Category: Sales Articles > More "Sales" Articles

"It takes 10 times more time, effort and expense to win new customers than it takes to keep existing ones." If this is true, are companies investing as much to develop the infrastructure and support for existing customers as they spend on efforts to acquire new ones?

If a casual customer makes a single purchase based on convenience and price, then that customer may go to your competition the next time for the same reasons. What would it be worth to your company to turn a casual customer into a loyal customer?

How much is a loyal customer worth to your company if they provide repeat business and act as an evangelist to promote your products or services to others?

Casual customers are perpetually shopping for the next best deal. Loyal customers are invested in your history, your future and your success. Loyal customers will communicate with you and tell you what they think, believing that you are equally interested in making improvements. Communicating customers can become your "Referrals", and other times may be referred to as "Squeaky Wheels". Are you giving the right amount of time, effort and investment to your loyal customers? Do you know who your loyal customers are?

Where are you looking?
By using the Internet, it is much easier for customers and companies to conduct comparative research. Customers are self-sufficient when it comes to analyzing prices, features, performance and competition. Sales professionals must also be self-sufficient and utilize the same tools to understand the competitive landscape, locate customers and create opportunities to develop the sales relationship.

Some of the most potent tools for sales professionals are frequently overlooked because they are so close at hand. The people who provide service and support for existing customers are the most influential sales force for existing customers. These are the people who can transform casual customers into loyal customers. These are the people who can resolve customer concerns, nurture relationships and keep the professional sales person informed of the customer's buying cycle. As a customer measuring the reliability of a used car, are you more likely to believe the used car salesman in the plaid suit, or the mechanic in oil stained overalls?

If you are looking for leads to expand your business, begin with a review of the existing customers and determine which ones have greater depth of opportunity. Every customer that has invested in your products or services has contributed to your salary, paying for your home, rent or car. Let your customers know how much you appreciate them. In the process, you will quickly discover how many of your customers are influential in their own industries or communities. In helping your customers achieve their goals you will develop your own reputation, which is far easier than trying to establish credibility with a stranger.

If you are in sales and shaking you head at the overwhelming task of giving this much attention and care to all of your customers, then devote an appropriate amount of your valuable time to those people who take care of your customers all day long. Get to know the individuals in your Customer Care group or Service Department. These are the shepherds for your flock, give them your support and recognition. By working closely with these people you will expand your knowledge of your organization and your customers. You will learn more about the capabilities of your own organization, build your own confidence, and become intimately familiar with the needs of your customers. In the process you may also discover other new customers or opportunities to grow existing ones.

The Formula Guarantee

It is a simple and effective formula: dedicate 10% of your time to communicate with the individuals inside your organization who directly care for your customers and you will improve your effectiveness 110%. Know your organization, understand your customers' issues, discover what delights your customers, and nurture your casual customers into loyal ones. Your loyal customers are just waiting to be found.

This formula comes with a guarantee: Dedicate 10% of your time for 30 business days to communicate with the individuals in your organization who take care of your customers and if you do not see an improvement in your ability to communicate and expand your influence with both new and existing customers, then your complete conversations may be refunded to you.

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Words of Wisdom

"Great customer service experiences are a source of long-term competitive advantage."
- Collin Shaw, "Building Great Customer Experience"

"Anyone who views a sale as a transaction is going to be toast down the line. Selling is not about peddling a product. It's about wrapping that product in a service - and selling both the product and the service as an experience. This approach to selling helps create a vital element in the process: a relationship."
- Marilyn Carlson, CEO Carlson Companies

"Loyal customers are just waiting to be found. They have already invested in your products or services and are just waiting to be noticed. Before you begin planning your budget for new acquisitions, understand the investors who have purchased stock in your future."
- John Mehrmann

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching.

http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

Category: Creative Idea Articles > More "Creative Idea" Articles

Surprisingly, most businesses either do not recognize the MVP, do not realize the importance of demonstrating appreciation, or fail to include the MVP in the most important business decisions or processes.

The first step is to identify the MVP. The second step is to create a consistent method to reward and include the MVP.

