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Add You - Rasberries and Problem Solving
The right logo, with the right characteristics, will boost your visibility, credibility and memorablity – which means more business for you!These characteristics include:Consistency in use of your logo, tagline, materials. Repetition of similar elements, used in the same or similar ways, helps people to remember who you are and what you do.Memorability, so that your logo stays at the forefront of your potential clients' minds. That way, they'll think of you next time they have a need.Meaningfulness, so that your logo can spread the message about the distinguishing characteristics of your business.Uniqueness, which helps you stand out from the crowd. For example, if everyone in your industry uses a particular symbol (i.e., travel agencies often use globes in their log
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how w
Each and every time it runs!That’s the easy answer. After all, it’s your money and your business at stake. You should be learning from every campaign. Here are some basic questions:(1) How many customers did you reach?(2) Why did they pick your business?(3) What was in the ad that made them call or come in?(4) What media did the best job?That last question is the result of proper tracking. It’s like going to school. You are given exams to test your knowledge and see if you are ready for the next level. Without the tests, you don’t know how you are doing. Marketing must be measured in the same fashion. Suppose you’re running a weekly newspaper ad. If it never changes from week to week, which week did the best? So you have
A Gardner I am not, but a few years ago some Raspberries were transplanted and took over the North side of my house. As I was taking my evening stroll in my yard, I noticed that they were loaded with sweet red berries. I decided to spend the time picking several quarts of the elusive red berries. Red raspberries and a cup of ice cream sure sounded good to me.
The raspberries were elusive because every time I thought all were picked, more would appear when a leaf or bush was moved and another angle of view was used. After going over the entire growth in one direction, more missed berries were noted on the way back. So a simple task of picking the berries turns into a hunting mission!
As a manager, supervisor or salesperson we often take a situation we face, quickly evaluate and then act. My question is, “How many berries have we missed?” “Could there be other information or solutions that are hidden under another leaf?” “Was the elusive right answer missed?”
This is where Outcome Based Thinking comes in. If we follow the steps and actually dig into the steps deep enough, it can change our view and solution to the situation we face. After all our purpose in most situations is to create an opportunity or eliminate a problem.
We can also look at trying to avoid Albert Einstein’s definition of insanity: “Doing the same thing over and over and expecting a different outcome!” How many of us have fallen into this trap?
What if you could find alternate solutions, more creative solutions and have different outcomes to the situations you face today? How much time, effort and frustration might be saved? Here are 6 steps to getting a different outcome!
1. What are your real expectations in this situation? Are they clearly defined so you can have a strong focus? Do others understand the expectation and focus as well?
Jerry continually falls just short of his monthly objectives. So which your outcome is the most desirable: 1.) getting the objectives on track, or 2.) getting Jerry’s performance on track? How do the two different questions change your focus?
My suggestion is to ask yourself at least six different objectives, write them down and then compare, combine or prioritize them into one very focused objective that will address all or most of the six. Now you’re not leaving berries on vine.
2. How well do I understand the other person or party? What don’t I know about them and their view of the situation? How can I find more of their “berries”? What is it they may really want out of this?
So what does Jerry want out of his work? How did he get into the position? What motivates him? What are his values, beliefs, perceptions of the situation? What are his expectations in this situation? In short, “What’s in it for him from his view, not yours?”
The suggestion here is to find out as much as one can about the situation and the other parties involved to gain an understanding of how they may be viewing it. Do the research, ask questions, talk to people and use other resources until you have a greater understanding of their position. Come up with at least six key motivators for the other party.
3. Determine a “Stop Loss Point”. In other words, at what point is the situation not a win – win for either side. At what point does the situation become to burdensome or the return in time and effort just is not there?
