Famous Quotes – Page 3

4 Actionable Seller Insights from “Competing Against Luck”

“If you can’t describe what you are doing as a process, then you don’t know what you are doing.” W. Edwards Deming

Some book titles simply give away the content of the book which often impedes our motivation to read the book in its entirety. This book title is not that. Competing Against Luck: the story of innovation and customer choice was a recommendation from a colleague that I admire who spends his time working with some of the most innovative startups in Silicon Valley. I asked him to recommend a book to me so I could learn how startups innovate, and this was one of his recommendations. I used to think innovations were mostly by luck, but after reading this book, I’ve come to appreciate the fact that many of the best innovations emerged out of a process.

The author, Clayton Christensen, introduces the concept of Jobs to be done (JTBD) theory. The JTBD theory explains that “we all have jobs we need to do that arise in our day-to-day lives and when we do, we hire products or services to get these jobs done.” As an innovator or company, “you have to understand the job the customer is trying to do in a specific circumstance.” The author goes on to define a “job” as the “progress that a person is trying to make in a particular circumstance.”

I read most books through the lens of an Account Manager. My goal is to extract insights that I can apply in my daily sales motion, and share them with you. Below are my four takeaways:

Understand the job your customer is hiring you to do as a salesperson. Have you ever paused to get clarity on why your customer is hiring you as a salesperson, not your company or product, but you, the salesperson? Are they hiring you because you would ask the right questions? Are they hiring you because they want to negotiate a complicated deal with you? Are they hiring you because they have issues that only you can address? Are they hiring you because they know you would introduce them to someone else in your company? Maybe they are hiring you for all of the above or maybe they have no choice since they are in your territory. 🙂 This book has changed my perspective on why customers hire me as a salesperson. The more clarity I have, the more I can help the customer make progress towards completing the job. If there is a misalignment in the requirements of the job, it would most likely be a frustrating experience for me and the customer.

Understand what “progress” means for your customer, from their perspective. This point is closely related to the one above. If a job is progress that a person is trying to make in a particular circumstance, gaining agreement on what progress means for you and your customer would only ensure a successful outcome. According to the author, “you’re selling progress, not products.”

Competing against inertia is often your biggest competitor. It may be easy to think the incumbent or a disruptive new provider is your competitor, which may be the case. However, what if your true competitor was “doing nothing?” How would that change your approach? In the book, Netflix’s CEO, Reed Hastings, was asked about one of his competitors. His response was brilliant. He said “we compete with everything you do to relax. We compete with video games. We compete with drinking a bottle of wine. That’s a particularly tough one! We compete with other video networks. Playing board games.” As a salesperson, it’s important to have clarity on whom you’re truly competing against and the job to be done. One parallel a salesperson can draw from companies that successfully enter markets that seem closed or commoditized is that “they do it by aligning with an important job that none of the established players has prioritized.” The best salespeople I’ve had the opportunity to learn from usually focus their energy on educating decision makers on important jobs that they didn’t know were possible and aligned their solution as an accelerator for progress.

Measure the metrics that are important to your customer. The author reminds us that what gets measured, gets done. He went on to share the example of how Amazon measures when orders are delivered, not when they are shipped. It makes sense because when I order anything online, I don’t care when it’s shipped, all I care about is when it is delivered. As a salesperson, focus on the metrics that are a priority for your customer. If you find ways to optimize these metrics for your customer, the result should positively impact the metrics you care about such as revenue, profitability and customer lifetime value.

If you have additional insights that resonated with you, please share them with me on twitter @ozisco or email ozisco @ gmail.com

3 Actionable Insights From “How To Become A Rainmaker”

“Learning is repetition”. These are the words from the Head of Sales of a $6 billion software company. This was his answer after I asked why he reads so many business books. He went on to explain that although these books may tackle similar themes, he still enjoys reading them because by repeatedly exposing himself to the different, and sometimes, conflicting perspectives of the authors, he can gain a deeper understanding of the concepts in the books. Inspired by the words of this sales leader, I’m introducing a new series where I plan to share three actionable insights from a book I’m reading every month.

To kick things off, my book for October 2018 is “How to become a Rainmaker: The rules for getting and keeping customers and clients” by Jeffrey J. Fox. The publisher describes the book as “a winning handbook filled with short, pithy advice that will raise some eyebrows and, no doubt, some income levels as readers follow the suggestions to make it rain.” The book is only 165 pages long which means you could read it in about four hours if you average 1½ minutes per page or in less than 2 hours if you listen to it at 2X speed on Audible.

