Forum Replies Created
Forum Replies Created
September 14, 2007 at 5:31 pm #161136
Read the following article on isixsigma:
http://software.isixsigma.com/library/content/c070704a.asp0March 16, 2007 at 3:26 am #153446
Yes, I agree with you all the way! That’s because the majority of VITO’s have been there done that. They know all the sales skills, techniques, and closes. Having been in the trenches themselves, they appreciate the tenacity, persistance, and resolve of the true sales professional. Tony will tell you and I will tell you, both from experience, that some of the best and easiest sales deals are the ones made to big-hitters (VITO’s). The most difficult, of course, is getting past the gate-keeper (Getting to VITO). But, once that’s learned, it’s one of the most satisfying, exhilarating, and gratifying experience in the world. Especially, when they (VITO’s) ask you to come on board and work for them and your response is: “I appreciate the accolade, however, I prefer to remain self-employed.”
Sell to the person that can say “yes,” because the majority are only authorized to say “no.” Find out who that person is and it’s a done deal. Catch you at another time!
Happy selling!0March 16, 2007 at 12:39 am #153443
Shooter, Great to hear that!
Tony is a wonderful human being and the consummate Sales Professional. I promoted Tony for a number of years, calling on Top Decision Makers across the U.S. and had great success with it. The reason, well I don’t have to tell you since you’ve read the book. But yes, if you’re a sales professional/consultant/ or every day-communicator and want to sell, influence, and persuade big-hitters (Six Sigma Consulting is a big-hitters game), then it’s a must read, absolutely!
Time, money, money time! That’s the language big-hitters use. Direct and to the point. Must learn how to speak their language. Happy Selling!0March 15, 2007 at 11:14 pm #153441
Adam, Great posting!
In addition, you have to be passionate about selling. It’s one thing to be able to consult, it’s all together different when it comes to selling and closing the deal. “ABC” Always be closing. You’re on the plane, make sure to talk to the people next to you. Take off your consulting hat and put on your Sales hat. You’re only as good as your product, that’s you! The sale has already started. If people like you, they’ll buy from you. If they don’t, “Forged Aboud’ed.” Trust is key here.
People love to talk about their favorite subject “themselves,” indulge them, ask open ended questions. Get their business card, give’em yours. Read the card, if their name is “Seymore” then, you’re not talking to the DM, get it? See more. These are the people that waste your time asking for brochures, information, and picking your brains for free. You want to obtain the name(s) of the Decision Makers. That’s where you go for the sale. Remember, if your title is MBB, BB, GB, IE, etc, you’re most likely a Thinker personality. Guess what type of personality the DM’s are? Director types. What do you have in common? You’re both closed (lacking in interpersonal skills), not willing to share anything personal about yourselves. BTW, what’s one of the key components to building Trust? Being able to share something personal about ourselves. Where do you differ? Thinkers like to speak forever, they’re very detailed and quality oriented. Guess what Directors want to hear? Bullet points, tell me what you can do and tell me real quick, time is of the essence. If DM’s need details, they’ll ask you. However, if they ask, you better be ready!
Happy selling!0March 12, 2007 at 1:42 pm #153131
Before you give all your eggs for someone to place in a basket, “begin with the end in mind,” and make sure that the “someone” and the “basket” are for real. Protect your investment. Dot your i’s/cross your t’s. Protect your risk. Ask: What can possibly go wrong? How will I know? What will I do? How can I prevent it? Reserach, read, investigate, plan, and do, but remember what the General said, “Plans are worthless, but planning is essential.”0February 28, 2007 at 9:15 pm #152553
Piggy-back on what you’ve already established and engage them in their own language. Speak to them using words that they understand (time/money….. money/time) to create value. Remember, once a need is satisfied it is no longer motivating! Thus, where is the current pain? or Where is the innovation gap? The following questions shold help. Cheers!
Where are we?
Where do we want to go?
When do we have to get there/arrive?
What are we going to do?
Who/what will get us there?