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how wi
“Sales All Day”…I wish I hear you yell…one sale would be great!”Under The Radar Advertising Strategy”...sounds like something out of a Star Trek Movie!You see in the world of advertising as quick as you can say “Beam me up Scottie”; new tools are constantly being created in order to differentiate one company from another. These innovations try to as much as possible, maximize resources, minimize costs, and optimize the results of any advertising campaign.So much money goes into the brainstorming for these new and innovative tools you could travel around the world on the lunch meeting costs alone. If you’ve worked in the corporate world you know exactly what I mean and if you haven’t count yourself very lucky indeed. Businesses could save themselves a small fortune on advertising c
This is where Outcome Based Thinking comes in. If we follow the steps and actually dig into the steps deep enough, it can change our view and solution to the situation we face. After all our purpose in most situations is to create an opportunity or eliminate a problem.
We can also look at trying to avoid Albert Einstein’s definition of insanity: “Doing the same thing over and over and expecting a different outcome!” How many of us have fallen into this trap?
What if you could find alternate solutions, more creative solutions and have different outcomes to the situations you face today? How much time, effort and frustration might be saved? Here are 6 steps to getting a different outcome!
1. What are your real expectations in this situation? Are they clearly defined so you can have a strong focus? Do others understand the expectation and focus as well?
Jerry continually falls just short of his monthly objectives. So which your outcome is the most desirable: 1.) getting the objectives on track, or 2.) getting Jerry’s performance on track? How do the two different questions change your focus?
My suggestion is to ask yourself at least six different objectives, write them down and then compare, combine or prioritize them into one very focused objective that will address all or most of the six. Now you’re not leaving berries on vine.
2. How well do I understand the other person or party? What don’t I know about them and their view of the situation? How can I find more of their “berries”? What is it they may really want out of this?
So what does Jerry want out of his work? How did he get into the position? What motivates him? What are his values, beliefs, perceptions of the situation? What are his expectations in this situation? In short, “What’s in it for him from his view, not yours?”
The suggestion here is to find out as much as one can about the situation and the other parties involved to gain an understanding of how they may be viewing it. Do the research, ask questions, talk to people and use other resources until you have a greater understanding of their position. Come up with at least six key motivators for the other party.
3. Determine a “Stop Loss Point”. In other words, at what point is the situation not a win – win for either side. At what point does the situation become to burdensome or the return in time and effort just is not there?
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how w
Next, assuming everything is copasetic (an old jazz term) prospects will want to know what hoops they have to jump through to get their prize.People are lazy. The less they have to do the better. Asking for a SASE(Self Addressed Stamped Envelope) in the Internet age will surely lose you a ton of prospects.The next question is the cost. What will I have to pay for this fabulous benefit? They quickly compare the benefit to the cost. The so-called cost/benefit ratio. Simply put, is it worth it? Will I get my money's worth?Finally, even if everything checks out, you may still lose prospects because they may want to "think about it" or ""come back to it" which of course they won't. They forget, the phone rings, they lose the paper, life intrudes, etcHere is the Secret Formula fo
1. What are your real expectations in this situation? Are they clearly defined so you can have a strong focus? Do others understand the expectation and focus as well?
Jerry continually falls just short of his monthly objectives. So which your outcome is the most desirable: 1.) getting the objectives on track, or 2.) getting Jerry’s performance on track? How do the two different questions change your focus?
My suggestion is to ask yourself at least six different objectives, write them down and then compare, combine or prioritize them into one very focused objective that will address all or most of the six. Now you’re not leaving berries on vine.
2. How well do I understand the other person or party? What don’t I know about them and their view of the situation? How can I find more of their “berries”? What is it they may really want out of this?
So what does Jerry want out of his work? How did he get into the position? What motivates him? What are his values, beliefs, perceptions of the situation? What are his expectations in this situation? In short, “What’s in it for him from his view, not yours?”
The suggestion here is to find out as much as one can about the situation and the other parties involved to gain an understanding of how they may be viewing it. Do the research, ask questions, talk to people and use other resources until you have a greater understanding of their position. Come up with at least six key motivators for the other party.
3. Determine a “Stop Loss Point”. In other words, at what point is the situation not a win – win for either side. At what point does the situation become to burdensome or the return in time and effort just is not there?
