The Confident Seeker by: Patricia Soldati

Self-confidence can make or break a job or career search. With it, you trust your own abilities and have a general sense of control in your life. Without it, you’re frustrated and stuck – until you learn that developing it – and keeping it – is really within your own control. 

My clients are young and older, male and female, rich and not-so-rich. They are planners, engineers, marketers, filmmakers, community activists, designers, social workers and sales managers, to name a few. Their goals range from moderate, in-place change to “just help me find a job” to significant career-change. 

As a result of this experience, one thing is abundantly clear: a diminished sense of confidence tags right along with everyone who seeks out a new opportunity or a meaningful career. It’s a nasty little irony: just when you need it most, your personal power slips right out of your grasp. 

No one is immune, even though it often feels like you are the only one who is vulnerable. Whether your search is one of choice or through the force of downsizing, or whether you hold a fancy title or not, a landing in a new job or career is intimidating for all there is to learn...the choices...the financial insecurity...and the ultimate uncertainty of all: “Will I really find what I’m looking for?” 

It chips away, making your voice weaker, your actions heavier. You wonder “Will they like me? Will they hire me? Can I continue to please my boss?" 

Lack of self-confidence is not necessarily related to lack of ability. Rather, seekers who lack confidence depend excessively on the approval of others in order to feel good about themselves. They tend to avoid taking risks because they fear failure. They generally do not expect to be successful. They often put themselves down and tend to discount or ignore compliments paid to them. 

By contrast, self-confident people are willing to risk the disapproval of others because they generally trust their own abilities. They tend to accept themselves; they don't feel they have to conform in order to be accepted. 

How is Self-Confidence Developed?
Many factors affect the development of self-confidence. Parents' attitudes are crucial to a child’s sense of self-worth, particularly in the child's early years. When parents are accepting, children receive a solid foundation for good feelings about themselves. If one or both parents are excessively critical or demanding, or if they are overprotective and discourage moves toward independence, children come to believe they are incapable, inadequate, or inferior. 

However, if parents encourage a child to moves toward self-reliance and accept and love their children when they make mistakes, he or she will learn to accept themselves and will be on their way to developing self-confidence.

Playing A Stronger Game
Does this mean this mean that, as an adult, you are doomed if you weren’t blessed with the perfect childhood?  No, of course not. It does suggest, however, the wisdom of examining any beliefs you hold that negatively influence your confidence. For example, believing that you must have approval from every significant person in your life is a perfectionist and unattainable goal. It is more desirable to develop personal standards and values that are meaningful to you and not dependent on the approval of others.  Similarly, if you wallow in “the past has done me wrong”, consider that, as an adult, you can become aware of those influences and make a choice to move beyond the ones that no longer serve you. 

And here are SEVEN more ways to step into your power: 

1. Develop a strong personal foundation. Clean up unfinished business that chips away at your sense of self; understand your inner gifts and talents, and articulate the values that are most important to you. 

2. Create an empowering environment. Eliminate the people and things that take your energy and power from you.

3. Let go of obligations -- even if only for a few hours. Do something that inspires you.

4. Physical self-care. This always precedes personal power. When you are feeling low physically, everything else will fall a little flat.

5. Remember a pride story. For an instant confidence boost, recall an event or an accomplishment that you are quite proud of. Ask “What inner qualities did it take for me to achieve this?” to tip the confidence scales in your favor. 

6. Give up old hurts. They keep you in victim mode.

7. Create thoughts that transform. When negative thoughts take hold, acknowledge them...and replace them with a positive affirmation.

When you tap into your personal greatness, your world opens up. It is easier to take new steps and assume risks. You are mentally, physically and emotionally expanded – which radiates to those around you. You are centered, clear-headed and able to focus on moving forward. 

Most important of all – remember that it is a process. Our confidence will rise and fall – what’s important is that you know how to gain it back.

The Terror of Cold Calling by Wendy Weiss

What can strike terror into the heart of even the most successful sales professional  or entrepreneur? What can crush self confidence, destroy self esteem and leave even the most seasoned quivering with humiliation and defeat? But fear not! 

Top Ten Tips for Terminating Telephone Terror  

1. Make telephone calls.  Few things are more terrifying than the unknown. The fear you create for yourself is far worse than the reality of cold calling. Once you start making telephone calls and continue making telephone calls it gets easier. You overcome fear by doing. 

2. Make a lot of telephone calls: If you have only one prospect to pursue, that prospect becomes overwhelmingly important. If you have hundreds of leads, no one prospect can make or break you. The more calls you make, the more success you will have.

3. Prepare: Prepare for cold calling the way you would for any major presentation. Know what you want to say, how you want to say it and how you want to represent yourself, your company, your product or service. And know the goal of your telephone call.

4. Practice: If you are new to cold calling or uncomfortable with cold calling practice your pitch out loud. Role-play with friends or colleagues. Practice various sales scenarios. This way you will not have to worry about what you are going to say, you will be prepared and you can focus in on your prospect.

5. Start with less important leads: It will be good practice and less stressful. Once you feel more comfortable, start working on the more important leads. 

6. Stay calm: You will for the most part be talking to people who will appreciate your call. If a prospect is rude, remember: This is not personal. They may just be having a bad day. Move on.

7. Your priorities and your prospect’s priorities are different: You want an immediate “yes,” your prospect may want to finish a report, finish a conversation, start their vacation… Be very careful not to read negative or extra meaning into early conversations with your prospect or prospect’s secretary. If, for example, your prospect’s secretary says that your prospect is “on the phone,” “in a meeting,” or “out of the office,” that does not translate to “My prospect knows that I am calling and is avoiding me. 

8. Some things are out of your control: If a prospect does say “no” ultimately that is out of your control—but what is within your control is continuing to prospect and continuing to make calls. It is also within your control to improve your cold calling skills, take seminars, read books or hire a coach—then fewer prospects will say “no.”

9. The object of Arlene’s game is to focus on rejection. The goal is to reach 100 points. You get 1 point for every rejection. Give yourself 1 point for every “no” answer. If your prospect says “yes,” that’s a bonus! Focus on acquiring points. The more calls you make, the more points you acquire. When you reach 100—You Win! Give yourself a prize!

10. Have fun: This is not life or death—it’s only a cold call. The fate of the world does not rest on you and your telephone. You will not destroy your company or ruin your life if a prospect says “no.” Loosen up, be creative, have some fun!

BUY HER BOOK HERE:  Cold Calling for Women Opening Doors & Closing Sales

Telephone Etiquette Sounds Right by Wendy Weiss

A true story. In the course of sending out a mailing to prospective clients, I found it necessary to verify some addresses. I called the main telephone number for one of those prospective clients. The receptionist answered the call, and a conversation ensued…

RECEPTIONIST: ABC Company.

WENDY: I have some correspondence that I'm addressing, and I need to verify some information. Your mailing address is 123 Main Street?

RECEPTIONIST: Sounds right.

Sounds right? (Question: How did she get to work that morning?) Sounds right? Does this sound right to you?

