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Maset News

Volume 56  November 28, 2005

Introduction
Message From Charles Loew
Comments From Our Readers
New On The Maset Web Site
Tips for New Employee Integration
Tips from Our School for Managers
One Liners
Feature Of This Issue
Second Feature Of This Issue
Third Feature Of This Issue
Coming in the Next Few Issues
Housekeeping

INTRODUCTION:

Welcome to MASET News. A monthly publication dedicated to the communication between MASET and our many interested friends, customers and potential customers

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MESSAGE FROM CHARLES LOEW:

  • In the United States of America we celebrate a holiday called Thanksgiving. This holiday began when the original settlers celebrated their first successful harvest with the Native American tribes that had helped them grow their crops. We now use this occasion to gather in celebration and thankfulness for all the things that we have received; the health that we have, and most importantly, our family and friends. If you do not already observe this type of non-religious holiday, you may find it to be a nice tradition to adopt in your home.

    We at Maset give thanks to you for your readership, inquiries, comments, business and friendship. Happy Thanksgiving to you and yours!

  • GLOBAL QUALITY by A. Blanton Godfrey, our feature article this month, looks at a fact that was stated often by Joseph M. Juran: "Quality's biggest enemy is demand that exceeds supply". One would think that in today's global environment all organizations around the world would understand his statement and act accordingly. Today there is a tremendous over supply of almost every item you could want as well as every type of specialist you would need. Unfortunately, too many Senior Executives do not understand these basic facts of life. There is still a tremendous amount of poor products and poor service being delivered all around the world.

    Many top managers seem to believe that the lowest cost producer will win. This is NOT TRUE. Quality of product and service when offered together to customers will easily command the customers' business at a significantly higher price and will generate a much better margin and return for the company. Maset has worked very successfully throughout the world and can assist you in becoming a world class player. Contact us if you are ready to become a world class player at Charles.Loew@masetllc.com.

  • MOVIE REMINDS US OF OUR "FIELD OF DREAMS" by Jim Bracher looks at a very pleasant movie that was light and refreshing and pulls out some powerful messages about building relationships properly and from these relationships developing satisfaction and fulfillment. Have you created your "field of dreams"?

  • In our third feature article this month titled FROM MANAGEMENT TO MENTORING: LEADING SALES IN THE 21ST CENTURY: by Linda Stimac, we learn about the significant change that must occur in sales leadership. The best producer is not always the best choice as the new manager of sales. Other skills are required. If this is not recognized by the senior executives of an organization, then a slow steady decline in market share will be the result as more and more customers drift to organizations where there is a consultative sales environment and the sales person becomes the "advisor". Unfortunately, this type of sales force can only learn these new skills from a leader who fully understands and utilizes these skills. Enjoy the article.

COMMENTS FROM OUR READERS:

""Firstly, I would like to congratulate you and your team, on the new format of your Maset News. The car salesman at Toyota, who lost your business, is exactly how a real-estate guy lost mine, a business opportunity of selling three properties to me in one visit. We used 2 screens in presentation plus a TV in the past. They are really very powerful. Yet, most people would not want to go through the trouble, as it takes a lot of preparation for the presenter. I think it is cost effective, most other do not seem to think so." - China

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NEW ON THE MASET WEB SITE:

In early October I underwent some back surgery expecting to be able to work at 100 % one month later. According to the doctors I am recovering well, but I am still operating at 50 % effectiveness so there is nothing to add this month.

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Tips for New Employee Integration
Provided by Orientation Passport

TIP 15: Continuously Improving Your System
Consider varying the length and type of orientation depending on the job/importance of the hire.

Tip 16: How to Encourage and Answer Questions
Give them "Silly Questions" currency. They can be given to people anytime they have a question they feel is silly or dumb. This helps ease the fear of asking questions. The person who receives the currency gets their name in a drawing for a reward. This encourages employees to take time to answer the questions and rewards them for their efforts.

Visit the Products and Services describing the Orientation Passport

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Tips from Our School for Managers
- by Andrew E. Schwartz

COACHING: - TOWARD EFFECTIVE COACHING:

There are three things you can do to have a solid, productive work force.

1) Hire only fully competent people who already know the job and who do things right all the time. There aren't many such people, but you could look around and keep on searching.

