Monthly Archives: September 2009

Newport Report

I’m in Newport, having driven out today to conduct the 12th Million Dollar Consulting® College for the next five days at the Castle Hill Inn. I had the top up and down three times on the way out, dodging rain showers. I arrived in heavy rain. But by the time I had a martini at the bar and my suite was ready, it was beautiful, and I had a cigar and cabernet on the lawn watching a hundred sailboats, a cruise ship, and assorted other watercraft (including what looked like a $10 million motor yacht). As I write this, the cruise ship is sailing out past my 270° view windows, on the same route that the America’s Cup Races were once run here.

I’ll eat at the bar tonight where the chef accommodates me with a very special cheeseburger, better than most steaks. This beats working.

© Alan Weiss 2009. All rights reserved.

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Posted in Peregrinations | 1 Comment

One Year Old

Gabrielle and Alaina are one year old, amazingly. We’ll celebrate next week in New York along with my wife’s birthday.

We again want to thank all of you who prayed, had us in their thoughts, and expressed support for the health and well being of these wonderful grandchildren, two miracles. My daughter, son-in-law, wife, and I extend our prayers and best wishes to you.

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Posted in Announcements | 8 Comments

How to be Perceived As A Trusted Advisor

I developed this list with managing partners from accounting practices in a half-dozen countries while working with them in Atlanta this week. I think it applies to all professional services firms’ principles, and to all entrepreneurs who seek to be a “trusted advisor.” (My thanks to Norman Same of Sydney for setting up this work, which was a result of Rob Nixon asking me to speak for over 500 accounting professionals in that city, my thanks to him, as well. That’s how marketing gravity works!)

How to be perceived as a Trusted Advisor:

• Do pro bono work in the community.
• Publish with third-party endorsement (e.g., business publications).
• Speak at every opportunity when there are influence leaders in the audience.
• Create and maintain an interactive web site.
• Blog, with frequent (e.g. three times+ weekly) provocative issues.
• Conduct breakfast and lunch meetings for networking and discussion.
• Provide free diagnostic products.
• Elicit and publicize testimonials.
• Seek community leadership positions (e.g., planning board).
• Create the proper office environment (privacy, dignity, success).
• Create the proper employee attitudes (courtesy, responsiveness, proaction).
• Create a regular newsletter, hardcopy or electronic.
• Create and promote your brands, and trademark you property.
• Convert intellectual capital (intangible) into intellectual property (tangible).
• Teach locally at a college or university as a guest lecturer.
• Seek professional and trade association leadership positions.
• Create “best practices” from you wealth of experience in your profession.
• Constantly ask happy clients for referrals.
• “Paint others into the picture,” by demonstrating how they can benefit.

If you want to be seen as someone whom important clients can trust and rely on to the degree that fees are not an issue, then you have to walk the talk and talk the walk. How many of these pragmatic actions are you engaged in?

© Alan Weiss 2009. All rights reserved.

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Posted in Business of Consulting, Marketing Examples | 12 Comments

Liar! Liar! Fire! Fire!

Maybe Congressman Joe Wilson didn’t inappropriately yell “Liar!” during the President’s speech the other night, but rather “Fire!”, hoping that would clear out the place so everyone could get back to work (or go back to sleep). (I know that’s illegal in a move theater, but perhaps not in Congress, which offers similar entertainment at much more expense.)

While the national media engage in childish name calling, egged on by cable channel hucksters, no one is paying much attention to the fact that the, ah, recovery, is, er, underway. Everything isn’t fixed, but most of it is sure looking up.

I’ve seen the same phenomena in organizations among management. They meet, discuss, hold side meetings, complain to colleagues, exchange memos and email, give lip service to the powerful, then go back and do what they want anyway. And then I’m brought in by an executive who can’t understand why nothing gets done!

Business gets all tied up in its own shorts the same way as Congress. No one provides the leadership to overcome the interest groups, those who feel ignored, those who believe they are perpetual “victims,” and those who are just intractably opposed to anything new (which almost always includes the legal department, and Congress is chock full of lawyers). I remember being called in for strategic help by a huge, national professional trade association. They had a 54-member board, no executive committee, and 55 different opinions! “We’re going to grow smaller,” I directed.

A major Fortune 25 company stunned me with “pre-meetings,” which were intended to pound out difficulties that no one wanted raised during the official meetings, because no one wanted to seem as though they weren’t team players. This eventually worked, but took about eight times longer than an honest, open debate. One person finally said, exhausted from being so polite, “Let’s put the dead rat on the table!” I found that rather elegant, though my retirement plan was not vested there.

Let’s stop worrying about nonsense, such as the President’s message to kids to study hard, or an organization’s demand that it improve customer service. I’m willing to believe there is no ulterior motive, except for studying hard and improving customer service. We’ve all become too paranoid, driven by media which seem to thrive on paranoia—their own, first and foremost.

