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Book Interview Dan Ariely – The Honest Truth About Dishonesty: How We Lie to Everyone – Especially Ourselves

Dan Ariely - The Honest Truth About Dishonesty: How We Lie to Everyone - Especially Ourselves

New York Times bestselling author Dan Ariely recently released another thought-provoking book, The (Honest) Truth about Dishonesty: How We Lie to Everyone – Especially Ourselves. Dan was kind enough to answer some questions. If you are not familiar with Dan, you should read his bio fully so that you understand the unique life experiences that formed his frame of reference.

Dan’s research on dishonesty is so wide-ranging that one could write several books on the topic! As such, a number of my questions are outside of the content of the book in order to stimulate further conversation.

The book opens with a discussion of Enron and how you first became interested in the subject of dishonesty. In Chicago, where Arthur Andersen was once based, the issue of Arthur Andersen’s demise while McKinsey survived with barely a scratch is still a frequent conversation topic. Did your initial research indicate anything about this specific topic?

As in the case with Enron, the consequences of our actions are frequently unclear; it could just as easily have been McKinsey to take the fall, but there was no indication of who would be responsible at the time that the dirty dealings were taking place. What is clear, however, is that when we make the decision to be dishonest, we are not thinking about consequences. When we see our peers cheating and getting away with it, and even being rewarded for less-than-angelic behavior, it begins to feel like an acceptable modus operandus. In other words, cheating becomes the new moral standard. In our studies on dishonesty, we find that the risk of being caught is largely irrelevant to people’s actions and that they can even ignore them altogether – especially when the consequences are vague and undefined.

You mentioned Marilee Jones, former admissions dean at MIT who encouraged people not to overstate their credentials while misrepresenting her own. Scott Thompson, former CEO of Yahoo!, was recently dismissed for an inaccurate bio. What forces are at play with these kinds of incidents?

With all acts of dishonesty, there is a motivation to benefit from our dishonest actions. On top of that, I suspect that there are all kinds of fuzzy rules about what is acceptable and what is not (and in CVs, particularly, there are no official guidelines dictating the rules). We are incredibly adept at justifying our actions (i.e., if I am working on an academic paper, does it count as a “Working Paper”?), and one justification quickly leads to the next. Once you’ve gotten away with the first dishonest step, escalation comes easily. These rationalizations add up and we wind up sliding down the slippery slope.

What is a person with a tendency to be more honest than average to do in this environment?

I think that that some people may be generally more honest than others, but even the most honest people succumb to the temptation to cheat when they are placed in the right circumstances. To reduce the likelihood that we will fall prey to these forces, we can create rigid and precise personal rules that guide our actions, particularly when we are in situations that tempt us to cheat. If we think we may be more likely to likely to lie to our significant others after a grueling day at the office, we can remind ourselves to be more honest when we walk through the front door in time for dinner. In the professional realm, we can try to reduce (and when feasible, eliminate) conflicts of interest.

With the incidents that you admitted to in the book (MENSA test on airplane, Air India, etc), has anyone perceived you differently or treated you differently due to your writing about them?

I am sure everyone loves me and no one thinks anything bad about me.

How has writing this book changed your behavior in terms of perceiving others and/or your own personal actions?

There is a high personal cost to thinking about dishonesty all the time. I am now excruciatingly aware of the conflicts of interest that my advisors (like doctors, dentists, etc.) face, and find myself being more suspicious of them. This becomes particularly unpleasant when the social aspect of preserving a relationship suffers because of a focus on such conflicts. I know that a treatment being prescribed by my doctor may benefit my doctor more than it benefits me, and my research has forced me to question every piece of advice that may be plagued with a conflict of interest.

I have also created stricter rules for myself in this regard. For example, in an effort to avoid any conflicts of interest in my own life, I refuse to do consulting for example.

I lived in the New York City area (Hoboken, NJ to be completely honest) during the 1990’s when Rudy Giuliani implemented the Broken Windows Theory with the New York City Police. I personally experienced the positive impact it had on lowering crime rates. You stated, “Although the Broken Windows’ Theory has been difficult to prove or refute, its logic is compelling.” Can you please elaborate on your thoughts on this difficulty?

I rely on experiments as a way to support or refute my intuitions about how we think and how the world works. Experiments are useful because, when done right, they can provide insight into our behavior in ways that mere observation simply can’t. There are many factors that could have contributed to the decrease in crime when the Broken Windows Theory was implemented in NYC, and we have no way of knowing whether the intervention was, in fact, the cause. While the regulations could have had an effect on crime rates, it also could have been another incidental change (or expectation) that corresponded with the timing. There could have been demographic shifts, economic changes, improvements in other areas, and so on that may have contributed to the decrease in crime. However, imagine that Giuliani had implemented the Broken Windows Theory randomly in some parts of the city and not in others, and then followed the crime in each area separately. If we saw a decrease in crime where it was implemented, we could reasonably conclude that the Broken Windows Theory was the cause. However, without this type of controlled experiment, there is simply no way to fully understand the root of the shift.

