Tag Archives: Goals

Make your 2012 Resolutions on Mercury Time

Another year dawns… and we go through the time-honored (but not people-honored) tradition of setting New Year’s resolutions.  We set them with the best of intentions, yet forget them and quickly fail.   You can either continue with what you tried last year (did it work?) or make some changes.  This year make your resolutions on Mercury time.

Make this year different.  This year, instill revolutionary change:

  1. Be selective and intentional – not all goals are created equal.  Choose fewer goals.  Choose the right goals, those that will matter in your life and your business.  Lose 20 pounds?  Or exercise 20 minutes daily?  Grow revenue 25% annually?  Or close one new deal each week?
  2. Set goals continuously – one of the jobs of a leader is to ensure the goals are appropriate as the environment changes.  To do this effectively one cannot wait until next quarter or next year to assess the goals.  Has your team met the challenge to close a new deal a week?  Set the bar higher.  Don’t wait for the earth to circle the sun again.  Do it now.  Too hard?  Then at least consider setting goals as Mercury circles the sun (every 88 days).
  3. Track results with a vengeance – where are we?  Assuming you’ve set the right goals, ensure that progress towards meeting them is known, published publicly and discussed in the hallways.  I once worked for a company that launched a company-wide initiative but failed to report results to employees for over 9 months.  The result?  People assumed the initiative was tabled, unimportant, or worse.
  4. Celebrate often –People appreciate knowing that you noticed a goal was met.  If we fail to celebrate or acknowledge we miss one of the simplest ways to build momentum to accomplish more each day.  (Author’s confession: an area for personal development.)

The pivot point is to set fewer goals that have more meaning and to focus on them relentlessly.  If we set our aspirations on the basis of the earth’s path around the sun, we would be better suited to becoming farmers than business people.

Another Customer Secret – Wants vs. Goals

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Think about the kind of product feedback you solicit from customers.  Now think about the kind of demands your sales force routinely makes related to features/functionality.  Companies commonly end up with a laundry list of “what I want the product to do.”  Responding to these types of requests is commendable (beats ignoring them) but misses the opportunity to innovate.

secrets prevent you from achieving customer goals

Customer Goals

Customers don’t keep this secret consciously, but they rarely consider what they are trying to accomplish.  Companies would be better served to re-frame the question to focus on customer goals.  “What are you trying to accomplish?” not “what do you want?”  If the difference between these two approaches isn’t intuitive, consider an example.

Q:  Which Mercedes customers asked for:

A: None

Instead, through a combination of direct observation, one-on-one conversations, and focus groups, companies should identify what the customer is trying to accomplish (in Mercedes’ case to arrive safely at their destination).  Mercedes’ response to this goal (safety) resulted in innovative solutions which provide competitive differentiation in the market.

Most customers are happy to be asked their opinion if they think their input will provide the impetus for a change.  The pivot point to overcoming this secret is to focus on what customers are trying to accomplish.  Innovate around customer goals and you can dominate the market.

Why What You Want Doesn’t Matter

Ever get unsolicited calls from someone trying to sell you something?  I got one the other day and was reminded why they are generally unsuccessful.

The salesperson went through a brief introduction of himself and his company (they outsource technical support).  Then he mentioned some customer names to pique my interest.  (Perhaps he thought we wanted to emulate those companies?)  He left his contact information and followed up with an email to be sure I had his contact information.  All in all, it was standard fare for an outbound sales call.

Here’s why he didn’t/won’t receive a return call.

The call focused on what he wanted.  In a message that lasted sixty-two (62) seconds, he told me what I could do for him… four (4) times!  Not once did he appeal to my business needs.  Was I trying to:

  • Reduce costs?
  • Increase customer satisfaction?
  • Drive revenue higher?

I had zero incentive to pick up the phone to help because – what he wanted doesn’t matter.  To earn the return call he should have painted a clear picture of how his business, product, or service could solve my problem.

The pivot point is that we must ensure our phone calls and emails serve customers’ needs.  If our value-proposition solves our needs alone, customers have no reason to respond to our well-intentioned outreach.