How will we know that we’ve arrived?0January 30, 2007 at 2:08 pm #151235
That’s an excellent question! Before any suggestions are given, however, please provide a brief glimpse of this organization: example, Type of industry, Country location, Culture (beliefs/values/norms), etc. Also, why this type of behavior has been accepted for so long? But, more importantly, what is the catalyst for the upcoming initiative and how has it been communicated within and throughout the organization?0January 30, 2007 at 1:09 pm #151227
That’s a valid statement, however, the organization has to do a better job of hiring the “some” of people that are interested and are not laid back to get the work done. In essence, a better job of matching the employee to the task or job at hand!0January 26, 2007 at 4:57 pm #151107
Therefore, a Leader has conscience!0January 26, 2007 at 4:39 pm #151104
Therefore, a Leader is someone who has formed the habit of doing what is right all the time and leads his/her followers to practice and do the same!0January 26, 2007 at 3:47 pm #151100
Leadership and Quality must be synonymous, then, because heres how Henry Ford defines Quality:
Quality means doing it right when no one is looking.0January 26, 2007 at 3:40 pm #151098
Clever add on! Agree.0January 26, 2007 at 3:13 pm #151096
Thank you for your input. Your statement about attitude is valid. However, attitude is an abstract and is part of a chain reaction. One cannot see other peoples attitude, but what we see, instead, are the observable actions and behaviors of others which are motivated and driven by feelings.
Actions and behaviors are determined by feelings which are a function of attitude. By now, youre probably asking the following question: What is it that determines attitude? Attitudes are created by individual and organizational (written and unwritten rules) beliefs and values.
So what determines values and beliefs? In a nutshell, its the thinking (Programming/Shaping) that dominates the whole.
If you think you can do a thing or think you can’t do a thing, you’re right. Henry Ford
Therefore, a strong and powerful leader knows how to harness the thinking of others with that of their (own) thinking and aligns it into an actionable force.
Nothing happens until something moves. Albert Einstein
It’s a universal law. At the end of the day, leaders make things happen!0January 26, 2007 at 3:05 pm #151095
Good feedback and suggestions. Loved the Roosevelt quote. That was great!0January 13, 2007 at 6:33 am #150425
You may be right, but what is the “it” that they’re not getting?0January 13, 2007 at 6:07 am #150421
You cannot have accountability without having responsibility! In today’s world, LEADERSHIP as an acronym stands for:
Listens well to others
Empathizes with others
Effective and Efficient
Self-control (has it)
Harness and direct the energy of others to execute
I is converted into to all (the we, the many)
Promise to pass it on (create additional Leadership)0January 4, 2007 at 11:09 pm #149969
The Unknown Risks!
Of course if you can prevent them from happening in the first place, that would be best, but remember they’re unknowns. We don’t know what we don’t know. Thus, how will we know? By asking some key questions. Begin with the following:
1. What can possibly go wrong?
2. How will I/we know? (The whistles, alarms, and bells going off!)
3. What do we do? (How will we respond? Not react!)
Find others that have worked on similar projects and learn from their lessons. Why? Because, you want to:
Learn from the mistakes of others. You cant live long enough to make them all yourself. Carlyle
0November 22, 2006 at 10:33 pm #147742
“One man’s garbage is another man’s treasure!” Have a nice Thanksgiving!0November 22, 2006 at 4:59 pm #147734
To have 7 Wastes, as they’re currently known, delete Unused Creativity and add Processing to your list. If you’d like to have more, you’re only limited by your own creativity and imagination!0November 22, 2006 at 4:21 pm #147732
A roadmap in general, to where?
“If you don’t know where you’re going, how will you know when you get there?” Sandy Ringer
Here are some questions that you may want to ask:
1. Where are we now? What is happening now?
2. Where do we want to go? What do we want to happen? What should be happening? Vision!
3. How do we get there? Mission!
4. When do we want to arrive? Are S.M.A.R.T. Goals in place? Milestones!
5. Who will get us there? Has a team been defined? Who will accomplish the roadmap? or Am I the only member?
6. What will it cost? Time, money, resources (Project plan)!
7. How do we measure results? What is the expectation?
8. Will your boss or his/her boss, etc. have skin ‘n’ the game! Meaning, are they going to be stakeholders in seeing you succeed. What is their vested interest?
9. Most important questions: Why? Why are we doing this? Who? Who is my customer? Do I really understand what they want or is it my perception of what I think they want? Big difference!
“Begin with the end in mind.” Stephen Covey
0November 22, 2006 at 1:55 am #147706
Six Sigma DMAIC Roadmap
https://www.isixsigma.com/library/content/c020617a.asp0November 20, 2006 at 2:18 pm #147565
Yes please do! I’ll look forward to your additional input/feedback.
Cheers!0November 18, 2006 at 2:31 pm #147445
Thanks for the positive reinforcement! The feeling is mutual, as I am a big fan of your objective input and posts!
Cheers.0November 17, 2006 at 6:51 pm #147417
We dont know what we dont know and sometimes its what we know that isnt so that has us stumbling and fumbling. A suggestion is to set-up a Postmortem meeting, (online, face-to-face, or conference call) with the team members. Make sure to include your customer(s), as they provide a different perspective crucial for future projects. Begin with the end in mind! Why are we doing this? To document lessons learned that will enable our organization to continually improve.
