025-01-13 08:02:572025-01-12 00:02:39Dear Diary, Make Me a Better Leader: 4 Reasons You Should Start Journaling in 2025

The Flexible Presenter: Preparing For The Inevitable Time Squeeze

January 6, 2025/0 Comments/in Books, Business Toolkit, Guest Blogger, Leadership, Strategy /by Trevor Jones

presentation

Being a flexible and dynamic presenter is a skill that not many people have. If you’re able to master it, you’ll be noticed and appreciated, which will enhance your reputation and career.

Today’s post is by Mike Schiller, author of High Impact At Low Decibels: How Anxiety-Filled Introverts (And Others) Can Thrive In The Workplace.

“What do you mean I only have 10 minutes to give my presentation? I was scheduled for 30!” How many times have you found yourself in that situation? As frustrating (and unfair) as it is for the presenter, it’s part of life in the business world, where meetings run late and plans change. The way you handle it can have an impact on your career, as a reputation enhancer or as a career derailer.

Years ago, my two peers and I were scheduled to give a presentation to our primary stakeholders. We were each supposed to present on a different topic and had 45 minutes total, meaning we each had 15 minutes to talk. I was going third, and you can probably predict what happened. The first two speakers went long. By the time I got up there, we were out of time. So, what did I do? Did I shorten my presentation? No. Did I acknowledge that we were out of time and just skip doing my presentation? No. I delivered my entire presentation as planned. I mean, that’s how I had practiced it. What else could I do? And I took every question from the audience. I mean, they had questions – wouldn’t it be rude not to take them? But by taking this approach, I got us, and therefore the customers’ meeting, even further behind.

After it was over, I felt terrible. I knew I hadn’t handled it well. I went to my boss’s office the next morning and asked if my career was over. He said that it wasn’t but was glad I asked. He then proceeded to give me some guidance and advice: “You had the opportunity to be a hero and you didn’t take it. Your two peers put you in a tough spot and everyone in that room knew they had put you in a tough spot. But instead of taking the opportunity to be a hero and keep the meeting from falling behind, you delivered your entire presentation. You tried to talk fast. That never works. And then you took every question from the audience. It’s always the speaker’s responsibility to control the audience and the flow of questions. You could have gotten up there and said ‘We’re out of time, so I’m not going to go through my slides, but here are the three key points I wanted you to take away from my presentation. I’ll be available during the break and will be happy to answer any questions you might have.’ You would have gotten the meeting back on track and everyone in the room would have appreciated it.”

This was profoundly good advice and something I used to shape my preparation process for the rest of my career. I was determined to never make the mistakes I made in that meeting again. If you present at many meetings, you will find yourself in this situation, especially if you’re toward the end of the agenda. People are terrible at sticking to their time slots. And it annoys everyone in the room. You WILL be put in the position where your time slot gets squeezed, which means you WILL have the opportunity to be a hero.

After this incident, I was always the guy who stuck to his time slot. If you give me 20 minutes, I’ll be done in 20 minutes. If you give me 20 minutes and the meeting is running 5 minutes behind, I’ll be done in 15 minutes.

There were three keys to making this change to my presentation style.

First and foremost is advance preparation. When preparing for a presentation, I think ahead of time about what I’ll do if I only have 10 minutes, if I only have 5 minutes, and if I only have 1 minute. That exercise helps me think through the key points of my presentation, which puts me in a position to be dynamic and pivot “on the fly” if necessary. Caveat: while many presentations are ‘informational’ in nature and can be shortened and summarized, there are others that are intended to lead the room in reaching a decision, which might not be practical in 5 minutes. But by thinking it through in advance, I can determine the minimum amount of time I need and be prepared to say something along the lines of “We’re not going to have time to arrive at a decision, so I’ll cover the highlights and follow up offline (or set up a follow-up meeting or what-have-you).”