You know, as children, we used to scream at those we suspected were trying to scam us, “Liar, liar, pants on fire!”

A coincidental combination? I think not.

© Alan Weiss 2009. All rights reserved.

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Posted in Alas Babylon, Business of Consulting, DASM | 7 Comments

Tales from the Strange World of Human Resources

Most of you know that I feel that HR is an unnecessary function. The transactional stuff is better done on an outsourced basis, and the transformational stuff is too difficult for the usual denizens of HR, who have little credibility and fall victim to every academic and training firm fad ever invented. I often ask skeptics: Can you name me two top HR executives in the last five years who went on to become CEO of Fortune 500 organizations? (You’ll find COOs, CIOs, Actuaries, General Counsels, even Vice Presidents of other functions, but not the top HR person.)

David Fields has kindly donated the following true story:

“Amidst a conversation with the CEO of a large advertising agency yesterday:

” ‘My first job was in HR for and my role gave me access to the profiles of every CEO and senior executive across the organization. After reviewing all of them two things were apparent: first, not a single one made the top ranks from HR; second, every one of them had done at least a stint in sales. I immediately transferred to a spot in sales, and the rest is history.’

“His comment also speaks volumes about the people who choose to stay in HR.”

I once wrote an article for a magazine suggesting that no one should ever be allowed to spend a career in HR. We were bombarded with letters—from career HR people, and no one else!

© Alan Weiss 2009. All rights reserved.

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Posted in Alas Babylon, DASM | 8 Comments

Workshop Workshop

I have three openings in a maximum four person version of the Workshop Workshop, which I’m running at my home in one intensive day, October 22, 2009. You can find the write-up here for the original multi-day session:

The fee is $7500; $6500 for SAC members; $5500 for Mentor Program members. The fee includes all meals, lodging nearby, plus local transportation. Learn to create and market a workshop of any length which will provide huge revenues in this novel, “total immersion” single day approach for a very, very small group. Register with me directly, not on my site: 800/766-7935 (401/884-2778); alan@summitconsulting.com; fax: 401/884-5068.

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Posted in Personal Improvement | Leave a comment

The Dog Star: Hard vs. Smart

(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)

Koufax waits for Buddy Beagle to come through a gate—any gate—and then pounces on him. Buddy, realizing this, fakes his entrances until he thinks Koufax is bored or not looking. Koufax, in turn, pretends to be looking elsewhere—well, you get the idea.

So it was that Buddy ran into the pool area through the gate from the backyard and Koufax whipped around to chase him. Buddy motored around the periphery of the pool, low center of gravity, great on the turns, and clearance underthe diving board. By the time he was halfway around, Koufax had stopped, watched the beagle’s progress, and simply reversed his course to cream him as Buddy came full tilt, tongue hanging out, around the final turn to his starting point. Buddy was intense, focusing on his escape strategy (run like a crazy person) while Koufax took time to size up the overall lay of the land. When you run in a circle, you always return to the same starting point.

It’s always better to work smart, not hard. That must be how German shepherds could take care of so many sheep by themselves. Those sheep are undoubtedly not as smart as Buddy.

Are you intent on your daily routine? Do you use the same “formulas” to deal with clients, prospects, and peers? Do you wind up wasting time and energy because you’re not taking more of an overview and looking at the topography? Tenacious is admirable, tendentious is not. Just because you’re running full tilt doesn’t mean you’re making progress.

In fact, you might be running right into the jaws of a much larger dog.

© Alan Weiss 2009. All rights reserved.

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Don’t Look Now XI

In my portfolio, Apple, HP, Fedex, and others are nearly at their pre-recession levels, and J&J and Medco have exceeded those levels.

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Happy Labor, ah, Career Day

In 1882 the first Labor Day parade took place, an assemblage of thousands of people taking an unpaid day to celebrate the worth and value of their work. In 1894, Congress, with its usual speed of a decade having gone by, got around to making it an official day of recognition (meaning for most people, it’s now a paid holiday).

As entrepreneurs (the usual denizens of this blog), I’d like to suggest that there is a fundamental difference among “work,” “job,” and “career.” You can substitute whatever words you prefer, but here are my definitions (which I’m sure wouldn’t stand the rigorous validity tests of, say, Wikipedia):

Work: Temporary provision of physical and/or mental labor for compensation. It is transient by nature. (This is the problem with many “stimulus” plans for public works, for example. They are temporary and disappear.) You can work as a subcontractor to a consulting firm or a building company, until the project is over or your particular contribution is fulfilled (or no longer required). You “work” on a problem or an assignment. The focus is on your input, and the work is often singular, e.g., doing taxes, painting a building, writing a program. The pay reflects the time that is put in.

Job: Organized contributions which are continually (one hopes) required, normally involving diverse work. One can have a job as an accountant, consultant, plumber, radio talk show host. Our accountant’s job may include this kind of work: tax planning, investment advice, payroll services, and so forth. Jobs can be organized by others, or one can be self-employed. They are also usually input-based, commonly compensated by a time unit or event or task, and are featured by a title or description of the tasks: Your job is vice president of retail banking; your job is to drive the bus; your job is to sell insurance.