The person answering the telephone at your company is your representative to the world. This is the person who makes the first impression for your company, and the world sees this representative as YOU. In this conversation, the receptionist seemed unconcerned, careless and not too bright. A caller could easily assume that this is the way the entire company functions, that it's the way YOU function. 

Think about the impression you wish to make. Do you want to be seen as clueless (I don't know my own address) or as intelligent, businesslike and professional?

Here are some tips to help make an intelligent, businesslike and professional impression on the telephone:

1. Hire someone whose speech is clear, articulate and pleasing. (Tip: Have your job candidates leave a voice mail for you. If you do not understand what they are saying, or you do not care for their tone or speech quality—no one else will either.)

2. Make sure that your telephone representatives know all key company information (your company name, address, etc.). Have that information posted prominently for easy reference.

3. Develop a plan to route and handle all calls. Have the plan in place before problems occur. 

4. Make sure that anyone answering your company telephone knows the responsibilities of various individuals at the company. Again, have that information posted prominently for easy reference.

5. There is an old saying, "The customer is always right." Bring that saying back. Treat all callers, even ones that call to complain, with respect and concern.

6. Try not to put callers on hold. (Do you like being put on hold?) If you must put a caller on hold, explain that you are doing so and that you will be back in just a moment. If that moment is longer than anticipated, go back to the caller and tell them it is taking longer than you anticipated. Offer them the option of calling back, going to voice mail or continuing to hold.

7. Do not chew gum, eat, drink or have conversations with other people in the room when you are answering telephone calls. Keep background noise to a minimum — no loud conversations or music.

8. Treat your callers the way you would want to be treated. If you're not sure, ask yourself, "How would I feel or react if someone said or did this to me?" Act accordingly.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Talking to a Prospect as if to a Friend by Wendy Weiss

While working with a new coaching client, I asked to hear her sound bite. Everyone needs a good sound bite. A sound bite, sometimes also called an "elevator speech," is a 10- to 15-second commercial on what your company does, offers or stands for. Use it when you meet someone new in business, use it at networking meetings, and use it on the telephone as part of your introductory calling script.

Here is the sound bite from my client:
Client: We offer complete marketing solutions.
Wendy: (With eyes glazing over…) Huh?

The idea behind the sound bite or elevator speech is to communicate clearly, easily and effectively what you do and why someone else should be interested in what you do.

I asked my client, if a friend asked her to explain what she does, would the answer be "complete marketing solutions"? Probably not. And there's your litmus test. If a phrase would make a friend think you'd suddenly lost your mind, don't use it in a conversation with a prospect! Most likely, it sounds artificial and probably doesn't actually mean anything. That same phrase may be fine in writing, for your brochure or web site, but it is not as effective in spoken language, because written language and spoken language are different.

These differences come into play when you are writing an introductory calling script. Write your script down the way that you speak. If your script is in written language, you will sound phony. Real people do not speak with capital letters at the start of sentences and periods at the end. People actually speak more in phrases or fragments, with pauses and the occasional "ah" or "um..." Write your introductory calling script with no punctuation and no capitalization. If there is a point that you particularly wish to emphasize, underline or highlight it. It is imperative that you sound real, so you may want to try talking into a tape recorder, then playing it back and writing down what you've said.

Try to stay "jargon-free." Every industry has its own jargon, but you must know and use jargon appropriately. If your prospect does not understand your industry jargon, then she will not understand you when you use it! Instead, become conversant with your prospect's industry jargon—then, she will see you as an expert who understands her industry and her issues and concerns.

When you are writing your script, keep in mind a particular individual to whom you will be speaking. Picture this person as a friend, as someone who is open and receptive to what you have to say. Speak to that person as you would to a friend, and not in formal business language taken from your company brochure.

I have seen perfectly reasonable, articulate human beings become stiff, formal and uncomfortable while trying to speak in a manner they believe to be "businesslike." They use unwieldy phrases like "complete marketing solutions," because someone told them it sounds more professional. It doesn't. If no one understands what you are talking about, no one will buy your product or service. Be yourself, and speak as you would to a friend. Remember your litmus test: Do not include anything in your introductory calling script that would make a friend raise an eyebrow.

The very definition of an introductory call is that you are talking to a stranger. You are telling your story to someone who knows nothing about you, your company and your product or service. You must be clear. For the ultimate test, before you get on the telephone, try role-playing your script with an eight- or nine-year-old. If that kid does not understand what you are talking about—no one else will either.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Survival Strategies for Entrepreneurs by Wendy Weiss

1. Do the moneymaking things first.
For an entrepreneur, generating income is the most important job. Without income, your business will cease to exist.

2. Develop a sales and marketing plan.
What are you selling? Who is going to buy it? Where and how will you find them? Establish your sales goals, and then view your plan as your map to reach those goals.

3. Follow your sales and marketing plan.
While plans do sometimes change, one of the biggest challenges faced by entrepreneurs is how to be proactive rather than merely reactive. Having a plan in place and following it allows the entrepreneur to move the business forward.

4. Do at least three things every day to promote your business.
In the immediacy of day-to-day business life, it is easy to let sales and marketing activities fall by the wayside. Keeping on top of and servicing existing accounts seems to always take precedence over developing new accounts. But without new accounts, there are no future accounts! Keep your momentum by doing at least three sales/marketing/promotional items every day.

5. Do the things you do well. Hire people or partner with others to do the rest.
You cannot expect yourself to do everything perfectly. Even if you did, there are not that many hours in a day. Do what you do well. Do what makes money. Delegate the rest.

6. Delegate appropriately and effectively.
Find people whom you trust to do what needs to be done. Be clear about your expectations and their responsibilities.

7. Give employees some autonomy in their decision-making process.
Once you have the appropriate people in place, let them do their job. Micromanaging is not a good use of your time. You have hired your employees to do the things you cannot do or do not want to do. Let them do it.

8. Encourage employees to think creatively.
Encourage an atmosphere of ownership and responsibility by allowing employees to offer suggestions, make changes and discover new possibilities.

9. Minimize paperwork and bureaucracy.
While accurate records are important, records and paperwork are meant to help, not be an end in themselves. Always ask yourself if a particular procedure helps or hinders. Decide what to do accordingly.

10. Schedule time to have fun.

Enough said.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Summertime Blues by Wendy Weiss

It's summertime!

1.   No one wants to be bothered.
2.   It's too hot.
3.   It's a beautiful day; everyone is out.
4.   No one is thinking about work.
5.   Prospects are getting ready to go on vacation.
6.   Everyone is o I'm preparing to go on vacation.
9.   I'm on vacation.
10. I've just returned from vacation.
11. My assistant is on vacation.
12. Their assistant is on vacation.
13. No one is in on Mondays.
14. No one is in on Fridays.
15. Prospects are catching up midweek.
16. Prospects leave the office early.
17. Prospects go to the office late.
18. Prospects take long lunches.
19. No one makes appointments till after July 4th.
20. No one makes appointments till after Labor Day.

