Having trouble gaining access to the C-Suite? There's a good reason why...

Selling to the C-Suite

Selling to the C-SuiteAccording to the 2001 U.S. Census Bureau survey, there are over 10 million non-retail sales representatives in the United States. As there is no listing for C-Level Executive (hereafter, CLE) in the Census, let's estimate the number of CLEs in the B2B selling world using the Global 2000 list of companies. If we estimate an average of five CLEs (CEO, CFO, COO, CIO, President) and seven additional "close to C-Level" executives (i.e., EVP Sales, SVP marketing, SVP HR, Divisional President, etc.) then we arrive at a total of approximately 24,000. Thats 417 sales professionals for each C-Level Executive! How can you possibly differentiate yourself in this crowded market? And lets face it, few in the C-Suite care to spend muchif anytime with salespeople. Nonetheless, you are told by your boss that in todays selling environment it is imperative that you reach the C-Level. Huthwaite's research has revealed that getting into the C-Suite requires three very particular skills: * The ability to identify when a CLE would be most receptive to your request for time* The ability to navigate the most effective route to obtain an audience with a CLE* The ability to properly execute a meeting with a CLE to increase your chances for successOur research reveals that the optimal time to approach a CLE is at the beginning of the buying process. It is the time when senior managers are looking for diagnosis and are open to new insights about their business. After that, the C-Level will take little to no interest in the buying process until his buying team has evaluated various options and made a tentative decision. To learn more about the ideal time to reach out to a C-Level Executive, the best method to secure a meeting with a CLE and how to execute a C-Level sales call, please download our latest free whitepaper: Selling to the C-Suite

Risk Assessment In The Workplace. Part 2

Risk Assessment In The Workplace. Part 2

Step 3. Evaluate the risks and decide whether existing precautions are adequate or more should be done.Consider how likely it is that each hazard could cause harm. This will determine whether or not you need to do more to reduce the risk. Even after all precautions have been taken, some risk usually remains. What you have to decide for each significant hazard is whether this remaining risk is high, medium or low.Firstly, ask yourself whether you have done all the things that the law says you have got to do. As an example, there are legal requirements on prevention of access to dangerous parts of machinery. Then ask yourself whether generally accepted industry standards are in place. But do not stop there, think for yourself, because the law also says that you must do what is reasonably practicable to keep your workplace safe. Your real aim is to Make All Risks Small by adding to your precautions as necessary.If you find that something needs to be done, draw up an action list, and give priority to any remaining risks which are high, and those which could affect most people.In taking action ask yourself:1. Can you get rid of the hazard altogether?2. If not, how can you control the risks, so that harm is unlikely?In controlling risks apply the principles below, if possible in the following order:1. Try a less risky option.2. Prevent access to the hazard (eg by installing guards)3. Organise work to reduce exposure to the hazard.4. Issue personal protective equipment.5. Provide welfare facilities (eg washing facilities for removal of contamination) and first aid.Improving health and safety need not cost a lot. For instance, placing a mirror on a dangerous blind corner to help prevent vehicle accidents or putting some non-slip material on slippery steps, are relatively inexpensive precautions considering the risks.And failure to take simple precautions can cost you a lot more if an accident does happen.But what if the work you do tends to vary a lot, or if you and your employees move from one site to another?Identify the hazards you can reasonably expect and assess the risks from them. Then, if you spot any additional hazards when you arrive at the site. Get information from others on site, and take what action seems necessary.But what if you share a workplace?Tell the other employers and self-employed people working there about any risks your work could cause them, and also the precautions you are taking. Also, think about the risks to your own workforce from those who share your workplace.But what if you have already assessed some of the risks?If. for example you use hazardous chemicals and you have already assessed the risks to health and the precautions you need to take under the Control of Substances Hazardous to Health Regulations (COSHH), you can consider them checked and move on.More information about legal requirements and standards can be found in the HSE publications:An Introduction to Health and Safety. Essentials of Health and Safety. And Management of Health and Safety at Work: Approval Code of Practice.Thats it for this section.I'll cover Steps 4 and 5 in Part 3.

