Hartford Business Journal

www.HartfordBusiness.com August 21, 2017 • Hartford Business Journal 29 BIZ BOOKS How to be an inspirational leader "T he Inspiration Code — How the Best Leaders Energize People Every Day" by Kristi Hedges (AMACOM, $24.95). Inspiration (n.) — the process of being mentally stimulated to do or feel something, especially to do something creative. What are the components of the process? Psychology professors Todd Thrash and Andrew Elliot say the process includes three elements: transcen- dence (i.e. seeing what could be), motivation (i.e. the desire to do something), and evoca- tion (i.e. being receptive to outside influences that shape both transcendence and moti- vation). None of these elements can be forced on another. So, how do leaders inspire others? They provide the workplace con- text that triggers the formation of these elements by employees. How do they do that? By fol- lowing the "Inspire Path" laid out by Hedges. The path has four lead-by- example components: 1. "Present" — Every employee's con- versation with a leader matters because it confirms a connect or disconnect to the leader's message. Inspirational leaders rec- ognize the difference between talking with someone and talking to someone. By paying attention to what employees (regardless of their rung on the organizational ladder) say, employees know that the leader appreciates their input. They carry that for- ward and talk with colleagues. 2. "Personal" — Being authentic (i.e. sticking to pur- pose, meaning and values) con- veys a powerful message. Those that speak the truth and talk from the heart are admired. Showing employees how much you care about what you do and the way you do it shapes how they think and do, too. 3. "Passionate" — When admired leaders discuss what needs to be done and what's possible, employee buy-in quickly fol- lows. The leader's message provided depth of meaning to an employee's work. Employ- ees become engaged and stay engaged. They don't just do their jobs; they own their jobs. 4. "Purposeful" — When employees own their jobs, they have purpose and become self-motivated. They understand that they're not just working for a firm, they're working for themselves (i.e. build- ing "Brand Me"). They see change and challenges as "I'm possible," not impossible. Takeaway: If employees can't see what energizes the leader, they won't be con- vinced to follow him/her. • • • "The Sales Boss — The Real Secret to Hiring, Training and Managing a Sales Team" by Jonathan Whistman (John Wiley & Sons, $30). Having managed sales teams for over 20 years during my corporate career, I know that sales management isn't like managing any other process in a business. In sales, no two days are alike. In order to respond quickly to the "you don't know when they're coming" requests and concerns of customers and prospects, the salespeople and support staff are always "ON." They experi- ence highs and lows and stop- that-do-this constantly. Whistman stresses that the role of the sales boss (SB) requires a high EQ (emotion- al intelligence) because the team's attitude and mentality fluctu- ates based upon the day's happenings. He sees the SB as "the thermostat, not the thermometer." As a thermostat, the SB monitors the "temperature" of the staff and works to smooth out their emo- tional peaks and valleys, and given the number of times salespeople hear "no" before hearing "yes," the valleys outnumber the peaks. A high EQ SB connects with the emo- tions of those involved and transitions their focus from "what happened" to "what was learned and what's next." The learning drives the results of "what's next." By maintaining the even-keel perspec- tive, the SB gains the trust and respect of the team. To exercise EQ, the SB must be actively engaged. That doesn't mean micromanag- ing. It does mean "involve- ment without control" by knowing who's doing what. To become involved, the SB readily seeks feedback, which helps gauge "temperature" and team rhythm and drives EQ- based actions. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak TALKING POINTS 22 ways to make customers feel valued By John Graham T he famed author Thomas Merton said we value people, not for whom they are but for their usefulness. This is the same mistake companies make with customers. They value them for their usefulness — for what they spend. Customers see it differently. As Gallup Inc. researchers point out in commenting on the economy, "Consumers are spending money, but they're more inclined to spend it only on busi- nesses they feel good about," not businesses they may like or where they're treated nicely. In other words, their money is going where they feel valued. Most businesses do a fairly good job "pleasing" custom- ers — getting orders right and delivering them on time, but that bar isn't nearly high enough. Here are 23 ways to meet today's major challenge of mak- ing customers feel valued: 1. Never ask a customer to call back. It's rude and demeaning. Take their number and call them back or let them know who will be in touch with them. 2. Never leave customers hanging. Always close the loop by letting them know what to expect or what's going to happen next. It relieves frustration, uncertainty and unnecessary unhappiness. 3. Always follow up right now. Fast action is impressive; it says you care. 4. Ask customers if they would like help in filling out forms. This takes away the drudgery. 5. Make all messages, written and spo- ken, customer centric. Start by never using "I" or "We." They're a turn off. Work at keeping the focus on the customer. 6. Give customers a contact person. There's nothing worse than feeling aban- doned and that's what happens to custom- ers when they can't penetrate a corporate firewall. 7. Never let the size of the sale influence the way you treat a customer. When mak- ing a large purchase, customers expect the "red carpet" to be rolled out. But when a customer gets the same attention making a small purchase, it creates a lasting positive impression. 8. Never fail to acknowledge a customer even when you're busy. Failing to do so may be the unforgiveable business sin. 9. Never make excuses. They're always a failed attempt to make yourself look good. They send a message to others that you're weak and deceitful. 10. Always ask questions. There is no substi- tute for getting another person to talk. Cus- tomers will be surprised and impressed because they're always afraid no one will listen. 11. Give believable answers when you're asked questions. Short answers satisfy customers, but always ask if what you said is clear. 12. Never leave a customer wondering. The test comes after the customer leaves or you get back to the office. That's when they get to thinking about what you said — and when the questions come to mind. Always encourage them to call, email or text you. 13. Be precise when you tell a customer you'll get back to them. Let them know when they can expect to hear from you. 14. When there's a problem, take owner- ship. Now the customer can relax and not worry about what might go wrong. 15. Surprise them with something unex- pected. It may be free shipping, upgrad- ed delivery, a discount on their next pur- chase, etc. 16. Acknowledge purchase anniversaries. Shows your appreciation and keeps you top of mind. 17. Help people feel good about their purchase. Reinforce its value: "This will be an enjoyable addition to your home," "You're going to have a lot of fun driving this car." 18. Check-in with customers a week after making a purchase. Make it a time to ask if they have questions and what they like best — and least — about their purchase. They'll appreciate your continued interest. 19. Use the one word that reassures cus- tomers. When customers ask you to do something, say, "Sure." Then figure out what to do — and do it. 20. Help customers avoid "buyer's remorse." Customers always want to feel good about their purchases. Yet, feelings of uncertainty often set in and they doubt their decision. To help them avoid getting "cold feet," remind them why they made the purchase, what they liked about it and share third-party testimo- nials to validate their decision. 21. Always say "thank you." Every con- versation is an opportunity to express appreciation. 22. Stay in touch. Getting customers is hard work; keeping them is even more demanding. Send periodic emails, but don't make them ads. n John Graham of GrahamComm is a mar- keting and sales strategy consultant and business writer. John Graham ▶ ▶ If employees can't see what energizes the leader, they won't be convinced to follow him/her.

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