This book has a lot of insights, and below are three that resonated with me the most:

1. Find a “point system” that works for you: In Chapter XXXVII, the author encourages salespeople to use a point system every day. He breaks down the point system into four parts:

1 point for getting a lead, a referral, an introduction to a decision maker
2 points for getting an appointment to meet the decision maker
3 points for meeting the decision maker face-to-face
4 points for getting a commitment to a close or an action that leads to a close

The goal is to get 4 points every day in any combination. If you do this consistently, you will not run out of prospects, you will have a full pipeline, and you will always be making rain. I like the practicality of this because it doesn’t take much effort to get started doing it and seeing the results. Also, don’t wait till the last day of the week to try to get 20 points.

I added my variation to the point system by color coding my calendar:

Green is meeting with clients and decision makers
Orange is internal meeting
Purple is internal training
Light purple is personal development time

My goal is to have more green in my calendar every week. If I’m spending more time with clients, it means I’m helping them solve their challenges, which means I’m making it rain, which means my pasture is going to be very green. Whether you are in sales or not, define what “green” looks like to you and do more of it every week.
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2. Welcome customer objections: In Chapter XV, the author explains that “rainmakers turn customer objections into customer objectives.” The play on words is brilliant. Let’s see how the dictionary defines objections and objectives.

Objection: an expression or feeling of disapproval or opposition; a reason for disagreeing.
Objective: a thing aimed at or sought; a goal.

When you examine both definitions closely, you realize a subtle relationship. For you to achieve any goal, you are bound to face opposition. Understanding this relationship as a salesperson should get you excited to hear your customer objections. These objections mean that they are trying to achieve a goal and they need your help to remove the oppositions in their way. One question the author encourages us to ask if a sale is not made is “what else may be prohibiting us from moving ahead?” If you’re a salesperson asking for a deal, this question works. If you’re an entrepreneur asking for funding, this question works. If you’re the president of a non-profit asking for a significant donation, this question also works. Give it a try this week.

3. Dress to impress for success: In Chapter XLV, the author advises us to “be the best-dressed person you will meet today.” It’s a simple but powerful concept. According to the author, “Rainmakers do not dress down, nor do they necessarily dress up. They dress better than the customer they will meet that day.” In Silicon Valley and Silicon Beach where T-Shirts, shorts, and sandals are the norm for Founders and Technologists, it’s easy to dress to impress without much effort. One way I’ve been able to differentiate my style is to wear a fitted blazer with matching pocket square over my customer’s branded T-Shirts, which my customers love because it makes it seem like I am part of their team, which I am. Even in intense negotiating situations, having their T-Shirt on makes it look like I’m on their side, which I am. I also like to remind my customers that I technically work for them, but my employer’s name appears on my paycheck. 🙂

One experience that reaffirmed that wearing my customer’s T-shirt to meet with them is the right thing to do was an encounter I had at the airport in San Francisco on my way to negotiate a deal. A stranger approached me and asked if I worked at the company on my T-shirt. I said technically Yes, and we had a good laugh. He then shared some feedback with me about my customer’s product. I jotted down the feedback and shared them with my customer when I met with them. The Executive in the meeting was appreciative of this feedback, and it helped me gain trust and respect with the rest of her leadership team. Oh yea, the Executive signed the deal. 😉

I highly recommend this book as it may remind you of concepts you may have forgotten and introduce you to other concepts that may improve your sales motion…and help you become a rainmaker.

F.I.V.E Questions with Zakiya Harris, Co-Founder & CIO, Hack The Hood

It’s impossible to ignore the way technology is shaping how and what we do every given second. You are most likely reading this article on your phone or computer screen, or listening to the audio version thanks to Amazon Polly and cloud computing. In fact, according to a CNN report in August 2018, technology helped America’s economy way more than we thought because the Bureau of Economic Analysis revamped its gross domestic product calculations. The agency incorporated new information about cloud computing, cell phones, and other rapidly evolving technologies. As technology continues to reshape our future as we know it, equal access to this change agent remains unmet for billions of people. This is where Zakiya Harris, and the team at Hack The Hood hope to make an impact. Zakiya is the co-founder and Chief Innovation Officer at Hack The Hood, a non-profit that introduces low-income youth of color to careers in technology by hiring and training them to build websites for real small businesses in their communities. Hack The Hood wants to equip graduates of their Bootcamp with the skills and resources to find work and earn an income that enables them to live in the community where they grew up. In 2017, they saw a 92% completion rate of their Bootcamp attended by over 330 youth that built over 250 small business websites.

Zakiya is a seasoned leader and is a part of nationally recognized projects such as Impact Hub Oakland, Grind for the Green, and is a Fellow of Green for All and Bold Food. She is also a singer and author. #BlackGirlMagic #BlackExcellence

1. What is your morning routine and how has it contributed to your development as a leader?

My mornings are the most sacred part of my day. I genuinely believe that a strong start leads to a strong day. My morning begins with meditation, working out and setting intentions for the day. I also try to squeeze in a healthy breakfast and a lot of water. My practice has contributed to my development as a leader because, like most people, my day involves giving a lot of energy to others in the form of speaking, emailing, brainstorming, etc.. To do this my cup has to be full. My morning routine is how I fill my cup so that I can support others.