Second, if it’s my turn to speak and the meeting is running late, I’ll directly address it with whoever’s in charge of the meeting, asking if they still want me to wrap up per the original schedule or if there’s flexibility. That allows for expectations to be set up front and reduces opportunities for frustration on the part of the audience.

A third tactic is to have a way to see the time. You can’t stick to your time if you don’t know what time it is. When I arrive at the presentation location, I quickly look for a clock on the wall that I can see while I’m presenting. If there isn’t one, I’ll put my watch on the podium or table before I start speaking. Looking at a watch on your wrist while you’re presenting is distracting to the audience and isn’t a good look. It makes it seem like you’d rather be somewhere else. It’s much less noticeable to glance down at a watch that’s on a nearby surface. The same concept applies if you want to use a timer or clock on your phone. Don’t pull your phone out of your pocket and look at it while you’re presenting. Place your phone somewhere where you can occasionally glance at it.

This skill of being a flexible and dynamic presenter is one that not many people have. If you’re able to master it, you’ll be noticed and appreciated, which will enhance your reputation and career.

mike schiller bookMike Schiller, author of High Impact At Low Decibels: How Anxiety-Filled Introverts (And Others) Can Thrive In The Workplace, has more than 30 years of experience at Fortune 500 companies and most recently was vice president and chief information security officer at Texas Instruments. He is a graduate of Texas A&M University and is currently president of Onward Consulting, specializing in information security and audit consulting. Schiller is an anxiety-filled introvert and enjoys helping others with similar challenges succeed.

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!

 

 

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Breaking the Four-Minute Mile In Business

December 10, 2024/0 Comments/in Books, Communications, Guest Blogger, Leadership, Training /by Trevor Jones

track starting line

You may not be the next Roger Bannister, but you can be the person who coaches him or her. Here’s how.

Today’s post is by Steve Farber, founder of The Extreme Leadership Institute.

Do you ever fantasize about being the first person on Mars or the next Steve Jobs? How about something more in the athletic realm, like the runner Roger Bannister, who famously broke the four-minute mile in 1954? He went the distance faster than anyone had done before him and achieved something once thought impossible. Surely you know him and his story well.

But have you ever heard of Franz Stampfl? He’s the unsung hero of track and field, an Austrian coach who mentored many of the athletes who gained fame for beating that record in the years since Bannister.

I recently read an archived profile of Stampfl in Sports Illustrated and was very impressed, but not by his aggressive approach or his specific coaching techniques. What struck me is that he transmitted love to those he was mentoring. You wouldn’t think that would be the important ingredient in getting people to run faster, but it was. One of the athletes, British two-time Olympian Brian Hewson, was quoted as saying:  “I never realized it was possible to work so hard in training and love every minute of it until I was coached by Franz. He makes running appear like an expression of beauty instead of a tough grind.”

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Managing the Safari Way

December 2, 2024/1 Comment/in Books, Communications, Guest Blogger, Leadership /by Trevor Jones

 

zebras

Plans and strategies get derailed on a daily basis. Unpredictable issues, market forces, and unforeseen circumstances can all throw your plan off track. Being flexible, having contingency plans in place, and trusting others can help you overcome these obstacles and get back on track.

Today’s post is by Larry Ackerman, author of The Identity Code.

I’m just back from my third trip to Tanzania – a three-week immersion into a startlingly different land, whose people, animals, birds and weather never fail to help me see life more fully than I otherwise might. These safaris give new meaning to the word perspective.

Safari, which literally means journey, is defined above all by its unpredictable nature. Yes, there is an itinerary – a plan, as it were – but the real adventure unfolds in ways that includes a variety of unexpected pitfalls, which need to be reckoned with in the moment. This reality got me thinking about the surprising connections between safaris and managing organizations. Here are five such connections to consider as you strive to help your organization succeed.

