What is Your Value to Your: Customer & HQ?

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Differentiation Technique: Effective Account Management

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Introduction

Effective account management encompasses many functions within, including, on top of a comprehensive list, three essential skills: Customer Relationship Management, Sales, Negotiation and Back-office/HQ Support Management.  In order to manage your account, you need to be strategic in all these four areas because they represent different goals and very often at different occasions, although not necessarily a set rule.  Therefore, planning every customer encounter becomes the key in developing your account with that customer in order to match your timely targets – Be Strategic!

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Increase Sales to Increase Revenues: A Case of Strategic Planning

New Year, New Goal … Really?

It is year-end and all the organizations are trying to fit in the last deal for this year and securing new customers for next year.  It is also the time to rethink what we did well and what we can do better next year.

Many of my clients come to me and tell me they wish to double, triple and quadruple their sales and revenues.  This is usually the beginning of a journey of uncovering a plan because, as their business coach and strategist, I simply ask:  “How do you plan to do that?”

The dialogue continues and we discover that a plan to achieve that desire of increased revenues has not yet been branched into specifics on essential elements that need to be assessed, for example: staffing, processes, pricing, resource allocation, budget revision, new products/existing products, what the customer is complaining about, and many more.  One of the key factors is to reflect on the rate of customer satisfaction so far and what is (if at all) stopping organizations from gaining repeat business from existing customers and new ones.  In addition, it is absolutely important that we look at the organization’s stakeholder satisfaction so we may also come up with strategic objectives, operating plans for processes, identify the missing capabilities and stakeholder contribution that we will need in order to achieve those desires of increased sales and revenues – The Goal!

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“The Irrational Side of Change Management”

This article, by Carolyn Aiken and Scott Keller, presents food for thought especially for leaders that need to implement change, despite its size.  It discusses nine insights as to how human behavior may get in the way of applying Lawson & Price’s (McKinsey, June 2003) “The Psychology of Change Management” four conditions that bring behavioral change to success: 1) Compelling Sotry; 2) Role Modelling; 3) Reinforcing Mechanisms; 4) Capability Building.  

In short, it is a question of appropriately applying governance and communication in the right time with the right energy without missing the mark.

http://www.mckinseyquarterly.com/The_irrational_side_of_change_management_2335

“Why Good Bosses Tune Into Their People”

This article, by Robert Sutton, provides an excellent example of organizational behaviors being observed and replayed to their leaders.  There is a general misconception and gap of perception between how leaders look at themselves and how their subordinates perceive them by experiencing their behaviors.  Realizing that organizational pressures in a more competitive environment help to condition leaders’ behaviors and their capacity to be resilient, this article just about sums up some facts in organizations.

Its tips are worthwhile taking into account, simple, short but not necessarily easy to implement… if you are a boss, it’s a test on your ability to do introspection and begin change with yourself so you trigger change from others.

Enjoy the article and good luck!  http://www.mckinseyquarterly.com/Why_good_bosses_tune_in_to_their_people_2656

What is Thought Optimization?

Thought Optimization© Defined

After studying numerous researches and literature on how our physiology is built and understanding the power we have in mastering and regulating our thoughts impacting others based on how we feel by the decisions we make and the mood we had when those decisions were made, I realized that all the literature written by such ‘star’ medics, scientists and very intelligent people had one common purpose: to teach us how we can best learn how to control ourselves.  This control is a positive one, in my perspective, out of the humility of what we have learned (through science and mindfulness) and having to accept how we are as human kind, yet understanding the advantages and the power of self-will, in order to execute upon us a process of growth, which brings about: read more

The Role of Leaders

Managing your thoughts to sustain performance!

Leaders are hired to think and to create a platform to nurture and allow the thinking process to flourish.  Hence, their role in organizations is to understand, scrutinize and strategize.  But you may ask two very pertinent follow up questions:

1. Who will help the leaders think?
2. What is the correct thinking process?

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Value of Coaching

Singapore is a very cosmopolitan city, with expatriates in and out of town all the time. In these two holiday-season-months of December-January, people begin to fly out to celebrate Christmas in their homes as early as the 2nd week in December and come back around the 2-3 week in January.

Despite this absence, business continues. I just wanted to share that I have recently had 2 clients in these two quieter months that have come from a place of loss and fear to becoming entrepreneurs in less than 4 weeks, which is something they did not even thought of when we first began the sessions.

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Article I

Coaching: What, Why, Who?

What…

The following quote is a definition of coaching delivered by the Global International Coach Federation:

“Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.  Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives. Coaches help people improve their performances and enhance the quality of their lives.  The coach’s responsibility is to:

• Discover, clarify, and align with what the client wants to achieve
• Encourage client self-discovery
• Elicit client-generated solutions and strategies
• Hold the client responsible and accountable.”

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Article II

Why do we need Peak Performance Sustenance?

The easiest way to approach this topic of Peak Performance Sustenance would perhaps be to share a day in Mary and John’s lives.

Case I: Mary

Let’s begin with Mary, a 33 year old corporate employee on a career rise to targeting management level responsibilities by the turn of the year.  She has 8 more months to go to prove her worth through her performance at work.  She aspires to launch a new branding concept for transforming the corporate brand of the company she works for.  Her energy is fully focused on this project, she is so deeply committed that there is no way out now but to move forward.  She is working day and night for her promotion.

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