Step One: Identify Your MVP
If you were to stop reading right now and made a list of individual contributors, who would you name as your team MVP? In sports it may be the individual who scores the most points, provides the best defense to contain opposing points, or the person who changed the tide of momentum with complete selfless dedication and stamina. Is that how you would measure an MVP in your business team? Is it the person that earns the most revenue, controls the expense, improves the processes or inspires others with selfless dedication?

If you made a complete list of individual contributors, positions and responsibilities, which one is indispensable? Yes, there is always one contributor and relationship that an organization must have to survive. Have you identified that responsibility, and are you investing time and effort to integrate this MVP?

The first instinct for many organizations or groups is to believe that the manager is the MVP. In many of the most successful organizations the leader recognizes and develops the talents of the team above self. Several excellent examples of this trend are provided in the book "Good to Great", by Jim Collins. Talented organizations and humble leaders flourish together. Although the leader is the compass for these exceptional talents, the leader is not the essential MVP.

Within groups or departments of corporations, many people may point to an individual contributor as the MVP. It is common to have rewards for the most successful sales person, or to recognize individual performance for completion or implementation of a large project. In such cases, Managers and Directors can quickly point to an individual that has performed above expectation or average contribution and identify that individual as the MVP. Recognition and appreciation should be rewarded, but these individuals are not the essential MVP.

So what does every organization have in common that identifies the MVP? There is one common denominator for accountants, recruiters, consultants, manufacturers, government, enterprise business and sole proprietors. It does not matter if you are a receptionist, officer, chief cook or bottle washer. There is one contributor that we all have in common, there is a recipient of efforts that is commonly referred to as customer or client. That is our MVP. Without the customers, clients or recipients or our labor, our businesses would not be required and would surely cease to exist. It is our common MVP.

Step Two: What do you do about it?
Once you have identified your MVP, then what do you do about it? Do you treat your customer as your MVP? Do not treat the customer or client as a burden, a process or an element of your job. Your customer is a free agent. Your customer has the option to choose or change alliance to another team, brand, company or service. Think of your customer as your MVP, and think about what you can do to keep that customer loyal to you. That loyalty translates into referrals, reputation and revenue. MVPs like to be part of a winning team. Make your MVP feel like a winner by rewarding their loyalty.

You can not always give your MVP everything that they want, but you can always give them recognition. If your MVP holds out for a better deal or threatens to trade loyalty, sometimes you can not meet the demand. Recognition and appreciation may not always make up the difference or eliminate a problem. However, failure to provide recognition for your MVP can create other problems. Value can be measured in reliability, recognition, reputation and response as well as monetary means.

Like all great teams, make sure that your MVP is a participant, not just a recipient. Communicate with your MVP. Ask your customers for input, advice and direction. Give your clients an opportunity to express their satisfaction, concerns or requests. Like any star athlete, your MVPs will have individual personality characteristics and traits that may be admirable or challenging. Recognize the personality, but focus on the facts.

The great thing about customers is that, if you want to know what they are thinking, all you have to do is ask. They will tell you. Customers want someone to listen, and they want someone to care. Does that describe the way that you treat your MVP?

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Words of Wisdom
"Anyone who views a sale as a transaction is going to be toast down the line. Selling is not about peddling a product. It's about wrapping that product in a service - and about selling both the product and the service as an experience. This approach to selling helps create a vital element of the process; a relationship."
- Marilyn Carlson Nelson, President and CEO, Carlson Companies

"Customers don't distinguish between you and the organization you work for. Nor should they. To your customer's way of thinking, you are the company. Customer's don't know how things get done behind doors marked 'employees only'. They don't know your areas of responsibility, your job description, or what you can or can not personally do for them. And they don't care. To customers, those things are your business, not theirs."
- Ron Zenke, "Delivering Knock Your Socks Off Service"

"The great thing about customers is that, if you want to know what they are thinking, all you have to do is ask. They will tell you."
- John Mehrmann, Executive Blueprints Inc

"Companies that focus on cost cutting must confront a simple truth that they prefer to ignore or deny: There is not such thing as a free cost reduction program. Any balance sheet will tell you that if you take from one side of the equation, you affect the other side . . . . The unmasked question in a cost reduction program is who pays the price? Customers pay the price. Customers begin to see fewer unique and less differentiated products and fewer people to serve them. The people who stay on board to serve customers are not as excited or ambitious because morale is low. Cost reduction exacts an enormous price, and the prime target is . . . the consumer."
- Lior Arussy, "Passionate and Profitable"

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, educational articles and references to local affiliates for consulting and executive coaching.

http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.