2. What compelled you to start/join Hack The Hood and what has surprised you the most about your journey thus far?

I was compelled to join Hack the Hood because I wanted to give Oakland youth and youth across the Bay Area the opportunity to access the tools that were shaping their future. What has surprised me most about my journey thus far is how quick this project took off. As a co-founder, I don’t think any of us realized how large the void was in the market. The reality is that mainstream education is failing everyone, especially underserved communities. More organizations and companies like Hack the Hood are going to step in to fill this gap to ensure that all young people are on track to obtain the 21st-century skills needed to thrive in the current economy.

3. Why is the cause you are pursuing or problem you are solving the most important for this generation? How would future generations benefit if it’s successful? What is at risk if you do not succeed?

If we as a country and a planet don’t create a world where all young people have access to the tools to navigate their future, we all fail. Technology is a critical component in the future of work. No matter what job/career young people today aspire to, technology will be at the center of it. Everyone is an expert in something and technology gives you the opportunity to use your expertise and combine it with technology to solve problems. For example, foster care students are going to feel more empowered to create technology solutions for the foster care industry, African Americans are going to feel more empowered to develop technology solutions to address police brutality, etc. If we don’t give everyone the tools, we risk not solving significant problems in the world. We risk not having a planet for future generations to live in.

4. Reflect on all of the key milestones/proudest moments you’ve had so far in building Hack The Hood to what it is today. Which of these milestones/proudest moments would you say is the most pivotal and why?

Our biggest milestone hands down was winning the 2014 Google Impact Challenge. After only one summer and 19 students, we beat out hundreds of other organizations and were awarded $500,000 from Google. That single act accelerated our work, allowed us to scale in 7 cities and build a community of local small businesses, tech companies, community members and youth. We are still benefiting from the social cache and ripple effect of that award.

5. What is the best piece of actionable advice you’ve received that continues to be a source of inspiration in good times and challenging times?

A mantra that I live by is a quote from Nelson Mandela who once said: “It only seems impossible until its done.” That is something that I live by. It reminds me that regardless of appearances, if you have a dream, you have to just go for it. His life like so many others was a true testament to that fact. Whenever I am facing a challenge personal or otherwise, I turn to that quote to remind me that anything is possible.

3 Actions Successful Salespeople Take After Losing A Deal

“Failure is simply the opportunity to begin again, this time more intelligently.” Henry Ford

Salespeople enjoy reliving their victories play by play; in fact, it’s hard to contain their enthusiasm when they get going. However, when talking about a lost deal, the story tends to get abbreviated. I’ve been guilty of this! 😉

Losing is tough, and one could lose twice if no time is spent learning how and why it happened. As such, it’s important to be deliberate about your next moves following a lost deal. Here are three common actions I’ve observed successful salespeople take after losing a deal:

1. They Reflect: Taking a few minutes to reflect and process the events that led up to the loss allows them to draw insights while the event is fresh in their minds. The process of reflection is two-fold:

Self-reflection: The key is to not sulk in the loss. Rather, with self-compassion as guard rails, they jot down their mistakes, trace every step, and commit to refining their approach the next time. This simple act of self-reflection can be the difference between winning sporadically versus winning consistently. An example of the power of self-reflection occurred with a top salesperson I interviewed. After losing a deal she worked hard to win, she felt defeated and decided to do some self-reflection. After reflecting, she realized she didn’t spend as much time as she should have on enabling a key influencer who at the last-minute swayed the decision in favor of her competitor. Following this realization, she committed to creating stakeholder maps to ensure she invested adequate time with all the key decision makers and influencers.

Team reflection: According to research by Alison Reynolds and David Lewis published on HBR, the best problem-solving teams treat mistakes with curiosity and share responsibility for the outcomes. The idea is to be solution-oriented in the reflection instead of pointing fingers. Successful salespeople realize that one should never lose a deal alone. And if a loss does occur, the team collectively comes up with ideas to improve and hold each other accountable.

2. They Research: Successful salespeople connect with customers to understand their decision to go with an alternative solution. These top salespeople are diplomatic in their request and make it a point to understand the perspectives of all the key stakeholders involved in the decision. This process is difficult, but it’s also rewarding, especially when the customer is candid with their feedback. If it’s a product, service, or pricing issue, the salesperson can route the feedback directly to the team responsible which could be the catalyst for change within their organization. Research is especially valuable in technology sales because if a customer decides not to select your solution because of a missing critical feature, the salesperson can work with the product team to influence the product roadmap which could help win back the deal.

