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www.HartfordBusiness.com September 28, 2015 • Hartford Business Journal 29 BIZ BOOKS Battlefield tactics can translate into boardroom success "F irst, Fast, Fearless: How to Lead Like a Navy SEAL" by Brian "Iron Ed" Hiner (McGraw Hill, $26). Business and the battlefield aren't that much different. Both employ various strat- egies and tactics based upon the strengths and weaknesses of themselves and their opponents; they attack and counterattack. Sometimes they retreat and regroup. Ultimately, their success depends upon their leader's ability to inspire through "brand, brother- hood and battle rhythm." Brand deals with lead- ership style. The leader's principles, values and out- look values are mirrored by their teams. Staff wants to trust and respect their lead- ers and expect to be trusted and respected. Choosing "we" over "I, me and mine" builds two-way trust and respect. A leader's decisions made in the moment are subject to change as the situation dic- tates. Team engagement in the decision- making process makes adapting to change fluid and dynamic. "When leadership is right, you don't see it anymore." If the leader falls, the mission continues because "leadership happens in the minds of others." Brotherhood extends beyond teamwork because it tears down silos. The phrase "all for one and one for all" means that there's a "full commitment to look after each other and put the well-being of others before themselves." In brotherhood, individuals take pride in their roles and create relation- ships that show appreciation for the talents, skills and perspective. It's the leader's respon- sibility to show that people can excel as individuals while operating as a team. How? By ensuring they view the work of the team as a learning experience, which complements skills sets. While there are procedures teams should follow, Hiner points out that "you cannot move at the speed of war when you are caught up in the rules of bureaucracy." The leader must also make it clear that there is no rule book for innovation, creativity and critical thinking — as long as they're grounded in doing the right thing and supporting the mission. Brotherhood also involves continuous edu- cation. Leaders must develop talent. Brothers rely on everyone bringing their best to tasks. When the learning process for one stops, the ability to make progress for all stalls. Battle rhythm flows naturally when brand and brotherhood synch. It refers to an organizational culture of delegation. Jazz great Louis Armstrong said, "Never play anything the same way twice." Hiner uses that jazz analogy to describe the approach to dealing with VUCA (volatility, uncertainty, complexity and ambiguity). Instead of relying on what was done before, explore alternatives. Why? "In the market- place, the enemy seldom sits still." Success becomes a moving target. "First, fast, fearless" embodies how to lead the front line. The farther you are away from the trenches, the greater your reliance on the front line to assess the situation and act. If they have to go through layers of bureaucracy and wait for direction, the original situation will have changed, and the execution won't be successful. While there's risk involved with delegation, it's a valuable learning and developmental tool, and it shows confidence and trust. Hiner advocates MBWA (managing by walking around) as the way leaders stay in touch with the troops. It shows that they care enough about the situations with which the troops are dealing. They can take the pulse of the organization quickly as long as they're willing to listen to input. Leaders can find out things they need to know. Key takeaway: As a leader, "Iron Ed" Hiner doesn't have an "iron head." He sought and valued input. He knows that a leader's job requires constantly sharpening the tip of the team's spear. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak RAIN MAKER 3 ways your product can fit in the customer's business By Ken Cook A n important element of success in sales is understanding how your product fits in the context of the customer's busi- ness and what they need to be successful. To better understand this, consider three basic categories of fit: essential, important, and value added. Let's take a look at each. Essential — Every company has essential things they need in order to deliver their prod- uct. These essential elements enable a com- pany to make money. Consider a manufac- turing company. Raw materials are essential ingredi- ents. Without the raw materials they could not make their prod- uct. The machinery on the plant floor is another example of an essential element in the manufactur- ing process. Without some type of means to produce a product, raw materials just sit there. Competition will be tough, and winning this business can be difficult. After all, what the sup- plier offers is essential to the customer's success. The customer is naturally going to be more exact- ing in their requirements, and more demanding in what they expect the supplier to do. A manufacturer will usually have a primary and secondary supplier of raw materials and machines. The primary gets the majority of the business. The secondary gets a smaller percentage of the business. The manufacturer is protected if one or the other of their suppliers is not able to deliver. To lose the business a primary or second- ary supplier would have to betray the trust the manufacturer places in them. This means more than just making a mistake. Mistakes are inevitable. Responding poorly to a mistake, or making repeated mistakes is more serious. Taking advantage or assuming the business is yours are other ways to lose the business. Inflating prices or not paying attention makes the customer feel discounted, damages the relationship, and jeopardizes the business. Important — Supporting essential ele- ments are important processes and tools that usually enable the company to run more efficiently and profitably. Think again about a manufacturing opera- tion. Important components could include information systems and training programs. More efficient and profitable companies invest in these types of solutions. They find that the more information people have and the better equipped they are to deliver a great product, the more competitive the company becomes. It is not essential to have a top-tier infor- mation system. Many manufacturers deliver products based on a customer order, a hand written production and delivery schedule, and monthly or quarterly financials that tell them if they made money. On the job training is not uncommon either. If your solutions fall into the important cat- egory, focus on two things. First, develop cus- tomized, on-point solutions for each customer and avoid off-the-shelf solutions that could put your product in a more commoditized light. Also, elevate the focus on the relationship and the level of trust developed with the customer. With these characteristics in place, impor- tant solutions can elevate to an essential level because the customer has a greater belief in what the supplier says and the efficiency and profit potential of the solution they offer. Value Added — This is the toughest cat- egory in which to compete. The offered solu- tion is not critical to the customer's success. There is also a lot of competition. Profes- sional and financial service providers fre- quently fall into this category. This includes consultants, insurance providers, financial advisors, accountants and bankers. Because of the non-essential need for the product or service and the high level of com- petition, value-added suppliers are frequently viewed as commodities in the customer's mind. Customers in this arena often ask ques- tions such as: Why should I consider doing this? How much time and money do I need to invest? What makes you different? For any value-added supplier, the strength of the relationship with the customer is the heaviest weighted factor in determining suc- cess. Only through a stronger relationship can a customer lose a commodity perspective. Only through greater trust can a customer see and believe in the value add that the solution offers. The bottom line for salespeople is to know how you fit in the context of the cus- tomer's business, and what they need to be successful. Knowing these things helps frame the solution you offer. It also illuminates the value of establishing a strong relationship. n Ken Cook is the co-founder of How to Who and co-author of How to WHO: Selling Personi- fied, a book and program on building busi- ness through relationships. Learn more at www.howtowho.com. Ken Cook ▶ ▶ Only through a stronger relationship can a customer lose a commodity perspective. Only through greater trust can a customer see and believe in the value add that the solution offers. ▶ ▶ 'When leadership is right, you don't see it anymore.' If the leader falls, the mission continues because 'leadership happens in the minds of others.' — Brian Hiner