You may distribute this article freely, print it, sell it, or include it as part of a package as long as it is intact, unchanged and delivered in the original format with acknowledgement to Executive Blueprints Inc.

Category: Small Business Articles > More "Small Business" Articles

In an age with so much access to information, bombarded by advertisements and commercials, is it possible to keep the attention of your potential customers? What is the secret to help customers make an easy decision to buy? There is a secret formula that works for e-commerce, retail, bids and proposals. It is a simple formula that has worked since the days of bartering beads, beans and burrows.

Create Differentiation
Create differentiation within your own products or services. If you have an assortment of products or services to offer, you may have identified your differentiation already. Common examples of differentiation for products may be based on size, speed, color, components, combinations or accessories. Common examples of differentiation for services include speed, performance, quality, responsiveness, availability, ease or integration. If you are in the unique position of having only one product or service to offer potential customers then you should consider accessories, partners or other options to create a variety of levels from the perspective of your future customers. If all else fails, you can offer different levels of shipping speed or delivery.

Focus on the Moment of Truth
Focus on the moment of truth, the place or position that your products or services will be offered to the customer. In a retail environment this may be the end-cap, a wall display, shelf space or a counter display. On the Internet this may be an on-line store, eBay or your personal web site. It may be in a catalog or a brochure. It could even be part of an email communication. Occasionally the moment of truth may be in the form of a bid or proposal after several months of discussions with a potential client. The moment of truth is the moment that the customer has a an option to make a purchase decision, to buy your products, invest in your services or hire you. This is the moment that you need to put your good, better and best foot forward.

Good, Better and Best
Give your customer three options. Show them something good, show them something better and show them your best. It is a simple formula that takes a little care and creativity in crafting your message. The three offers should be based on the foundation of a consistent theme, the single most important underlying reason to invest in your products or services.

The 'good' product or service should be the lowest cost option but still demonstrate your inherent value and differentiation from the competition. You should be able to clearly define your value, the features, advantages and benefits of what you have to offer. This is the customer minimum investment to buy, and it should be a good one.

Step up to better. Using the foundation established with your 'good' offer, add something more for a slightly higher price. The customer value should be easily distinguished and highlighted as more significant than the slightly increased price. Make a clear comparison to the "good" product or service. This should be a preferred alternative for the potential customer. The option should be slightly more expensive, but worth it. Some examples may include, "with additional 1GB memory", "includes six months of Satellite Radio", "bundle package includes download of 50 songs", "50% faster than the original", and similar comparisons.

Show them your best. The third option should be the best that you have to offer, the cream of the crop. This is the most expensive option and will only be selected by the most exclusive of customers. It should also have something in common with the original "good" option and the "better" option, but the third and final option should be recognizable the best you have to offer. The price may be significantly higher than the other two options, and that is fine. Demonstrating a significant leap to a higher price point for the top of the line option will help to differentiate the cost value of the other two options. Do not expect large volume of sales on the best offer. Rather, use this to demonstrate competitive advantage and differentiation with the "wow" factor.

Even if you have hundreds of customized solutions or products, select and present three options, good, better and best. In the decision process, human beings can easily compare and contrast three options. The mind can juggle three prices and three sets of features for a quick and easy decision process. Once you add a fourth element, the customer needs to start a deeper level of analytical comparison. If you have too many options then the customer will need to spend more time to consider the alternatives, and while they are weighing your multiple options they may start to consider the competition as well. Limit your presentation to three options. If the customer makes a specific request for an alternative, then provide the alternative that the customer has requested, but avoid introducing too many new variables unless asked. The more factors in a decision, the longer the process and the more likely to turn your "Moment of Truth" into a Lapse into Confusion.