“Statistics suggest that when customers complain, business owners and managers (and salespeople) ought to get excited about it. The complaining customer represents a huge opportunity for more business.” – Zig Ziglar

3. They Re-engage: Change is the only constant in business, and if the customer chooses a solution to solve a problem they have today, the successful salesperson anticipates problems the customer could face tomorrow. They re-engage the customer with new business models, industry insights, case studies, and innovative ideas to improve the customer’s business. They add value in their follow-up and follow-through, which often leads to them winning back the business. A good example of this was a Sales Leader who always followed up at least once a month to ask how things were going with the vendor the customer selected. He asked questions such as: are you achieving the goals you intended, is the vendor delivering on what they promised, are you achieving the right business results, is your team happy with the decision, and where / what are the gaps in the current solution. This Sales Leader has won back multiple deals by being persistent and consistent in delivering value even after losing the initial deal. He encourages salespeople not to assume everything is okay with the customer; instead, focus on anticipating challenges and positioning your solution to solve those challenges.

“Our greatest weakness lies in giving up. The most certain way to succeed is to try just one more time.” – Thomas Edison

When next you lose a deal, don’t fret, just remember the three R’s: Reflect, Research, and Re-engage!

I bade thee Godspeed selling! 🙂

F.I.V.E Questions With Chike Nwoffiah Founding Director, Silicon Valley African Film Festival (SVAFF)

“Until the lions have their own historians, the history of the hunt will always glorify the hunter.” Chinua Achebe

When you let someone else tell your story, they’re likely to leave out important details. It matters who controls the narrative; so whatever you do, work hard to control your narrative and tell your truth.

Chike Nwoffiah is on a mission to change the narrative of Africa which is what compelled him to start Silicon Valley African Film Festival (SVAFF) nine years ago. Chike permeates an intense amount of positive energy and belief that fuels his drive to get Africans to tell their authentic stories. He has brilliantly guided SVAFF from just an idea to international recognition. As SVAFF heads into its 9^th year (Oct. 4-7, 2018) of screening films from Africa created by African filmmakers, I caught up with Chike to learn more about his drive and what actionable advice he can pass on to us.

1. Briefly describe your background and how you got started.
I was born and raised in Nigeria. I grew up in a very loving home where education was a priority. My love for the creative industry started very early in my life at about the age of 4 when I starred in my very first stage play. I still have very vivid memories of the rehearsals, costumes and the performance to the entire school community of students, parents, and teachers. From then on, I was immersed in theater and this continued through college and beyond. Although in college, I was in business school, my heart was on stage and so for all my years in college, I starred in every play that was mounted by our student theater company. Years later, as fate brought me to Silicon Valley California for further studies and work, I slowly found myself consumed by the chore of a corporate career and while I was making good money as a young (24-year-old) corporate strategic planner, I knew something was missing. My heart yearned for a creative outlet which the hustle and noise of corporate America weren’t giving me. So after about six years in the Silicon Valley corporate world, I began my transition to the creative industry and have never been happier. Today, I run a California based full-service media production company, Rhesus Media Group, with offices in Cape Town, South Africa and Lagos, Nigeria. We provide end-to-end media services to private and corporate clients as well as produce our content. We presently have a feature film, A Rose for Freddy, which I directed, scheduled for release in theaters across Nigeria in August of this year. I also founded the Silicon Valley African Film Festival, an annual showcase of films by Africa’s talented seasoned and emerging filmmakers. The festival was started to confront the sad reality that after over half a century of independence in Africa, most of the continent’s narratives are still told by people who are so many degrees removed from the continent. These historically distorted narratives have led to blurred interpretations and blurred perceptions of Africa, and our way of life. I am convinced that by creating a platform for Africa’s content creators to share their authentic stories with the world, we can engage the global community in a different dialogue about Africa. The film festival has grown in 9 years to become an annual destination event that draws international filmmakers, celebrities, and visitors to Silicon Valley. What I find most exciting and rewarding for me is that I have found a way to live my passion and make an impact in the process. My business school training continues to give me the professional discipline to successfully run my businesses and execute projects, while my talent and skills in the creative arts allow me to share my African heritage on a global stage. I wake up every day excited to go to work. Outside of my beautiful wife and son, I couldn’t ask for a better blessing than the opportunity to make a living doing what I love.

2. Flashback and then fast forward to the present, what has surprised you the most about your journey (with SVAFF) thus far?
The pleasant surprise or the “happy story” about SVAFF is the pace of growth we have achieved in such a short amount of time. The festival has grown from a one-day event that showcased 16 films to a full three days of programming last year with 93 films from 30 countries. Our offering has now expanded to include a fashion show, live performances, food, African market, and in 2018, we will debut our “Virtual Africa” lounge where guests can experience virtual reality content from Africa. The community support has also been stellar as several individuals and organizations rallied around the idea from the very first year and made sure that we kept it going even during the challenging times. SVAFF has become a community-owned event, and this is what I always wished it to be – no one person’s event, but our event.

