Sep 12

Cultura es hábito

Culture change: where to begin?

By alpittampalli on Sep 28, 2012 05:00 am

An organization’s culture is made up of the collective habitual behaviors and thoughts of its members. Change the habits and you’ll change the culture.

Unfortunately, it’s easier said than done. Habit change requires an incredible amount of willpower. And focusing on multiple habits simultaneously is a surefire strategy for failure. So, where to begin?

Begin with the habit that has the power to start a chain reaction, changing other habits as it moves through the organization. Charles Duhigg, brilliantly refers to this as the keystone habit.

When Paul O’Neil first became CEO of then struggling aluminum corporation Alcoa, he didn’t concentrate on profits, productivity, or efficiency. To the dismay of everyone around him, he decided to focus on worker safety.

Unorthodox? Yes. But Paul understood something that his colleagues didn’t: the process of improving worker safety, would create a cascading effect causing other changes: attention to detail, quality control, individual responsibility, open and honest feedback, etc. These new habits would create the culture of productivity and efficiency necessary to turn the company around. And they did, quickly making Alcoa one of the world’s most profitable companies.

So what’s your organization’s keystone habit? What habit might provide the most leverage for changing your organizational culture?

I have a suggestion: meetings. Meetings are at the heart of how organizations communicate, collaborate, and make decisions. You can’t change meetings, without affecting other habits.

When meetings are purposeful, decisions are made quickly. When unecessary meetings go away, teams are forced to trust one another more. When meetings are short, intense, and run ruthlessly on schedule, attendees walk away with a sense of urgency.

Changing your meetings might just change your entire organization.

Sep 12

¿Cuál es nuestro número?

¿Followers, leads, views?

Es indispensable determinarlo si queremos seguir revolucionando la comunicación de nuestros clientes.

Sep 12

Esta semana y siempre.

Sep 12

GSD. This week mantra.

Sep 12

Sobre el arte de vender…


1. Answering Objections the Customer Hasn’t Surfaced

Though it’s a good idea to anticipate objections that the customer might have and prepare reasonable answers to them, it’s a horrible idea to surface those objections yourself–because you’ve just created an issue that probably didn’t exist. Explaining away something preemptively can also make you seem defensive and unsure of the real value of your offering.

Fix: Never start any sentence with “You may be wondering…” or “Perhaps you’re asking yourself…”

2. Leaving the ‘Next Step’ to the Customer

I’ve read dozens of so-called sales letters and sales emails that end with a suggestion that the customer should call or contact the seller “if you’re interested” or “in order to learn more.” The people who send these letters always complain that they don’t get any responses.

No kidding–you’re asking the customer to do your work for you.

Fix: Keep the ball in your court. Try substituting a closer like this: “I will call you next week to discuss whether it makes sense to discuss this matter further.”

3. Selling Features Rather Than Results

Incredibly, some people (usually marketing folks) believe that customers buy a product because it has desirable features. They therefore rattle off a list of those features, hoping that at least one will pique the customer’s interest.

In fact, customers care only about the results of purchasing a product and the ways it will affect their lives and their businesses.

Fix: Figure out why a customer buys your product rather than somebody else’s. Then sell that result, using the features to buttress your ability to deliver that result.

4. Faking Intimacy

Like it or not, the minute you’re positioned in somebody’s mind as “a person who is trying to sell me something,” you’re fighting an uphill battle to win trust. Under those circumstances, the absolute worst thing you can do is to try to “suck up” by acting smarmy.

The most common manifestation: brightly asking, “How are you doing today?” at the beginning of a cold call. It makes people want to puke.

Fix: Remain personable and professional–but no more–until such time as you actually forge a friendship, which typically takes weeks.

5. Writing a Sales Proposal Too Soon

Although proposals can occasionally help develop an opportunity, in most cases, the proposal requesting (and writing) process happens after the prospect has already defined the problem and (probably) defined the solution as well. Because writing a proposal takes time and effort, it’s usually a bad investment unless you’ve got the inside track on the sale.

Fix: Write a sales proposal only after you’ve got a verbal agreement.

