As a manager most of the time we come to the negotiating table ready to defend our position rather than listen to the ideas of others. This usually complicates the process and leads to fights — many times over very insignificant matters. That’s why it is important to determine in advance where to draw the line — what’s worth fighting for and what can be conceded without damage.

• What are the long-term effects of accepting the other person’s viewpoint?
• Will there be a loss of money or time that will be unacceptable to management?
• How are your employees affected?
• Will the other person’s stand require a number of other changes?
• Is this an ongoing or one-time situation?
• Is there another way to accomplish the same goal?
• Can you use this concession to get something else from the other person?

The leaders need to be out there with the people leading by example, not by words alone. They must “walk the talk.” Good performance must be recognized. Failures must be critiqued. Feedback must be frequent, specific and to the point — critiquing the action and result — not the person.

Employee awareness of competitive and market conditions is necessary and it is best if the people can get involved in gaining this via customer visits, shopping trips, field surveys, etc., and then bring the findings back to communicate to their peers.

People want to work in a place that has meaning and a worthy purpose and they want to be part of the success, then they want to be recognized and share in the rewards for it. That is just fair and right!

You know that the customer is ready to buy by tone of voice, nature of questions or posture or facial expressions. When a prospect asks about delivery and installation, then, too, you are close to closure. It’s time to ask for the sale. If the customer raises an objection, you may have to return to question-and-answer mode again. Once you’ve removed that concern, try to close again. Here are seven tried-and-true closing techniques:

1) Close on a small choice: “Would you like those by the dozen or by the case?” or “Would you want only this software program or the whole package?”

2)Close via small affirmations: “Would you like to see a larger size?” or “Would you like me to fax the agreement to you?”

3) Close on a bargain opportunity. For instance: “These are selling fast—we won’t have them long at this price.”

4) Close on joining the club. “We’re selling to lots of executives like you.”

5) Close on a method of payment: “Will that be cash or charge?” Or, “I’ll invoice you.”

6) Close on approval. “Would you like to try this in your office for a month?” Or, “Would you like to take this home and try it? We guarantee satisfaction or money back.”

7) Close by asking for the order. “We can begin work as soon as you sign here on the contract.”

Do you have any closing tips to add to this list?

Organizations whose human resources department decide to pursue a strategy of recruitment process outsourcing (RPO) should recognize that such a tactic will require a complementary training and development initiative on change management, points out Brett Gerard, RPO practice leader at the Texas-based outsourcing advisory firm TPI. “The best [RPO] arrangements occur when the agreement includes provisions for the implementation of a required change management plan,” says Gerard, “so that the provider re-engineers the client’s recruiting process for optimal performance and efficiency.” To help alleviate resistance, change communication must be directed toward recruiting managers, he explains, so that they understand how recruiting practices will change and what will be expected of them as a result. As reported by HRI. (Workforce Management [Hansen], October 23, 2006, pp. 34, 36)

As reported by HRI, firms with a leadership team that pairs one executive who excels at focusing externally with one who excels at focusing internally may have discovered an essential ingredient to the “blueprint” of success, according to business leader and author David G. Thomson. In studying the 5% of U.S. companies with revenues of $1 billion or more, Thomson found that these “Blueprint Companies” have a “disproportionate impact,” accounting for “56% of employment in 2005 and 64% of market value created.” In his book Blueprint to a Billion: 7 Essentials to Achieve Exponential Growth, Thomson explores factors that influence such success. One factor – the “inside-outside” approach to leadership – stood out in his study. Thomson names “dynamic duos” who capitalized on their individual strengths, with one focusing on outside operations such as sales and marketing and one focusing on inside operations. Teams such as Yahoo’s Jeff Mallett and Tim Koogle, eBay’s Maynard Webb and Margaret Whitman and Starbucks’ Orin Smith and Howard Schultz are examples that Thomson cites. In addition to separate areas of expertise, these pairs must also exhibit mutual trust and respect and work well together to continuously innovate, make quick decisions and correct errors. (Leader to Leader [Thomson], Spring 2006, pp. 22-23)

“what gets measured becomes important”
Dave Adams, 1981

In April of 2006, I published a paper on the Five Levels of Leadership. I have received an abundance of feedback on the paper with particular emphasis being paid to Level Three; The Results Level. I am going to take the opportunity to expand upon this.

Back in my food processing days I worked for a man by the name of Dave Adams. Dave was a tough but fair boss. Many people didn’t care for Dave because of his abrasive and direct behavior but, those were the same characteristics that I admired in him and as a result, I liked working for him.

Always pragmatic and analytical in his thought process he would tell us that we worked for the shareholders and we were expected to deliver results. There was only one reason for being in business and that reason was – PROFIT. Making money is king and if you are making your numbers – great, if not, clean out your desk and get ready for a career adjustment because it’s coming.

As supervisors and managers we have a unique opportunity to judge everything we do. We can use our intellectual yardstick to ascertain if what we are currently doing contributes towards the profits of the company. If they are, keep right on doing it. If they aren’t get rid of these practices before the company gets rid of you.

If you review everything you do, you will find what Dave found. Twenty per cent of what we do is pertinent to profits and eighty per cent if “FLUFF”. As supervisors and managers it is time for us to prioritize. In this time of political correctness, it is time to cut the crap and dedicate your managerial efforts to the bottom line. Products and / or services that are on spec, on time, on budget are not options – they are facts of profitability. Having a clear focus, a vision, dedication and courage to make it happen is what separates the sharp leaders from the rest of the field.