3. Why is the cause you are pursuing or problem you are solving the most important for this generation, how would future generations benefit if it’s successful, and what is at risk if you do not succeed?
Africa can no longer be ignored in the global economic, social and political space. With a population of more than 1 billion people, expected to double by mid-century, Africa offers an enormous potential market. While the rest of the world is aging, Africa is young with about 20% of the population between the ages of 15 and 24. And while the global workforce may be shrinking, in a few years Africa’s workforce will number some 1.1 billion, surpassing that of China and India.

This huge slice of the global population cannot be reduced to myopic soundbites that only perpetuate historical stereotypes. I am humbled that I have been able to dedicate my work to challenging the complex networks of ignorance, prejudices and stereotypes underpinning Africa’s pernicious misrepresentation in the media as a place of turmoil, deprivation, wildlife, ethnography, the spectacular, bewildering, ambiguous, haunting, and casting Africans as simple folks in need of guiding hands or, belittling noble savages. The recent US president’s characterization of African nations as “s#*#hole countries” is a prime example of this kind of ignorance driven bigotry.

To allow the myopic single story narratives of Africa to dominate our understanding of Africa deprives our children the opportunity to engage with the world’s brightest, most diverse and vibrant minds. Stories inform our perceptions, and our perceptions inform our behavior. Until the global community stops seeing Africa and Africans as “less than”, the balance of social, political and economic power will remain tilted against Africa. In this, therefore, failure is not an option for me.

4. Reflect on all of the key milestones you’ve had so far in building SVAFF to what it is today. Which of these milestones would you say is the most pivotal and why?
We are at a very critical juncture right now at SVAFF as we present our 9th season with an eye on our 10th anniversary next year. In reflection, I think the biggest milestone was year one. Birthing an idea is always the biggest step, getting it out of one’s head and giving it life. Not being sure if it will work, even though one has planned and prepared. We have indeed come a long way, and I feel blessed to be a vehicle that God has used to bring this to my community. There is always a moment at each festival when I stand in total wonder and humility as I watch the sea of people, shuffling about the festival grounds, laughing, chatting, hugging, just carrying on and being animated about films they have just seen or about to see. Those are the priceless moments when I appreciate how something that was once a thought in my head has become a gift to the community.

5. What is the best piece of actionable advice you’ve received that continues to be a source of inspiration in good times and challenging times?
My father always used to tell me – “If you are really passionate about something, commit to it. If you commit, be willing to give it ten years.” He always taught me to take the long view and stick it out. I am not sure SVAFF could have lasted this long if I didn’t have those words of wisdom constantly ringing in my head.

You can contact SVAFF by sending an email to office @ svaff.org

Stay connected and up to date on the latest from SVAFF via Twitter, Facebook, and YouTube.

How to Sell to Technology Startups: Sprint Faster

Selling technology to technology startups is an adventure. Imagine this; you’re selling cutting-edge technology to technologists trying to disrupt the cutting-edge technology you’re selling them. Wow. I find this exciting because there’s always an opportunity to learn something new and discover a different or more strategic way of solving complex problems. So how exactly should you approach selling to these technology startups?

One thing I discovered about selling to startups is they move fast, so you have to move faster. As a salesperson, you need to define what “faster” means to you and your organization. If you feel your organization or team isn’t moving fast enough, then you need to be the catalyst that disrupts the inertia by exemplifying speed and results. If the internal process is taking too long, find new ways for it to be streamlined and share it with the different stakeholders within your organization. If your extended team has a “can’t do” attitude, don’t stop until you find someone with a “can do” attitude willing to partner with you to accelerate success for your customer.

If the only thing constant in business is change, the only thing not constant is time. Time keeps moving whether you’re standing, walking, jogging, or sprinting. When next you’re selling technology to a technology startup, make sure you’re sprinting even if they may be walking or jogging. And if they’re sprinting, get some lighter shoes and sprint faster!

Happy Selling! I’d leave you with these parting words…

“Every morning in Africa, a gazelle wakes up, it knows it must outrun the fastest lion or it will be killed. Every morning in Africa, a lion wakes up. It knows it must run faster than the slowest gazelle, or it will starve. It doesn’t matter whether you’re the lion or a gazelle-when the sun comes up, you’d better be running.” – Christopher McDougall

3 Things A Startup CEO Looks For Before Taking A Sales Meeting

I had coffee with the CEO/Co-founder of a Silicon Valley based tech startup that has raised well over $50M and asked him:

“What needs to happen before you take a meeting with a salesperson for the first time?”

He said he looks for three things:

1. The salesperson was referred to me by someone I know and trust

2. The salesperson intends to share something new and innovative that could help me accelerate my roadmap

3. The salesperson needs me more than I need them

I was struck by #3, so I probed further.

He went on to explain that it’s always good taking a sales call when you’re not desperate for the solution/service they’re offering. He only takes meetings with salespeople representing something that is a nice to have. He prefers to have ‘must have’ conversations under his explicit control.