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how w
Any business with the minimum interest to be successful should concentrate on developing their corporate image and when I say “any business”, I mean it, absolutely any business—even if it’s a mom-n-pop shop. “Corporate image” might be a big word for such small ventures, however, what I meant by that is how the business wants themselves to be perceived by their customers. Irrespective of the size of the business it is very important to determine how do you come across to your potential customers? How do you compare to your competitors? These factors are largely determined by your branding and marketing strategies. Branding tools like logo designs, business cards etc goes a long way in creating your corporate image. Any marketing communication material should ideally have your corporate logo on it, whic
So what does Jerry want out of his work? How did he get into the position? What motivates him? What are his values, beliefs, perceptions of the situation? What are his expectations in this situation? In short, “What’s in it for him from his view, not yours?”
The suggestion here is to find out as much as one can about the situation and the other parties involved to gain an understanding of how they may be viewing it. Do the research, ask questions, talk to people and use other resources until you have a greater understanding of their position. Come up with at least six key motivators for the other party.
3. Determine a “Stop Loss Point”. In other words, at what point is the situation not a win – win for either side. At what point does the situation become to burdensome or the return in time and effort just is not there?
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how w
Here are some excellent businesses that you can start, operate and grow from your home. All these work at home businesses have the following desirable features:**Low Startup Costs**Ease of Entry**High Income Potential**Home Based and Operated**Worldwide Sales Potential**Residual, Recurring and/or Passive Income Potential1. ConsultingA consultant is someone expert in a field who, for a fee, advises businesses or individuals on various matters of concern.Many times we tend to feel that our knowledge, skills or abilities are nothing unique. However, many lack those same assets and would gladly pay us for our knowledge and services.Although it is possible to make a living from consulting with individuals, the big money
Jerry is just unwilling to make any changes in his thinking, habits or skills, even after multiple attempts. Do we continue to put effort into the situation?
Far too many times I have seen people (including myself) “Marry” an issue or idea well past the “Stop Loss Point” and end up with more frustration and problems because of it. Unless you’re Superman you do not have to save the world! Let it go!
4. What are the potential hurdles, resistance or problems that may arise from the situation? Am I looking at all the internal and external influences that can affect it?
If we can get Jerry turned around what affect will it have? If we can’t get the performance how will it affect us? Knowing what Jerry wants, what affect will it have on other areas if he gets it? Who else might any given solution affect? In what way?
My suggestion is to list all the different areas the situation may affect and how they may be affected. What barriers or resistance might come from these areas?
5. In what ways can we turn the hurdles and resistance into a positive? Take the items in step four and turn them into reasons for rather than against.
Jerry feels he has reached his ability limit in the position and does not know what to do. How do you take this and turn it into a positive for him? What might be some solutions that will keep you within your “Stop Loss Point”? How could you approach him on this?
The more information acquired in step two, the more powerful this step becomes. How do you fit your solutions into Jerry’s values, beliefs and perceptions? How do you get him to create his own solution?
6. The Action, what action does each party have to take to make the solution work? What is the time line? Who is accountable? Accountable to whom?
Jerry has agreed to a plan of action and accountability to meet his new personal performance goals which he has developed.
This may seem a bit much for some problems and yet if that problem is reoccurring or you are not achieving what you want, maybe it’s how you think and approach things? Are you seeing and finding all the berries in the patch?
If you have reoccurring situations that create frustration and loss for you, give the Six Steps of Outcome Based Thinking a try. We call this “Billionaire Thinking” because successful people apply this process in all aspects of their lives. How would this type of thinking affect you or your team?
Many of our participants in training comment, “This really makes me think differently.” or “I never really looked at it that way before.” That is the power of Outcome Based Thinking.
For more on problem solving, creative thinking, innovation or coaching, contact Business Architects through their web site at www.busarc.com. Outcome Based Thinking is based on the book Psychology of Persuasion by Dr. Kevin Hoganwww.kevinhogan.com
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