Some of your observations are statistical, while others are purely personal observational, like students promising to not visit non-class related websites during class and then violating the promise. There is a famous quote, “There are three kinds of lies: lies, damned lies and statistics.” In your opinion, is it possible that some disciplines rely too heavily on statistical analysis instead of basic common sense observations causing potential undesirable effects?

There are undeniable flaws in the shifty use of statistics (and they can be easily manipulated when put in the wrong hands), but if I had to choose between observations and experimentation, I would take data over personal observations any day. I do believe in the strength of personal observations, as it gives facts both depth and illustration, but I would be highly concerned about any arguments that are based solely on observations.

Google (GOOG) prices Google Adwords internally and self-reports it for each individual merchant with little or no outside checks and balances. Much has been written about the potential issues of click fraud. Based on processes with no transparent check and balance mechanism, what are the incentives for one to be more honest or dishonest?

I am not an expert on Adwords, but an environment where actions are multiple steps removed from money and are about clicks – and without transparency – seems like danger zone to me.

In your research, did you find anything regarding the detection of dishonesty? Would a Bernie Madoff sized lie typically be harder to detect than a little white lie?

The question regarding the probability of being caught and the size of the potential punishments are very important. We looked so far only at the probability of being caught and found that it has no effect on the amount of dishonesty. Next, I hope to also study the effect of potential punishments.

Some have asserted that the issues of honesty and/or lack of detection of financial inaccuracies have played a role in overpricing events surrounding certain Initial Public Offerings (IPOs) of stock in the Internet era. Could you please share your thoughts and / or research in this area?

Without giving any particular example (and without any explicit research to support my opinion), I suspect that under-regulation of these “inaccuracies” is certainly a factor in the continuance of dishonesty in the workplace, and the social environment where some banks define the acceptable level of behavior for other banks is another contributor. In these situations, workers have lots of room to rationalize, they see their peers taking advantage of the flexibility, and they see no disadvantages to overpricing. There are no losers, and no one gets hurt.

Since sending the final draft of this book to the publisher is there anything you would like to add knowing what you know now?

Since finishing the book, I have had the opportunity to talk to a few “big cheaters” – people who acted very badly, got caught, and wound up in prison for a long time. My discussions with these individuals shows very clearly how good people can get trapped in bad situations and take one step in the wrong direction, rationalize their actions, take another step, and so on. And although they only take one misstep at a time, the trend escalates and at some point they find themselves in terrible situations with no escape.

From an outside perspective, we can easily look at the sequence of actions and say to ourselves that we could have never found ourselves at the end of these paths. But the big cheaters did not start stealing millions or misleading their shareholders. They started with one wrong step, and this is something that under the “right” conditions we could all engage in.

What advice would you give to new nonfiction authors seeking to write successful books?

I’m not sure that I am in any position to give advice, but what works for me is a mix of social science research, stories that link these to our daily realities, and implications for daily life.

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I would like to thank Dan Ariely for his time and thoughtful answers. It would be interesting if everyone reading Dan’s book watched the classic movie Used Cars (Rated R) on DVD and used it to discuss the concepts in the book. It is possibly the best movie on trust and honesty issues ever made – back when movies still had a plot. It can create a basis for creating a larger dialogue about the issues in Dan’s book! Go purchase a copy of the book to read now! I look forward to learning more about his important research in this arena.

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Suddenly in Charge : Roberta Chinsky Matuson Book Interview

Suddenly in Charge by Roberta Chinsky Matuson
Suddenly in Charge by Roberta Chinsky Matuson
Suddenly in Charge by Roberta Chinsky Matuson

Recently I read Roberta Chinsky Matuson’s Suddenly in Charge: Managing Up, Managing Down and Succeeding All Around(Niocolas Brealey). Really unique book, especially the managing up part, as I’ve never seen extensive writing about that issue previously. Insightful stuff. Roberta was kind enough to grant an interview.

In the chapter on Office Politics you mention the three issues power affects most: allocation of resources, administrative succession and organizational structure. Some assert that many offices are becoming more political overall. If that were true in an individual case what is generally causing that and what should executive teams do to start to rectify it?

