Monthly Archives: September 2007

Consulting Opportunity

Courtesy of the Institute of Management Consulting, please use the contact email below:

Looking for an Experienced OD Consultant

A client in Midwest is looking for a consultant who has experience with mid-market ($35-$100 million revenue) companies in rapid growth mode. Client needs demonstrated expertise advising companies undergoing cultural alignment of acquired companies, in particular people more than processes. Engagement would require helping client leaders evaluate and adjust strategic plan and developing and implementing a system of measurements for client service and retention. Also includes improving communication processes such as aligning messaging from leadership to employees to customers, and maintaining focus through growth. Terms of engagement are to collaborate and partner as sub-contractor for multi- tier, multi-phase project lasting and estimated 12 months.
Contact mwsa@imcusa.org

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The Movies: Aquatic Dog

Just another day at the pool.

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Sticker Shock

I hear occasionally that a buyer has invited a consultant to submit a proposal, but responds with, “It’s just what we talked about, and I understand the potential, but the fee is a sticker shock for us and we just aren’t prepared for that kind of investment.”

How can that happen after a relationship has been built and there has been agreement on the outcomes? Here are the possibilities:

1. This isn’t a real buyer. He or she gave you all the right signals, but there is someone else who actually approves the expenditure and this person has been refused or won’t even take it to that real buyer.
2. You don’t have the relationship you thought you did. This is a buyer, but you were so nervous about forging agreement that you accepted shrugs and moans that had nothing to do with agreement or disagreement. You were too anxious to get to the proposal and afraid to truly explore objectives, metrics, and the project value with the buyer, for fear of being rejected. You accepted superficial friendliness for a true, trusting relationship.
3. You haven’t provided sufficient, tangible value to allow the buyer to see your fee in terms of Return On Investment. The fee is clear, but the benefits are vague and so the project outcomes don’t seem to merit the investment.
4. Your value is very clear but the buyer doesn’t believe it. You’ve either taken too liberal a position with outcomes, or the value is your estimate and you never obtained the buyer’s true commitment to the numbers and impact. The proposal’s ROI, therefore, though substantial, seems theoretical.
5. You haven’t demonstrated the annualized return, and the buyer is solely considering the first-year return, even though the benefits will accrue every year.
6. You never explored budget at all. The buyer had very good intentions, but was poorly educated and had the wrong paradigms about consulting. Consequently, any fee over X sets off all the alarms, no matter what the value. The client doesn’t think in terms of ROI, only staying within a small budget, especially if prior consultants charged by the hour or day.
7. Something intervened. Your priority slipped because of a new company priority.
8. Your proposal wasn’t congruent with your prior conceptual agreement. You may have changed the terms or dates or accountabilities, or the buyer perceives you have, but there is a dissonance which disturbs the buyer.

All of these, of course, can be prevented (even #7) if you take the time to ensure you’re dealing with a true economic buyer; forge a trusting relationship; achieve true conceptual agreement on objectives, metrics, and value; emphasize the importance of the project in the organization’s strategy; and investigate budgetary and cultural realities during early conversations.

The longer you take to establish relationships, the faster you make high quality sales.

© Alan Weiss 2007. All rights reserved.

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At the Emmy Awards %$**&%

At the Emmy Awards the other night, Katherine Heigl, an actress on “Grey’s Anatomy” who won an award for supporting actress, managed to say “s _ _ t” when her name was announced—she said it to her mother, of all people, sitting next to her—and informed the audience that she had “worked her ass off.”

Isn’t it fortunate that she has writers to create an award-winning, articulate character on the show? And aren’t we all fortunate to have these wonderful exemplars for our children to emulate?

Is that really the best you can manage in front of millions of people with an education that, presumably, included improv, acting lessons, Shakespeare, and Dickens? It’s one thing to be coarse, but it’s another to believe you needn’t try to hide the coarseness, no matter what the environment. I expect certain language at a hockey game, but not from a woman who, minutes before, was interviewed outside about her haute couture gown and jewelry.

Earlier, Ms. Heigl took verbal umbrage at the fact her name was mispronounced. I guess we’re lucky she didn’t tell us how she really felt….

© Alan Weiss. 2007. All rights reserved.

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Glass Walls

We ought to stop kidding ourselves about “glass ceilings.” The real problem is “glass walls,” and women (and minorities) don’t seem to get it.