Someone on responded to the above post on LinkedIn with the following:

“Interesting…smells of “group think” and “yes men” mentality. Would you like feedback? If there are any sales folks feeling a bit discouraged, here are my thoughts: #1 Um no. I’ve worked directly with C-suite execs for a long long time. They’ve all been open to meeting me for the first time without a personal referral…unless I count some great EA’s who’ve booked us meetings. #3 Wut? A bit creepy. Good thing I’m a sales professional who works with buyers who need solutions, because I’m a horrible co-dependent. Here’s the rub…startups need to do a lot of selling themselves to make good on their funding…most veteran sales professionals will pass on calling a startup based on their employer count (easy to find online). Who “sells” on the first meeting anyway? 🤔 Don’t worry, I’ll wait…😴 That said, Veteran C-suite execs understand #2, because this is where a conversation/dialogue starts to establish whether a solution is worth evaluating.“

Below is my response to their comment.

Thanks for taking time to read this and reply with your thoughts. You make some very good points. I believe one should feel inspired rather than discouraged. Here’s why:

In the book “Selling to the C-Suite” by Nicholas AC Read and Stephen Bistritz, their research confirms that “a full 84% of Executives said they would usually or always grant a meeting with a salesperson who was recommended internally.”

On the other hand, “Cold calling ranked the lowest, with only 20% of participants (Executives) saying they would usually grant a meeting as a result, while 44% said they would never respond to cold calls.”

The idea is not to feel discouraged but to use research to increase your odds of getting a meeting with CEOs. Also, it’s a better experience to work smarter than harder. The #3 point is not about co-dependency; it’s about control. To your point about “who sells on the first meeting anyway?” many have, and many will continue to do so. Every interaction is a “selling” opportunity…you’re selling an idea, a service, a reason for them to take a second meeting…you’re always selling, from the first meeting to the last meeting to the next meeting… 🙂

I’d love to hear your thoughts. Send me an email (ozisco at gmail.com) or a tweet @ozisco

Happy Selling!

F.I.V.E Questions with Dorothy Dalton, CEO of 3Plus International

Based in Brussels, Dorothy is a Global Talent Management Strategist, Coach & Trainer, and supports gender bilingualism. She is constantly being sought after for her thought leadership on executive placement and career advancement. I met Dorothy when she came to speak to us during one of my MBA classes at École des Ponts Business School in Paris.
She shared insights on how to enhance our online profile to maximize our chances of landing our dream jobs. Her advice and tips were instrumental in helping my classmates and I book interviews with top companies and ultimately, land jobs with these top companies. I’m excited to feature her on the F.I.V.E Questions with an Entrepreneur series.

Briefly describe how you got started. What is the most exciting or rewarding aspect of what you do? What could make it even more exciting or rewarding?

I have two business lines in the HR consulting sector. One is gender neutral and the other is for gender balance. They frequently overlap!

My early career was in Corporate HR in the steel and television industries. None of this was particularly out of the ordinary, although I enjoyed early career success, rising to second in command of a large HR department before I was 30. I decided to move to Luxembourg (with my now ex-husband!) taking a leap with no job to go to. Ladies do not do this today! I joined an office services start-up in the embryonic financial services sector. My interview question was could I “answer the phone.” I said I could, even though I spoke very little French at the time.

Here I graduated from general factotum to become the Sales and Marketing Director.

Sometime later our family relocated to Brussels, where I found an opportunity to combine my newly acquired European sales experience with my HR background in an executive search company. It meant going to the bottom of the pile (again!) to update all my skills. After a few years working for someone else, I branched out on my own, offering international executive search and research services on a global market.

I had qualified as a corporate trainer and coach at the beginning of my career, training with Sir John Whitmore (before he became Sir). When the global recession came in 2007/2008 there was a renewed demand for career coaching. I went back to college and re-certified. I wanted to make sure I was completely current. I then formally added coaching to my service offerings.

As an early adapter to social media, I could see the potential of it immediately. I grew a reputation of being an expert in the field in relation to HR and career issues. I wrote an award winning blog and developed training programs for organisations and job seekers on Personal Branding and job search. I then added training to my repertoire list, completing the circle to my post- graduation skill set.

Coaching women and promoting gender balance is something I have always believed in. I established 3Plus International which supports gender balance in the workplace offering services in recruitment, coaching and training to support organisations who want to strengthen the female talent pipeline.

I love the variety of what I do and how all the elements feed into each other and overlap.

Going forward, I need to write a book – that would be really exciting and rewarding. Currently I am very operational, which I enjoy, but I should make time to step back.

2. Flash back and then fast forward to the present, what has surprised you the most about mastering your unique set of skills and what advice do you have for others looking to master similar skills?