2) Wish for a miracle.

3) Take the employees you have and train them to be highly competent.

Of these three choices, doing a good job of training and coaching is the most practical way to have successful and productive employees. Training is teaching employees the necessary skills before they are given the job to do on their own. Coaching is helping employee's day-by-day to do a better job. It's making them more able to do their present job on their own and to enjoy doing it well. It's also preparing them for bigger future responsibilities. Good coaching is motivating people to want to do the best they can and more. Contact us for help at Charles.Loew@masetllc.com.

Copyright A.E. Schwartz & Associates, all rights reserved

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ONE LINERS - "To make you think and/or smile"

  • "To limit an individual's education is to limit his freedom. A sound education is the fastest and sometimes the only, way out of poverty." - Gerald A. Reynolds, Assistant Secretary of Education for Civil Rights during his Senate confirmation hearing
  • Add a little sweetness to your day.

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FEATURE OF THIS ISSUE:


GLOBAL QUALITY
Quality trends affect business around the world

By A. Blanton Godfrey

Joseph M. Juran used to say that quality’s biggest enemy is demand that exceeds supply. Whenever that’s the case, customers are willing to accept poor quality. In the former Eastern Bloc, we often saw long lines for mediocre bread and waiting lists years long for shabby automobiles. But when supply exceeds demand, the power quickly shifts to the consumer.

The recent rapid globalization of trade is creating unparalleled oversupplies of many goods and even services. Coupled with information technologies that provide customers with more data about prices, quality levels and product availability than ever before, globalization is having a major impact on quality worldwide.

Globalization affects quality in many ways. Some of the most noticeable are people’s rising expectations and their demand for products and services of equal quality to what they see others receiving.

The prevalence of television programs and commercials throughout the world, the emerging ubiquity of the Internet and the increasing travel by millions of average people are bringing the knowledge of all kinds of products and services to everyone. There’s hardly a village remote enough to be untouched by these changes.

Thomas L. Friedman, author of The Lexus and the Olive Tree (Anchor Books, 2000), a best-selling book on globalization, tells of visiting a tiny village in China just north of the North Korean border. While there he heard the speeches of the two candidates for village chief. The incumbent was promising to introduce more science and technology into agriculture, get more enterprises to locate in the village, and speed up procedures for generating wealth because the world is turning into one big market. When Friedman asked him where he got such ideas, the chief explained that he read newspapers and listened to the radio. He explained that they had a window factory in the village, but it could only sell locally. It if could improve the quality, the factory could sell abroad and make more money.

This is happening all over the world. If we can improve quality to world-class standards and still have a cost advantage, all we have to do is find a distribution channel to get the product to the consumers. These distribution channels are becoming more and more available. For many products, the Internet provides an easy outlet. Many companies are willing to list your products and provide the marketing throughout the world. If the product sells, they charge a small commission and you ship directly to the consumer.

New shipping channels are being created every day. For small products, air express delivery services now span the globe. For larger products, eager freight forwarders and shippers are more than willing to manage your whole logistics system. Companies that never dreamed of selling outside their hometowns or small regions are now becoming true global players. Far from being overwhelmed by all the choices, the consumer – and even more often, the business purchaser – finds that the amount of information available is growing even faster than the number of available products. Within minutes, buyers can research similar products; check specifications; and compare prices, shipping times and costs.

The real global revolution is not in the products produced in one place and sold in another, but in the products designed and produced in many places and sold in many others. I recently saw examples of how complex this process is becoming: for some clothing products designed in the United States, the yarn is manufactured in the United States of Egyptian cotton using Japanese and German machines, made into fabric with Swiss machines in another company, cut and sewn into apparel in Mexico and sold in Japan over the Internet by a U.S. company using computers and telecommunications equipment made domestically and in Malaysia, Korea, Taiwan, Thailand, Finland, Sweden and Singapore.