Print this list out. Send it to your competition. Then, get on the telephone!

Life and work continue, even in the summer! If it's too hot, then your prospects will be in their nice, air-conditioned offices-where you should be, too, making calls. If it is a beautiful day,  some people may be out. The rest will not.

Everyone is not on vacation every day. If you happen to call someone who is on vacation, call him or her back when they return. If they are planning a vacation, schedule the meeting for when they return. If they have just returned from their vacation, schedule for a time when they say they will be caught up. If you are going on vacation, schedule for when you return.

Prospects are in the office on Mondays and Fridays, early and late. They are frequently at their desks during lunch-especially when you are calling the boss.

Prospects make appointments all summer long, just as they do in the fall, winter and spring. If a prospect asks you to call back after a holiday, suggest that you "pencil in a meeting for after the holiday." Promise that you will call to confirm it. Do so!

© 2005 Wendy Weiss

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Stuff We Make Up About Our Prospects by Wendy Weiss

"Please tell (your prospect) that (your name) from (your company) is on the line."

Hardly a phrase to arouse conflict—but astonishingly, it does!

"Please tell (your prospect) that (your name) from (your company) is on the line" is the phrase that I advise introductory callers to use with secretaries in answer to the question, "What is this in reference to?" [Note: Do not use this answer with a receptionist—that is a different situation with a different response. Receptionists aren't screening—they're saying, "There is no one here by that title."]

Routinely, when I'm conducting workshops or working one-on-one with coaching clients, people tell me this phrase sounds "rude," "pushy" or "too aggressive." They fear that in saying this phrase to a secretary, that secretary may respond negatively and keep them from their prospect.

This is fascinating. The words themselves are neutral. "Please tell (your prospect) that (your name) from (your company) is on the line." There's even a "please" at the beginning of the sentence to make it polite!

What causes this uproar? Let's imagine that Andrea Jung, CEO of Avon Products, Inc., calls your prospect and says to the secretary, "Please tell (your prospect) that Andrea Jung from Avon is on the line." Is she being "rude," "pushy" or "too aggressive"?

How about President George W. Bush? If he calls your prospect and says to the secretary, "Please tell (your prospect) that George W. Bush is on the line," is he being "rude," "pushy" or "too aggressive"?

If you believe that Andrea Jung and George W. Bush can say this sentence and you cannot, what does this say about your belief system? Do you believe that you and what you have to say are not important enough? If so, it is time to change the way you think. "Pushy," "too aggressive," and "rude " are all judgments that you put on yourself. Put another way, it's "stuff you make up." 

Remember that on an introductory call, your prospect's secretary (just like your prospect) is a stranger. You have no way of knowing what that prospect's secretary is thinking. You can choose to believe that she will view you as "rude," "pushy" or "too aggressive" or you can choose to believe that she will view you as confident, in control and having something important to say. In the first scenario, your expectation is that she will "screen you out." In the second scenario, your expectation is that she would put your call through, that you and your call are important.

Your expectations can become self-fulfilling prophecies. The first expectation is self-defeating. You are "doomed before you dial." The second is empowering—whether or not you actually reach that prospect. There are always more prospects, and you have the power to make more calls. Your expectation that your call is important and that you will eventually reach your prospect puts you in control.

© 2003 Wendy Weiss

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Speaking Funny Ten Tips on Using Humor Effectively in Your Presentations© by Fran Capo

My 20 year career as a stand-up comedian has taught me first hand, how to succeed with any kind of audience. When I moved into professional speaking, I quickly discovered the great advantage of professional speaking over comedy. In speaking you don't have to be funny! But if you are, you are considered a sensation. Knowledge and humor is a powerful mixture, and in speaking its a win-win situation.

Unlike a comedian, there is very little risk involved if a speaker bombs with a joke. If you "bomb" as a comedian you risk never getting booked again. If your humor fails as a professional speaker, simply continue with the presentation. No one however likes to hear a round of silence instead of one of laughter. Here are some tried and true methods to give your humor the best chance to succeed on the platform.

#1 - You don't have to be a comedian to be funny. Anyone can tell a joke. Find your comic persona. What type of humor are you most comfortable with? Some speakers are better at one liners, some at observational humor, others excel at story telling. Timing is essential. The closer you stick to your natural timing, the more success you will have.

#2 - Know your audience! Are they blue or white collar? Liberal or conservative? What do they have in common? Are there regional sensibilities? The nature of your audience determines the type of humor. A colleague of mine jokingly yelled out "Last call at the bar!" Only to discover most of his audience were Alcoholics Anonymous members!

#3- Localize and personalize your materials. Audiences love to be included. Tailor your humorous anecdote. Make it seem as if it just happened. They will think you are incredibly talented. Mark Twain said, "The best improvisation is rehearsed for 48 hours." It is better to say "On my way here from Newark Airport" than "A month ago when I was in Dallas. " Personalize humor from a joke book or speaker's file. The audience wants to relate to you, and you want to relate to them.

#4 - Be prepared with a few "What IF" lines. IF the mike malfunctions, IF the lights go out, IF a fire alarm sounds, IF, IF, IF. Have stock joke answers that you will use in these situations.

#5 - There are many ways to speak funny. Make enlargements of relevant funny cartoons. Use props. Have silly pledges or awards. You are only limited by your imagination.

#6 - Humor is important because it keeps your audience interested. Your job is to impart information. Humor keeps a audience tuned into your message. The more attentive they are, the more they will retain.

#7 - Space out the humor. The beginning, middle and end of a speech are the strategic places for a joke. You want to start with a laugh to warm them up, throw some humor in the middle to keep them interested, and end with a laugh so they will have a nice, warm feeling.

#8 - Practice telling the joke on unsuspecting friends. Just like with your speech, practice your jokes and delivery. Don't tell someone you are going to tell them a joke, just work it into a conversation and watch their reaction. If they laugh, you know you have a winner on your hands and you've mastered the joke.

#9- Do not telegraph the end of the joke - surprise them. Suspense is the key in any good joke. If someone feels they know the punch line, the joke is a let down. The listener should be waiting to find out what the punch line is. 

#10 - Be yourself and have a good time. If the audience sees you are really enjoying being on stage, your enthusiasm will be contagious. If you are having a good time, then your audience will too. 

Follow these simple steps, and remember to always leave them laughing!

BUY HER BOOK: It Happened in New York Why did an elephant cross the Brooklyn Bridge? Who stole the Star of India? What was the greatest hoax ever to fool New Yorkers?

Sales Tips I Learned from My Cat by Wendy Weiss

I love my cat. Her name is Ms. Kitty. She was named after Mr. Cat, who died 11 years ago, and after Amanda Blake of "Gun Smoke" fame. Ms. Kitty and I just celebrated our birthdays. She's 11. I'm... well, I celebrated a birthday, too. 

Those of you who are cat lovers are nodding your heads and smiling. The rest of you probably think I've totally lost it. But before you tune out completely, let me share some of the fabulous sales tips that I have learned from Ms. Kitty and from all the cats in my life.