Getting stuck in the mud

The safari situation:

Eleven of us are in two Toyota Land Cruisers when a back tire on one of the trucks suddenly slides into a muddy ditch: We’re completely stuck. The second truck comes over, unfurls a tow-rope that can pull five thousand pounds, hooks it to our undercarriage and with a lurch pulls us free so we can safely continue on our journey.

The management situation:

In business, getting stuck in the mud can show up in a number of ways. One is when a company has been very successful. So much so, that it has come to take its success for granted and, unwittingly, has developed myopia about its own vulnerability.

One day, management realizes that its seemingly indomitable market relevance is waning. In short, the company is stuck in a self-imposed muddy rut, unclear about how to move on. Maybe extraction will take a new CEO, or a merger or some other meta-change. Perhaps less drastic measures are possible. In any event, to avoid getting stuck in this particular kind of mud, surround yourself with well-intended skeptics, as well as avid supporters, who won’t hesitate to pull you up by challenging the assumptions that led to your success in the first place.

Changing a flat tire while surrounded by wild animals

The safari challenge:

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Stop Worrying about People Leaving and Start Greening Your Own Grass

November 26, 2024/0 Comments/in Books, Career, Guest Blogger, Leadership, Training /by Trevor Jones

 

grass

Instead of worrying about your people leaving and having problems with your Millennial population, invest in their development in a personalized and meaningful way.

Today’s post is by Lee Caraher, CEO and Author of The Boomerang Principle.

Today, the managers’ lamentations of “Millennials aren’t loyal!” and “why should I put any time into training these people when they’re going to leave soon and I’ll have to start all over again?” are loud and frequent. Job hopping, disloyal Millennials seem to be at the center of all complaints in talent discussions no matter what region or industry.

The conversation is misplaced. In general, Millennials have learned by watching their parents and the news that no company will automatically “take care” of any one employee over the long haul. Moving from place to place and position to position is a well-informed career strategy for this generation.

The day we hire someone, we know they are going to leave; what we really don’t want is someone to leave before we want them to. Stop worrying about good people leaving “early” and start worrying about mediocre performers staying. Focus on ensuring that the “lowest” performers have the training, mentorship, and feedback loop they need to improve and thrive. The byproduct of this approach will be that the higher-performers will stay longer in this type of green-your-own-grass environment.

Green Your Own Pasture

Mentoring

The number one request by Millennials in the workplace is help finding a mentor – over 73% rank “getting a mentor” as “extremely important.” This isn’t that surprising when we factor in the close relationship so many Millennials have with their parents through and after college. They are used to, and seek, beneficial relationships with older people from whom they can get input.

By matching up our teams into mentor-mentee relationships we are providing a significant dynamic for everyone that helps maintain an association to our organizations.

Specific and Timely Feedback

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Improve Your Culture, Buy a Chicken!

November 11, 2024/1 Comment/in Books, Communications, Guest Blogger, Leadership /by Trevor Jones

 

chickens

Building a remarkable organization is all about building the right culture. By focusing on values, living them every day, and remembering how your people create value for you and you for them, you can create the distinctive culture you seek.

Today’s post is by Dr. Randy Ross, author of Remarkable!

I was having lunch with a friend who told me about an interaction that he had with one of his team members. Apparently, he caught wind that a young lady who reported directly to him was at her desk, crying inconsolably. After inviting her into his office, he began to inquire about what had upset her so. Being a newlywed, she was experiencing difficulty adjusting to married life and a number of challenges had come their way, compounding the stress. But, the proverbial straw that broke the camel’s back was that her favorite chicken had died suddenly from an unknown cause.

When she shared the news of her departed fowl friend, he wasn’t sure how to react to the non-cackling conundrum. Not living in a rural area, he was in a quandary imagining how, or even why, she would have chickens. But holding his intense curiosity at bay, he expressed great empathy and comforted her to the best of his ability.

When she left his office, he knew exactly what to do. He needed to buy a chicken. But buying a chicken turned out to be far more complicated than looking for little cluckers on Craig’s List. Evidently, purchasing live poultry is highly regulated. After doing a little research, he located a hatchery several states away that eagerly schooled him on purchasing her preferred egg producers.