Organizations have promoted women and minorities into the donjon, the inner sanctum, but only in areas of limited access. The promotions take place in human resources, finance, legal, and a few other outliers, interstitial areas of relatively little consequence. When you show me a woman or minority heading up sales, manufacturing, marketing, R&D, and/or operations, I’ll be more impressed.

If there is a minority woman in a meeting of “the senior team” in a client, I’ll bet dollars to donuts that she heads human resources and will usually collect my share of donuts. This is the dead rat under the table that no one wants to talk about. These “glass walls” prevent talented and diverse people from leading major areas in organizational America.

Occasionally, you can find a general counsel who went on to become the COO or CEO of the company, and sometimes the CFO will similarly ascend. But it’s rare. And finding a human resources executive vice president who became COO or CEO is like trying to find a Tyrannosaurus Rex in the Amazon rain forest—theoretically possible, but not worth searching for.

The same holds true for boards of directors, which will feature minorities and women to meet public demands or accreditation requirements, or community standards. But the likelihood is that these individuals will not be the chair, will not head the audit committee, will not serve as chief of the compensation committee, and will usually have to be content with, well, being present.

Don’t point out the exceptions, they only prove the rule. We ought to stop kidding ourselves that we’re making progress with diversity by changing the name of a “manhole cover” to “service cover,” or referring to hurricanes by both male and female names. This is superficial nonsense. (There is a speaker or two actually spouting this inanity. I’m “child-free” not “child-less” she admonishes. I guess that makes me “child-burdened.”)

We’ll only benefit from true diversity when we stop limiting advancement and allow all people, based on abilities, to serve in all capacities. A good start would be to start rotating all those heads of human resources into key line leadership positions effective immediately.

Any takers?

© Alan Weiss 2007. All rights reserved.

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Ecologic Change or Fall?

For the past several years we’ve had less fish in the large pond than ever before, and those remaining are quite small fish. There is evidence that one of our two very big snapping turtles has died.

We also have more gorgeous monarch butterflies than I’ve ever seen at one time, often twenty or more visiting the butterfly bush. We have a dozen hummingbirds, despite not even installing their feeder this year. (One visits daily at my den window, hovering like a maniacal helicopter, watching me work at my desk and apparently thinking, “Thank goodness I’m free!”) We’ve had a red fox, two-thirds the size of Koufax, lounging on our front step, dozens of wild turkeys, two eagles, river otters, and a handful of deer come over the bridge.

Seasons change. That turtle was at least 30 years old and could have been 100 for all I know. Flooding might have taken out the larger fish over the past couple of years. There is no sense panicking. The only sense is in rejoicing in new developments and sensations.

As I write this, a strong wind is taking thousands of leaves from our hundreds of trees. It’s not the end of the world. It’s simply autumn approaching.

© Alan Weiss 2007. All rights reserved.

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Framing Initial Meetings

Here are some questions to ask yourself which can determine whether you have an opportunity to develop a relationship rapidly or whether you have to reeducate the buyer. If you’re not certain or too anxious to “deliver” your pitch, step back and evaluate what’s actually happening. The answers to the questions are obvious. The more the buyer stands at “arm’s length” and treats you as a subordinate or vender, the more educating and “pushback” are necessary. The more the buyer sees you as a peer and potential partner, the more rapidly you can develop a trusting relationship.

• Does the buyer sit across the desk or invite you to more comfortable seating?
• Does the buyer allow interruptions or provide you with undisturbed time?
• Do you get down to business within 60 seconds or take time getting to know each other?
• Does the buyer dictate an alternative or ask for your advice and counsel?
• Are you addressed as a vender or a peer?
• Does the buyer accept “pushback” and contrary views?
• Does the buyer attempt to refer you to a subordinate, e.g., human resources?
• Is the buyer amenable to either another meeting or a proposal?
• Are you provided the duration of time promised?
• Is there a definitive next step agreed upon with date and time?
• Does the buyer respond promptly to agreed upon follow-up?

You control these dynamics if you evaluate what’s occurring and react appropriately. Otherwise, you’re just a jellyfish floating with the tides and winds.

© Alan Weiss 2007. All rights reserved.

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The Art of Business, the Business of Art

I’m at the Inn at Rancho Santa Fe outside of San Diego for one of our Private Roster Mentor Summits. This is the second time we’ve been to this facility, and today there was a large art fair on the grounds.