There is a direct correlation between resources and office politics. When resources are plentiful, there is no need to go to battle for what you believe should be yours as there is plenty to go around. Of course the opposite is true as well. When resources are tight, savvy workers will do what is necessary to claim the resources they need to get their jobs done and to obtain highly prized promotions.

It’s funny that you should ask what executive teams should do to rectify this as those on the executive team are often the most political. That being said, executives can make sure people have the resources to do their work. They should also promote people based on ability, rather than on likeability.

In Chapter 5 of the Managing Up portion of the book you discuss the concept of positive self-promotion. Could you elaborate on why you consider this concept to be so important?

In today’s workplace, there is so much competition for attention. You have to toot your own horn to be heard in a sea of cubicles. Pump up the volume and make enough noise so people in the organization know who you are and what you are capable of doing.

Operating under the assumption that your work will speak for itself is wrong. If that were the case, then why is it that so many great artists never got noticed until they died? I don’t know about you, but I’d rather be recognized and rewarded while I’m alive.

Two chapters later you mention how to handle those who might seek to cheat shareholders and how to deal with them…what advice would you give to someone in a less explicit situation such as someone protecting a pet project or seeking to maintain funding for an activity that is no longer optimal for most organizational stakeholders?

Do you really have all the information you need and the expertise to determine if a project is optimal for most organizational stakeholders? If the answer is no, then I would recommend you continue to work on the assignment. If the answer is yes, then you have to weigh out your options. The person who is protecting a pet project isn’t going to be easily swayed by someone challenging their project, so most likely you will have to go above their head. You will need to examine what might happen if you do so, before you take your case further.

Roberta Chinsky Matuson - Human Resource Solutions
Roberta Chinsky Matuson – Human Resource Solutions

Why do organizations struggle to hire the optimal people with the right skills?

There are many reasons why organizations struggle to hire the optimal people with the right skills. In my new book, The Magnetic Workplace: How to Attract Top Talent that Will Stick Around (Nicholas Brealey, 2013), I talk about how there has never been a better time to hire top talent, but employers are taking too long. Many are operating under the assumption that nothing has changed in the employment landscape. In my book, I discuss the importance of removing barriers that may be slowing your company down in the hiring process, as in this new economy; speed will be of utmost importance.

Employers focus too much on skills and not enough on fit. You can train the right people to do most skills, but you can’t really train a forty-year old to play nice with others or to be extremely detail oriented. I recommend hiring on fit and training for skill.

Over the years, I’ve taught thousands of people how to hire for fit. It’s a skill that is easily learned. Like most skills, the more you practice, the better you get.

In your acknowledgement section you state, “My deepest gratitude goes to my mentor, Alan Weiss, who has offered guidance and support throughout my consulting practice.” (I’ve interviewed Alan Weiss previously.) Could you please expand on type of mentorship he has provided to you and how it has impacted you?

I have been a part of Alan’s community for years and have enrolled in his mentoring program numerous times. Having access to someone who has achieved what you are trying to achieve is priceless.

Through my work with Alan, I’ve learned that mentorship and coaching is one of the fastest ways to create change and to help people reach their full potential. I now offer these services to my clients and am always thrilled to see how quickly they are able to attain the results they seek. I believe this is so because they are fully committed to their personal and professional growth. Of course having someone to help keep them accountable certainly doesn’t hurt!

What did you learn from the process of publishing a book?

I learned many things from the process of publishing a book. Here are a few of those things in no particular order.

Determination is key. If you want something bad enough and you are willing to put in the work, then anything is possible.

When you engage an agent, it’s a partnership. You have to trust that your agent knows what he or she is doing and that they have your best interest in mind. If you don’t trust your agent then look for another agent.

Bigger isn’t always better. In my dreams, I always imagined I would be with a big publishing house. But in the end, it was a small publisher who agreed to publish Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around. In retrospect, being with a smaller house gave me opportunities that I never would have gotten with one of the larger publishers. For example, I was the one who suggested we flip the book (one side of the book is on managing up and the other side is on managing down.) Rather than discard the idea, my publishing team said they would see if it was possible. The unique format of Suddenly in Charge has helped my book stand out from a crowded field of management books.

Many people don’t realize that publishers pay for the space in airport bookstores. Of course the authors who don’t need all that much visibility (e.g., Danielle Steele, Marshall Goldsmith, etc.) are the ones who the publishers are willing to make that kind of investment in. My publisher invested in me, and my book was distributed at WH Smith Stores in airports and train stations around the globe. I still recall the day when a colleague snapped a photo of my book next to Sir Richard Branson. His book was charting at number nine and mine was number ten!

