Drinking Problem?

What do you suppose is behind our recent wave of layoffs?  The Fed?  Inflation?  Recession?  Is it lack of sales?  That’s one possibility: 

Several years ago, a car dealer in St. Petersburg, Florida fired his entire sales force and sales went up twenty six percent. 

Rick Page 

IMHO, the first step towards finding a solution is understanding the source of the problem.  Careful though – it may not be what we think.  

Take St. Michaels, a quaint town in Maryland its name derived from the Episcopal Parish established there in 1677. The church attracted settlers who engaged in ship building among other endeavors.  They don’t build ships anymore.  (Although with rising tides they may have to.)  The locals say: 

St. Michael’s 

A drinking village with a sailing problem.

Layoffs could drive one to drink.  However, lack of sales is actually a symptom.  I’m thinking the problem may lie elsewhere.  

Over the past few decades technology companies in particular have highly specialized their sales organizations.  With all of the sales specialists the customer has to deal with these days how easy is a vendor to do business with? 

Which of the many specialized sellers has their eye on the customer’s overall objective?  Irving Bluestone coaches us on the importance of keeping our eye on things: 

Somewhat analogous to the cross-eyed discus thrower; he seldom came out ahead, but he sure does keep the crowd alert. 

Today’s customers sure have to stay alert, too.  Let’s add it up: 

• Customers start with the vendor’s website, an AI chat bot, and marketing content; but marketing doesn’t speak with customers.
• To converse, customers gets passed to a “BDR” (Business Development Rep); but the BDR is there primarily to qualify and perhaps address a few simple questions. 
• When customers need more, they get passed to an Account Executive; but the AE is there primarily to qualify and perhaps coordinate access to additional specialists.
• When customers have in-depth questions they get passed to a Subject Matter Expert; but the SME is there primarily to qualify and answer detailed questions about “fit”.  
• When customers have questions on price, they get passed back to the AE; but the AE typically quotes initial purchase or subscription pricing.
• When customers want to know the implementation cost they get passed to a Professional Services salesperson; but that person is there primarily to qualify and quote implementation costs.
• When customers want to know about “Phase 2”, future needs, and future costs they get passed to an Account Manager; but the Account Manager specializes in renewals and future roadmaps without involvement in the current sales cycle.
• When customers want to negotiate a deal they get passed to a Sales Manager; but the Sales Manager is there to qualify and close, knowing little or nothing about the customers’ detailed needs and the proposed solution.
• When customers have contract language questions they get passed on to the legal or sales operations department; but that resource is there to qualify and address contract terms.
• When the deal is finally finalized customers are passed to an entirely new team who delivers the solution before passing their customers on to the vendor’s support staff (or another AI chat bot); but if implementation issues arise and customers reference answers received during the sales cycle they get passed back to their AE; who was recently laid off. 

Ishkabibble! 

Does that resemble your company’s selling process?  Careful - you might be giving your customers a drinking problem! 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

April 20, 1999 never forgotten…

Twenty-four years ago today, my hometown experienced the terror that two teenagers, feeling a sense of desperation and isolation, can bring to their high school, their community and our nation.  It was considered a rare event back then – unfortunately, hunting our school children has become an almost daily event now.  

Life is hard and can often seem hopeless for many young people.   If you have a son or daughter; grandchildren; nieces or nephews; or neighborhood kids; reach out to them today. 

Tell them today that you love them and will support them as they try to make their way in the world.  And if they are struggling to make ends meet – give them a few bucks, reassure them.  Today, help them feel they belong.  Give them hope. 

Let’s address our society’s violence.  Let’s use our power of compassion to increase the sunlight for those heading towards darkness: 

It takes the sun to create a shadow – accept that the dark and the light live side by side in all of us. 

Chellie Campbell 

It’s not just my hometown of Littleton, Colorado - We are all Columbine: 

http://www.youtube.com/watch?v=i9Seqhcq23M

May you feel peace - and share the power of peace with others - today - especially today - and then every day thereafter! 

GAP

Don’t panic…

“Downturn”  Don’t you just hate that word?  Better hold on to your saddle horn; it’s going to be a wild and bumpy ride for a while. 

For many of us, we’ve seen these economic issues before.  And yes, it’s not a pretty picture.  If you’re concerned, you probably should be.  However, there’s no need to panic: 

Fear makes the wolf bigger than he is. 

German Proverb 

Lot’s of folks are forecasting that a recession is upon us.  (Seems like I’ve been hearing a recession is upon us for a year or two, you?)  

