Worcester Business Journal

www.wbjournal.com February 16, 2015 • Worcester Business Journal 23 I n "The Roosevelts: An Intimate History," a recent PBS TV series, presidents Teddy Roosevelt and Franklin Delano Roosevelt were seen campaigning by train, stopping and meeting, touching and reaching thousands of people. Each created a distinctive personal brand. Like a politician, a business professional is a brand. Both must be likable, and both must build trust in their characters, their values and their expertise. Business people can learn from politicians and political campaigns through these seven lessons: You can't be all things to all people: You must segment voters or potential customers and target the most promising segments. A Republican candidate is unlikely to win over both Tea Party supporters and progressive Republicans. A technology company will have a hard time selling to both defense companies and health care companies. Branding matters: It's very difficult for candidates to change parties or positions. Hawks have difficulty presenting themselves later as doves. IBM successfully changed its focus from hardware to software, and ultimately to services. However, IBM has more resources than most companies or candidates. Packaging matters: People dwell on outward appearance. "Hillary haircut/hairstyle" has 946,000 Google entries; "Coke can design changes" has 25.9 million. To look like a regular guy, former U.S. senator Scott Brown wore his barn coat and drove his truck when he campaigned. Apple wins awards — and customers — partly because of the elegant designs of its products. Personal behavior is just as important as professional behavior: Candidates and business people have had to drop out of campaigns or resign because of sexual or financial impropriety. Communications must be appropriate at all times: Offhand comments about voters or opponents made when a mic was supposedly off have sunk many campaigns. Similarly, corporate spokespeople who make unsubstantiated product claims or other inappropriate remarks jeopardize their companies' reputations and profits. Budgeting matters: Do you spend all your funds on primary elections (or product launches)? Or do you save some funds for later on? Former attorney general Martha Coakley, who lost last year's race for governor to Charlie Baker, had to spend much of her war chest to win the Democratic primary. Product launches must succeed; yet, they, too, can drain the coffers. Your competitors can become allies: After a primary, winning candidates must rally their competitors and their supporters to win the final election. Companies often form partnerships with former competitors. Businesses and politicians appeal to both the rational and emotional sides of voters and customers. In both cases, everything matters: the brand, the packaging, the communications, and the operations of the business and the campaign. Candidates and businesses are never "off camera." n Ruth Winett is owner of Winett Associates (www.winettassociates.com), which provides research and writing services to growing companies. Contact her at ruth@winettassociates.com. By Timothy Murray Timothy Murray is president and CEO of the Worcester Regional Chamber of Commerce. The chamber recently helped re- launch Leadership Worcester, which helps develop leadership skills within the business community. Learn more at www.leadershipworcester.com. 10 Things I Know About... Lessons from politicians KNOW HOW 10. Be ready to work after 5. Don't be someone who spends all day at work talking about and planning what you're going to do when the work day ends, then rushes out of the office every day at 5:01 p.m. 9. Listening means a lot. Work hard at being a good listener. Good communication skills are not just about talking. 8. Be passionate, committed. One of my favorite quotes is from legendary Celtics coach Red Auerbach: "Have a tenacity of purpose" at your workplace. This means passion and commitment. 7. Collaborate, collaborate, collaborate. Use your principles and goals as a framework to seek out meaningful compromise, whether it be with other individuals, businesses or organizations. 6. Everyone plays a part. Be a team player no matter what position you play at your organization, and remember that everyone can contribute. Malcolm Butler, a Division 2, undrafted free agent was just as responsible for the Patriots' Super Bowl victory as MVP quarterback Tom Brady was. 5. Close the loop. Work hard at returning phone calls and emails with customers, coworkers and constituents. Remember details and that the little things matter. 4. Work hard at planning, preparation. You can reduce a lot of last-minute scrambling and chaos by anticipating what's coming next on the calendar. Understand the rhythms of your workplace and prepare accordingly. 3. Action trumps complaining. Don't just complain about the problems. When you see a problem or issue, offer solutions that can fix it. 2. More 'we,' less 'me.' Keep yourself and your team focused more on the organization's goals than those of individuals. 1. There will be interruptions. As the bumper sticker reads, "Stuff Happens." No matter how hard you work or plan, there will be a bump or crisis. Address it and try to keep a sense of humor. Remember what's most important in life: your family and close friends. n Seven ways business executives can learn from presidents and other campaigners Successful leadership T here should really be a saying in the business world: "You're never too good to have a mentor." In other words, we could all benefit from someone who has been through challenges we're experiencing now, and can offer insight and wisdom, as well as general support. Here are three things to keep in mind as you begin your search for a business mentor: Join your chamber of commerce. So says Virgin Airlines founder Richard Branson, in an article for Entrepreneur.com. Chambers often host lunches, seminars and networking events, which are exactly the kind of industry events you need. "Focus on finding someone who has started a venture that's similar to yours, and who understands the trials and tribulations of building a business in that area," Branson advises. Ask yourself impor tant questions. In finding a mentor, you need to examine if those in your life add value to your career. You need to analyze your networking groups: Are they the right ones? Glenn Llopis, at Forbes.com, also suggests finding out how your colleagues found their mentors. "These questions will help calibrate your thinking and get you on the right track. Be committed and take your time," he writes. Be strategic. Don't just automatically ask your boss to be your mentor, says Glassdoor Blog's Donna Fuscaldo, in a Lifehacker.com article. "You have to come up with a good reason why you want that person to advise you. For instance, if you admire how that person handles herself in a meeting, then ask her for tips on giving presentations. If you want to improve your customer relationship skills, compliment your potential mentor on his knack for dealing with disgruntled customers." Set a springboard and the relationship will grow and flourish. n 101: FINDING A MENTOR >> BY SUSAN SHALHOUB Special to the Worcester Business Journal BY RUTH WINETT Special to the Worcester Business Journal

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