<<Be clear in knowing your goal>>

Ms. Kitty always knows what she wants. Whether it's  more food or to be petted or not to be petted, she knows what she wants and when she wants it. She spends much time pondering her wants. All that time spent sleeping on the coach is not what it appears. She's really planning her next move.

<<Ask for what you want>>

Once Ms. Kitty has determined her goal, she asks for it. Clearly and concisely. "Meow." She lets me know in no uncertain terms what she wants. And if I'm not clever enough to understand the first time, she is patient with me until I do. 

<<Ask again>>

If at first you don't succeed. Ms. Kitty asks, and asks and asks. She won't go away. She won't stop saying, "Meow." She wants what she wants when she wants it, and she lets nothing stand in her way.

<<Ask a lot of people>>

Ms. Kitty has learned over time that I don't always immediately accede to her demands. That's okay. She just asks someone else. And then someone else. Eventually, some human being says "yes."

<<Be persistent>>

Ms. Kitty never judges herself. She doesn't worry about being "too pushy" or "too aggressive." She doesn't worry that her prospect might be "too busy" or "already have a cat." She believes in herself, she knows what she wants, and she keeps asking until she gets it.

<<Don't take "no" for an answer>>

Ms. Kitty is clever and creative. She keeps asking. She asks many people. She reworks her pitch and starts over. She does not hear "no." She realizes that sometimes humans are slow and she just has to keep after us till we "get it." It's a process.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Sales Plan? What's a Sales Plan? by Wendy Weiss

In the past, if you said the word "plan" to me, I would bolt and run. I'm the "creative type," a former ballet dancer and choreographer-I'm terrible with details. When I was dancing professionally, all the details were taken care of; all I had to do was show up and dance. Even when I was choreographing, as long as I met my deadline for when the dance needed to be complete, I could go with the moment, go with the impulse and see where the dance led.

A hearty dose of reality hit when I began to run a dance company. All of a sudden, I had people-employees, volunteers and dancers-waiting. I had to know where we were going and how we were going to get there. It was a different world. Every decision had impact  down the line. If we were going to have a spring season, I needed to know what we would be performing and where we'd be performing it. How many dancers would I need? What about costumes? Were we going to commission music? What would it cost? How would we pay for it all?

It took a long time for me to grasp the impact of having a plan. Because I was running a small, grass roots organization, there never seemed to be enough time, people, money or resources. I was always putting out fires. Every plan I developed changed the moment I keyed in the last sentence and printed it out. Plan-who has time to plan? Especially when the plan keeps changing!

Over time, I began to see the planning process as a road map. You know your ultimate goal. You figure out the best way to get there. Your plan needs to include contingencies and have enough space that you can deal with fires and still move forward. And sometimes, the plan changes; it might need some adjustment or "tweaking." As long as the goal remains the same and as long as you keep taking steps forward to achieve that goal, your plan will help you get there.

In sales, your goal is revenue-driven. How much money do you want to make? Or a better question: How much profit do you want to make? Then, how are you going to achieve that?

Your basic plan should start with a dollar amount and work backwards. If, for example, you want to gross $500,000 in sales this year, on average, how many sales would that be? What is your average sale? On average, how many prospects do you have to see or speak with to close one sale? So, how many prospects would you need to see or speak with to close the number of sales you would need to reach your goal of $500,000? What steps do you need to take to see or speak with that many prospects?

Wow! What a mouthful! Here is a mathematical formula:

First:
Value of average sale =______________
How many prospects to close one sales: _______________

Then:
Gross sales ? average sale = total number of sales needed

Number of prospects to close one sale x total number of sales needed = total number of prospects

(This formula is from a dancer who counts up to 8 and starts over again! If I can do it-you can do it!)

Then: How will you reach those prospects?

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Sales Letters - Yes? or No? by Wendy Weiss

The scene…
Date: Any day
Where: Anytown, USA
Time: All the time
Cast: 
The Sales Person (SP)
The Prospect (P)

A conversation ensues…

SP: I recently sent you a letter outlining all of the benefits of working with ABC Company. Did you receive it?
P: What did it look like?
SP: It was in a white envelope.
P: What was in it?
SP: A letter outlining all of the benefits of working with ABC Company.
P: It's probably here somewhere…
SP: Ah…
P: Could you send it again?

Do you find yourself having conversations much like the above? Do you find yourself hanging up the telephone uttering, "Why don't they just clean their desk! Why don't they just get organized!" Are you frustrated and angry when the above situation occurs?

There is a simple solution: DON'T SEND A SALES LETTERS FIRST!

There is one exception to the above rule: if your sales letter generates a return telephone call—not occasionally, but all the time or in very, very high numbers. Then you have an effective sales letter. It does what it is supposed do: It generates a response. Keep using it and doing exactly what you are doing.

If your sales letter does not generate phone calls, stop sending it. It is not helping you. Sending a letter first does not "warm up" your call—it can actually be counterproductive. Usually your letter ends up in a pile on your prospect's desk; they haven't read it or they have lost it. You end up having a conversation like the above—or in an alternate scenario, a conversation like this one:

P: I got your letter. I filed it. I'll call if I need you.

Or worse…

P: I don't remember it, but if you sent it, I probably got it and filed it. I'll call if I need you.

You will never get to the next step in your sales process this way.

Make your call first and ask for what you want. If you are calling to set an introductory new business meeting—use your script and then ask for the meeting. If at that point your prospect asks to receive written material, by all means send it and send it right way! If your prospect has said "no"—then they do not really need any material. This approach will save time, effort and postage. 

If you call first and your prospect absolutely, positively insists on receiving written material first, this also gives you a second chance to call her back and try for that meeting. 
Sometimes, you can promise to send literature immediately and at the same time suggest that you both "pencil in a meeting" for a few weeks later, after they have had a chance to review the materials. This way, everyone gets what they want!

Spend your time effectively, making telephone calls—not sending out letters that no one reads. 

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Qualifying Your Prospect by Wendy Weiss

How do you respond when an absolute stranger calls, at work or at home, and begins to ask questions? “Are you the person who…?” “What is your marketing strategy?” “Do you own or rent?” Even, “How are you today?”

Are you annoyed and put off by these questions? Do you respond, “I already have a vendor,” “I’m not interested,” “Send a brochure” or “What are you selling?” (These days my response is to tell these callers to read Cold Calling for Women!)

This question-asking strategy does not work. It does not work to qualify your prospect, and it does not work to set your prospect at ease. If anything, this strategy puts you at a disadvantage and makes your prospect not want to speak with you!

Here is a better approach: Allow your prospect to “self-qualify”—allow them to tell you that they are the decision-maker. This is how: Position yourself as the expert. Give your prospect a reason to want to speak with you, and set yourself up as the person with the credentials who has the right to ask questions. 