We usually think only of goods when we think of globalization, but more and more services are becoming global. Friedman points out that 80 percent of America Online’s e-mail queries are answered by customer service representatives in the Philippines. Recent articles about the booming Irish economy have shown how Dublin has become the customer service headquarters for numerous international companies. Phones are answered in the correct language by multilingual representatives, and service is provided worldwide. GE Capital, Swissair and British Airways have all moved many of their back-office operations to India, where highly skilled English-speaking workers handle accounting and other tasks far more cheaply than could be done in the United States, Switzerland or England. What matters to these companies is both the cost and the quality of work they receive. Many U.S. health care organizations now routinely transfer voice recordings of doctors to Indian health specialists who transcribe these recordings into electronic medical records and transfer them back to the United States electronically.

Rapid globalization poses many new challenges for the quality professional. Many of our current procedures were developed for a much slower world and rely on human auditors and inspectors and cumbersome reporting structures. As we become more enmeshed in the global marketplace, we will all have to redesign many of our quality management practices and rethink many of the fundamentals.

About the author

A. Blanton Godfrey is dean and Joseph D. Moore Professor at College of Textiles, North Carolina State University.

Reprinted with permission of the author. Originally appeared in Quality Digest, January 2001, p. 16.


SECOND FEATURE OF THIS ISSUE:


Integrity Matters Broadcast
"Movie reminds us of our 'Field of Dreams'"
By James F. Bracher
Question:

Can a movie pass along values like integrity?

Response:

Yes. In the1989 fantasy movie Field of Dreams, the values advocated were admirable. Ray Kinsella (played by famous actor Kevin Costner) comes face to face with his father, John Kinsella, and the two of them ask important questions of each other. The ghostly father, John, presented in his youth as a professional baseball player, looks around the beautifully manicured baseball field and asks of the young farmer, his son: "Is this heaven?" "No," replies his son (Costner), "this is Iowa."

After a short pause, Ray, the son, appearing uncertain and perplexed, inquires of his father - "Is there a heaven?" "Oh, yes, there is a heaven," says Ray's father, John, "heaven is where dreams come true."

Kevin Costner portrays Ray Kinsella, a farmer who constructs a baseball diamond in his Dyersville, Iowa corn field at the repeated urging of a mystical voice that intones to him, "If you build it, they will come. . ."

Fellow actor in Field of Dreams, James Earl Jones, plays the l960's activist and writer, Terence Mann, summarizes the meaning of the moment for the Iowa Farmer, offering this insight: "Here we are today, longing for the past and for all that was good then, and could be good again." The movie makes the point that we can capture the best of who we were by being the best of what we know to do, now. Field of Dreams is about integrity, accountability and stewardship.

Earlier in the film, the young farmer is carefully watching his father, explaining to his wife that he "really only knew his father when he had been worn down by life." Once again, the message from the film is clear, life is a precious cycle and constructive relationships are what make it meaningful and hopeful.

Field of Dreams teaches: "What we do, both the good and the generous, quite often we do for ourselves." Giving can be a selfish act of caring. Exhibiting constructive behaviors: character, honesty, openness, authority, partnership, performance, charity and graciousness is an effective way of passing along life-affirming values. There is no substitute for being a positive role model.

Field of Dreams applies to the nitty-gritty challenges people face every day. Every individual is responsible for being a good steward, of land, ideas, friendships, family values. Dreams can come true. They have in the past and they will in the future. Providing the roadmap of integrity-centered living is the greatest legacy that can be passed along to our children and the grandchildren of our grandchildren. Our individual "Field of Dreams" is that portion of the world for which we accept responsibility. The relationships we build and sustain will be the true measure of who we are and how we operate. If you build them (substantive relationships); they will come. Invest the energy in people and savor those heavenly moments when your dreams come true.

Published for Jim Bracher's Integrity Matters newspaper column in "The Californian," Salinas California - July 13, 2005.

James F. Bracher is the Founder of Bracher Center for Integrity in Leadership - www.brachercenter.com

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THIRD FEATURE OF THIS ISSUE:


From Management to Mentorship: Leading Sales in the 21st Century

By Linda Stimac Author, RxSales: An Expert Performance System™

The “sales manager” position used to be one of the easiest to fill. Senior management looked for someone in the sales force with excellent personal production and innovative approaches. You know, the top producer who does such a good job sharing success stories during a sales meeting? Imagine this person as sales manager, artfully using charisma and high energy to whip the troops into action at an annual sales retreat. Then, add the criteria of numbers – if the super salesperson has a penchant for setting and reaching individual production goals, then, by extension, he or she certainly will hold other people’s feet to the fire on company goals.

