Monthly Archives: August 2009

The Dog Star: Maybe This Time

(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)

This morning, as I was eating my cereal before heading out to my sadistic trainer, I noticed that Buddy Beagle was not all over me trying to get the remnants of my breakfast. He normally scarfs down his own morning meal, then tries to hit on me before Koufax, who chews all his food exactly 32 times, is finished.

I mozied over to the other side of the island where the dogs dine, and found that Buddy, behind my wife’s back, had nosed off the lid of Koufax’s 20 pounds of dog food, and was silently munching away. Koufax didn’t care, since food is a minor event for him, but my wife chased Buddy through three rooms.

Buddy Beagle attempts this move EVERY DAY. He has never been successful in almost five years, but he was this morning. Whether my wife hadn’t adequately secured the top, or Buddy found a new angle, or Koufax helped him out, I don’t know. All I know is, he finally made it.

You have to keep showing up. People in my Mentor Program will bemoan the fact that things haven’t improved even though they are following all the right recommendations. But it’s not just a matter of doing the right things in the right way—it’s also a matter of doing them continually and consistently.

Golfers prior to a shot, basketball players before a free throw, and tennis players just before their serve, will all go through the exact same motions and actions. If the shot or serve isn’t good, they’ll still go through the same regimen the next time. Eventually, more shots are good than bad. We’re after success, not perfection.

Don’t let up. If you do the right things with discipline, determination, and dedication, you will eventually succeed.

Even if you only have four toes.

© Alan Weiss 2009. All rights reserved.

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Bud and the Gang

My neighborhood gang grew up together in a highly urban environment. We were all poor, so no one noticed. (Later, out teachers would describe us as “lower middle class,” which was charitable, at the very least.)

Store owners treated us like the dirt we tracked into the stores. Even though we had some spending money, we were always suspect and never invited to stay. And these places weren’t outlets of Bergdorf’s or Nordstrom’s. One was nicknamed, “Filthy Phil’s,” just to give you the mis-en-scene.

But then a retired man named Bud took over one of the soda shops. He installed pin ball machines in the back, which we could play for a nickel. Large glasses of Coke were ten cents, and a chocolate-covered donut the size of my head was a quarter.

(Digression: We had chocolate, drank sweet drinks, played in the street, ate candy that was pure sugar, some of kids smoked, there were roaches and rats around, and very few vaccinations. Somehow we all grew up, most of us are alive, and just a couple still in jail. Sometimes, listening to the “experts” in the media, I would think that any kind of empirical validity test of their theories would demonstrate that no child ever grew to adulthood prior to 1980 or so.)

In most places, the soda was likely to be warm, out of the fountain. But Bud provided ice. “Wait,” we cautioned at first, “what’s the price of the ice?” After all, cold wasn’t worth the loss of a pinball game or donut.

“The ice is free,” he said, and we looked at each other as if we had found the biggest patsy in the world. Only about a year ago did I realize that the ice filled up (with frozen water) a large part of the glass which would otherwise hold product. We were ecstatic at the time. In retrospect, it seems so was Bud.

He would encourage us to stay, so long as we purchased something if we sat at the counter or tables. He didn’t put a strict time limit on us, but would remind us. Occasionally, we’d get something “on the house.” (One of the three pinball machines was relatively easy to win on, and we were surprised Bud didn’t replace it. I have since realized this was another stratagem.)

None of us wanted to be thrown out of Bud’s, and banishment was unthinkable. The gang hung out there. So we were careful, especially with Bud’s adult clientele, and managed a fine symbiosis.

Bud knew a great deal that people today don’t seem to fathom. The customers want to perceive they are getting a good deal. They’ll conform to reasonable requests in order to perpetuate their good deal (e.g., timely payments, no returns). Above all, they want to be treated like assets and valuables, not like expenses and distasteful interruptions. We always gave Bud the benefit of the doubt when he had to close early or was out of stock of some cavity-inducing candy.

I’m sure Bud has passed on to greater rewards. It’s a shame. I think he would have done wonders running GM, or my soon-to-be-former dry cleaner, or United Airlines. I’m suspecting that Filthy Phil may have had something to do with those.

© Alan Weiss 2009. All rights reserved.

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Caught in the Web (Continued)

Look closely for the brown spider cited in my previous blog post.

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On Alan’s Pond

Koufax the Wonder Dog attempts to hide in the mud and ambush geese. No waterfowl were harmed in this pursuit, but two of us had to bathe Koufax once we got him out of our pond.