The process of writing a book is only the beginning. Just as you catch your breath you receive the edits, which may require some rewrites. You take another breath and it’s time to find people who are willing to endorse your book. Next comes the promotion of the book, which is usually on the shoulders of the author. And then it all starts again when you decide like me to write another book.

What are the three trigger events that should lead to someone contacting you about your services?

1. Your company is experiencing growth and you recognize that the people you have on board don’t have the skills needed to take the business to the next level.

2. You or someone on your team has just been tossed into a leadership role.

3. Your company is going through an acquisition or a merger.

For more information, please visit Roberta’s website, http://www.yourhrexperts.com/

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Jeffrey Hayzlett Book Interview – Running the Gauntlet : Essential Business Lessons to Lead, Drive Change, and Grow Profits

Jeffrey Hayzlett - Running the Gauntlet : Essential Business Lessons to Lead, Drive Change, and Grow Profits In the highly anticipated follow up to The Mirror Test, Jeffrey Hayzlett now brings us Running the Gauntlet: Essential Business Lessons to Lead, Drive Change, and Grow Profits due from McGraw-Hill in January 2012. Over the past few years I’ve gotten to know Jeffrey, he’s certainly a unique bird. He’s engaged me not only on stage buy off with invites to special events at conferences, restaurants and has already introduced me to many interesting people I never would have met otherwise. I can only imagine what lies ahead! The mutual lifelong learning and fun back and forth is awesome. Jeffrey was kind enough to grant us one of the first reads of the book and interviews. Let’s get to it!

Q: You mention Henry Ford creating the assembly line: “Productivity was so astounding that Ford stopped measuring it. By 1914, other companies needed for five times as many workers to build the same hundreds of thousands of cars as Ford.” Henry Ford was also known for paying workers well. It seems the best way to improve standards of living is large productivity gains?

Jeffrey Hayzlett: That’s one way, I don’t know if it’s the only way or the best way.  It’s more of a philosophy, give people what they want and get the things you want.  Provide a great product or service, of high quality, and there will be consumers.  The same theory can be applied to anything you are advertising, marketing or promoting.  For example, use the workers in Henry Ford’s plant and productivity. In Ford’s plants they became so good they stopped measuring.  It was about not only paying workers a fair wage – a good wage – but about offering them other things, enticing them, so they could buy the product they made, have pride in ownership, pride in building the products they created.  There are lots of different ways to go about getting the things you want.  Money may not always be the greatest incentive when gaining productivity or motivation.  Again, find out what people want and then give it to them.  Motivating my salespeople isn’t always about making good money – it can be a way to keep “score” – but sometimes it can be offering incentives such as golf balls, trips, even cowboy boots to get the team excited to want to go out and do more on the company’s behalf.

Q: Kodak invented the digital camera in 1975 but didn’t launch it back then……why?

Jeffrey Hayzlett: Their success led to their own demise.  Because they were trying to protect the great margins film had – you had a product that was 70, 80 even as high as 90% in terms of profitability.  They were doing everything they could to keep that alive for as long as they could.  The problem became they forgot what type of company they were.  They started to believe they were a film company rather than a company that would help people make images and move information, a company focused on innovation, a company providing emotional technology.  They had the only product people would actually run into a burning building to save, yet they focused on being a film company rather than a company that can innovate and recreate itself again and again and again.  If we look at the most successful companies, whether it be IBM, Apple or a host of others it’s about being able to reinvent yourself as well as remembering at the core of it all who you really are.

Q: You suggest a fear of change and that this can inhibit healthy debate with those that disagree with us. What is the best way to create culture that can thrive on healthy debate, starting with how we pick a new breed of leaders?

Jeffrey Hayzlett: We all know that leadership starts at the top but is also reinforced and thrives at the bottom.  So across the organization if you don’t have leaders at the top of the org that are willing to not only to create tension but take it as well then you are not going to get the give and take that you want at an organization.  You won’t be able to encourage innovation, encourage change and encourage growth because everybody will be looking out after themselves because they are afraid of what they might say because the boss might have retribution.  So the key is to create an organization where people can stand up and question things.  By standing up and questioning things you create the tension in the system and you get something better than you first started with.  If I start with item A and someone starts with item Z and we start creating so much friction back and forth and this friction creates a fire of new ideas somehow we’ll go one way or the other to move the new idea to a better place.  I think that’s what great leaders try to do.