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Communicating Strategy is as Simple as Creating a Map

November 5, 2024/1 Comment/in Books, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

map of the united states

Strategy doesn’t have to be something reserved for executives or communicated in a secret language that most people don’t understand. By creating a simple strategy map, you can effectively communicate your strategy to your entire organization.

Today’s guest post is by Sanjiv Anand, author of Execution Excellence.

A few years ago, I visited a client who was the CEO of the subsidiary of a major French firm. Waiting in his conference room, I saw not art, but power point slides decorating his walls. When he walked in, I asked him what was going on. He said he had the slides up there because he had a significant number of employees take a walk through the conference room each week and read the slides. He felt it was the most effective way to communicate his strategy to his team. I know it sounds funny, but it’s not. Look at what extremes people go to to communicate strategy.

For too long strategy has been the like the keys to the executive washroom. Those who have the keys know what the strategy is. Unfortunately, those who have to execute it have no clue. Town halls, the quintessential American invention of CEOs sharing their wisdom on the direction of company and key themes, don’t do justice to the topic of strategy.

Many firms have attempted to deal with this by expanding the involvement of a large number of employees in the strategic planning process, supposedly a more democratic process as it’s bottom-up. These initiatives are clearly pushed by HR professionals seeking employee empowerment.

The reality is none of this works. Not decorating the walls with power point art, nor the bottom-up approach. The bottom-up approach doesn’t work because as one goes deeper in the organization, the role becomes less strategic and more operational. And the tendency of management taking a bottom-up approach is to then think operationally and what the potential strategy could be keeping current processes in mind, while good strategy is about change and innovation.

So what works?

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Ten Things Great Leaders Do

October 29, 2024/1 Comment/in Books, Guest Blogger, Leadership /by Trevor Jones

 

number ten

If our businesses are to be successful, we need to move from an era of command and control to a system of “leadership by consent.” Here are ten things great leaders do to make that shift.

Today’s post is by Debra Corey, author of Build it: The Rebel Playbook for World-Class Employee Engagement.

The role of leaders is changing. More than ever, our employees are demanding visible, accountable and valuable leadership. We’ve moved from an era of command and control to a system of “leadership by consent.”

The voice of our employees has never been more powerful, with social media, open communication and public reviews leaving nowhere for leaders to hide if they don’t meet their employees’ demands. Sites like Glassdoor, which has 41 million people visiting each month, allow employees, past and present, to easily leave anonymous reviews of a company and its leadership. And with 80 percent of candidates reading Glassdoor reviews before applying for a job, as well as customers and even external investors visiting the site, we can no longer ignore the influence and power of employee reviews.

In Build it: The Rebel Playbook for World-Class Employee Engagement, co-authored with Glenn Elliott, we address this new world of leaders, as well as other critical engagement elements, through our engagement model called The Engagement Bridge™. Using this model as a framework, we talk about the urgency for businesses to start treating employees differently in all areas in order to improve employee engagement and get better business results.

As part of our research, we conducted a study of 350 millennials, asking them what they wanted and expected of their leaders, and had them prioritize leadership traits. The result is what we call “Ten things great leaders do,” and they are:

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3 Things You Must Get Right if You Want Happier Customers

October 14, 2024/0 Comments/in Books, Business Toolkit, Customer Service, Entrepreneur, Guest Blogger, Sales /by Trevor Jones

number 3

Customer loyalty takes just as much energy to build as new customer growth. Unfortunately companies spend too much time focusing on new customers and not taking care of the ones they already have.

Today’s post is by Noah Fleming, author of The Customer Loyalty Loop.

Most executives I talk to feel like they’re drowning in data and yet anyone and everyone within the organization is telling them they need more and more data! Do you ever feel overwhelmed with all the things you need to worry about, let alone the collection of “big data” with the belief that data might help you generate better customer relations, or a more loyal customer?