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Are YOU Recovering? A Consultant Stimulus Package

The economic signs are clearly improving. There will be continued bumps in the road, but the right vehicle should be able to handle them well. Here’s what you should be doing IF you are optimistic about the future:

• Contact ALL past clients to let them know what you’re doing these days (see below) and find out what they’re doing.
• Reformulate your value proposition (broaden, widen, add depth, diversify, etc.) so that you can justifiably present new value to existing clients. (It’s a “new day” and you don’t need the “same old, same old.”)
• Update and change your photos, web pages, blog, listings, and other public image factors.
• Gather examples of firms, organizations, sectors, clients, etc. that are investing at this point to good advantage. (Example: The mortgage lending industry recently had one of its best quarters ever. Example: Health care and related services are aggressively hiring.)
• Critically and honestly ask yourself where the greatest return is for your marketing time. Have you become “lazy” during slack periods, and are you mistaking Facebook postings for real marketing (e.g., publishing, speaking, networking with true buyers, etc.)?
• Begin a NEW mastermind group with different and diverse people. Try not to be the leader of it if at all possible once its organized.
• Stop reading the “doom and gloom” books and start reading the (relatively few) pragmatic books on how to innovatively and aggressively market and sell.
• Identify and articulate the specific industries, firms, and buyers you intent to try to reach, and enable to reach you, over the next 12 months. If they’re exactly the same as the prior 12 months, ask a trusted advisor to critique your choices.
• Plan and schedule a major project: A commercial book proposal; a new workshop; work abroad; a new web site or blog; a media campaign; a major self-development endeavor.

If you believe in yourself and act as if there is a recovery going on, guess what, you may just find yourself in better shape than ever before. The only stimulus package you need is to get your own mind and energy oriented toward providing value for your buyers. Enthusiasm is contagious.

© Alan Weiss 2009. All rights reserved.

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The Props for Writing on the Wall

We shot The Writing on the Wall today, so I used both cars in one of the opening shots.

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The Hole Story

There was a guy at the beach in Cape May who would dig a hole, a very deep and elaborate hole, every day. It took him over two hours, with a moat, and walls, and depth enough for him to be up to his chest in it. He had three kids, and at one point they started playing football. He yelled, “Hey, stop playing football, we’re digging a hole!” Eventually, the kids would get in this ginormous hole and the rising tide would breach the walls and fill the hole.

I went up to him in the surf and asked why he did the same thing every day.

“It’s the only hole I’ve got,” he said, deadpan. “I only know how to dig this one, and I do it here, in Wildwood, in Seaside—wherever we go.”

“Why?”

“For the kids.”

“But your kids are over there, in the water.”

“Well, eventually they’ll get back to the hole.”

I find a lot of consultants digging their own hole. They are successful, in that they have a lot of business. But the business is killing them, as sure as that rising tide will breach the sand walls that have been overcome for millennia.

Here are some factors to honestly ask of your business model:
1. Are you too labor intense? Are you performing tasks that have no qualitative bearing on the outcome of the project, but you simply ALWAYS include them because you think you should? Most consultants can eliminate about 30 percent or more of their implementation labor in my experience (which is why you never want to bill by the time unit).
2. Are you charging too little, so that you’re making what you’re earning by constant work instead of working smart? When is the last time you thought about charging a lot more for what you accomplish?
3. Do you have a poverty mentality and take on every piece of business you can, no matter at what fee and at what length, because you would never turn business away, even though you don’t really need it?
4. Are you sufficiently delegating tasks to client personnel, or are you afraid to do that?
5. Are you subcontracting the “leg work” and repetitive tasks to others, or are you paranoid that they won’t do it as well as you can?

Make sure you’re not showing up and digging the same hole every day. The kids really don’t want to be in it, it’s repetitive work, and the tide will ensure that you’re building nothing of lasting value.

© Alan Weiss 2009. All rights reserved.

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Value Based Fees and the Law

Here is an excerpt from a letter being sent out by the attorney who handles my litigation (this is used with his permission). I think you’ll find it fascinating and, let us say, ahead of the profession’s curve. While it’s not purely value based, it’s a huge step in that direction. (Tony is a great attorney, if any of you need such services.)

To: Our Clients
Re: Alternative Billing Program

Beginning on September 1, 2009, we will offer our clients an alternative billing program based on fixed charges for designated services, projects and cases within our areas of professional competence. At the same time, we will continue to offer conventional hourly billing where it may be preferable. The purpose of this memorandum is to discuss the new program.

While there are many criticisms of the widespread practice of hourly billing by lawyers, perhaps the most troubling one suggests that the practice tends to reward inefficiency. Lawyers, this criticism contends, are encouraged by the hourly billing system to take more time than is required to complete a task and to extend the duration of a case or project longer than circumstances warrant. Even in those instances where the client is confident that his or her lawyer is using time prudently and efficiently, there is nevertheless the concern that hourly billing places the cost of legal services beyond the client’s control and prediction.

Hourly billing can be unsatisfactory from the lawyer’s perspective as well. To the extent that it provides early, favorable resolution to the client’s problem, hourly billing offers no financial reward for doing so.

Of course, no billing method is perfect. Alternative billing, for example, is likely to engage both client and lawyer in more frequent discussion of fees—indeed, in the uncomfortable and time-consuming business of negotiating fees. In addition, since alternative billing is based on a prediction about the fair charge for the work yet to be undertaken, it will sometimes miss the mark and charge more or less than it should. Despite these and other shortcomings, however, we think it best to make non-hourly billing available to those of our clients who wish to use it for some or all of their work. In the end, we believe that alternative billing will find its way to its most appropriate uses.

Anthony F. Muri
MURI ASSOCIATES LLC
10 Weybosset Street
Providence, RI 02903
401-421-7300 (Voice)
401-421-7352 (Fax)

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