Hartford Business Journal

www.HartfordBusiness.com March 13, 2017 • Hartford Business Journal 21 BIZ BOOKS Tips for building a successful blue-collar business "B lue-Collar Gold — How to Build a Service Business from the Dirt Up" by Mark Stoner (Next Century Publishing, $14.95). The service sector of the economy isn't confined to retailing. People forget about the blue-collar segment until the plumbing leaks, the furnace dies, the kitchen needs remodeling, etc. Stoner, like many others with skills you can't learn in college, became a well-paid profes- sional in the B2C and B2B markets. In 2003, he was a one-man chimney sweep- ing business; over the last 10-plus years, he built it into a multi-million-dollar chimney service business. Stoner touts blue-collar service businesses as opportu- nities to start small and grow. Why? Because even in the worst economic times, people need maintenance done and things fixed. Start- ing a blue-collar business doesn't require lots of capital. Outside of the requisite skills and credentials, you need the tools of your trade and a vehicle, and you can work from home. While many service people find happi- ness and prosperity as one-person opera- tions, such businesses are one misstep away from going out of business. He learned that lesson the hard way — in 2003 while clean- ing a chimney, he fell off a roof, broke some bones and couldn't work for months. He was out of business until he thought about growing the business by train- ing others in the trade. Growing that business required a mindset that went beyond "keeping oneself busy." Stoner uses this sea- faring analogy: Remember what happens in the engine room, but also remember that you're now the captain. As captain, you must chart the course, stay on course and keep the crew moti- vated. He quickly learned that he was pulled in many direc- tions. Until he learned how to lead and manage, the ship barely left port. That learning required reading, networking in professional associations, finding a men- tor and continuing education (i.e. staying abreast of changes that could impact the engine room). Key takeaway: Imagine what a successful business looks like from your view and the views of your employees. Write it down, refer- ence it often and use it to guide your decisions. • • • "Insight Out: Get Ideas Out of Your Head and Into the World" by Tina Seelig (Harper One, $26.99). Seelig, a Stanford University professor, invites you into her "invention cycle" class, which helps entrepreneurs move from inspiration through execution. Here are my class notes: Imagination involves identifying unmet needs; it's all about alternatives based upon experiences. Logan Green's imagination kicked into gear while vacationing in Zim- babwe. He observed that most cars were packed with people. Drivers would pick up and drop off people along their route to wherever. In the U.S., he started Zimride, which we now know as Lyft. Seelig advocates working with rigid time constraints on product development because it forces people to think creatively, which ultimately leads to better products. Also, by spending the least amount of time on a qual- ity product, businesses obtain customer feedback faster. That feedback can be used to put the finishing touches on the product. Visualization, as men- tal rehearsal, plays an important role, too. It uses "vivid, high- ly-detailed images and run-throughs" of planned actions. To enhance visualiza- tion, write and illustrate stories about completing your world; as you write, their plots unfold and your illustrations become more detailed. Use the illustration on page 41 to complete your first story. Also, check out Kai Kight's TEDx talk (www. youtube.com/watch?v=eGGhlLW3GUA) on visualization. Tomorrow depends upon today's choices. Creating "what's next" stories shows you that "the boundaries you define are self-imposed." Stories help widen your frame of reference because you can always alter the sto- ryline to create a new end- ing, which promotes the mental flexibility needed to adapt to changing situa- tions. New stories respond to an ever-changing reality. Her message: "Entrepre- neurs can do much more than imaginable with much less than seems possible." n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak THE RAINMAKER How 'relationship bunnies' build long-term business By Ken Cook T his is a story about one of the Hartford Business Journal's Best in Business Award recipients. Pam Butterfield of Business Success Tools is that winner, and is the source of the admittedly strange title of this column — "relationship bunnies." Pam is not a sales person. She seldom, if ever, pitches her services in order to get a piece of business. Rather, Pam is that rare breed, the business person who builds their business through relationships and generosity. Relationship bun- nies are the 20-plus individuals with whom Pam, over the years, has developed very solid and trust- ing relationships. These people trust Pam, and Pam trusts them. It's a state not easily earned, but definitely one worth endeavoring to get. These relationship bunnies are the pre- dominant source of new business for Pam. One of the tenets underlying Pam's approach to these relationships (and all relationships) is generosity. Pam is always thinking of the other person first, and acting accordingly. That's actually the reason she came up with the name relationship bunny. As she told me: "The reason I call it a relationship bunny process is that when you build relationships by leading with generosity, referrals propa- gate [just like bunnies]." Let me share some examples. You would think that competitors would be the last source for new opportunities. Not the case with Pam. Like most business people, Pam has at least met many of her competitors. Usually cordial greetings (with wariness on not saying too much) are the norm when we run into them. For Pam though, a few of her "competi- tors" are relationship bunnies. Pam focused on the person and getting to know them. Pam (and each competitor) discovered that they had a lot in common (makes sense consider- ing their careers and passions align). They built trust with each other. They counsel each other on opportunities where there is no overlap, and refer business to each other when the other party authen- tically can be the better solution. One rela- tionship bunny competitor introduced Pam to a professional services client of hers'; that introduction has evolved into a long-time client that continues to grow the volume of business they do with Pam. Here's another example. A regional bank was getting a new CEO. This new person, in the weeks leading up to them stepping into the job, was deluged with requests for meet- ings, a cup of coffee, a lunch. The people asking were all of the vendors and hopeful vendors. With a regime change these types of requests are usually the norm. The new CEO's assistant tactfully declined almost all of the requests. Pam had a relationship with the new CEO. Recognizing the enormous challenges this person faced in their new role, Pam thought about what would be the best way to help. She sent this person a book she valued on how to most effectively handle transitions, particu- larly with the workforce. By the middle of the following week the new CEO's assistant called Pam. The CEO wanted a meeting. Long story short, the bank is still Pam's client. Pam's connections with her relationship bunnies are genuinely authentic and strong. When they need something, Pam tries to help. When Pam needs something, such as an introduction, she asks. Her asking is not an imposition. It's merely one friend asking another to help. Friends are happy to help whenever they can. Pam Butterfield is a Best in Business Award recipient. Pam is a relationship maven. Pam understands and appreciates the power of generosity, given in an authentic and genu- ine manner. It's all connected. It all works. n Ken Cook is the co-author of "How to WHO: Selling Personified," a book about building business through relationships. Ken Cook ▶ ▶ ' The reason I call it a relationship bunny process is that when you build relationships by leading with generosity, referrals propagate [just like bunnies].' Pam Butterfield of Business Success Tools ▶ ▶ While many service people find happiness and prosperity as one-person operations, such businesses are one misstep away from going out of business.

• Cover