I think what surprised me was the social media element. I just got it. It came easily to me and I was able to pick it up and adapt what I needed to know and reject what I didn’t. I am not a particularly intuitive learner, but was able to play around and understand the basics and even the more advanced aspects pretty quickly.

Truthfully, it’s not that the skill is vital in in itself. It’s not at all. For younger generations it’s in their D.N.A. But what it represents is a mind-set. When I go into business schools and the class sees my age, they are always surprised. But it’s a great marketing and teaching message. If I can get it – how easy will it be for you?

So my advice is whatever is new – explore, learn and try. You never know what will happen. Be open! Be very careful before you rule anything out. I found out that I am very adaptable can re-invent myself. If I can do it – so can you.

I think never being afraid about going back to basics and not letting ego interfere is important. I have done that twice in my career.

3. What is your unfair advantage and what would your best customers or clients say are the main reasons they do business with you?

I don’t have an unfair advantage. I don’t believe in that. All the skills I’ve acquired have been via hard work, flexibility and energy. As a woman in the steel industry you can imagine what that was like! My clients say they work with me because I am efficient, direct and fun. Life is too short not to enjoy what you are doing. For executive search I have strong sales skills, so can coach my team. Having a visible international online profile helps. I rarely have difficulty getting candidates to take my calls.

On the coaching side if I have done my job well, I don’t need to see clients again because they have the necessary skills for life. They know what they need to do. I usually see them for an annual session which is a happy/sad feeling.

4. Reflect on all of the key sacrifices and trade-offs you’ve had to make to get to where you are today. Which of these would you say was the most pivotal and why?

I don’t feel as if I have made trade-offs in the past and definitely no sacrifices. I made a decision to be trailing spouse years ago. But although I exited my HR career, I started a career in sales. I would certainly advise women to be more strategic than I was, which is advice I conveyed to my own daughter when she recently relocated to the U.A.E.

But despite everything, that was possibly the most pivotal moment. If we hadn’t moved internationally, I would have had a very different career path, probably in U.K. based H.R. It has taken me down a very different route where I have learned languages and skills I possibly would have never needed to learn. I have had the advantage of living in a number of different countries and being truly multi-cultural.

I am perhaps making more trade-offs today. Many of my friends are starting to take long trips and vacations. If you run your own businesses you can never check out totally. When I travel, the first thing I ask about in a hotel is not the bed, but the wifi connection! I’m like Miranda in Sex and the City!

5. What is the best piece of actionable advice that you’ve received that not only influenced your decision to launch your business, but also continues to be source of inspiration?

The best advice I would give is centered around self-awareness. Do your inner work. Know yourself, your strengths, weaknesses and core values. Make sure you have cover for the things you are not so good at. Trust yourself and stay centered. If something feels off – it probably is – listen to your gut instincts. Never stop being open to learning something new. That is linked to your faith in yourself and your ability to make the right choices. This fosters consistency, which feeds trust from others. Just because you don’t know about it now, doesn’t mean to say you never will.

My one actionable tip: do your inner work!

“Knowing yourself is the beginning of all wisdom” Aristotle

Dorothy Dalton Biography

Dorothy works globally in talent management strategy and coaching, covering the whole spectrum of career transition challenges from “hire to retire” in coaching and executive search. An Economist and CIPD Associate, she has placed, trained and coached thousands of men and women in her career, working with leading international companies and organizations. She is a certified Coach (Cognitive Behavior) and trainer including e-learning.
She has successfully combined an early career in corporate H.R. with a stint in European Sales and Marketing before moving into global Executive Search and HR Consulting, running two businesses as an entrepreneur. She has lived and worked internationally throughout her career and has strong cross-cultural exposure.
Co-Founder and CEO of 3Plus set up to support organizations develop their female talent pipelines to achieve gender balance, as well as supporting individual women professional women to advance their careers. 3Plus offers career and leadership and coaching as well as mentoring services. She created the 3Plus eGazine and online resource for professional women with daily posts and the 3Plus Mini-Mentoring event already held in different locations in Europe and U.S.A.
Digitally savvy, with an internationally-recognized blog on career transition and a strong niche-market social media presence (a ranked coach, recruiter and HR influencer on Twitter) Dorothy successfully embraced new technology to combine the best of old-style methodologies with the new. She is a VIP blogger for HR Tech World, speaker and contributor on HR and workplace trends. She is also a visiting career coach for the MBA and Executive MBA programs of top tier business schools.

Connect with Dorothy on LinkedIn and @DorothyDalton

Check out this great interview with Dorothy Dalton on Youtube.

39 Sir Alex Ferguson Quotes to Ignite the Champion in You

Growing up in Nigeria, you were either a Manchester United, Arsenal, Chelsea or Liverpool fan. Manchester United was my team back then, and still is. We consumed football for breakfast, lunch and dinner. When we were not glued to the TV screen cheering on our favorite teams, we were in the streets, often barefoot, practicing the skills we had witnessed.