My wife liked the ceramics displayed in one booth, and I asked the artist if she would ship. “Well, I usually don’t…” she whined. “I’ll give you our Fedex account number,” I suggested. The piece cost over $200, would probably break in our luggage, and Fedex could insure it. “I guess,” said the artist, vaguely. My wife said she’d return after looking around some more, which she did.

I had given my wife a credit card and returned to our room. My wife returned not long thereafter without having made the purchase. “She doesn’t take credit cards!” said my wife. When I started looking through my wallet for the cash, my wife said, “Forget it, it’s not worth it.”

How can you be in business, take an entire day to display your work, and not be prepared to ship or accept credit cards? (All you need to do is make an arrangement with any of the numerous nearby artists who did accept plastic.) This woman is engaged in a hobby and avocation, but not a business and occupation.

Are you prepared to provide the normal and expectable support that a typical business provides? Or, are you just painting pretty pictures?

© Alan Weiss 2007. All rights reserved.

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The Dog Star: Doing the Right Things Repeatedly

(The Dog Star is a symbol of power, will, and steadfastness of purpose, and exemplifies the One who has succeeded in bridging the lower and higher consciousness. – Astrological Definition)

Every morning Koufax and Buddy head for the kitchen door which leads to the backyard to take their morning constitutionals. And every morning, Buddy Beagle has a dog toy in his mouth, attempting to take it with him. He will repeat this continually through the day, every time he goes out.

Sometimes it’s a small squeaky toy, but sometimes it’s a big chewy thing, including the five-foot snake both of them play with. We grab the toy, and Buddy gives it up, because he knows he won’t be allowed out with it.

Nevertheless, about once a week, he gets away with sneaking it by us, and sometimes it’s not until the following morning that we find a soggy, mephitic toy which he hid somewhere the prior day. Through perseverance, craft, and a real belief in his abilities, he is rewarded often enough to make it worth his while to cheerfully keep trying.

I’m forever telling consultants that they have to continue to do the right things. In a world of instant gratification, I’m told that people are disappointed because after an interview, a speech, a published article, or an evening of networking, no one was at the door offering a check. If it were that easy, my career wouldn’t exist and you’d be reading a horoscope this morning instead of my blog.

In marketing and selling professional service, you have to do the right things repeatedly, tweaking them a bit as some work better for you, personally, than others. After a while (which may be a year) you will understand what works best for you in your marketplace with your value.

If you’re going to give up every time you’re rejected; or take it personally every time someone isn’t interested; or get depressed every time you don’t “win,” then you need a safer, more secure line of work. Being a cashier in a supermarket, driving a bus, or pumping gas come to mind. These are important jobs which we need, but the performers aren’t in them with the belief they will become wealthy.

Of course, if you’re in consulting and don’t believe you’re here to make your clients and yourself wealthy as a byproduct of the value you provide, then you’re just pumping ideas and cashing checks and driving in circles.

This morning, I found that big snake in the yard. Buddy seemed to be in an unusually good mood, even for him.

© Alan Weiss 2007. All rights reserved.

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Poor Is Relative

This is a non-partisan article, spawned by campaign rhetoric that should be making most of us queasy, including people who build McMansions and claim they are the champions of ending “two Americas.” This is from Investors Business Daily of a week ago, and cited in The Providence Journal this week. Of people classified as “poor” by the census bureau definition:

1. 43% own their own homes, typically with 3 bedrooms, 1.5 baths, and a garage.
2. 80% have air conditioning in the home.
3. 73% own a vehicle (car or truck).
4. 64% own a washing machine.
5. 57% own a dryer.
6. 97% have a color TV, and more than half the households own more than one color TV.
7. 78% own a DVD player or a VHR.
8. Over 33% own a computer.
9. They have more living space per person, on average, than ALL citizens of Europe of ALL economic strata.
10. If split off as a class, the poor households of the US would be in the top 5% of world income distribution (according to World Bank statistics).

By all means, we need to focus on lifting everyone out of poverty, providing jobs, education, and crime-free neighborhoods. But we also have to peel away the political persiflage that distorts the reality of a rising economy helping everyone.

A different, important emphasis, if anyone has the guts, ought to be on the current, obscene levels of executive pay. But that’s a difficult topic when all the candidates are rather wealthy.

© Alan Weiss 2007. All rights reserved.

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