The Value Proposition
For each option that you present to the potential customer, provide a value proposition. Your value proposition should be something that can be conveyed in three to five bullet points, three to five sentences, or spoken in thirty seconds or less. You should be precise and succinct. Present the value proposition from the customer's point of view. For example, rather than say "we ship in three to five days", you could say "the product will typically arrive at your door in three to five days". Rather than say "we have the fastest process", you could say "our process is fast, so you get results faster".

A value proposition typically contains the essential elements of Feature, Advantage, Benefit, Image and Offer. This is a reference to a specific important feature of your offer, the advantage as compared to the competition, and the benefit to the customer. The Image refers to a photograph or diagram. The Image is an important element of your value proposition, as people will generally remember an image more readily than words. Images convey feeling, and typically depict a lifestyle example of the customer enjoying the benefits of the feature's advantage. The Offer is a call to action. Give your customer an offer to buy, and let them know specifically how to conduct the purchase. Examples of the order call to action are "buy now", "limited time discount" or a number to call to place the order by phone.

An example of the value proposition with the essential elements is "Call now to order the self-cleaning home brew coffee maker and start enjoying fresh, hot coffee with the extra convenience of no fuss, no muss and no clean-up. Order on-line to receive your free sample of assorted coffees, available while supplies last." All we need to complete this enticing offer is an image of hands gently caressing an aromatic steaming cup of coffee, cradled over a saucer.

Plan, Do, Measure and Adjust
Carefully plan your three offers and the value proposition for each. Once you introduce your three offers, measure the success rate of each option by the corresponding sales attach rate. Typically the "good" offer should be about 25% of your sales, and the "best" offer is normally only 15% of your sales. Some customers will want the lowest cost option, and some will want to be exclusive and purchase the best option regardless of price. The middle of the road "better" offer is customarily the lion share at 60% of your total sales. Most customers are willing to pay a little more for quality, speed or convenience associated with the "better" offer if presented properly, even if they do not want to pay the high price of the "best" option. The "better" alternative gives customers a chance to do a little better than "good", but still feel that they saved money as compared to the outrageously priced "best" option.

If you do not experience the desired result in mix of sales then it may be necessary to adjust your plan or your value propositions. In any case, as long as the customers continue to make a selection between your options, the competition is irrelevant. Your customers can get what they want, and they will remain your customers.

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Words of Wisdom

"No computer network with pretty graphics can ever replace the salespeople that make our society work."
- Clifford Stoll, Silicon Snake Oil, 1995

"You can only cure retail but you can prevent wholesale."
- Brock Chisholm

"Give your customer three options that they can compare without memorization. Make it quick, make it easy, and add value. - Just like that."
- John Mehrmann

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital.

Category: Communication Articles > More "Communication" Articles

"Executive Presentations" are those presentations intended for introducing new ideas or reviewing performance for management within an organization. These suggestions are intended for optimizing powerful and focused communications.

Be Brief, the Ten Minute Rule

Regardless of the amount of time that you may have scheduled for your meeting, make sure that you can convey your complete message in ten minutes or less. Strip away conjecture, comments or perceptions to convey the core message as quickly, accurately and concisely as possible. If you have additional interesting materials, place it in an appendix for leisure reading. (Do you know many executives who have time for leisure reading? If your audience is not going to read the material on their own spare time, then don't put it in the heart of your presentation.) Would you rather present to a Board of Directors, or bored directors?

Bullet Points, Numbers, Dollars, Graphs, Charts and Pictures

Can you convey your message in five bullet points or less? Can you substantiate your message with numbers, dollars or a graphical representation? Then do it. A picture is worth a thousand words, but dollars can common sense will get the most attention. Graphical and financial representation of data and trends changes what you "think" into what you "know". Do not waste time discussing opinions, but rather provide substance to generate meaningful conversation about interpretation of the facts.

Who

Be prepared to name the resources required and the individuals, organizations, departments or customers who will contribute or be impacted. Be prepared to respond to the worst case scenario impact by person or area, and the countermeasures.

What

Try to state what you are presenting in seven words or less.