Sir Alex Ferguson was the mastermind behind Manchester United’s successive years of dominance. In his 39 years at the helm, he led Manchester United to 2 Champions League titles, 17 Domestic League titles, 14 Domestic Cups, and 2 Other European titles. I had the pleasure of reading his book, Leading: Learning from Life and My Years at Manchester United, and below are 39 inspiring quotes in honor of his 39 glory years as manager of Manchester United.

Listening

“If you are leading people, it helps to have a sense of who they are- the circumstances in which they were raised, the actions that will draw out the best in them, and the remarks that will cause them to be spooked. The only way to figure this out is by underrated activities: listening and watching.”

Watching

“It sounds simple to say you should believe what your eyes tell you, but it is very hard to do. It is astonishing how many biases and preconceived notions we carry around, and these influence what we see, or, more precisely, what we think we see.”

Discipline

“I always felt that our triumphs were an expression of the consistent application of discipline.”

Work Rate

“When winning becomes a way of life, true winners are relentless.”
“In a perfect world I would have filled every team-sheet with 11 men who had as much determination as talent. But life is not like that, and if I had to choose between someone who had great talent but was short on grit and desire, and another player who was good but had great determination and drive, I would always prefer the latter.”

Drive

“For me drive means a combination of a willingness to work hard, emotional fortitude, enormous powers of concentration and a refusal to admit defeat.”

Conviction

“I cannot imagine how anyone, without firm conviction and deep inner beliefs, can be an effective leader.”

Preparation

“…Preparation had a lot more to do with our success than a few fortunate breaks.”
“The way to win battles, wars and games is by attacking and overrunning the opposing side.”
“On our own team, the best players tended to be sticklers for preparation. That’s part of the reason why they were good or great.”

Mentorship

“There is a lot to be said for either picking, or being lucky enough to land, the right mentor. The best ones can change your life.”

Teamwork

“Each player has to understand the qualities and strengths of their team-mates.”

Excellence

“Part of the way you develop excellence in an organization is to be careful about the way you define success.”
“Winning anything requires a series of steps.”

Inspiring

“You don’t get the best out of people by hitting them with an iron rod. You do so by gaining their respect, getting them accustomed to triumphs and convincing them that they are capable of improving their performance.”
“Much of leadership is about extracting that extra 5 percent of performance that individuals did not know they possessed.”
“Unless you understand people, it is very hard to motivate them.”
“Another crucial ingredient of motivation is consistency. As a leader you can’t run from one side of the ship to the other. People need to feel that you have unshakeable confidence in a particular approach. If you can’t show this, you’ll lose the team very quickly.”
“Anyone who is in charge of a group of people has got to have a strong personality….a strong personality is an expression of inner strength and fortitude.”
“People perform best when they know they have earned the trust of their leader.”

Complacency

“Complacency is a disease, especially for individuals and organizations that have enjoyed success.”

Networking

“A network takes time to develop. Part comes through the passage of time, part from the way you treat others and part from reciprocity.”
“It’s easy to forget about the troubles of others but, if you take the time to remember, it goes a very long way.”

Time

“Don’t lie, don’t steal, and always be early.”

Distractions

“I have yet to encounter anyone who has achieved massive success without closing themselves off from the demands of others or forgoing pastimes.”
“If you have two people of equal talent it will be the way in which they marshal their ability that will determine their eventual success.”
“There’s only one way to enjoy a final and that’s to win it. Nobody ever remembers the losers.”

Failing

“At some point in my life the desire and need to win outstripped my fear of failure.”
“There’s some merit in getting defeated – even though I’d never want it to be a habit. Team members who are hungry for victory and take great pride in their performance will be eager to avenge defeat.”

Speaking

“Whether the audience is one person or 75,000, you need to assemble your thoughts, know what you want to emphasize and just say it.”

Boss

“The greatest bosses also take pride in making sure that if employees who have served them well choose to leave, they go on to greater and better things.”

Control

“I just don’t believe that you can get the most out of people if they are perpetually afraid of you.”

Delegation

“My job was to make everyone understand that the impossible was possible. That’s the difference between leadership and management”

Decision Making

“When you are in the football world, and I suspect in almost every other setting, you have to make decisions with the information at your disposal, rather than what you wish you might have.”

Salesmanship

“Any leader is a salesman – and he has to sell to the inside of his organization and to the outside. Anyone who aspires to be a great leader needs to excel at selling his ideas and aspirations to others.”

Compensation

“Bonuses get spent. Medals are forever.”

Negotiation

“If you need one person to change your destiny, then you have not built a very solid organization.”

Arriving

“If you want to build a winning organization, you have to be prepared to carry on building every day. You never stop building – if you do, you stagnate.”

Confidence

“It’s one thing to have confidence in your own abilities. It’s a completely different challenge to instill confidence in others.”

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