Team Building - What Consultants don't tell you

Team Building - What Consultants don

Team Building is about character - yours! The plethora of information disseminated throughout the western world provides a smorgasbord of choices for business.Theories are fine but I have found the practicalities another issue and so will you!Team building takes work but the results are worth it. The essential ingredient is time and patience.If you really want to build a team that will achieve outstanding results you can.The HypeOver the years team work has been the flavor of the day with many businesses spending considerable money in trying to achieve a positive and harmonious team structure.Some have found the results they looked for but many have not. Consultants would have you believe that if you follow a set of principles or guidelines then it will all work out. Not so as you cannot put all human beings in a box and expect likeminded consistency.Why?Team building has a number of foundation building blocks that are essential for a team to function.Commitment of the Manager or OwnerSome managers and owners get excited about team possibilities only to weary over time where the pressures of business and day to day life grind them down.Your commitment by way of your action and time are critical to your teams success.TimeIt takes time to build teams. Trust and respect need to be earnt and there are no short cuts. Make a decision to pay the cost and demonstrate your commitment.PatienceLife sometimes throws us a curve ball and not all of our plans go according to the script.Make a commitment to be patient and as long as you see incremental progress realize progress is progress.Celebrate Success and do not condemn failuresLearn to celebrate your successes as a team as you go along and learn from failure. Failure is a fantastic teacher if you look at it that way. If you own the business or are a manager realize that you are particularly under scrutiny of your team more so when failure occurs.Your reaction to change and failure will ultimately determine the amount of buy in you achieve from your team.Learn to DelegateAs business owners we are sometimes afraid to delegate. Start with small things and as your team gets confidence and does the right thing increase the responsibility.Be quick to learnBe quick to learn from each other. The most unlikely team member may be sitting on the very solution you have been looking for in your business.ListenMany managers and employees are terrible listeners. Learn to hear what people are really saying and don't devalue their contributions.EncouragementIt has been reported that children need 7 compliments to counteract 1 negative statement.How much more important then is it to encourage your team. Anyone can condemn however a good manager and team member knows how to give genuine encouragement. Show genuine interest.An ExampleBefore starting Biz Momentum I once took over an organisation that was almost beyond repair. By applying these principals by listening and resourcing employees I took the company from a damaging loss to a substantial profit within 1 year. This was a complex business with complex people and serious mistrust issues.The cost to me was emotional commitment to change and to listen - it worked.There is a price to pay for success and no short-cuts. The effort you put in will determine the results.Visit for more information.You can do it - apply some of these principles and you will achieve results.Don't adopt a herd mentality and be a follower. Pay the price be a pioneer, a trail blazer and show some character - its worth it. Nothing worth having is gained or appreciated by little effort.

The Meeting Planner's Online Advantage: 6 Ways To Reduce 55% Of Your Daily Workload

The Meeting Planner

Here are 6 things you can accomplish TODAY by switching to a fully-automated registration system: 1. Stop shuffling data.If you use Excel spreadsheets and/or Access databases to organize your data, then you have the ongoing task of transferring and compiling data to get the totals you need for your event. Eliminate these ongoing hassles by using a computerized system that automatically compiles and tallies all of your data for you... in real-time. 2. Eliminate manual follow-ups.When someone registers using paper or a web form, your manual work has just begun... printing, copying, folding, mailing, emailing, rinse & repeat. Eliminate these time-consuming activities by using online registration. The fully-automated system will email everyone right when they register with their receipt, invoice and event materials. 3. Process payments and credit cards automatically.Accepting credit card payments but manually processing them exposes you to entry errors - or worse, a declined card. Or you can just accept checks taking longer to collect money. Eliminate these extra steps by having your system accept and process credit card and check payments for you ... the moment someone registers. 4. Provide a self-service option.Registrants will inevitably need to make changes. Avoid an influx of calls and email requests that interrupt your work day. Give your registrants the power of self-service with an automated system, which allows them to make their own changes in real-time. 5. End wait-list management.Limited space or popular events that sell-out quickly can become a burden to coordinate when you start receiving cancellations and wait-list requests. Take this task off your "to-do list" - accept waitlist requests online, and automatically notify your waitlisted registrants when space becomes available. 6. Make data entry obsolete.If you are using paper registrations or web forms that get emailed to you, then you have data entry or transfer hassles... a time consuming process that leaves you struggling with illegible handwriting and correcting wrong information. Eliminate these hassles by using an automated system, which collects and organizes registrant data online.A fully-automated, "online registration" system eliminates 55% of meeting planners registration hassles and workload.