When

Be prepared with a timeline, plan, milestones and metrics of measurement. If you are proposing an idea that has fiscal impact, demonstrate the key milestones as points in the process that can be measured and compared for progress. Don't wait to measure at the end of the project, know how you will measure from the beginning and through the entire process. Identify the critical path elements that could delay a project or strategic direction, as well as points in the process at which a project could be completely stopped, if necessary.

Where

Is your presentation related to specific geographical or demographical area? If so, it may be appropriate to indicate the limit or scope of the topic. It may not be necessary to include this in the presentation, but you should be aware. It is equally important to recognize if your presentation or proposal specifically excludes a particular geography or demographic. For example, does your idea benefit end-user customers at the expense of corporate customers? Is your global strategy equally relevant in Latin America as it is in Europe?

How

This can be included with the 'When' of your planning process. If you are presenting a plan, proposal or change in strategic direction, then show your plan. How you plan to implement or improve should be integrated with timelines, milestones and measurements. It is much easier to review a plan than to discuss a concept.

Why

Unfortunately, far too many presentations are completely focused on the intent of the message. It is reasonable to assume that the purpose of a presentation is some benefit. The benefit may be associated with reduced cost, risk avoidance, strategic initiatives, revenue generation, compliance or planning. Whatever the benefit may be, it is important to balance the benefit message with substantive facts and responses to the above mentioned details as applicable. The benefit statement in your presentation should also be concise, easy to understand and very focused. State the purpose of your message in one sentence.

Alternatives

Every presentation or ideas has alternatives. The alternative to change is to remain status quo. Although remaining status quo could be a substantial competitive disadvantage for most organizations, sometimes it is better than the risk associated with proposed changes. Enhance the power of your presentation by offering a few bullet points that demonstrate investigation of the alternatives and the potential comparative impact.

Method

Use an appropriate manner of communication to accommodate your audience. This may be a Power Point presentation, a single sheet of paper with bullet points and graphs, or a documented study with an executive summary at the beginning. The most important element of your presentation is the content. Convey your message quickly. Be prepared to substantiate your message with facts, a plan, impact and alternatives. If a conversation erupts about your message, embrace it and use the communication as an opportunity to engage the audience. A conversation is infinitely more interesting than a presentation. Deliver your material in a manner that fosters thoughtful interactive dialogue with active participation for best results.

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Words of Wisdom

"And, of course, you have the commercials where savvy businesspeople Get Ahead by using their Macintosh computers to create the ultimate American business product: a really sharp-looking report."
- Dave Barry

"I get up every morning determined to both change the world and have one hell of a good time. Sometimes this makes planning my day difficult."
- E. B. White

"I have always found that in preparing for any presentation that the plan never applies, but the preparation does."
- John Mehrmann, Executive Blueprints Inc

Written by John Mehrmann.

Category: General Business Articles > More "General Business" Articles

The following letter is a composite of feedback from road warriors in the field to the much respected and appreciated office dwellers who occupy the ivory towers, headquarters or maze of cubicles. The office dwellers are the curators of much needed scrolls, documents, data, financial information and other incredibly essential data and processes that enable the organization to function. The road warrior is the tireless face and voice at the front lines of the information supply chain, responsible for maintaining that delicate balance between the vision of the clients and the magic of what really happens behind the curtain.

"Did you get my electronic calendar invitation for our meeting in ten minutes?"

No, I did not get your electronic invitation for the meeting. I am currently sitting in front of a very important client and giving my undivided attention. The cell phone is turned to vibrate and put away to avoid distraction. The laptop computer is turned off and in it's case. I have a pad and paper in front of me to take notes on highlights of our conversation. The client has my complete attention, especially when we are face to face. The client has specific needs and a vision of the future. I need to understand that vision and effectively communicate how our features will meet the needs of the client. When we are together, the client and I, we have one purpose that isolates us from the interruptions of the outside world. Our purpose is to find the best solution for a mutually beneficial business arrangement.

When the meeting is done, I will have to use my notes to draft a comprehensive document that I will send back to the ivory towers. This document must accurately convey the details of our conversation with the needs and vision of the client. It must accurately assess and explain the mutually beneficial business arrangement and establish the covenants or commitments of our conversation. My notes of those critical personal moments shared with the client will become the basis for a thesis that will be drafted many hours later in a hotel room in another city.