Use your script. Introduce yourself, your company and your product or service. Tell your prospect something about the above in such as way as to “stand out from the crowd.” Talk about your experience in the industry or your company’s credentials. Explain what you do in a way that is different from everyone else in the entire world that is doing something similar. 

Talk about your business and the unique benefits you offer. You can use phrases like “we specialize in…” or “our reputation is…” or “we are known for…” You can also name-drop credentials to help this “expert positioning.” Mention clients or customers in similar businesses as your prospect. This does two things: it lets your prospect know that you are familiar with their industry, and it also makes prospects feel safer if they have not heard of you before. If someone has referred you, mention her name. 

Once you set yourself up as the expert, then you are in a position to ask some of your predetermined qualifying questions. Ask them. This way, you are likely to get answers! In the ensuing conversation, the prospect will more than likely tell you that he or she is the decision-maker. If they do not, you can ask, “How is this decision made?” “Who else is involved in this decision?” “How has this decision been made in the past?” “What is your decision-making process?”

If you approach qualifying your prospect in this manner, you are setting up a relationship of equals. You are someone with expert credentials, someone with whom your prospect would want to talk. Your prospect will respond in kind. It is a far easier and far more effective way of qualifying prospects. 

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

"Purple Envelopes" by Wendy Weiss

In a recent individual sales coaching session, my client was lamenting her inability to grab the attention of a particular prospect. She described the many letters she had sent and the information contained in the letters. Essentially her letters were lists of all the services (features) offered by the company and concluded with a tepid, "I will call to follow up." The letter could easily have been written by any of her competitors. She sent it out in a white envelope. It was not surprising that her prospect had not responded.

While I generally recommend against sending letters before a prospecting call, if you are sending a letter, you must make it interesting. If your letter could be written by any of your competition, there is nothing to differentiate you from your competition. This rule applies for crafting your telephone prospecting script as well. If you say the same things that your competition says, you will be perceived to be the same as your competition. Another important facet of letter writing is getting your letter opened. Thousands of books have been written on this subject. If the prospect does not open your envelope, they will not read your  letter.

I mentioned to my client that all correspondence from my office goes out in purple envelopes. And prospects notice! I'd like to be able to tell you that I knew to use purple envelopes because I am a marketing genius. The reality is, I accessorize.

When my first book, "Cold Calling for Women" came out I sent out hundreds of review copies with media kits. The cover of "Cold Calling for Women" is deep purple and hot pink. Clearly, I needed deep purple folders for the media kits and then, just as clearly, I needed a purple envelope to complete the ensemble. (It annoys me if my nail polish and lipstick don't match.)

I called every reviewer to say that I was sending a review copy of the book in a purple envelope. Then I sent the review copy and media kit in the purple envelope. After that, I would call to confirm that the reviewer had received it. An amazing thing happened. Reviewers receive thousands of books every week, yet every reviewer with whom I spoke knew exactly what book I was referring to.

Since that time, I have continued to use purple envelopes, for correspondence, for contracts, for media kits. it doesn't matter. Prospects always know which package is mine, because it's in a purple envelope.

My client, however, was horrified. "No, no, no," she said. "Our clients are staid and conservative. It's an 'old boy's network.'" I found this to be an amazing statement, since there is no way my client, "Sally," would ever fit into an "old boy's network" no matter what she did. There's a demoralizing goal: Trying to desperately to fit into and be a part of a group that will never accept you.

I said to Sally, "At this moment in time, you already do not have that prospect as a client. The prospect has ignored every attempt that you have made to contact them. There is no risk here. You have nothing to lose. It's time to do something different. In order to be noticed you must do something noticeable."

My first advice to Sally then was to stop sending letters and try to reach the prospect directly by telephone. (Making sure that she had first crafted a compelling script.) When asked by the secretary, "What is this in reference to?" Sally could truthfully say, "We've had correspondence."

If the direct telephone approach didn't work then Sally's next option might be to try another letter. But in this case she would need a compelling, interesting, benefit-centered letter. She would also need a mechanism (purple envelope or something else) to ensure the letter being  opened.

But there is a bigger issue here: So many people are afraid to take risks, to try something different or to be a little different. The difference can be minor; like purple envelopes or it can be conceptual as in the way you speak about what you do. But whatever that difference is, don't be afraid to embrace it and use it to your advantage.

The status quo is the sales professional's biggest enemy. If your prospects do not perceive a difference between what you have to offer and what their current vendor offers, you will not get the business. You must make that difference visible in ways great and small. That means doing, being, showing difference. 

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

PowerPhrases® for Women: Decisiveness Speech for Better Results by Meryl Runion

Dressed in a business suit with a brief case in hand, a dark-haired woman stepped up to the counter next to me at California Kitchen and said: 

Can I have a sausage pizza? 
And can I have a coke? 
And will you get me some fries? 

It was as if she was asking permission to place her order. I wondered how she spoke at her business meetings. Here is my guess:

May I make a few suggestions? 
I’d like to talk now, okay?

Or how about with her kids? 

Turn off the TV, will you please? 
Do you mind helping me? 
Can you be quiet? 

       I wanted to give her a copy of my book, PowerPhrases®! The Perfect Words to Say It Right and Get the Results You Want 

How often do you speak with indecisiveness and uncertainty? Women complain that men do not take them seriously at work. Women complain that their kids only respond to their Dads. This is because women are more prone to use tentative speech.  

While she says: I feel pretty good about this proposal 
He says: My proposal will increase revenue by 32%

While she says, I don’t think you should be watching TV until your homework is done
He says: Turn the TV off right now and do not even think about turning it back on until your homework is done! 

It is said that men state opinion as fact and women state fact as opinion. Opinion stated as fact sounds judgmental, however, fact stated as opinion sounds weak. PowerPhrases® provide the middle ground where words are chosen to mean exactly what you want to say. Facts are stated as facts and opinion as opinion. Requests are made as requests and instructions are given as instructions. A PowerPhrase® is a short specific expression that gets results by saying what you mean and meaning what you say without being mean when you say it. One of the PowerPhrase® principles is that your words are as strong as they need to be and no stronger. Women often need to up the amperage; men often need to tone it down. 

Upping the Amperage 
 
Kinda, sorta and maybe are Killer Phrases that weaken your message and keep you from being taken seriously. Instead of saying style: you might want to consider, say I recommend.  Instead of saying "I’ll try" say  "I will" 

And take those tags off the end of your sentences that make you sound like you are asking permission, like "you know?" And "right?" 

If you are placing an order such as the woman at California Kitchen, do not imply you are seeking their approval of your order! Simply say, I’d like a sausage pizza, a coke and some fries. 

If you want to make a point at a business meeting, again, do not ask permission; just make your point. Or you can request the floor decisively. Say: I need your complete attention here please. 

If you want the TV off, say it like you mean it. Turn the TV off I'd like it turned off now. 

Back yourself up with action. If they balk-they do it because they have learned that you do not mean what you say. 

If you need help and expect to get it, say so. Instead of asking if they mind helping you (which they probably do mind,) simply say: I need your help.