The CEO And The Yellow Notepad

It was just a Yellow, Legal sized Notepad, but it made this millionaire CEO's sales force more productive, less stressed and happier, at work and at home.How could a simple yellow notepad have such power?Here is the story:The millionaire CEO gave each of his employees a yellow, legal sized notepad and a pen. He also gavethem these instructions:1. Carry the notepad and pen with you at all times during your workday. Keep it handy, and within reach.2. In the morning write down a short "To Do" list in the notepad,list the things you want to accomplish that day.3. During the day use the notepad to capture every name and phone number of anyone you talk to, write down email addresses, flight times and reservation numbers, meeting times and dates, record virtually every bit of important data into your yellow notepad.Here is how they benefited from this simple positive habit, and how you can also, regardless of who you are, or what you do. (businessmen,housewives, students, CEO's, etc.)1. When you need to call someone back, their number is always just a glance away.2. What was that fight number again? What was that policy numberthe insurance agent gave you 3 days ago? What were the directions to the wedding? It's all in your yellow notepad!3. It helps you keep track of your "To Do" list action items.Your yellow notepad becomes a Rolodex, Meeting Planner, Map, and one stop source for all of your important information that you gather every day. (Remember how you used to jot down that information on little bits of paper? Remember how you could never find that one piece of paper with the phone number you needed?)You will not believe how many ways this little positive habit will benefit your life! You will be less stressed, more efficient at everything you do, and your friends, relatives and co-workers will always know that you have the important information at your fingertips.Buy a Yellow Legal Notepad today and get started!

When is Negotiating Not Negotiating? 4 tips for improved success

Copyright 2006 The National Learning InstituteWhen you left home for work this morning, did you feel ready to face the day knowing that you were going to have a number of successful negotiations? Chances are, the word "negotiation" never entered your head. Perhaps it should have!We often think of negotiation as a formal process conducted behind closed doors by high powered executives, politicians or world leaders. Yet everyday all of us negotiate. You may have to agree with colleagues on the content of a report or presentation; with a customer over a disputed invoice; with a supplier on the terms for goods or services; or with your partner on what to have for dinner tonight! All of these things are negotiations.Our problem is that we don't recognise them as negotiations, nor ourselves as negotiators. As a result, we enter these discussions less prepared than we could be. The result? Sometimes a less-than-successful outcome!To help make all our daily negotiations more successful (for both you and the other party), you need to:- State your case clearly and appropriately- Organise your facts- Control the timing and pace of your discussion- Properly assess both yours and the other parties needsHow do you carry out these four points successfully? First, you need an understanding of some of the key principles of successful negotiation. Try this quiz to test your knowledge of negotiating by answering "True/False" to each question.1. Should you ask for twice the amount you need?2. Is your aim to prevent the other party from saying "No"3. Will a small concession relieve the pressure?4. A "Win/Win" result is always possible.5. Is admitting to an error or omission a sign of weakness?The following answers will provide some useful tips for your negotiating situations.1. Should you ask for twice the amount you need? False. You will have to back down and will lose an important opportunity to influence the other party. Research clearly indicates that negotiators who make large concessions end up worse off. The secret of successful negotiating is to first identify your needs, then work out a range of options that will satisfy those needs. Start the negotiation by asking for the options that best meet your needs.2. Is your aim to prevent the other party from saying "No"? False. In fact getting a "No" from the other party can be very useful because it gives you the opportunity to ask "Can you give me your reasons?". This leads to uncovering the other party's real needs and some options that will satisfy them V options which you can probably supply.3. Will a small concession relieve the pressure? False: If you make a small concession, chances are you are negotiating over options rather than needs. Additionally, the other party may think you are weakening and put more pressure on. Far better to state or restate your needs and then explore as many options as possible to satisfy them. As part of this discussion, you may come back to the offer that was just rejected, or you may find some even better options. Either way you have gained a lot more information and not weakened your position.4. A "Win/Win" result is always possible. False: It's desirable, but not always possible. Sometimes, even the best of negotiators have to "agree to disagree". The way to improve your ratio of "Win/Wins" is to focus very clearly on your own real needs (not positions) and the needs of the other party. Searching for many different options to satisfy both party's needs generates more "Win/Win" situations.5. Is admitting to an error or omission a sign of weakness? False: Research shows that disclosing such information demonstrates honesty. In psychological terms, it breeds what is called "reciprocity" - if you do something for me, then I'll do something for you. People are far more likely to be honest with you when you are honest with them. Pulling the wool over someone's eyes may give you a short term result at the expense of a long term relationship.Four tips to help you negotiate successfully1. If you want a better deal, ask for one. You'll never know unless you ask! Remember, make sure it will satisfy your needs - do not get locked into bargaining over positions.2. Argue to learn, not to win. To meet your own needs you need to learn as much as possible about the other party and their needs. The more you learn, the better chance you have of getting a good deal.3. Make proposals regularly during the negotiation - proposals move the negotiation forward. Use proposals such as "If you will provide . . . . then I might consider . . . ." The other party's response to these proposals will give you a lot of information to work with.4. Ask for, and give as much information as possible. For example, questions such as "Can you explain your reasons for . . . . ?', "What are your priorities? and "What else is there that you think I should know?" are excellent ways of gathering the information you need.Successful negotiating!If you would like some more tips on negotiating, feel free to contact me via


Having trouble gaining access to the C-Suite? There's a good reason why...