But in the past ten years or so, the old prescription hasn’t worked. Companies noticed that great personal selling skill does not necessarily translate into coaching prowess. They watched people manage by spreadsheet, with little ability to connect on a personal level with members of the sales team, to the point that, as one consultant in the United Kingdom reported recently, “The salespeople see the manager as the guy with the bully stick.”

In a time when ethics in the executive suite have come under fire and many employees are skeptical about the motives of those who lead them, the negative outcome of poor sales management selection is more pronounced. Sadly, the results are quite personal. Senior executives don’t get the expected productivity from the manager, and annual bonuses are less certain. Sales managers who gave up a sales territory and clients - an activity they enjoyed and in which they excelled - are out of a job.

Skilled sales leadership is critical to the success of any organization. Acquiring and developing the right people is the key to increasing and sustaining higher levels of sales productivity. But what are the criteria?

The first criterion? An identification with the word “leadership.” The sales management professional of today must possess another set of skills, on top of selling skills, to ensure that they will guide people. Max DePree explained it, in 1989, in Leadership Is An Art: “The art of leadership is liberating people to do what is required of them in the most effective and humane way possible. The signs of outstanding leadership appear primarily in the followers. Are they reaching their full potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?”

In assessing the skills of more than 1,000 sales management professionals since 1991, we found that, in addition to excellent consultative selling skills, they must demonstrate core competency in four areas: Setting Standards, Scouting Talent, Leading People, and Developing Talent. Our findings became the catalyst for the creation of The CheckUp for Sales Management Professionals™ in 1996.

To determine the level of competency in each of the four major areas, we look at their practices – that is, what they do and why they do it:

Setting Standards

  • On what do they ask salespeople to focus?
  • In the sales process, where do they expect salespeople to concentrate?
  • What is the correlation between personal goals and production goals?

Scouting Talent

  • What are the key attributes in a top performing sales professional?
  • What philosophy drives their ability to upgrade the sales force?

Leading People

  • What is their priority – people or things?
  • How do they strive to improve performance if a salesperson is struggling?
  • What is the source of their greatest impact as a sales manager?
  • How do they view achieving goals?
  • What is it that they demand from others?

Developing Talent

  • What is the most effective way to debrief a salesperson?
  • How should a manager approach a joint sales call?
  • When should one reward performance?
  • What does an effective sales meeting include?
  • What is the essence of coaching?

In the past ten years, companies of all sizes and industries have used The CheckUp for Sales Management Professionals™ as a benchmark for their existing sales leaders. It becomes a learning guide for the management team as they participate in a comprehensive program called Manager to Mentor™, which parallels the learning program for members of their sales teams (The Clinic for Sales Professionals™). During the Manager to Mentor™ program, sales leaders learn and practice performance mentoring skills. This enables them to become successful internal coaches so that their salespeople continue to employ client-centered selling skills and become more consistently productive. A hiring version, called The X-ray for Sales Management Professionals™, helps companies to put the right people on the sales leadership team without guesswork or outdated criteria.

Almost twenty years after Max DePree’s landmark book on leadership, Stephen Covey reminds us again of the importance of inspiring others in achieving greatness. In The 8th Habit, Covey speaks of leadership as an element of greatness. Says Covey, “Leadership means communicating people’s worth potential so clearly that they are inspired to see it themselves.” That is the role of the performance mentor – a world away from the spreadsheet bully of yesterday. When sales management professionals lead people properly, they help sales teams increase morale, rising above pressures of competition and reduced margins or lower compensation structures. When sales management professionals develop talent in the right way, they help others become independent, take ownership, and view their work as “my business.”

To learn more about RxSales: An Expert Performance System™, visit the Guest section at www.rxsales.com or contact Charles Loew at Charles.Loew@MasetLLC.com

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Comments about MASET NEWS:

We welcome comments from our readers regarding MASET NEWS, our web site, or inquiries for help to: Charles.Loew@masetllc.com.

Articles, comments and other valuable information from you, our readers will appear in the Readers Comments section.

We reserve the right to determine what will be published, but will endeavor to publish everything that is sent to us.

 

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