If you want them to be quiet, don’t ask if they can be quiet, (you know they can if they want to), say: I need you to be quiet. 

Let your voice carry your message. Say what you mean and speak with the decisiveness you feel and you will get more powerful results in the world.  

BUY HER BOOK: Power Phrases!

"Power Words" by Wendy Weiss

I conducted a teleconference a few weeks ago with people who were new in sales and new to prospecting. The focus of the call was to help participants get beyond fear and understand their prospecting process.

One of the participants on the call told me that she had been given the telephone prospecting script that her team leader uses to set appointments. The team leader was a highly successful sales professional who had been in the business for many years and made quite a lot of money. The participant, who had been in the business for approximately a week, told me that she was going to work with the script and "make it her own."

"No!" I cried out. "Don't do that! Don't make it your own!"

My reasoning? This participant was a beginner. She knew nothing about sales or prospecting. She had a script that was crafted by someone who was highly successful on the telephone. This particular participant did not know enough to make it her own. More than likely, in making the script her own she would eliminate all of the powerful, persuasive and motivating language used by the sales super star who had given her the script.

Some words are better than others. Some words are stronger and more evocative than others. When you are on the phone with a prospect, you have about 10 seconds to grab and hold your prospect's attention. If you do not do that within that first 10 seconds, your call is more than likely over. If you get through that first 10 seconds, that buys you another 10 seconds. If you get through that 10 seconds it buys you yet another...and so on...10 seconds is not a lot of time. To get through those 10-second increments, you want to use the most powerful words that you have at your disposal.

If you are a beginner it is entirely possible, indeed even likely, that you may not be comfortable with certain powerful words or phrases. They may be very unlike your usual way of speaking. Even if you've been in sales for a while you might be set in your ways, accustomed to a certain delivery, and changing that might feel uncomfortable.

I've met many people who say they do not want to work with scripts because then they "cannot be themselves." Remembering that your prospecting call happens in 10-second  increments, you want to be the very best self that you can be, every time. That requires preparation.

One of the things that I've always loved about being in sales is that it is crystal clear. You always know exactly where you are. You are either scheduling appointments, or you're not. You are either closing, or you're not.

If you are new to sales and a successful professional gives you their script-don't change a word. That script will be your gold mine. If you've been in sales for a while and want to try out a new script, test it first. Your old script becomes your baseline. For example, make 30 prospecting calls using your usual script and keep track of the number of appointments that you schedule. Then make 30 more prospecting calls using your new script exactly as written. Keep track of the number of appointments that you schedule. At the end of those 60 calls you will know which script works better. That becomes your new baseline.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing

The Personal Publicity Factor(TM) by Marion Gold

A must for businesswomen with their eye on the boardroom! 

Too often we are so busy climbing the corporate ladder, we tend to forget that part of our continued climb includes letting people outside the company know who we are and what we have achieved. This is the essence of public relations. It is the heart and soul of what I call Personal Publicity.

It’s easy to wrongly assume that a mentor (for those lucky enough to have one), or supervisor will take control and make sure that others in our industries become aware of our success and knowledge, how our talents contributed to the growth of the company, and what impact we can have on our chosen fields.

Well, guess again, my friends. You can attain a corner office, earn a handsome salary, and manage a large budget and lots of people, work 16-hour days, all without anyone outside of your company knowing just how talented and valuable you are to your industry. And that is exactly what you will need to achieve if you have your eye focused clearly on the career advancement.

First you need to obtain the world's attention—well, maybe not the whole world, but) our world. Then you need to convince that world that you have a contribution to make, and that they should pay attention to you. Women at all stages of their careers who want more visibility must take the first important steps towards developing a Personal Publicity Plan if they are serious about introducing their talents and commitment to the marketplace.

Will achieving Personal Publicity take time? Of course it will! But experience shows it is crucial for successful career growth. 

Will people think you’re bragging? Will they be jealous? Will you look foolish waving your own flag? A public or professional image can be created without losing credibility and self-respect. It takes thoughtful planning about the image you want to create, exploring your own comfort level with public exposure, and assessing the informational needs of your audience. This is called “positioning,” and it is the basis for all good marketing efforts.

Do you have to be GREAT? Take a look around you. Is every male Board member you read about a rocket scientist? Are all our politicians, who have been elected by millions of people, competent? Just read the business pages of this newspaper. I-low many million-dollar CEOs walk off with golden parachutes while their companies sink into oblivion, and the good people who worked for them take their places at the unemployment line? How many Board members are in “name only” with little to no contributions made to the companies they represent?

Sadly, we live in a world of mediocrity where image and tenacity are often more important than real talent, competence, and commitment.

Now, I am not professing that you sink to the levels of mediocrity that go before you. But if you are at least good at what you do, and have the heart to compete aggressively, and face adversity, and if you truly believe you have something to offer, you have a real shot at success—as long as you get the word out. And if you are really good...look out world!   

Personal Publicity Factor is a trademark of Marion E. Gold

BUY HER BOOK: PERSONAL PUBLICITY PLANNER:  A GUIDE TO MARKETING YOU

HOW MUCH TO YOU KNOW ABOUT WOMEN'S HISTORY? Byline: Marion Gold

Throughout history women have played a remarkable role in shaping America's destiny. Yet men's names predominate in history books, mostly because of a male historical bias and because there is no formal repository of women's historical contributions. 

March is Women's History Month. Below are only a sample of the outstanding women whose extraordinary courage and perseverance changed our lives forever. These are women who inspired others to do great things with their lives. Woman who we celebrate this month and every month. 

Did you know that in c.1600, near the place later known as Seneca Falls, New York, Iroquois women staged a protest against irresponsible warfare? They refused to make love or bear children unless their voices were heard on whether to wage war.

Did you know that in 1916 Ruth Law was the first person to fly nonstop from Chicago to Hornell, New York, setting a new record. She tried to enlist as a fighter pilot, but was turned down.

Did you know that in 1926 Violette Neatly Anderson became the first African-American woman lawyer to practice before the U.S. Supreme Court?

Did you know that in 1931 Jackie Mitchell became the first woman to sign with a professional baseball club? She pitched against Babe Ruth and Lou Gehrig, and struck them both out!

Did you know that in 1962 Dolores Fernandez Huerta helped start the United Farm Workers and became its main contract negotiator?

Did you know that in 1960 Teresa and Mary Thompson, aged eight and nine years old, became the youngest Americans ever granted a patent? They invented a solar teepee (called a Wigwarm) for their school science fair.

Did you know that in 1868 Civil War worker Mary Livermore organized the first woman suffrage convention in Chicago? She later became president of the resulting Illinois Woman Suffrage Association.

Did you know that Susan Picotte, a member of the Omaha tribe, was the first American Indian woman to become a physician? She earned an MD degree in 1889 from the Women's Medical College of Pennsylvania, graduating at the top of her class.