I’m going to let you in on a big secret. The companies and clients that I work with who are at the top of their games, or continuously increasing revenue are only really placing a concerted effort on three key areas. I’m going to warn you, there’s nothing ground-breaking here that you don’t already know, but how these companies are focusing on these areas might surprise you.

I’ll tell you until the cows come home that most organizations are too focused on the new customer at the expense of their existing customers, but I’m also a realist. The current customer is the beating heart of any great business, but you need new customers to grow. Anybody who tells you otherwise should be thrown from your office. Today we’re going to about new and existing customers.

The first area that these companies excel in is their uncanny ability to sell to their existing customers more often. I said sell, not just “market to,” and not just putting offers in front of them, but selling. You need the same level of gravitas and effort that is put towards new customer acquisition, applied to selling more to your existing customer base. That requires a customer retention process. Most businesses have a sales process but not a retention process. The best companies do.

I once heard an author and marketer say that all great sales and marketing is just about sharing your message over and over again. He might have been half right, once. A decade ago, maybe a quarter right. Now, it’s more like a tenth.

If you want to sell to your prospects and existing customers either the first time or the sixth time, then you need to get three things right. But you need to get them right, all the time and every time.

Awareness

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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2022/03/20220323-Number-3.jpg?fit=1920%2C1280&ssl=1 1280 1920 Trevor Jones https://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.png Trevor Jones2024-10-14 08:02:022024-10-14 00:51:243 Things You Must Get Right if You Want Happier Customers

This Hidden Enemy is Making Your Job Harder than Necessary

October 7, 2024/0 Comments/in Books, Career, Entrepreneur, Guest Blogger, Leadership /by Trevor Jones

woman hiding behind leaves

We can be victims of our own thoughts holding us back. False equivalencies limit our beliefs and can turn our greatest strengths into barriers and limitations.

Today’s post is by Elizabeth B. Crook, author of Live Large: The Achiever’s Guide to What’s Next.

As a business leader, you know the challenges of managing cash flow, dealing with personal issues or handling a customer who is dissatisfied – all problems we sign up for as leaders. Yet in my work as a business strategist for twenty-five years, there is an issue more common and potentially disabling to leaders than any of the above – limiting beliefs.

Back in the 50s Walt Kelly, creator of the comic strip character Pogo, expressed it best, “We have met the enemy and he is us.”

 One way limiting beliefs show up in our lives is in the form of false equivalencies. False equivalencies are defined by the belief that doing something or not doing something will make us “good” or “bad.”

Here are three common ones – you might recognize in yourself – I know I did!

Abandoning a project/goal/position = being a quitter

Tolerating unacceptable conditions = being patient

Taking time off/resting = being lazy

False equivalencies can keep us trapped in situations, limiting our options.

Mark, a CEO of a rapidly growing manufacturing company, came to me for some “next step” work when his company was going through a growing phase. He had a loyal team who had been with him since the company’s formative years, yet he was resisting trimming out the staffers who weren’t able to grow with the company and adding more experienced management to his team.

Puzzled at first, I recalled Mark’s telling me about the early years. “We had an investor, who was wise and eager for us to succeed. During his lifetime he supported us and mentored me to become the leader I am today. Not only that,” Mark continued, “but my father also gave me lots of runway to learn and grow. Even when I messed up, he cheered me on. Their loyalty and belief in me changed my life.”

Because of Mark’s positive experience with loyalty, he had an unwavering belief that if you cared about people, you stick with them, mentoring and training them into being the executives they needed to be.

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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2024/10/20241006-Woman-Hiding-Behind-Leaves.jpg?fit=1920%2C1272&ssl=1 1272 1920 Trevor Jones https://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.png Trevor Jones2024-10-07 08:02:572024-10-06 23:19:56This Hidden Enemy is Making Your Job Harder than Necessary
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