That electronic calendar invitation is buried amid two hundred and one other emails, many of which are from other clients. I will read them all when I sit at my hotel room desk, eat my hotel cookie and drink my single serving hotel room coffee. The hotel has a Jacuzzi, pool and amenities that I will never see. What are the real amenities for a road warrior? High speed internet connection, clean bed, hot shower and a continental breakfast are what constitute home sweet home.

"Did you get the email with the attached 32MB Video of the receptionist's granddaughter's birthday party, the pictures from the company sponsored barbecue, the invitation to have your car washed in the parking lot or the plethora of other emails with embedded cartoons and enormous attachments?"

Some places still define high speed internet connection as a 56k modem or a single wireless router available from the hotel lobby. Hopefully the download will be complete before I finish packing my suitcase in the morning. I can't wait to read the internal company announcement about the hot lunch yesterday, accompanied by the gratuitous oversized images of greasy burgers, fries and pizza slices. I am tempted to send an email with embedded pictures of my bran muffin and banana but fear that the humor will only create another burdensome download to my fellow road warriors. Besides, somebody already beat me to the punch line and responded with a "Reply to All" message to HR that included a social security number and complete medical history. There will be at least ten to fifteen more "Reply to All" messages that simply say "thank you", but I won't know that until I open them. I have worn the letters off of my delete key.

"Did you read the email that I just sent to you?"

Thank you for the phone call. I am now driving in bumper to bumper traffic with one hand on my cell phone so I can talk to you. In my other hand is a pen, ready to scribble notes on the printed directions that I downloaded from some mapping software three days ago. I know that this call must be really important if you take the time to write the email and then call to make sure that I see it and respond. Where am I?

On the passenger side of the car is a slowly wilting drive-through lunch. A cup of car temperature coffee is perched in the console beside my elbow. I am driving with my knees and trying to avoid that other erratic driver who does not seem to be paying attention to the road or traffic. Was that my exit?

That's right, my cell phone does get messages. I wonder if I can scroll through my messages and read the pinpoint text while simultaneously talking to you about the attached files. Can you hear me? I think that I found the email that you are talking about. Yes, this is the email. Was that a police officer that I just passed? Is it legal to talk on the cell phone while driving in this city? Better not take any chances, I have to hang up for now and call you back. I may not be able to talk on the cell phone, but I don't think that there are any laws about doing email or text messaging on your phone while driving, not yet anyway.

"I just sent you an IM, did you get it?"

Oh, you mean the Instant Message that you sent to ask me if I read the email that you called about while I am trying to drive? Sorry, I missed that one. Calculating route, when possible, please make a legal U-Turn. Oh, it is the agenda for the conference call that started five minutes ago. I need to provide a report and rolling forecast based on the staff meeting today? What meeting?

"Oh, we decided to change that feature three days ago. It is not available anymore."

I see, the features that I just explained to our client are no longer available. The new features will cost three times as much. The meeting that you just scheduled is for me to present how we are going to sell these expensive new features and to provide an updated forecast on the revised revenue. What, it is my turn to present? You do realize that I am hundreds of miles away right now, don't you? No, I can not email my presentation and review it with everyone by phone right now. Why? I have not started the presentation yet. I must have missed the announcement. What's that? Oh, you were not aware of the changes either and there was no announcement. I understand completely, trust me, I really do.

So, we have a new company strategy and a new corporate direction. We have decided to reinvent ourselves. There will be a big meeting to unveil our new business plan and assigned goals. I got it. What's that? Oh, I need to submit my presentation on how I will achieve those goals and my plan must be sent before the close of business today. I'm sorry, you are breaking up. It must be a bad connection because I am close to the airport now. I do not know if you can hear me, but if you can then I want to you know that I will be boarding a plane soon and will call you again later from another city to find out what you are trying to tell me. Better yet, send an email.

"I bet you really enjoy those frequent flyer miles."