Q: When I worked at BlackRock(BLK) there was discipline around process, but it was flexible to allow breakthrough ideas. In Chapter 14 you wrote “Some people get caught up in the idea rather than the process, but I think the process leads to the idea.” Please elaborate on this concept…

Jeffrey Hayzlett: It’s a little bit of both in this particular case.  Certainly you can have a great idea but if you can’t get it out and get it through the process it will never see itself through fruition – it will never make it to market.  I can remember one time sitting in a meeting with a chief technology officer – one of the smartest guys in the world that I had ever met.  He said, “Jeff, you realize because I make this product, I create this software program – if it weren’t for me you wouldn’t have a job.”  I had to remind him that it could be the greatest product in the world but if it weren’t for me selling it and marketing it – getting it out through the process and to the customers’ hands that he wouldn’t have anything.  So that’s what I’m talking about the process leads to the idea.  By having great processes and great systems set up then you can try to push things through to allow things to be able to win. If you don’t have a great process, even the greatest ideas will lose before they begin.

Q: So when done right, this can allow a company to focus on the future more effectively?

Jeffrey Hayzlett: Absolutely, by having a great system, a great process, a great way of channeling greatness then you’re going to be able to look for more things to put through to your following.  Look at the greatest sports teams in the world, it is those that focus on the fundamentals of having great athletes – not just one great player or two and then try to build the team around them but yet having a great team made up of different people and that’s what process does for us.

Q: In the 1993 classic book, Reengineering the Corporation by Michael Hammer and John Champy they mention that executives are “frighteningly unfamiliar” with three forces, separately and in combination: Customers, Competition and Change. You actively did this in those retail stores. Given the popularity of that book almost two decades ago, why do you think companies are still so unable to focus on these basics?

Jeffrey Hayzlett: I think so many companies focus on the next big thing, the big peel, the magic peel.  I think especially in the US we look to that one big thing that will do it for us rather than again getting back to that process, getting back to good and hard work.  If it was easy anyone could do it – it’s not supposed to be easy.  Therefore, the focus on competition, the focus on customers, the focus on change are just as good today as they were decades before.  It’s important for us to be able to take a look at how we implement change, look at customer and competitors to be able to drive and channel the forces behind being successful.

Q: “Radical transparency is not a one-way street of engagement.” Why do people have such a hard time developing a 2-way mindset in search marketing and social media?

Jeffrey Hayzlett: Inherently, I think it’s because people are scared.  Most people don’t like to get feedback.  I was one time in a phase in my life where I wore all black all the time.  Someone asked me why and I said because it makes you look slimmer.  The person turned back to me and said, well it’s not working.  I think a lot of people are afraid to hear that feedback sometimes and it takes a very strong leader and a strong person to get into that 2-way mindset, that it’s ok to get feedback – both positive and negative.  By the way, look at the negatives as a gift because that’s a way for you to be able to change, to turn around that potential customer or that person who’s had a negative experience.  I’ve heard from brand leaders and internal departments (HR, Legal) where they want to try to control the situation but you can’t control the situation. When it comes to brands especially, you can’t control it because a brand is nothing but a promise delivered.  It’s about delivering a promise and when you deliver that promise or opportunity up to the customer it’s going to be interpreted in different ways.  Sometimes that’s positive and many times its also negative.  Yet you should be strong enough in your leadership abilities, strong enough in your offering to be able to understand that this will come with everything.  There’s going to be a good, a bad and an ugly but the good should always outweigh the other two.

For more information, please visit http://hayzlett.com/. Thank you!

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Harvey Mackay Book Interview : THE MACKAY MBA OF SELLING IN THE REAL WORLD

THE MACKAY MBA OF SELLING IN THE REAL WORLD Last year Harvey Mackay visited Chicago for a media tour for his previous book last year and I got to travel from media outlet to media outlet with him for a day as he did so. The experience would be hard to describe beyond that it will never be forgotten as long as I live and was amazing media training. His focus on others is always present as he seeks to learn every detail of the life of his next interview. Harvey is truly a one of a kind individual and I consider myself fortunate for having spent a day with him.

His lasted book is THE MACKAY MBA OF SELLING IN THE REAL WORLD (Portfolio, 2011). The wonderful publicity folks retained by Mr. Mackay were kind enough to grant me an email interview after I read the book. His answers below build on a great read and create the basis for a larger conversation that the world desperately needs to have. Harvey is part of an increasingly rare breed of business leader who understands that people, human capital and organizational transformation are vital to success. For our society to survive as we know it, we must rapidly work to reverse this trend and create a new generation of leaders with these all too rare skills. You feel the sense of urgency in his answers below. I can’t wait to spend another day with Harvey Mackay, the mutual learning would be overwhelming.

You stated “Fostering employee loyalty is the first step to creating customer loyalty” in Chapter 4. Over the past two decades, many companies have treated employees as disposable assets. How would you convince management to reverse this unfortunate trend?