Career: Contribution of value which constantly evolves, expands, and extends one’s impact on customers, clients, and others. A career is not dependent on job title and can readily change to suit the times or to help change the times. People with careers tend not to identify with titles (and, hence, are never crushed when their title may be taken away by others), but with output and results of their talents. They will easily change the work, and alter the jobs, to create the desired outcomes. You may “work” at drafting, or have a “job” as an architect, but the career would be improving urban aesthetics or creating higher quality family interactions. People with careers are entitled to earn compensation based on the value of their contributions (though many tend not to do this, having been influenced by their former “work” or “job”).

As a consultant, for example, I’ve improved organizational and individual performance. As a mentor and coach, I build communities of learning and growth for the members. I’ve never seen myself as “producing reports” or “running focus groups” or “conducting a training” (a locution which is as bad as “gone missing”).

We’ve all experienced doctors, lawyers, designers, accountants, engineers, consultants, coaches, and other professionals who see themselves doing a “job” (filled with jargon, concerned about their own time, and focused on the next task), or even worse, merely “work” (just fill out the forms and see the secretary). Yet I experience postal workers, for example, who, despite some of the worst management in the history of public service, still see themselves making contributions (“I put some extra postage on this, you can pay me when you see me, because I knew you wouldn’t want it to be delayed”), rather than merely going through the motions of their work. My plumbers make contributions, they don’t just “work.” This isn’t about class or education or position. (Yes, good plumbers do not charge correctly!)

It’s about attitude.

So, despite the connotations of college kids looking for jobs, let’s call this “Career Day,” and start considering our own careers, and what they should be looking like starting tomorrow.

I don’t know about you, but work boors me.

© Alan Weiss 2009. All rights reserved.

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Posted in Alan's Quest, Business of Consulting, Personal Improvement | 6 Comments

Stupid Strategies, Predictable Results

The future of newspapers is in one of two directions: The will form national networks, as have radio and TV stations, or they will grow small and serve localities. A good friend of mine and media expert agrees with me about this, over lunch and a couple of glasses of wine. So we know it’s true.

Apparently, very few in the newspaper business do.

The Wall Street Journal, New York Times, and USAToday are already networked. They serve the nation (and beyond) with national news and some localized flavor. People in Phoenix will be purchasing the local editions of those networks, as will the good people in San Francisco, Boston, and Cincinnati.

So what happens to the Boston Globe (which the New York Times is unloading at a huge loss) or the Hartford Courant, or the Philadelphia Enquirer? They had better understand that no one cares whether they have a bureau in London or a reporter in Kabul. We don’t need national business reports from them. We need stories on the local school system, the governor’s fight with the legislature, and who will be named to the state’s football all-star team.

Yet what brilliant strategies have such newspapers embarked upon? They’ve CUT local staffs and local coverage. (The Hartford Courant, as just one example, is engaged in the curious practice of “aggregation,” which essentially means you take other, local media coverage and reprint it yourself, sometimes with attribution, sometimes not. When I was taking journalism courses they called that “plagiarism.”)

Just as Kodak was still hiring chemists as film was being made obsolete by electronics, just as no vacuum tube manufacturer successfully entered the transistor business, newspapers have decided that it’s all about whether or not they cooperate with the Internet (their particular monster in the closet, even though they never really handled radio or TV all that well). The market model has changed, and has been changing for decades. Finally, newspapers are down to a few last fingers clinging to the branch, but the branch is cracking. (And they’ve had their chance, because they’ve made some huge profits in the past, but those simply went to the owning families or chains.)

This isn’t an issue of whether people enjoy holding a physical newspaper, kicking back, and reading with a cup of coffee or something stronger (they do). It’s about value and who is willing to pay for what kind of value.

When I edited our high school newspaper, I would tour the school in the morning to make sure the distribution was efficient. And I inevitably found absolute quiet, once a month, during those tours. A lack of cacaphony was otherwise unthinkable in this rowdy, inner city school. But everyone was hunkered down with the newspaper open—looking for their names. (So were most of the teachers.)

Locally, people want to see their name, their kids’ names, their neighbors’ names. The don’t need local news to tell them about national unemployment but rather about local jobs. The can learn about the country’s health care debate elsewhere, but not where to go to get a flu shot.

Don’t let anyone tell you that strategy is an esoteric or unnecessary or unworkable exercise. It’s vital to do it right, almost always with someone from outside the organization, untainted by history, politics, superiors, and a vested retirement plan. This is where consultants are worth their weight in platinum. It’s too bad for the industry that newspapers never thought to hire more of them.

But, then again, that’s old news.

© Alan Weiss 2009. All rights reserved.

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Posted in Consulting Philosophy, DASM | 5 Comments