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Casual Articles - Instilling Urgency In The People You Lead
Class, today we will review the syllabus for this freshman level class, "How to Flop at Customer Service 101." For today's overview, you need to understand that you are a busy person and your customer is going to have to get used to it.This class is not a full semester class. It is designed as an abbreviated class because you can quickly learn how to be a flop.Here are the topics we will cover in this class:"Over-Promise, Under-Deliver"If you sell a product, tell the customer that the product they ordered will come in on a certain date (because, deep down, you still want to pleas
Widget sales are booming – the competition is scrambling, demand is up, and the books are finally treading water. Your core management team has big ideas for the future of Widget Inc. Opportunity is abundant; but how will you fund that next big leap?As your start-up matures, obtaining second- or even third-round funding may allow your business to expand and grow into new opportunities identified after your business was established. If your product or service has proven itself in the marketplace, you may be a candidate for an additional round of funding.Some possible uses of post start-up funding include:<
1. Recognize the Leader's Fallacy. The Leader's Fallacy bedevil's most leaders. It is manifested when a leader mistakenly believes that the people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.
2. Recognize the People's Fallacy. Which is that the people mistakenly believe that urgency is negotiable. Urgency is not negotiable. If you want to get great results with the people, urgency is always an absolute necessity. Look, leadership isn't getting people to do what they want. Leadership is getting people to do what they might not want to do and be totally committed to doing it. If the people have the idea that they can take or leave urgency or can effect it gradually or at their leisure, they are wrong. If the leader thinks it's negotiable, then the leader too is wrong; and h/she, and the people, will not get the results they're capable of.
3. Recognize that the people's lack of urgency is the leader's fault. The existence of the People's Fallacy does not absolve the leader from being responsible for establishing urgency. Leaders do nothing more important than get results. A leader is not the measure of results, results are the measure of the leader. To get great results, leaders must without question have the people take urgent action.
Tupperware fundraisers provide non-profit groups with an unusual, durable product for raising money for a project. Tupperware fundraisers are not to be confused with Tupperware parties. No party is used for a Tupperware fundraiser. Instead, products are offered in the usual fundraiser manner, with fundraiser coordination done by a Tupperware consultant.Thinking back to the last fundraiser you had, you may have memories of cookies or candy bars, chocolates or pizza. Maybe you tried to sell cookie dough or honey. Whatever your customers ordered is long since gone and forgotten. It may have tasted good, or it may not.
1. Recognize the Leader's Fallacy. The Leader's Fallacy bedevil's most leaders. It is manifested when a leader mistakenly believes that the people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.
2. Recognize the People's Fallacy. Which is that the people mistakenly believe that urgency is negotiable. Urgency is not negotiable. If you want to get great results with the people, urgency is always an absolute necessity. Look, leadership isn't getting people to do what they want. Leadership is getting people to do what they might not want to do and be totally committed to doing it. If the people have the idea that they can take or leave urgency or can effect it gradually or at their leisure, they are wrong. If the leader thinks it's negotiable, then the leader too is wrong; and h/she, and the people, will not get the results they're capable of.
3. Recognize that the people's lack of urgency is the leader's fault. The existence of the People's Fallacy does not absolve the leader from being responsible for establishing urgency. Leaders do nothing more important than get results. A leader is not the measure of results, results are the measure of the leader. To get great results, leaders must without question have the people take urgent action.
Your prices are similar to your competitor. The service and selection is comparable also. Why should I shop with you?Unfortunately, the previously mentioned statements describe most retail stores. There isn’t much difference in the competition and you. Running a profitable store is difficult. Smart Retail Store Owners look for any advantage. Store Owners have a tendency to think short-term instead of long-term.The key to having a profitable store is to make it stand out for all the right reasons. You can keep your everyday pricing and perform this goal. Just be aggressive with ad pricing, plenty of specia
2. Recognize the People's Fallacy. Which is that the people mistakenly believe that urgency is negotiable. Urgency is not negotiable. If you want to get great results with the people, urgency is always an absolute necessity. Look, leadership isn't getting people to do what they want. Leadership is getting people to do what they might not want to do and be totally committed to doing it. If the people have the idea that they can take or leave urgency or can effect it gradually or at their leisure, they are wrong. If the leader thinks it's negotiable, then the leader too is wrong; and h/she, and the people, will not get the results they're capable of.
3. Recognize that the people's lack of urgency is the leader's fault. The existence of the People's Fallacy does not absolve the leader from being responsible for establishing urgency. Leaders do nothing more important than get results. A leader is not the measure of results, results are the measure of the leader. To get great results, leaders must without question have the people take urgent action.
What does FICA stand for?FICA stands for the Federal Insurance Contributions Act. The history of the act reverts back to the year 1935, when the government implemented the social security program. A provision to include social security taxes was included in this act. However, due to concerns over the constitutionality of the 1935 act, there were amendments made and the provision for collecting social security taxes was moved to the Internal Revenue Code in 1939. At this time it was renamed the Federal Insurance Contributions Act.What is FICA exactly?The Federal Insurance Contributions Act author
3. Recognize that the people's lack of urgency is the leader's fault. The existence of the People's Fallacy does not absolve the leader from being responsible for establishing urgency. Leaders do nothing more important than get results. A leader is not the measure of results, results are the measure of the leader. To get great results, leaders must without question have the people take urgent action.
Spoiled defined as an adjective means to treat with excessive indulgence. Have you been accused of being spoiled? I have. Admittedly, I spoil myself regularly. Manicures, pedicures, Day Spa pampering and other things that are no doubt the norm for many others are enjoyed and necessary for me.Since I spoil myself after working hard, smart and passionately, I have come to expect preferential treatment when I'm spending this hard earned money I make. Nowadays, practically every retailer I infrequent, I am only setting myself up for disappointment, frustration, and astonishment with that great expectat
4. Recognize that urgency is their choice, not the leader's. But to say that the leader should "instill urgency" in the people misses the point. English syntax bungles the psychological truth of urgency. Urgency is not something the leader can instill and compel in others. Only the people can instill urgency in themselves. Urgency is their choice, not the leader's. The leader can only speak and act in such a way that the people make the choice to bring urgency into their world.
You ask, "Can't urgency can be forced to happen through physical or psychological violence?" Of course, it can -- up to a point. However, there are two types of urgency felt by the people, one is the kind that is forced upon them, that they are coerced into, the other is the kind that they make the choice freely to adopt. In terms of getting great results, the latter is far more desirable. People who are coerced, who flinch from threats, are not as effective in getting results as people who make free choices.
One need only look at the history of the 20th century to see the truth in this when totalitarian regimes the world over fell to democracies and their "citizen soldiers."
5. Recognize that urgency comes from solutions. A key way for the leader to speak and act to trigger urgency is by bringing solutions to the problems of the people. All people everywhere have problems. Those problems are crying out for solutions. Leaders are most effective when offering solu
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