Ask the following:
What worked, what did not?
How can we improve this for future projects?
What would you do differently? (If it could be done over again?)
What was done really well?
What could have been done better?
What are any recommendations that you would make for future project applications?
What have we learned that can be applied to future projects?
What do we know now that we did not know before?
Also, this is a good time to wear your sales hat and determine what services and support will be needed now that the project is completed. Dont forget about a letter of appreciation to the project personnel. Last, celebrate with the entire team. Announce your accomplishments to the rest of the organization. Company newsletter, etc. or publish your project results in an industry publication. Take a picture with the team and display in the lobby. Reward! Make sure that youre rewarding the right behavior. Because, behavior that is rewarded is behavior that is repeated!Cheers.0October 23, 2006 at 3:03 pm #145485
Be the Change that you want to see!0October 18, 2006 at 5:07 pm #145070
Nice strategic move on the part of SSA! Vito0September 25, 2006 at 9:04 am #143783
Here’s an interesting read:
http://www.asq.org/pub/qualityprogress/past/0102/qp0102lucas.pdf0September 24, 2006 at 12:59 am #143761
Nothing compares to the effectiveness of Six Sigma when it comes to improving a companys operational efficiency, raising its productivity, and lowering its costs. It improves design processes, gets products to market faster with fewer defects, and builds customer loyalty. Perhaps the biggest but most unheralded benefit of Six Sigma is its capacity to develop a cadre of great leaders.
Competitive advantage is achieved when companies produce the same acceptable quality as the competition or better quality than the competition, by having better process capability so it costs less to produce same quality or better. Allowing companies more profits to innovate and develop more new products or to return those profits to the shareholder.0September 23, 2006 at 8:05 pm #143748
Your stupid label gift was not accepted. Therefore, you have been left holding that gift and, from this day forward, every time you look into a mirror, you will see that stupid label reflect back at you. Concerning the material you referenced, I am aware of it and appreciate your calling it to my attention, however, none of the professionals refer to Six Sigma as being fraud or that it sucks.
BTW, I did not see your paper or material referenced there. Did I miss it or is it non-existent? Have a nice day!0September 22, 2006 at 6:36 am #143697
Why are you sorry? If its really fraud, you dont have to apologize or worry about winning a popularity contest! Why would you even consider visiting a website that caters to a fraudulent industry? What do you want?
Perhaps, the reason for the apology is your sense of guilt for, wrongfully and willingly, calling an entire field of knowledge, learning, discipline, and group of professionals, as being fraud. Is it possible that your own perception is faulty or mistaken? Or is it, that your own intent and actions in words are both fraudulent?
BTW, I failed to read, where it was, exactly, in your story that you have countered these quality programs with your own innovative, creative, imaginative, and common sense methods/works? Also, I totally missed the ISBN number(s) to such published material. Would you be so kind to repeat that information, once again? Thanks!0September 17, 2006 at 2:36 pm #143407
My first question is WHY? Why are you interested in doing this project? After giving your answer, ask the following question: So What? Continue to ask this question a few more times, until you have established strong facts for the why. Then, make sure you have people that have skin n the game. Eric is correct; make sure that the players in your organization have a vested-interest in the outcome of the project. Vito0September 17, 2006 at 2:15 pm #143405
Therefore, if a given sales process has been defined to have the following basic functions: Prospecting; Getting Appointments; Qualifying; Problem Identification/Clarification; Presenting; Answering Objections; Closing; Follow-Through and Delivery; and Resales and Referrals, would you use Six Sigma to improve the process? If not, what method would you use, from the several other methods?
Vito0September 16, 2006 at 11:45 pm #143391
You may enjoy reading the following article:
Vito0September 16, 2006 at 10:41 pm #143390
Justin, In addition to what youre currently reading by Pande, you may want to consider adding the following resources to your personal quality library and under your favorites, for the websites:The Six Sigma Way, ISBN: 0071358064Learning To See, ISBN: 0-9667843-0-8What Is Lean Six Sigma, ISBN: 007142668X Websites:http://www.itl.nist.gov/div898/handbook/ Best of Luck!VITO0July 20, 2006 at 2:13 pm #140704
“In the 1950s, A. V. Feigenbaum, then VP at General Electric (GE), developed and implemented the “Cost of Quality” concept throughout GE. He divided Cost Of Quality into the following two categories and four sub categories:
Costs of Control
Costs of Failure of Control
internal defect costs
external defect costs”
For the rest of the story, go to:
0July 16, 2006 at 10:43 am #140425July 16, 2006 at 4:43 am #140418