You really have no idea how much I look forward to taking my vacation, at home. After several weeks on the road and a different hotel room every night, I look forward to my own bed, the one that I picked out and paid for. These days we need to arrive at the airport at least two hours before the scheduled flight. This is not productive time. Imagine spending one quarter of your eight hour day in the office standing in line with your shoes in your hand. There is a line to check in, a line to go through security and a line at to board the plane. When you arrive, stand in line to collect your luggage and another line to get your rental car. Of course, you can bypass the line to collect your luggage if you do not travel with toothpaste, shaving cream, deodorant, any gels or liquids. You can identify those fellow passengers who have elected to expedite the cattle car processing by jettisoning their personal toiletries. It would be impolite to discuss how you can identify these passengers, just trust me on this one, you can.

Working on the computer on a tray table is only effective if you the proportionate arms of a Tyrannosaurus Rex and if the individual in front of you is incapable of reclining. More than likely, you will be staring at the liver pots in the bald patch on the top of the head in front of you for hours. Remember to bring large bills in exact change to pay for your wedge of wet cheese, two individually wrapped crackers and box of sixteen fabulous handpicked raisins. Ask for a receipt so you can expense your mid-air snack and then pay for the aisle or window seat next to you so you can claim it as entertainment expense if the snack is over your approved per diem.

If you fly as often as I do then you also get the benefit of memorizing the dialogue from abbreviated movies that you would not pay to see in the theatres. Of course, the bad language, violence and parental guidance scenes are all removed to make the movies safe for general audiences. Needless to say, we will never see Ozzy Osbourne on the eight inch monitors. Would you like to hear us recite the complete dialogue from "Coal Miner's Daughter" or "Vanity Fair"?

"You must hate your job."

On the contrary, I love it. The travel, the schedule, the hours and the inconveniences are sacrifices that must be made in the pursuit of a passion. Road warriors do not travel for the excitement of hotels, or for frequent flyer miles or because we enjoy the restaurants. The travel and time are a means to an end, and that end is something much more meaningful and personal. If you were to talk to us, really talk to us for a few hours, you would learn that the real passion is for family. For some road warriors that pursuit of accomplishment means a better life for a spouse or children at home. Every day away from home is a personal sacrifice that is an investment for the ones that are left behind. For other road warriors, the family is defined as the coworkers in the ivory towers. For these people it is the professional family and the success of the organization that keeps the fire burning within. For some other road warriors the extended family includes a special personal relationship with clients, and a true dedication to help each customer achieve their individual aspirations. For the vast majority of road warriors it is a combination of all of these things, the family at home, the family at work and the extended client family on the road.

We make sacrifices, but we are thankful to have the chance to do it and grateful to the people in the ivory tower. Office dwellers are a source of constant support and amusement, for this we salute you.

Sincerely,
Your Devoted Road Warrior in the Field

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Words of Wisdom

"Do Not Disturb signs should be written in the language of the hotel maids."
- Tim Bedore

"The path to our destination is not always a straight one. We go down the wrong road, we get lost, we turn back. Maybe it doesn't matter which road we embark on. Maybe what matters is that we embark."
- Barbara Hall, Northern Exposure

"The road that we travel may be long and arduous, full of many challenges. Yet it is the same road that leads back home and that is never too far."
- John Mehrmann, Executive Blueprints Inc

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital.

Category: Time Mgmt. Articles > More "Time Management" Articles

Print out this quick tip to get ahead with time management and try it for one week to see how it works for you. It can take less than five minutes for you to get ahead of your projects, your schedule and your competition.

Five Minutes in the Morning

Do it first thing in the morning, maybe as you are enjoying a cup of coffee or sitting at your desk and mentally preparing for your day. Get a notebook and pen ready. Do not get distracted by email or phone. Prepare to donate five minutes or less of your time to yourself. Go ahead, you are worth it.

Some people prefer to do this exercise at the end of each day and that is not a problem. I suggest doing this at the very beginning of each day because it sets the tone for the rest of your day. It is more effective to feel rushed by the desire to get started on your activities than to feel rushed by the distractions of what is really on your mind at the end of the day.