Did you know that in 1893, at the Columbian Exposition in Chicago, Fannie Barrier Williams addressed a special session of the World's Congress of Representative Women? Her topic was "The Intellectual Progress of Colored Women in the United States since Emancipation." More than 150,000 people attended to hear 330 women present papers.

Did you know that bacteriologist Anna Wessels Williams isolated the strain of diphtheria bacterium which was used to produce the antitoxin; and that in 1905 she developed the staining method that became the standard for rabies for 34 years?

Did you know that Professor Jean Broadhurst, at age 64 climaxed her 34-year-career by discovering the virus bodies of measles. Until that time, physicians were unable to diagnose measles until the rash appeared.

Did you know that it was Dr. Joan Miller Platt, born in 1925, who helped develop a procedure for fixing cleft palates in infants? Until her innovation, the problem could not be fixed until the child was older.

Did you know that it was Trotula of Salerno, who lived during the 11th century, who was the first to claim that both men and women could have physiological defects that affected contraception? It was a daring move to admit that a man could be responsible for infertility. Trotula also described the use of opiates to dull the pain of childbirth. (Some scholars dispute that Trotula was a woman, or that she even existed.)

Did you know that it was Dorothy Reed in 1901 who showed that Hodgkin's disease is not a form of tuberculosis? She discovered a distinctive blood cell (later named the Sternberg-Reed cell) which is used to diagnose the disease.

Did you know that it was two women, microbiologist Elizabeth Lee Hazen and chemist Rachel Brown, who discovered the antifungal later called nystatin?

Did you know that Anne Bradstreet was the first published poet in American history? Bradstreet abandoned a life of nobility in England before 1644, to settle in Massachusetts with her husband. Her poems were first published in 1650.

Did you know that Lady Murasake Shikibu, a Japanese noblewoman who was born in 970 and died in 1004, wrote the earliest novel on record? Many critics consider her work a masterpiece.

Did you know that Benjamin Franklin's sister-in-law, Ann Franklin was editor of the Newport, Rhode Island, Mercury in 1762?

Did you know that in 1738 Elizabeth Timothy became the first woman editor in the South, putting out the South-Carolina Gazette? 

Did you know that it was investigative reporter Adela Rogers St. Johns who exposed the widespread corruption of the Los Angeles City government in the 1920s?

Did you know that from 1765 to 1768 Mary Katherine Goddard and her mother, Sarah Updike Goddard, published the weekly Providence Gazette in Rhode Island? She also published the Maryland Journal and printed the first signed copy of the Declaration of Independence.

Did you know that in 1861 after writing a letter defending women as government clerks, Emily Edson Briggs became a daily columnist for the jointly owned Philadelphia Press and Washington Chronicle-and the first woman to report regularly on White House News?

Did you know that in 1878 Anna Katharine Green wrote the first American Detective novel? It was titled The Leavenworth Case?

Did you know that in 1945 Doris Fleeson was the first woman to write a syndicated political column?

Did you know that in 1946 Alice Allison Dunnigan was the fist African American woman journalist to get White House credentials?

Did you know that Pauline Frederick was the first woman news reporter on television, covering the 1948 political conventions for ABC?

Did you know that since the annual Nobel Prize for Literature was first awarded in 1901, only eight women have received it?

There is so much more! No study of the history of literature and journalism is complete without recognition of how women helped shaped society through their writings. As more and more women enjoy successful careers in science and medicine, politics and public service, publishing and journalism just imagine what wonderful insights are yet to be discovered. Just imagine

Buy Her Book: PERSONAL PUBLICITY PLANNER:  A GUIDE TO MARKETING YOU

Is It "Hasta la vista, baby" for women film-makers?

The American Film Institute's highly touted announcement of the top 100 movie quotes - leading with "Frankly my dear, I don't give a damn" - might also be described as its attitude towards the advancement of women working behind the scenes in the film industry.

During the past four years, the percentage of women working as directors, executive producers, producers, writers, cinematographers, and editors on the top 250 domestic grossing films has declined from 19% in 2001 to 16% in 2004.

The so-called "Celluloid Ceiling" is getting thicker, according to the just-released data of Communications Professor Martha M. Lauzen, Ph.D., San Diego State University. Each year, Lauzen looks closely at the behind-the-scenes employment of women in the top 250 domestic grossing films. And frankly, my dear, it's not a pretty picture!

In 2004, Women comprised only 5% of directors. That's a decline of 6 percentage points since 2000 when women accounted for 11% of all directors. "In other words," reports Lauzen, "in 2004 the percentage of women directors was slightly less than half the percentage in 2000." 

Lauzen's study analyzed behind-the-scenes employment of 2,305 individuals working on the top 250 domestic grossing films of 2004 with combined domestic box office grosses of approximately $8.4 billion. Here's what she found:

o Women comprised 16% of all executive producers, producers, directors, writers, cinematographers, and editors working on the top 250 grossing films of 2004 - a slight decline from 17% in 2003.
o Twenty one percent of the films released in 2004 employed no women directors, executive producers, producers, writers, cinematographers, or editors.
o Women comprised 19% of all executive producers working on the top 250 films of 2004. Sixty three percent (63%) of the films had no female executive producers. 
o Women accounted for 24% of all producers working on the top 250 films of 2004. Thirty nine percent (39%) of the films had no female producers.
o Women comprised 5% of all directors working on the top 250 films of 2004. Ninety five percent (95%) of the films had no female directors.
o Women accounted for 12% of writers working on the top 250 films of 2004. Eighty two percent (82%) of the films had no female writers.
o Women accounted for 16% of all editors working on the top 250 films of 2004. Eighty percent (80%) of the films had no female editors.
o Women comprised 3% of all cinematographers working on the top 250 films of 2004. Ninety seven percent (97%) of the films had no female cinematographers.

Gender also makes a big difference to who gets hired on and off-camera. In previous data, Lauzen reported that on films with male executive producers only, women comprised 15 percent of behind-the-scenes staff. The percentage jumped to 22 percent on films with at least one female executive producer.

So is it "Hasta la vista, baby" for women behind the scenes in our film industry?

Not if at least two Chicago-based organizations have anything to say about it! The mission of "Women in the Director's Chair" is to raise the visibility of women media makers and to support the production of media that defies demeaning stereotypes. "Women In The Audience Supporting Women Artists Now!" or WITASWAN. The concept of WITASWAN comes from the American Association of University Women-Illinois (http://aauw-il.org/WITASWAN). It is an informal alliance of women who have pledged themselves to helping women film-makers break through the Celluloid Ceiling. There are no dues and no officers - but there is a responsibility: WITASWAN members make a commitment to see at least one film every month either directed by and/or written by a woman, either in a theater or on DVD/VHS.

Which brings me back to the AFI and another of its top 100 all-time movie quotes from Gone with the Wind: "After all, tomorrow is another day!"
Copyright © 2005 Marion Gold & Company Marketing Communications 
BUY HER BOOK: PERSONAL PUBLICITY PLANNER:  A GUIDE TO MARKETING YOU

Give'em Something to Talk About: When businesses follow this principle, clients keep coming back for more . . . and bring their friends.