Harvey Mackay: Our company mission statement is to be in business forever.  That means no compromising … not compromising your core principles and taking any shortcuts.  It is virtually impossible to stay in business over a long period of time if you treat your employees as disposable assets.  In 50-plus years in the business world, I know of no one who stayed in business with a revolving door of employees.  It’s sad to say, but in these difficult economic times there are still too many businesses that still don’t get it.

Chapter 15 states, “Your past is not your potential” and “Far too many people exist in a world of “what is” rather than applying their energies to “what can be”.” Today skills are dynamic and changing; this has implications for returning to the basics of recruiting naturally curious lifelong learners based with the vision to lead change. How can companies best stop the practice of picking leaders of the past?

Harvey Mackay: I have hired over 500 people in my career, and the single most important word in the dictionary that I look for and demand is trust.  Once I have established that, then I immediately look for capacity and willingness to learn.  I can’t begin to tell you how many people out there in the marketplace and disciples of the Peter Principle.  There has been a seismic shift in the business world.  The great classical business principles still hold true but they need to be fused with cutting edge internet technology.  That’s the kind of leaders that companies should be looking for.

Fred Smith got a “C” on his term paper for his idea for Federal Express. Mike Bloomberg was told his idea for what became the Bloomberg terminal would never work by his former employer. Why is it often so difficult for most executives to grasp paradigm changing business ideas?

Harvey Mackay: It’s way easier to stay in the comfort zone, especially when things are going good than to go out on a limb and take some risks.  My philosophy is exactly the opposite:  Sometimes it’s risky not to take a risk.  And remember, if you walk backwards, you will never stub your toe.  One of the most difficult things in life for any individual or business is to accept and adopt change.

So, as you like to say, “People don’t know what they don’t know?”

Harvey Mackay: The way I like to fine tune this statement that I made up in college is – I know that you don’t know, but you don’t know that you don’t know!  By that I mean there are three reasons why individuals and businesses fail:

1.    Arrogance

2.    Arrogance

3.    Arrogance

There has been a consistent, gradual decline in ethical business practices in the United States for about 50 years, and it reached new extremes in the “daisy chain” of the sub-prime mortgage industry in the period of 2002-2008.  This was caused by executives getting chapped lips from kissing the mirror too much, which is a perfect example of how arrogance set in.

You discuss the importance of listening, what is the best way for a salesperson to use the obtained information to create a successful sales?

Harvey Mackay: First of all you can’t learn anything if you are doing all the talking.  Sales people should always be developing their earQ, not their IQ.  The only way to create a successful sale is to understand that knowledge (from listening) does not become power until it is used.  And ideas without action are worthless.

You talked about enthusiasm, what is the best way to maintain it in the face of adversity?

Harvey Mackay: First of all, I have never yet met a successful person who hasn’t had to overcome either a little or a lot of adversity in his or her life.  If life there is a lot of lumps and bumps … a lot of throttling up and a lot of throttling down.  Failure is not falling down, but staying down.  Therefore, you have to ignite your own enthusiasm.  The ten most powerful two-letter words in the English language are:  If it is to be, it is up to me.  Be active, be energetic, be enthusiastic and you will accomplish your object.  I agree with Ralph Waldo Emerson who said, “Nothing great was ever achieved without enthusiasm.”

In chapter 67 you cut the world-famous Mackay 66 to the Mackay 25, Please share more about why you changed it…

Harvey Mackay: The Mackay 25 does not replace the Mackay 66.  Rather it is a streamlined version, which gets you to an instant snapshot of the prospect or buyer’s attitude and expectations.  It gets to the heart of what is commonly known today as relationship selling.

In a recent blog post you stated that you are always surprised when you ask who their customers are and they say everyone. Rob La Gesse (@kr8tr) asks who is your customer?  Have you decided who is not?  If so, you have already self-limited your ability to affect change?

Harvey Mackay: You can’t be all things to all people.  In most businesses the company will have what I refer to as nitch-picking.  In short, virtually everyone has their own niche within an industry.

I had the distinct pleasure of spending the day with you during your Chicago media tour in 2010. I was amazed by the way you prepared for each interview. You were seeking to learn about each interviewer and worked to bring that into the on air conversation. What can aspiring radio and TV guests learn from your techniques?

Harvey Mackay: I call this humanize your selling strategy.  I attempt to do a Mackay 66 Question Customer Profile on everyone I meet throughout my life.  That means customers, employees, suppliers, competitors, audiences, radio and TV talk-show hosts and journalists.  This is what I teach our sales force and the people I mentor, and that is that every single person I encounter I have a deep-down burning desire to learn what turns that person on and what he or she is most interested in.  In any relationship, you must find a common denominator.