6. Talking More Than Listening

I’ve written about this problem repeatedly in this blog, but the error is so common that it bears repeating. When you’re selling, it’s all too easy to get excited and nervous and then try to “drive the sale” forward by talking or giving a sales pitch. Customers find this extraordinarily irritating.

Fix: In your mind, redefine selling as a passive activity that consists mostly of listening, considering, and reacting to what the customer does and says.

7. Wasting Time on Dead-End ‘Opportunities’

What with voice mail, gatekeepers, and a challenging economy (not to mention the craziness of global competition), it sometimes seems like a miracle when you actually get into a sales conversation with a live human being.  When that happens, the possibility of making a sale can become so seductive that you don’t want to spoil the dream by asking questions that might reveal this as a false opportunity.

Fix: Within the first five minutes of your first conversation, ask questions that will reveal whether the customer has a real need–as well as the money to satisfy it.

8. Failing to Follow Through

The sad truth is that, to customers, people who sell are guilty until proven innocent. Building a customer relationship is about gradually building up enough trust to overcome the natural antipathy that most people feel toward sellers.

Because of this, you’re not going to get any slack if you fail to deliver when promised. Drop the ball, even once, and you’re probably out of the game.

Fix: Get religious about your to-do list and scheduling specific events. Make only commitments that you’re 100% certain you can keep.

9. Treating a “Close” as the End of the Process

Maybe it’s the result of unfortunate terminology, but a lot of companies and individuals take “closing the deal” to mean that the sales activity has ended. Nothing could be further from the truth.

The real work happens after you’ve closed the deal–because that’s when you can start building the kind of relationship that will eventually generate follow-on business and referral sales, both of which are far easier and profitable than winning new business.

Fix: Always aim for long-term relationships rather than short-term revenue. That way a “close” is the beginning, not the end, of the process.

10. Asking for a Referral Too Soon

Some sales training programs recommend asking, “Do you know somebody else who might need my product?” even when prospects say they’re not interested. Other programs suggest asking a similar question when you’ve closed your first sale to a customer.

Both approaches are naive, because customers in their right mind do not put their own reputations at risk by recommending somebody whose ability to perform is unknown to them.

Fix: Ask for referrals only after the customer is delighted with the products or services that you’ve sold.


Here are the 10 most common blunders that sellers make during meetings with potential customers. Some may seem obvious–but you’d be surprised how easy it is to stumble into them.

1. Being late to the meeting. If you don’t arrive on time, it tell the customer clearly that you don’t give a hoot about them or their time. Always arrive 15 minutes ahead of time. If you drive to calls, get a GPS device to make sure you won’t get lost en route.

2. Failing to check your appearance. Don’t show up with something amiss–spinach in the teeth, lipstick smeared–that could have been headed off by a quick stop in the client’s bathroom. Make a quick pit stop before the call, and give yourself a once-over.

3. Acting way too friendly.  You’ll just seem phony and “salesy” if you pretend that a prospect is like a long-lost friend. Approach each prospect with respect and courtesy–not with a glad-hand and a back slap.

4. Talking rather than listening. Sales calls are about relationship building and gathering information. You can’t do either of those if your mouth is moving all the time. Get curious about the customer. Ask questions.

5. Arguing with the customer. If the customer doesn’t agree with an important point, arguing is only going to set that opinion in concrete. Instead, ask the customer why he holds that opinion; then listen.  You might learn something.

6. Giving a traditional sales pitch.  Sure you’ve got something to sell–but nobody wants to hear a sales pitch. Have a discussion about the customer’s needs; then, if appropriate, discuss what you’ve got to sell.

7. Falling short on product knowledge. The prospect doesn’t want to hear, “I need to get back to you about that” … over and over. Make sure you’re trained on your current products and policies before the call.

8. Getting distracted by your smartphone. Ouch! What were you thinking? No call, email, or message is going to be more important than the real live person in front of you. When you’re talking with a prospect, turn off your phone. I mean it.

9. Letting the meeting meander. The customer’s time is valuable.  Don’t have wandering conversation that slowly gets to the point. Instead, provide a brief agenda of what you’re there to discuss, and be sure you stick to that agenda.

10. Overstaying your welcome. Your prospect has hundreds of other things that he or she could be doing, rather than spending time with you. Set a time limit for the meeting and stick to it.

(Ambos tomados de INC)