Guest post by Maribeth Kuzmeski
Author of Red Zone Marketing: A Playbook for Winning all the Business You Want

The other day I heard that old Bonnie Raitt song on the radio. You know, the one with the verse "let's give'em something to talk about . . ." And, it occurred to me that most businesses could use a bit of that gossip-inspiring intrigue that Bonnie was singing about.

All of which leads me to my question for the day: are your clients talking about you? You'd better hope so! Furthermore, you'd better hope they're not talking about the bad service you gave them, or the fact that you took three days to return a phone call, or even the hideous green carpet that's graced your office since 1973. No, the kind of talking I mean is positive in nature . . . in fact, it's delightful.

If you're at all familiar with my marketing philosophy, you know that I am constantly harping on the subject of client delight. That's because I'm a realist. I know that unless you absolutely delight your clients, they won't talk about you to their friends and colleagues. In fact, they may not even stick with you. Why? Because there are a lot of competitors out there offering services identical to yours.

Consider these statistics for financial advisors (many industries including yours may have similar statistics): There are more than 800,000 financial advisors and insurance agents in the U.S. Over 12,000 mutual funds. Countless Broker Dealers. All of which boils down to one disheartening fact: you are in serious peril of becoming a commodity. If you want clients to talk about you - which helps you fulfill the larger goal of pursuing referrals - then you must separate yourself from the pack. You must give them an experience. You must WOW them.
In short, you must give them something to talk about. 

Sounds great, you're probably thinking, but how do I do that? Here are three principles to keep in mind. 

Ask your clients what they want. A novel concept, huh? Too many businesses simply assume they know what the client wants. They tell the client "This is what you want and need, and I have it." What you as a Red Zone Marketer must do is ask, "What do you want and need? Tell me and I'll provide it." Ask your clients (at the very least your top clients) the following questions:

• How would you like us to communicate with you? How often?
• How often do you want to hear from me?
• Are we meeting your objectives?   
• Would you appreciate regular information on a different aspect of the business?
• What would make working with us truly unique? 
• What could we do to create delight through the services we provide?

Now, really listen to their answers. You may be surprised by what you hear. And you can be sure of one thing: if you give clients what they REALLY want-as opposed to what you think they should want-they will talk you up to their friends and colleagues. That's because very few of your competitors even bother to ask.

WOW them with the unexpected.  Want clients to talk about you? Give them an experience they're unlikely to get anywhere else. In Red Zone Marketing and The Client Experience, I provide numerous real-life examples of how businesses I know and work with go about WOWing their clients. 

For example, I work with a financial services advisor who has created The Life Enjoyment Experienceä. The concept is that he helps his clients "get to the top of the mountain." From the mountaintop, you can see and experience the world-so he has decorated each office and conference room to represent a different part of the world. For instance, one room has a mural of Athens on the wall; another one represents Paris. He reports that people bring their friends by, who are not yet clients, just to see his unique facilities!

Another one of my colleagues takes a different approach. He is very health conscious, and he wants to share his knowledge with his clients. Therefore, he incorporates healthful foods, exercise books and videos, and lifestyle seminars into his unrelated business offerings. He's providing an experience-and at the same time, showing his clients that he cares about their total wellbeing. 

What can you do to WOW your clients?

Be the Michael of your firm.
I am a huge sports fan. (The name of my company and books should clue you in!) So it's not surprising that I spent some time in the early 90s working for a team in the NBA. The team had 30 people making outbound calls selling tickets to games. I couldn't help but to contrast that to the Chicago Bulls, who were sold out most of the season!

What was the difference? In a word (well, actually, two words), Michael Jordan. Bulls tickets were in demand because the team had something truly different. I believe this phenomenon applies to the business world, too. One person can lift up an entire organization, if he or she is giving clients what they want! In other words, even if you work for a dry, humdrum, middle-of-the-road business, you can become the "Michael" of your firm. Dream up a unique slant on serving your clients and start doing it. Word of mouth will take care of the rest.
By the way, if you think you don't have what it takes to be a star in your industry, consider the fact that Michael Jordan was cut from the varsity basketball team as a sophomore in high school. The lesson? No matter what happened before, you can become a star. Just figure out what your clients want and give it to them in a unique way . . . and they will consistently seek you out. Guaranteed. 

Now, how are you going to get people talking? Give it a bit of thought and I am convinced you'll come up with something. Maybe it's your expertise in an specialized area of the business you are in . . . or the fact that you send them an info-packed e-mail every Monday morning . . . or the hot breakfast you provide at your wildly entertaining tax shelter seminars. You get the idea.

As long as you're doing something different, something that sets you apart from the crowd, something your clients can't get anywhere else, they'll talk about you. And believe me, that word of mouth is the best kind of press you'll ever receive.

What Is A Brand

Guest post by Anna Lieber

A BRAND IS A PROMISE TO THE COMMUNITY
A Daycare Center promises moms to care for their children as if they are their own. A CPA promises clients financial expertise, honesty and integrity. What is your brand promise? 

A BRAND IS A BLEND OF ATTRIBUTES CREATING A PERSONALITY
The Daycare Center’s brand personality reflects its service: lively, colorful and fun. The CPA’s brand materials project reliability, trust and stability. Does your brand personality look and feel authentic? 

A BRAND IS EVERY POINT OF CONTACT
Each time someone touches your brand, it makes an impression. So each point of contact is a genuine opportunity – whether prospects receive your promotion, hear your pitch or voice message, visit your site or try out your product or service. Are you making the most of each
brand touch point? 

A BRAND IS AN EMOTIONAL BOND
A brand is an emotional attachment which fosters loyalty. Every connection must contribute a positive feeling to the relationship. A brand aims to be engaging, informative, memorable and compelling. Is your brand gaining loyalty and market share? 

A BRAND IS A PROCESS DEVELOPED OVER TIME
Your brand should project a unified, compelling message throughout all channels. It’s built over time through research, self-analysis and focused development. The CEO is the leader of the brand but in large organizations, the CEO gets help from Marketing and Brand Directors. 
Are you leading your brand? 

A BRAND IS YOUR MOST VALUABLE ASSET
Think of this. If Coca Cola suddenly lost all its factories, production plants and materials, it could rebuild. But if it were to lose its collective brand memory with consumers, the company would go under. Need we say more?
 

A GOOD BRAND
Stands for one thing and one thing only. 
Focus is everything. 

A GOOD BRAND
Knows it’s audience. 
Who are you selling. What do they want? 

A GOOD BRAND
Knows what it’s talking about. 
Information is power. Stay informed.

A GOOD BRAND
Communicates a consistent message. 
Repetition is everything.

A GOOD BRAND
Never copies the competition. 
Innovate. Lead by being different. 

A GOOD BRAND
Is visually compelling and verbally engaging. 
Good design and creative copy are everything.

A GOOD BRAND
Uses show and tell, rather than sell. 
Demonstrate, give samples but don’t bore us.