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Thank you Harvey! Every CEO, board of directors member and business leader should read this interview and distribute it (and his book) to their teams and then talk about these meaty issues! I welcome the world changing conversation.

Learn more about Harvey at http://www.harveymackay.com/

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Alan Weiss Interview – Million Dollar Referrals Book

Alan Weiss Million Dollar Referrals
Bestselling Author Alan Weiss

Alan Weiss has written over 45 books. Absorb that for a minute. That is a heck of alot of books.

His latest is Million Dollar Referrals (McGraw- Hill). A timely title about one of the most unique marketing art forms, referrals. Why timely? With constant changes in media and the rise of new channels such as social media, referrals can make or break many kinds of businesses. It is certainly an under-managed areas of marketing strategy in most organizations that has potential to improve business results. Like most marketing it requires your value proposition to be crystal clear as you are asking someone else to explain it to someone else. I can say from experience that many people skip this step.

Million Dollar Referrals is a clearly written, thought provoking read. The kind folks at McGraw-Hill were kind enough to set up an interview with Alan Weiss, the conversation is below….

The opening chapter discusses “Business Relationships are a Process, Not an Event”. You could replace the word relationships with many other concepts. Making that switch requires changing personal habits and or corporate culture. What is the best way to create this behavior change?

Alan Weiss: It merely requires educating your buyer and client. Culture change is a rubric, signifying less than nothing these days. Demonstrate to the client the nature of the relationship and partnership in terms of ongoing interaction and support.

What are the typical issues that can lead to a consulting provider being replaced? Can referrals be used effectively to ignite that need for a change in provider?

Alan Weiss: Trust that is violated. It’s very difficult to replace a highly respected consultant in a client. You can use referrals to become an additional resource as opposed to a replacement.

If you were starting a new consulting company from scratch today what areas would you take extra care to distinguish unique value in today’s highly competitive and global landscape?

Alan Weiss: Responsiveness; intellectual property; testimonials; global applicability; thought leadership; contrarianism.

You discuss that for referrals to be successful, clear communication of both targets and mutual benefit need to be present. What is the hardest part about consistently achieving this?

Alan Weiss: Being afraid to ask, failing to follow up, taking “no” too readily, not adequately demonstrating the win/win/win nature.

The are many new areas of strategic consulting involving technology convergence, search marketing, mobile, etc. What is the best way to convey certain value for new services where the price is not well established?

Alan Weiss: Price has nothing to do with it. The key is to show the value in terms of the buyer personal needs as well as the organizational need. Every client knows what he wants; few know what the need. Consultants should identify the needs.

Is there any way to create referrals when you are working with a client under a non-disclosure agreement?

Alan Weiss: Sure. You can be referred outside the industry, or without regard to the nature of the work, and without revealing that the source was a client.

Is there any major issues you think people over look with referrals?

Alan Weiss: They don’t prepare their clients or the environment, and fail to consistently ask because they are embarrassed.

I understand you occasionally put on some unique seminars? Is anything upcoming?

Alan Weiss: Just finished Thought Leadership at The Breakers in Palm Beach. Million Collar Consulting® College next week. Australia speaking tour after that. The Art of the Referral Workshop in Newport on Nov. 30. http://www.summitconsulting.com/

 

 

 

 

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Twitter Gate – Buy More Twitter Followers Free Instantly – Business Marketing Strategy Implications?

This week there are stories raging in political circles with allegations the Newt Gingrich (or more likely his Internet strategists) bought or acquired Twitter followers. Seeing a concept I’ve seen whispered in the back of the room at Internet conferences being discussed in a broad and general way in Time magazine makes one wonder if we are witnessing an important inflection point moment.

The article brings something in the bright, bright light that had been hidden in the darkness, the TIME article states, “…Newt’s numbers are way out of the ordinary – even for a politician. While about 8% of his followers are real, other politicians were deemed to have anywhere 20% to 30% of “real” followers. In comparison, the average Twitter user, like you and me, have anywhere from 35% to 60% real people following them.”

It makes one wonder where all these non-real followers are coming from and more than a few CEOs are likely reading this article and asking the question, “Is all this investment in social media justified and an activity that will grow my business and improve the bottom line or are there wiser marketing investments to be made?” The answer is not one that will immediately be answerable completely. Before we get into that, a little history is required. Twitter has API’s that allow people to interact with their data to build other tools. For reasons that are completely unclear, the API allowed people to automate certain actions like posting, retweeting, even creation of new accounts via automated programmatic methods.  This appears to have helped Twitter grow users to create user adoption rates that were shown to venture capitalists. Some have suggested that certain due diligence steps were missed, I don’t know whether it is true or not. Time will tell.

What this incident has a potential to do is bring this conversation into the boardroom and have serious questions asked like are these 80,000+ Twitter follower social media experts really experts at anything at all? Are all of these investments in social media justified? Shouldn’t I be focused on a well diversified portfolio of relevant marketing activities? What does Klout’s influencer score of 72 for @NewtGingrich say about fake retweets being counted as real and will Klout eventually become the solution with verified users and replace Twitter altogether (if Twitter doesn’t buy it someday soon)? How many reports of social media ROI are sitting in executive boardrooms right now that are not true representations of actual real world reality? How many marketers departments will have new and different leadership 90 days from now due to questions raised due to this incident? Will people across the globe stop looking at the number of Twitter followers as the Holy Grail of social media efforts?

The answers to these questions aren’t fully clear yet, but I wanted to raise some of the most important ones. I can confidently say that the goal should always be one of diversified marketing strategies that reach relevant demographics and real, actual target customers.

It’s time for CEOs to rewrite the job spec of the CMO to the creation of relevant business results instead of hype, buzz and hocus pocus. This needed migration is just an idea in most boardrooms today, it needs to one day become reality. It’s time for businesses to adapt their organizations to perform in this environment which is something that must be customized for each company in solutions provided based on the markets that they serve.

How big is this marketplace? According to Google’s Keyword External tool over 3,361,550 queries on Google occurred on the term Twitter Followers. This quantifies 1) the amount of people researching how to improve their Twitter followers is large and 2) it means that social media people seeking Twitter followers are not talking to their friends via Social Media about this, they are using a search engine called Google, which is the primary tool that most people use for this research as well as what the majority of the population uses at the moment they are seeking highly relevant information.

Keyword    Global Monthly Searches
how to get twitter followers    90500
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twitter followers following    9900
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how do you get twitter followers    301000
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twitter follow Friday    1600
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how to get a lot of twitter followers    4400
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twitters to follow    8100
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Total monthly Google queries for the term Twitter Followers on Google Keyword External Tool    3361550

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Stanley Cup Parade User Generated Content : Boston Bruins Edition

Boston Bruins Stanley Cup ParadePhoto by Flickr user rnpract.

Congratulations to my blogging counterparts in Boston! The Boston Bruins Stanley Cup parade user generated content bonanza is underway!

As you know last year the Chicago Blackhawks won the Stanley Cup and they had a parade. I went downtown for the spectacle of madness. I was overwhelmed not only by the emotion of my beloved Chicago Blackhawks winning the Stanley Cup, but also by the quantities of user generated content being created by two million people! I was in a sea of people taking pictures of other people taking pictures! I made a mental note of this and a few days later, on Youtube, I found this total gem:

The video shows a birds eye view of the parade right next to the confetti throwers!  I’m one of the specs you see on the north side of Washington Street. What absolutely amazes me about this video is this that while I was at the same event, this viewpoint is such a completely different experience that it feels like a different event.  While it’s not new that different people have different experiences at an event, the ability to go back and see these events from other perspectives with ease is new. I urge people to consider the possibilities of engaging with user generated content that they did not create around events they  experience:

Witnessing Other Perspectives Broadens Experience – We all experience things through our point of view, yet seeing for other points of view can allow positive reinforcement or alterations of our point of view to occur. What we experienced is only one tiny element of what took place.

Relax and Enjoy the Moment – Ever since the parade last year, if I’m going to an event that will get tons of coverage, I leave the camera in my pocket and just enjoy and soak in the moment. It can allow you to see details you might miss  if you are obsessed with taking pictures and/or video.

Benefits of 100% Focus – When you are not distracted in multiple ways, you will walk away with greater retention of the experience. Think about ways you can reduce distractions and maximize your learning and enjoyment.

All in all, there is great potential to enrich one’s experience through the lens of others. After all, it’s not about you. We all forget this from time to time, I know I have.

Diversity of experience is learning. Learning is the lifeblood of all things great in life. Live it. Enjoy it! have fun.

I hope that my Boston blogging counterparts (Dan SchawbelChris BroganDavid Meerman Scott and Mike Volpe) wait a few days for the slow uploaders and then enjoy the feast and talk about it. They will likely find gems they didn’t see from their vantage point at the time to experience the joy anew. I hope each year folks discuss these issues as they change our lives as my perspective on these issues changes. Embracing ways to see multiple points of view of experience is critical to understanding how to use it effectively in business.