I didn’t realize it but according to Wikipedia we’ve had seven “recessions” since I entered the workforce in 1975:

1. 1973-1975; triggered when OPEC quadrupled oil prices (I remember the shortage and the lines of cars at gas stations)
2. 1980; triggered when the Fed dramatically raised interest rates to fight inflation (sound familiar?)
3. 1981-1982; triggered by the Iranian Revolution, oil prices (again), and the Fed (still)
4. 1990; triggered by the Fed raising interest rates to fight that darn inflation (again)
5. 2001; triggered by the dot.com bubble burst (which was triggered by the “Y2K panic”)
6. 2007-2009; triggered by the housing bubble burst (those darn bubbles)
7. 2020; triggered by Covid 

I was reading The Impact of Economic Downturn on the SaaS Industry survey results recently.  It seems the data was collected between 2021 and early 2023.  And yes, it doesn’t paint a pretty picture.  Here are a couple of excerpts (my commentary added in parentheses): 

The fact that we are in difficult times is evident. When we started sending out the survey, the market sentiment was evidently poor. There were already reports of layoffs in major organisations… By the time we collected responses, there were even more layoffs.  More layoffs were announced before we compiled the responses into a report, and right now, as I’m writing this sentence, two of the most successful companies in the world have announced that they’re shrinking their workforce. (We’ve noticed.) 

Your sales reps know we’re in a downturn. They’re aware of reports of lay-offs across the globe. This can lead to uncertainty, and a sense of panic across your workforce. (There’s that word panic, again.) 

Per our survey, more than two-thirds of companies did not hit their targets during H1 in 2022. Nearly 80% of them also responded that they faced a lot of challenges in achieving their goals. (“faced a lot of challenges”, thank you Captain Obvious.) 

Speaking of not pretty pictures… I’m reminded of an old painter I used to work with before I entered the technology sales business.  His first name was Karl and I remember he preferred whiskey that was finished in merlot casks.  When a painting mistake was made on one of our jobs Karl would say: 

Don’t panic… Jack was every inch a sailor. 

He was right; the jobs would turn out fine.  Makes me optimistic our economic “downturn” will turn-around and come out fine, too.  But I’m remaining cautious.  I’m paying close attention to how news is presented (aka “spin”): 

The phrase, “I have good news and I have bad news”, is really just bad news.  We know this because we learn of good news this way; “You’re not going to freaking believe it, but…!” 

I don’t know who Jack was but like Karl I’m not going to panic.  I’m confident in Jack, our sailors, and the prospects for getting through this darn “downturn”. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

Flexibility & Independence? Security?

You know, it seems to me much is being said and written these days about employee behavior.  Truth be told, most of the commentary I see is more negative than positive.  That negativity takes a turn for the worse when the topic shifts to managers: 

All good work is done in defiance of management. 

Bob Woodward 

OK… maybe it’s me. I mean, are you seeing the dominance of these workplace sound bites? The  “great resignation”; “quiet quitting”; “return to office refusal”; “more work-life balance”; “lack of diversity, equality, and inclusion”?

Yes, I’m old and retired from fulltime work now (but I’m not dead HaHa!).  In 2022, I joined the “gig economy”.  When you Google, “What is a gig economy?” you’ll find: 

A gig economy is a labor market that relies heavily on temporary and part-time positions filled by independent contractors and freelancers rather than full-time permanent employees. Gig workers gain flexibility and independence but little or no job security. 

Whalla!  Flexibility and independence stand apart from job security.  It’s considered either/or. 

When I was an employee I wanted security; a regular paycheck; benefits; training; a career path; etc.  I hoped for a manager with people skills but when I worked for one of those managers, I tried to hang-in. 

Of course, I had the option of flexibility and independence available - freelancing; independent contracting; “consulting” (God forbid!): 

A consultant is someone who saves his client almost enough to pay his fee. 

Arnold H. Glasgow 

I selected the consulting option a couple of times (at the expense of security).  Those experiences helped me understand that fulltime employment better fit my disposition.  All along, I wasn’t conscious of why I wanted to be a good employee. 

I was also a manager for several years in my career.  I wanted “good employees” working for me, but what do they look like? 

Employers are looking for people who can do more than follow procedures competently or respond to requests, who have a strong, intrinsic desire to learn, solve problems, and ask penetrating questions.  They may be difficult to manager at times, these individuals, for their interests and enthusiasms can take them along unpredictable paths, and they don't respond well to being told what to think.  But for the most part, they will be worth the difficulty. 

                   Ian Leslie 

My team was definitely “worth the difficulty” for me.  (Not sure how they felt about their manager LOL!) 

It all came together recently when I read Undaunted: overcoming doubts + doubters © by Kara Goldin: 

… I still tell new recruits at Hint that the number one thing they need to do is make sure their boss and their team are successful.  I run into so many people who make the mistake of worrying about how they look and concentrating on their own feelings to the extent that they don't appreciate what's going on around them.  Focusing outward on those who depend on you and the rest of the team makes you a valuable person, gets you more responsibility, and ultimately gives you a chance to not just look like, but also to be, a superstar. 

Bingo!  Make your manager and your team successful first, and your own look and feelings will take care of themselves.  Become more valuable; take on more responsibility (e.g. get promoted, make more money).  Yep. I like that from both the employee and the manager side, you? 

Nothing spells “security” better than “Superstar”. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.