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Core
Values Do Drive Behaviors
"Down" was a word we heard often from one of our clients. Sales
are "down"; morale is "down"; customer retention is "down." During
our assessments, we saw that processes, management of human resources,
and marketing and sales techniques were not aligned. We saw teams
and individuals working against themselves. We told our client,
"You don't know who you are."
Basic core values must be identified and developed in order to achieve
desired results. Every organization must determine "What is unique
about this organization and what will drive behaviors?" We guided
this client through an in-depth process of defining their unique
core values. Then we showed them how to apply these values to all
aspects of their business - human resources, operations, marketing,
business development and client satisfaction - in order to create
and maintain the attitudes and behaviors that will drive positive
results.
Results: Enthusiasm at
the organization is visible and their new "alignment" has created
a clearer roadmap - real strategies - for success.
Superstar
or Unemployed?
During one of our follow up coaching sessions, a client expressed
frustration because he was having no success launching a new service
line. We examined his pricing model, his qualifications, the service
need, the ROI and his ability to get in front of decision makers.
We were impressed. So what's the problem? We asked our client to
give us the presentation he gave to CEOs. Bingo. Here's where he
was stuck. His presentation skills were not appropriate for his
audience and the presentation itself was too detailed and technical
(yawn) - not the right language for busy CEOs! We re-scripted his
presentation to be brief, and benefits-oriented.
Results: Immediately,
his next two presentations were hits and he sold his product. His
success continued and he was able to launch the service line across
the nation.
Seminars
- Pure Opportunity
As part of an extensive image build up campaign, a client planned
to host a series of seminars. Historically, they had realized no
business or business leads from their seminars but still believed
the seminars were necessary. How could they get unstuck? After a
strategy meeting, we uncovered that their seminar plans were only
half developed. Seminar logistics (time, place, handouts, nametags,
food, etc.) were detailed, the mailing list was appropriate, and
the presenters were prominent. However, they had not planned tactics
for follow up with attendees. They had also not choreographed the
networking that should systematically take place before, during
and after the event.
Results: Our client's
staff networked admirably throughout the seminar and adhered to
the follow up plan they had developed. Many relationships and solid
business leads were developed along with new candidates for strategic
alliances.
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