Your List of Things to Do Tomorrow

Many people find it effective to make a daily list of things to do today. It can be helpful in keeping track of important activities, meetings or chores that need to be completed. It also creates a feeling of accomplishment as items get checked off the list one by one. It is always nice to see progress.

Starting today, we are going to kick progress into the next gear. We are going to start thinking about what we need to accomplish tomorrow.

As you start each new day you will already have a list of things that you need to do today because you made it yesterday. You already have a jump start on your projects and your competition because you were already thinking about what you will do today. Furthermore, your mind had a chance to sort out some of the details on how you will accomplish your goals because you had time to think about them the day before.

As you make your list for tomorrow, you will be able to reflect on how your decisions and actions today will contribute to your activities and goals for tomorrow. If you are planning to complete some paperwork, presentation, or interaction tomorrow then you may be able to do some of the preliminary research, analysis or preparation today. Planning for tomorrow will change the way that you think about your priorities and how you invest the quiet moments of today.

Another important advantage of planning based on your list of things to do tomorrow is that many activities require collaboration with other individuals. By planning in advance, you can communicate and coordinate with other resources so those people can also plan and prepare accordingly.

Urgent or Important?

What is the difference between urgent and important? The urgent things are those milestones that must be complete by a scheduled deadline. The deadline may be today, tomorrow or several days in the future. Important things are milestones that have significant meaning. Important milestones may have an impact on business decisions, results or future activities. You know which items are urgent to complete and which ones are important to you, but do you allocate your time accordingly?

Review your list of 'Things to do Tomorrow' and annotate the items that are urgent or important. If something has an urgent deadline then write down the date and time that it must be completed next to the item on the list. If something is important then give it a rating. Some people use a rating scale of 1, 2 or 3. Some people prefer to use an asterisk or a star to identify an important task, adding more stars as the significance increases. The list and the rating belong to you, so mark it in the manner that has meaning to you.

Keep It in View

One common mistake of making a priority list is putting it out of the way once it is done. Some people will take the time to make a list and then close up the notebook or fold up the piece of paper and put it out of the way. Out of sight is out of mind.

Once you have started this process, you should have two lists at your fingertips every day. One is your list of things to do today, and the other is your list of things to do tomorrow. The most effective way to manage your lists is to keep them in a notebook or daily calendar and place it prominently on your desktop. The list contains the items that are urgent and important to you, so it should be in plain sight as a constant reminder and for easy reference.

Celebrate Accomplishments

How do you celebrate accomplishments? Check off each one of the milestone tasks as you get them done. Do you feel the sense of satisfaction? How can you reward yourself for keeping commitments that you have made on your list? Some people celebrate by taking a short walk from the desk to get some fresh air. Some people celebrate with a cup of coffee or a snack from the vending machine. Some important accomplishments deserve to be rewarded by a nice lunch or fancy dinner. Treat yourself with something special when you complete a commitment that you have made to yourself. Go on, don't be shy, you are worth it.

Another Way of Looking at It

Another way of looking at it is a style that combines the list of things to do today with the list of things to do tomorrow into one list for easy reference.

TODAY

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

TOMORROW

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

To Do ________________________________ Urgent? ______ Important? ______

Give this a try for a week or two. When someone introduces the "issue de jour" because the sky is falling, and you are asked to jump though flaming hoops in three directions at once, then pause to reflect on your structured schedule of urgent and important milestones for today and tomorrow. How does the new issue of the day compare to the previously scheduled commitments? There is no need to panic. Simply prioritize your list of urgent and important activities, discuss your availability and schedule with those other individuals who may contribute or be affected by it.

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Words of Wisdom

"A schedule defends from chaos and whim."
- Annie Dillard

"One of the simple but genuine pleasures in life is getting up in the morning and hurrying to a mousetrap you set the night before."
- Kin Hubbard

"'Good Faith' implies mutual trust and commitment. Without mutual commitment, 'Good Faith' is really nothing more than 'Blind Faith'. Wander around blindly long enough and eventually you will step in something."
- John Mehrmann

"There cannot be a crisis next week. My schedule is already full."
- Henry Kissinger

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About the Author:
John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital.