Amber Hickey: A Guidebook of Alternative Nows - Author interview

Researcher and graduate student Amber Hickey was kind enough to take the time to answer a few questions about her upcoming, thought provoking and idea filled anthology A Guidebook of Alternative Nows.

Amber Hickey shared some of the groundbreaking essay concepts and also described her fundraising initiative for the book through the crowd funding Kickstarter platform.

Thanks to Amber for her time, and for her very thoughtful responses to the questions. They are greatly appreciated

What was the background to writing this book A Guidebook of Alternative Nows?

Amber Hickey: There's an author team I really like called J.K.Gibson-Graham (a fusion of both of their names). They write that when we criticize the current system, we are offering it more power and legitimacy. For instance, saying "we hate crony capitalism" will just make crony capitalism stronger. So rather than continuing to criticize, and expecting that will change something, we should instead strengthen the things in the world that we like and agree with. I completely connect to their argument. It feels constructive and smart.

So I decided to make this book to offer space for illuminating diverse and hopeful versions of now that most people do not know about, or think of as truly legitimate. Every evening, I switch on the news. The version of our world that I see portrayed in the media is not great, to say the least; but the incredible amount that creative thinkers and makers are producing easily sways minds in a more hopeful direction. That's why I decided to create this book - to highlight the versions of now that are more constructive and hopeful.

When you talk about alternative nows, what do you mean by that concept?

Amber Hickey: If you ask anyone what the economic system is in the West, they would probably say “capitalism.” But that is only part of the answer. There is a wide array of different economic systems in action right now, but a lot of people don't know about them - or acknowledge them as valid. I'm not talking about communism or socialism - although of course those exist as well. I'm talking about the economies that we fall back on when the capitalist market fails.

The original meaning of "economy" was "household." So for instance, the domestic economy is huge - in some western countries it's estimated that the domestic (unpaid) economy is "worth" the equivalent of more than 40% of GDP. There's also what we call the Solidarity Economy. That means everything from bartering to helping your neighbors, to sharing goods to forming cooperatives.

The idea is that by strengthening the ties between the different parts of the solidarity economy, and by acknowledging their influence and the part they play in our lives, the SE will be validated as a "proper" part of the economy and can grow even more. Our visions and experiences of the economy will therefore be more positive and holistic. So the economy is the first and most complicated element that the book addresses.
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Second is ecology. The media tells us that we've done serious damage to the environment, and that's true. The problem is that we don't often see examples of the people who are really trying to engage in actions that help rather than harm our environment. The book highlights several groups who are making the effort to work with the environment, rather than against it - for instance with permaculture and urban farming.

The third element is community. Many say that following the advent of the internet, people are becoming less social and more selfish. If you look at some of the examples in this book of communities working together to help each other, being mutually supportive, and therefore benefiting everyone, you can begin to question that perspective.



Amber Hickey (photo left)

The book is comprised of over thirty contributors. Who are some of the contributors and what ideas are they sharing?

Amber Hickey: The Urban Farmers create roof-top farms, using what's called an "aquaponic" system. That means they grow vegetables in fish-tanks. The vegetables are fertilized with the fish waste, and the users of the farm can eat the fish too. The Yes Men are contributors that probably everyone will have heard of. Their contribution addresses the overwhelming difficulty of producing change, and features practical suggestions for activists-to-be. It is comedically titled Monkey-Wrenching the Capitalist Juggernaut. Their work is often about subverting the dominant system to reveal different realities and they quite literally create "alternative nows."

The Community Economies Collective is a loosely knit group of researchers from all over the world, who are trying to increase the awareness and strength of community and solidarity based economies. They have two entries: one about taking back our food economy (having more knowledge and control over where it comes from and how it's made); the other is about the necessity of creative experimentation in coming up with new forms of security and resilience.

Jeanne van Heeswijk is a Dutch artist who works with communities to realize socially-engaged projects. Her contribution, Freehouse, is about a project she did with residents in an immigrant district in Amsterdam. The neighborhood was threatened with gentrification, but the residents worked to strengthen their infrastructure to resist and supersede the threat against their space. Those are just a few!

How were the contributors for the book decided upon to add content on the topic?

Amber Hickey: I knew a lot of the contributors before from my work as an artist and curator. I always thought more people should know about what they are doing because it is so interesting and beautiful, and makes one perceive the world differently. Whenever I invited a contributor, I asked if they knew of anyone else who was working in the field of creating alternative nows. Usually, they'd write back with one or two names. The network is already there! While I was researching for the book, looking at resources about alternatives in every field, I found out about the others. So eventually, it grew to be quite a comprehensive and diverse group of contributors.

One of the premises of the book is that ordinary people and their voices are no longer heard in the media. What do you mean by that?

Amber Hickey: I am not sure if ordinary people ever had their voices heard in the media. I meant that in general it can seem difficult to get your voice heard. It's easy to feel powerless and hopeless when there are so many of us, and the hierarchy of power and influence seems so difficult to penetrate.

How do the essays in the anthology provide some fresh ideas for building the economy and for respecting the environment?

Amber Hickey: There's a beautiful essay by the Laboratory of the Insurrectionary Imagination. They are art-activists who recently left their lives in London and bought land in France to start an autonomous permaculture community. The way they write about deeply listening to the land they live on is truly inspiring. I think we could all take a hint from them. In terms of the economy, the Community Economies Collective, Solidarity NYC and others highlight that we need to first look at and engage differently with the idea of "the economy." Then we can start to build one that we are happier with.

You elected to use the crowd funding concept of Kickstarter to help fund the book project. Why did you choose this funding avenue?

Amber Hickey: It makes sense - a book that emphasizes collectivity and cooperation should be funded by lots of people.



How can people get involved in helping to fund your book and what amounts of financial assistance can a person consider sharing with the project?

Amber Hickey: It's easy to help out with the Kickstarter campaign. Anyone can pledge any amount (from $1 and up). Every little bit counts! We need $5000 to cover the basic printing costs. $6500 would cover printing, plus other small things like shipping copies to the contributors and buying a website domain for the book. With $19,000 I could do all that, plus pay the contributors, book designer, and cover illustrator. We've all been working for free up until now -- well, I did offer to cook them all dinner at some point! But essentially, it's been a labour of love.

Here's the link to the Kickstarter campaign

What is next for Amber Hickey and A Guidebook of Alternative Nows?

Amber Hickey: I am writing my MA thesis on the same topic, but from a more research-based perspective. I'm also working on another book about what power is (or is becoming) today, with the backdrop of the Arab Spring, the Occupy movement, and a general destabilization of power in its traditional form. I'm thinking of doing a Ph.D. next, or going into book publishing professionally. But I'm open...I'd also be very happy to work on a farm in the daytime and write in the evening.

Tags: A Guidebook of Alternative Nows, Amber Hickey, alternative economics, business author interviews.

Patrick Alain: The Leader Phrase Book - Author interview

Internationally known video game developer Patrick Alain, was kind enough to the the time to answer a few questions about his practical and very useful reference book The Leader Phrase Book: 3000+ Powerful Phrases That Put You In Command.

Patrick Alain shares why his over three thousand game changing phrases will boost your leadership effectiveness in any given situation, and with any size of listening audience from one to thousands.

Thanks to Patrick Alain for his time, and for his very comprehensive and informative responses to the questions. They are greatly appreciated.




What was the background to writing this book The Leader Phrase Book: 3000+ Powerful Phrases That Put You In Command?

Patrick Alain: When I came to the US in early 2000s, I realized that the overall communication level could be a lot more sophisticated in the corporate world. Business professionals want to learn how to communicate well, how to be powerful speakers and motivators, and most importantly, how to be great leaders. There simply was no book to help anyone get there quickly. Over the next ten years, I painstakingly wrote down the distinctive phrases that would help people speak more powerfully.

This passion of mine eventually became the basis for The Leader Phrase Book and I persevered in writing it because I really felt that this would be a major contribution to the corporate world. With The Leader Phrase Book, people can attain a charismatic presence and gain the respect of others. The Leader Phrase book is the easy to use, flexible solution for white collar workers.

We often hear that strong communication skills are essential for a leader. Just how critical are those skills to leadership success?

Patrick Alain: I cannot tell you how important communication skills are, and yet I will attempt to do so. Leaders must always try to answer the call. Consider, if you will, how effective General MacArthur would have been without “I shall return.” The effective leader in him knew that a powerful phrase, turned at exactly the right time, would inspire his troops to survive against all odds, but would also outlive him for decades, perhaps even centuries.

Joan of Arc was also taking on the mantle of leadership when she said to her army, “I am not afraid. I was born to do this.” In speaking plainly, she was true to her roots, but this simplicity of style inspired the soldiers to do great thinks and eventually to change the course of history. By practicing strong communication in your everyday life, and by staying true to your own roots, you can become such a leader as this.

How important is choosing and using the right phrase for a leader?

Patrick Alain: Selecting and delivering the right phrase is paramount for any leader because it is his or her ability to do so quickly, calmly, and without error that becomes the talk of the mail room, the water cooler, or even the board room. Nearly anyone can spout mundane prattle at any given time, but a leader understands the importance of the proper words. Knowing which phrase to use is incredibly invigorating, just as fumbling for the proper words can cause others to lose confidence. Consider former president Richard M. Nixon, an amazing diplomat, but one who will forever linked to the irksome phrase, “I am not a crook.”



Patrick Alain (photo left)

The phrases suggested for each situation range from Conciliatory to Argumentative. What is difference between those two extremes?

Patrick Alain: There are times that the leader must be a peace maker or a master of compromise. This demands a more conciliatory approach to speaking. At other times, the leader must wage war, for lack of a better term, with others in order to carry the day. It is up to the leader to sense what is best for any unique situation and to know enough about correct phraseology to strike the proper tone in his message. In The Leader Phrase Book, I propose a wide scope of phrases for a given context. The phrases are sorted between two extremes so that the reader can pick and choose according to the mood he wishes to convey.

Can even the slightest difference in the wording of the phrase have a deep impact on the results?

Patrick Alain: Absolutely. A slight difference in wording can have a dramatic impact. Nitpicking on words is a very efficient way to destabilize your interlocutor. Lawyers are the experts. The Leader Phrase Book is to often provide slightly different ways to say the same thing, leaving it up to the reader to decipher their subtle meaning an to adopt the phrases that either make the best impression at a particular time, or that suit the reader’s personality the best.

Do the phrases in the book work for people who are not yet in leadership positions but must still get things done?

Patrick Alain: Of course they do. Nearly everyone working in a non-leadership role dreams of the day when they will move into such a position. Often, they have no idea how to approach the transition and are unaware of just how significant a comprehensive grasp of the language of leadership can be to them. This book is aimed squarely to people who strive to rise above. It can serve as their jumping off point!

What is the first step a person should take toward improving their communication skills and using the right phrase?

Patrick Alain: The first step is to purchase a copy of The Leader Phrase Book. It contains 3,000 powerful phrases that put people in command of their life and career. The second step is to carry this book with you always so you can read it, absorb it, and even practice it. At first, it might feel more right to practice the phrases on other people in your peer group. That way you can share the book’s power with others and practice using the phrases together.

This kind of role playing makes it much easier to know which phrases to use when it is time to use them on others who you do not know. The third and last step is to encourage others to use the material in The Leader Phrase Book once you have demonstrated to them all the good it can do.

What is next for Patrick Alain?

Patrick Alain: In 2012, I am scheduled to coach numerous business executives and high profile managers from Fortune 500 companies. On the other hand, I aim to triple my company’s size by writing and publishing additional books. I have a feeling you’ll be interested in covering those books as soon as they hit the shelves.

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My book review of The Leader Phrase Book: 3000+ Powerful Phrases That Put You In Command by Patrick Alain.

Tags: The Leader Phrase Book: 3000+ Powerful Phrases That Put You In Command, Patrick Alain, leadership communication skills, business author interviews

Tom Hayes: Maverick Marketing - Author interview

Former Silicon Valley marketing pioneer, Managing Partner at the New England Consulting Group, and author of the insightful and very practical book Maverick Marketing … Trailride into the Wild West of New Marketing, Tom Hayes, was kind enough to take the time to answer a few questions about his book.

Tom Hayes shared his thoughts on marketing, including dispelling a few myths that have grown up about marketing in the digital age, creating a powerful marketing strategy, and taking that important first step toward becoming a maverick marketer.

Thanks to Tom Hayes for his time, and for his very comprehensive and informative responses. They are greatly appreciated.

What was the background to writing this book Maverick Marketing … Trailride into the Wild West of New Marketing?

Tom Hayes: The idea of my book, Maverick Marketingg, arose out of the flood of misinformation and hyper attention to digital marketing. Everyone was predicting the demise of so-called traditional media. The analogue is the advent of cable TV many years ago and all of the gurus, again, predicting the total elimination of the TV networks. And we all know, now that despite the growth of cable, network television remains a strong contender. And by the way, Fox currently looks like a traditional network ... original programming, broad coverage, bidding for major sports contracts, etc.

A key objective of the book was to bring a touch of sanity, reality and balance to the discussion. Corporations were being stampeded into setting up digital operations before they understood the value proposition. That said, even the largest and most traditional marketers have to change and adapt in the new marketing environment ... the Wild West!

In years past, only the smaller scrappy organizations “dropped their long johns” clawing for recognition and awareness. Now, even the global galactic marketers are heavily engaged in marketing programs that would have, in the past. been considered “cute,” “not strategic,” “destructive,” or even ... “beneath the brand.”

You use a western metaphor as an outline for the book. Why did you choose that sagebrush framework and how does it relate to marketing?

Tom Hayes: I decided to utilize the “sagebrush” metaphor because the current times so reflects the “wild west” where the fundamental environment is changing rapidly. The old rules or tenets are being questioned and it is “mano y mano.” There are “attackers” and “defenders” of the old law. And the result is a strong dose of chaos ... and a time of great risk.

In the Wild West, all issues were very much “black or white” and people quickly divided into clearly distinguished camps of “friends” or “foes.”

Plus ... “High Noon” is one of my favorite movies.

The book focuses on marketing to consumers. Are the same concepts applicable to business to business marketing efforts as well?

Tom Hayes: Absolutely! May be even more important since B2B tends to follow B2C marketing.

However, for the purpose of clarity and the more public availability of information and case studies, Maverick Marketing focuses mainly on Consumer products and services. However, we have experienced the same basic phenomenon with our many business-to-business Clients.



Tom Hayes (photo left)

How has the market changed in ways that may make traditional marketing campaigns obsolete?

Tom Hayes: Not even a scintilla of truth that traditional marketing campaigns have become obsolete. The major difference between pre-Net and post-Net marketing lies not in the fundamentals ... but rather in the ability and efficiency of executions. A coupon is a coupon whether appearing in People magazine or downloaded from a mobile app.

While Consumer empowerment and the Media “Big Bang” had been transpiring for some time, the important factor or inflection point in forcing “maverick” marketing has been the rapid emergence of the new digital world. This has been the final enabling factor in two important ways. First, the Digital Age created an entirely new and comprehensive delivery system of information and commercial messaging. Second, the Net has made it economically and “speed-feasible” for Marketers to actually execute “maverick” activities which previously they could plan ... but not execute efficiently or quickly.

Over 30,000 hits to the website can only contribute to but not drive a mass product. In the euphoria of digital media, marketers can mistakenly ignore the 93 million Super Bowl TV viewers that drove the 30,000 website visitors.

You recommend using social media and mainstream media as a team. How can these two media be harnessed to be effective and present a unified message?

Tom Hayes: The issue is not if digital media and mainstream media can be integrated ... they MUST.

Only the pontiffs with a vested interest in pimping digital and social media want to create a differential.

Consumers are barraged with more and more messaging ... accepting some, rejecting others. It is the total bundle of messaging and points of contact that drive behavior. That does not mean the marketing messages via the different media channels must be identical but rather supporting. It is those people specifically exclusively in digital marketing that want to create the artificial barriers and differences. And while most major marketers are rapidly increasing their investment in digital marketing, the actual dollar investment pales in comparison to what most derogatively refer to as traditional marketing.

The best-in-class marketers will never address the issue as either – or, but how can all the “horses” pull in the same direction.

Are there some cutting edge marketing tactics that consider the newly empowered consumer and the building of two way communications and relationships?

Tom Hayes: A great example of cutting edge marketing tactics can be found in the marketing programs, well beyond simply advertising, of Super Bowl XLV. The major marketers approached the Super Bowl opportunity not as an advertising event, but rather as a fully integrated marketing thrust with entertainment and tickets for key retailer; customers, pre-event social media selling the brand messaging in advance, cut through in program advertising, and post-Bowl engagement via social media.

The most astute were those like the Doritos brand group which harnessed the consumers themselves to develop the commercials.

How can a marketer find the right metrics to measure the effectiveness of marketing in the new marketing landscape?

Tom Hayes: Metrics in the new “wild west” of marketing are both more simple and, at the same time, more complex. Issues have not changed but became more complex. The digital marketing programs may inform, pre-sell or close the purchase equation. So-called traditional mass marketing generates the momentum of awareness and building of brand equity.

Pure “click-based” metrics have gone out of favor. The one true and sustainable metrics is sales . . . sales ...

Can maverick marketing become an overall strategy for a company to use as a system, rather than simply as a tactic for occasional campaigns?

Tom Hayes: Yes, “maverick” marketing MUST be a major strategic function and not just a low level tactics.

When the same people use the same techniques to come up with the same ideas on doing business essentially the same way, the result is the curse of convergence. Innovation requires a fundamentally different approach.

The good news is that when the current players in a category have converged, this leaves “white space” for the “mavericks” to exploit.

Corporate tachypsychia, distorting the perception of time, is a major impact of the rate of change in today’s marketing and business environment. Some companies are over-estimating the speed of change … stampeding across The Great Plains. Procter & Gamble, arguably the best global marketer, is one that has over course-corrected … perhaps out of corporate guilt of having been so traditional regarding the Consumer in decades past.

Other companies at the other end of “maverick” spectrum continue to stick their head in the proverbial gopher hole and pretend the New World of Market does not exist. They may make a foray into new media but the traditionalist marketing attitude remains dominant and counter-productive.

How can maverick marketing fit into a company's need for innovation and become part of the process, rather than just an add on at the end?

Tom Hayes: Perhaps in no arena have the traditional marketers been forced to emulate the “mavericks” as on the “new frontier” of Innovation and New Products. It is a lonely and scary experience venturing off the beaten path into truly unexplored territory.

Yet, Innovation is the oxygen for any company as it multiplies, expands, and attempts to adapt to a rapidly changing environment. And the required “speed” of Innovation has warped into the “acceleration” of Innovation in today’s marketing arena. Every aspect of corporate growth and adaptation is transformed even more quickly ... including the tenure of C-level executives ... forcing a major change in managerial behavior.

Alas, the more traditional and established marketers have been forced to follow their “maverick” counterparts out onto the open range. These larger companies have obliterated many of the organizational silos and legal handcuffs which restricted their Innovation and New Product Development progress.

What is the first step a company should take to develop a maverick marketing approach?

Tom Hayes: The first step is in Human Resources and selecting the right people.

As a manager, we can teach our people marketing or manufacturing techniques but we cannot teach them to be intelligent. Similarly, it is easier to break a “maverick” than to create one … is true “mavericks” are a rare and valued asset. In order to maximize their value to the corporation, we should be asking how do we...

• tolerate
• stimulate
• reward
• incentivize
• protect
• leverage

...a “maverick” within a traditional organization? How do you assist in creating more new “mavericks?”

What is next for Tom Hayes?

Tom Hayes: Right now we are very busy with client assignments in Retail, CPG and Healthcare. But, I have begun to outline a new book on branding that is based on totally new approaches. And I have decided to ski all seven continents, again, for the third time!

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Tags: Maverick Marketing … Trailride into the Wild West of New Marketing, Tom Hayes, integrated marketing strategies, business author interviews

Adelaide Lancaster & Amy Abrams: The Big Enough Company - Author interview

Successful entrepreneurs and co-founders of In Good Company, Adelaide Lancaster and Amy Abrams, were kind enough to take the time to answer a few questions about their refreshing and inspirational book The Big Enough Company: Creating a Business That Works for You.

Adelaide Lancaster and Amy Abrams describe why entrepreneurs must build successful companies on their own terms and share ready to apply ideas for starting and developing a company that stays true to the founder's original dreams and goals.

Thanks to Adelaide Lancaster and Amy Abrams for their time, and for their very comprehensive and highly informative responses to the interview questions. They are greatly appreciated.



What was the background to writing this book The Big Enough Company: Creating a Business That Works for You?

Adelaide Lancaster and Amy Abrams: We have been working together to help entrepreneurs solve their problems for years. We initially set up shop to provide one-to-one support to women looking to make their business dreams a reality. Before long however, we realized that what was getting in the way for many of our clients was isolation. Their work-from-home routines left them unproductive and uninspired. Their limited networks left them unsupported and under-resourced.

In the true entrepreneurial spirit, we crafted a remedy. In 2007 we opened In Good Company, a collaborative learning center and workspace designed for a range of small business needs. Our Manhattan location currently supports more than 300 entrepreneurs who are now better connected, educated, and professionally outfitted on account of their membership.

By working with thousands of additional entrepreneurs, we quickly identified a different problem plaguing the ranks of the independently-employed: disenchantment. Despite all the freedom and latitude that entrepreneurship affords, too many business owners compromise on what they need and want as they grow their business. Often they find they have built a venture that doesn’t work for them. Convinced that entrepreneurial success is really about satisfaction, we decided to shift their focus. Our new goal is to inspire others to take advantage of the opportunity that entrepreneurship provides by building a business that reflects their needs and goals.

You describe how women entrepreneurs have grown their businesses while sustaining their personal goals. How does this combination of business growth and values reflect the emergence of a new type of company?

Adelaide Lancaster and Amy Abrams: More than ever before people are more interested in reaping the rewards of their work now – whether they are entrepreneurs or not. It used to be taken for granted that you’d slog through your work hour after hour, year after year in pursuit of some big reward at the end of it all – a gold watch, retirement or maybe just a big payday. That’s not what the majority of people are interested in any longer. Instead they want their everyday and every week to be more meaningful and satisfying.

They want to do work that matters to them and they don’t want to sacrifice everything else at work’s expense. As a result a new type of entrepreneur has emerged - one that wants to specifically engineer their company so that it is truly on their terms. They want companies that serve up the challenging and meaningful work they want without giving up everything else in the process. The companies these entrepreneurs are building have an emphasis on longevity and sustainability.



Adelaide Lancaster (right in photo left) and Amy Abrams (left)

Why do so many entrepreneurs still attempt to copy the success formula of other businesses even if those blueprints don't fit the entrepreneur's true dreams, goals, and values?

Adelaide Lancaster and Amy Abrams: Even though many entrepreneurs are innovators motivated by the unknown, many still long for a road map! When you’re doing something that’s never been done before it’s hard to set direction, establish goals, and measure success. Often people look to follow others because it seems like more of a sure thing. If you copy someone else’s path you can find answers and systems but the problem is that they might not bring you what you’re looking for, which defeats the whole purpose of starting a business. Many entrepreneurs don’t realize what big compromises they are making until they are really suffering. And since they have little to compare their experience to, it’s sometimes hard to realize that there is another way to do things.

You recommend that entrepreneurs consider what is in it for them. What do you mean by that idea?

Adelaide Lancaster and Amy Abrams: It’s critical that every entrepreneur knows what they want to get by being an entrepreneur. Not from their business in particular but from the experience of working for themselves. What makes entrepreneurship better than any other employment option? The answer to that question alone has profound implications for the future of their business. If security is of utmost importance than a balanced portfolio of clients or diversified menu of services will be key.

If it’s the opportunity to always be working on something new, then you’ll want your organization to be well-oiled but lean so that it can monetize while you create. If it’s more about creative freedom or choosing your clients then you want to make sure each product or service brings in enough money to allow you to be picky. What you need from your business may change but that’s the beauty of being the boss. You can make sure that your business evolves along with those needs.

How important for business to be known for something important and to have a real purpose?

Adelaide Lancaster and Amy Abrams: We aren’t judgmental about what a business’ purpose is but are emphatic that it needs to have one. A business purpose, or what you want your business to be known for, provides mooring in an endless sea of opportunity. Without a clear picture of the impact you want your business to have it’s very hard to know what direction to go. Businesses without a strong purpose tend to become jumbled in the marketplace because they are trying to be too many things to too many people. A good business purpose will define the goal, not dictate how it should be accomplished.



In Good Company logo - The Adelaide Lancaster and Amy Abrams founded company

Many entrepreneurs don't start a business that really suits them personally. How can a would be entrepreneur do what they do best?

Adelaide Lancaster and Amy Abrams: The first step is knowing what it is that you do best. Where do you add the most unique value? What are your skills and talents? And then you need to think about how much time you spend doing those things. It is surprisingly easy to give yourself a job that you don’t like or a job that emphasizes tasks that you’re not great at. What you need to remember is that you are your own boss and it’s up to you to employ yourself in a way that’s most satisfying. It’s also important to build and grow your company in a way that keeps that job in mind and prioritizes the activities that you enjoy most.

How can an entrepreneur plan for the future and know where to go from here?

Adelaide Lancaster and Amy Abrams: The future is never certain but entrepreneurs are most successful when they can use what they know to be true to help shape their direction. We often encourage our clients to think about the job they want to have in 5 years and build their company accordingly. We believe that their long-term satisfaction should drive the bus.

How can an entrepreneur recognize when there is value to doing less?

Adelaide Lancaster and Amy Abrams: Simply put, when they experience the costs associated with doing too much. As entrepreneurs we are used to having full plates. We hunt for opportunity and are inclined to give almost anything a try. While this optimism and enthusiasm can be advantageous at times, it can also lead to being overwhelmed, overburdened and burnt out, which as you can imagine is terrible for ourselves and for our businesses. The antidote usually involves prioritizing your goals and taking small steps to meet them. Entrepreneurship is a marathon, not a sprint. Success requires you to pace yourself.

How can an entrepreneur avoid the trap of supposed perfection to embrace experimentation?

Adelaide Lancaster and Amy Abrams: All entrepreneurs have a choice: hold their cards close to their chests or get other people’s input in how to best play their hand. The first choice almost always leads to failure, while the second greatly increases your chance of success. Feedback and iterative improvement are critical ingredients for any business. As the leader it’s your job to figure out how to best solicit and incorporate that feedback. Of course, instead, you can get caught up in the myth of perfectionism. But the truth is no one really cares how right you were on your first try, all they care about is the end product and experimentation is hands down the best way to create the best overall offering.

When is enough really enough, and when is it time to say no?

Adelaide Lancaster and Amy Abrams: As a group, we entrepreneurs are terrible at saying no. We are haunted by the thought “you never know.” However there are only so many hours in the day and so many priorities that a company can tackle at once. Saying yes to one thing means that you are saying no to something else. So make sure you are saying yes to the right things for the right reasons. Guilt or fear of saying no are never good reasons to say yes.

How can women entrepreneurs benefit from the collaborative value of community?

Adelaide Lancaster and Amy Abrams: Entrepreneurship can be a lonely experience – but it doesn’t have to be! All entrepreneurs can benefit from having a robust network and being connected to multiple communities of entrepreneurs. Your peers and colleagues will be your best secret weapon. The more people you know the fewer things you have to learn the hard way and the greater access you have to ideas, knowledge, wisdom, experience and feedback. Your peers can prevent you from reinventing the wheel and they can give you much needed support and encouragement.

What is the first step a woman entrepreneur take to creating the big enough company?

Adelaide Lancaster and Amy Abrams: The first step is making a commitment to take advantage of the opportunity that entrepreneurship affords you and to pursue your own definition of success. There is no one right way to do things and your satisfaction depends on your ability to create a way that works best for you. Once you realize that you have the power to make your business whatever you need it to be then you can really harness the necessary creativity to grow your business in the way that will work best for you!

What is next for Adelaide Lancaster and Amy Abrams?

Adelaide Lancaster and Amy Abrams: Lots of things! Right now we are most excited about talking to as many people as possible. We want to hear from entrepreneurs, learn about their experience and share what we have learned. The next year for us will be engaging as many people as possible in a true dialog about the opportunity of entrepreneurship.

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My book review of The Big Enough Company: Creating a Business That Works for You by Adelaide Lancaster and Amy Abrams.

Tags: The Big Enough Company: Creating a Business That Works for You, Adelaide Lancaster, Amy Abrams, women entrepreneurship, business author interviews.

Jamie Turner & Reshma Shah: How to Make Money with Social Media - Author interview

Social media consultant and Chief Content Officer with The 60 Second Marketer, Jamie Turner, and co-author with Reshma Shah, Ph.D., of the straight talking and results oriented book How to Make Money with Social Media: An Insider's Guide on Using New and Emerging Media to Grow Your Business, was kind enough to take the time to answer a few questions about the book and its ideas.



Jamie Turner describes what makes a successful social media campaign, how to avoid the pitfalls that await many social media marketers, and how to measure the results of the campaign.



Thanks to Jamie Turner for his time, and for his very comprehensive and informative responses to the questions. They are greatly appreciated.



What was the background to writing this book How to Make Money with Social Media: An Insider's Guide on Using New and Emerging Media to Grow Your Business?



Jamie Turner: Dr. Shah and I have known each other for years and get along famously. We were always looking for a good topic to co-author a book on and when social media started getting hot, we jumped on the opportunity presented to us by Pearson/Financial Times Press.



For someone seeking to make money with social media, how important is to understand what social media is and is not?



Jamie Turner: We wanted people to think differently about social media. It's such a new animal that we were afraid people would be using a 20th century mindset on a 21st century medium. So, we decided to write a section that described what it's NOT, as a way to help people wrap their minds around it.







Jamie Turner (photo left)



How should a business person set themselves up for success with social media?



Jamie Turner: There are three key things they should do. The first is to assign the appropriate manpower to it. Many companies think you can do it in 15 minutes a day and that's simply not the case. The second is to think strategically before you think tactically. What are your objectives? What's your desired outcome? And the third is to measure what you do. After all, the reason a business person does social media isn't to be social -- it's to make money.



What are the most common causes of failure in social media campaigns?



Jamie Turner: The two most common causes of failure are 1) not measuring a social media campaign on an ROI basis, and 2) setting unrealistic expectations for the campaign. The truth is, social media takes a lot of hard work and if you're going to do it, you'd better put some real manpower behind it.



What should business people know and understand about the many social media platforms?



Jamie Turner: If you're just starting out, focus on the Big 4 -- LinkedIn, YouTube, Facebook and Twitter. After that, you can start incorporating blogging, email marketing and location-based services like Foursquare into your campaign. If you're really advanced, you'll be creating mobile apps as another way to be social with customers.



How is mobile social media changing marketing?



Jamie Turner: Fundamentally, marketing has changed from a push approach to a pull approach. Instead of pushing your message on a passive audience watching TV, you're pulling them into a conversation with your brand using social media. When you're having a conversation, you're not pushy or sales-ey. You're just a nice brand that's trying to help a customer prospect solve a problem.



How can social media be integrated effectively into a marketing plan?



Jamie Turner: Yes, absolutely. In fact, it has to be integrated, otherwise it's just an island. Any good social media campaign will have the look, feel and tonality of the brand. It'll also fit nicely into strategic goals laid out in the marketing plan.







Reshma Shah (photo left)



How can a person establish goals, objectives, and strategies for social media?



Jamie Turner: Yes, and it's pretty simple. For example, in business, your goal is to generate a profit, your objective is to drive revenue to your company, and your strategy is to use social media to engage customers and differentiate your brand from others. If you lay all those things out on the table, then they can be used as a roadmap to guide you to your ultimate goal which is to sell more stuff.



How can a person measure the return on investment of social media marketing, and how do the metrics compare to traditional measurements of success?



Jamie Turner: Social Media ROI is calculated by understanding a concept called Customer Lifetime Value (CLV). Your CLV is basically the amount of revenue a typical customer will bring to your company over the course of their engagement with your company. So, if you're a lawn care company and your typical customer spends $100 a month with you and they typically stay for 3 years (on average), then your CLV is $1200 per year x 3 years = $3600. Once you know that, then you can calculate how much it cost you to acquire a new customer. If it cost you $360 to acquire a new customer and your CLV is $3600, then you're in great shape.



Given all that, your social media campaign will need to drive new prospects to sign up for your company. If 1 out of 100 prospects driven to your company website actually becomes a customer, and it cost you in total $360 to get those 100 people to the website (resulting in 1 new customer), then you're golden.



Make sense?



What is next for Jamie Turner and Reshma Shah?



Jamie Turner: Dr. Shah is focusing on her work at Emory University and her consulting practice. I'm working on the 60 Second Marketer (my online magazine) and a new book on mobile marketing which should be out early next year.



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My book review of How to Make Money with Social Media: An Insider's Guide on Using New and Emerging Media to Grow Your Business by Jamie Turner and Reshma Shah.

Tags: How to Make Money with Social Media: An Insider's Guide on Using New and Emerging Media to Grow Your Business, Jamie Turner, Reshma Shah, social media marketing strategy, business author interviews.

Michael Tasner: Marketing in the Moment - Author interview

Entrepreneur, speaker, charity proponent, and founder of Taz Solutions, Inc., Michael Tasner, in his practical and idea filled book Marketing in the Moment: The Practical Guide to Using Web 3.0 Marketing to Reach Your Customers First.

Michael Tasner describes how to achieve success in the rapidly evolving world of next generation internet, mobile, smartphones, and social marketing.

Thanks to Michael Tasner for his time, and for his intriguing and informative responses to the questions. They are greatly appreciated.









What was the background to writing this book Marketing in the Moment: The Practical Guide to Using Web 3.0 Marketing to Reach Your Customers First?

Michael Tasner: I run a web site marketing firm, and to be quite honest, 95% of businesses can't afford our services. But the businesses that couldn't afford our services were the ones I was most passionate about. So I wanted to write a how to guide for those businesses to be able to grow their profits quickly.

There are so many social media tools available, along with blogging platforms, how is a business person to know which tools work best for their business?

Michael Tasner: In the most simplest of forms, the tools you should be using are ones where your customers and prospects are hanging out. For example, if you're a musician, Myspace is great, if your a company selling hurricane windows, a Facebook Business Page is a better tool.

You describe the shift from Web 2.0 to Web 3.0 as happening at the present time. Why are the differences between Web 2.0 and Web 3.0 so important for marketers to understand?

Michael Tasner: The biggest shift is the modes of interaction and the time. We are looking at things on mobile devices and have less time. If you take away only one thing the biggest is mobile... we're in a mobile age, line none other.



Michael Tasner (photo left)

How is the movement to mobile devices changing marketing and how content is shared?

Michael Tasner: This is the biggest trend... Ive been writing about mobile for four years. In the next 1-2 years, everyone will be browsing web sites and buying things from a mobile device. Your web site and materials all need to be mobile compliant, you also need to get a mobile strategy in place, FAST.

You write that blogging is transforming into microblogging. What do you mean by that transition and why is it important?

Michael Tasner: We're becoming busier and busier and hit with more marketing messages each day... therefore, would you rather read an entire 1000 word article, or the most important point summed up in 140 characters or less?

Many people have heard about apps. Why is it important to understand how apps work and how they relate to marketing?

Michael Tasner: With the rise of mobile devices, apps are becoming the norm. Many businesses should look into getting applications developed as they continue to grow in popularity.

Why is virtual reality marketing a concept that marketers should understand?

Michael Tasner: This is one of those trends that's great for service businesses. Instead of flying all over the world, you can conduct the meeting in a virtual space. Its also great to test out if you do a lot of trade shows.

How can collaboration be made more effective for marketers?

Michael Tasner: This is more of a speed thing... the faster you can get things done, the faster you are to market. My favorite tool is Google Docs.. between Google and Salesforce.com, I run and manage all my marketing campaigns.

How can a marketer put all of the components of Web 3.0 together into an integrated and effective whole?

Michael Tasner: The first step is to do the 360 degree audit I talk about in the book and see where you are lacking. Then start with one of the places and grow from there.

What is next for Michael Tasner?

Michael Tasner: I have two more books in the works, and continue to speak throughout the world to help turn dreams into reality.

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My book review of Marketing in the Moment: The Practical Guide to Using Web 3.0 Marketing to Reach Your Customers First by Michael Tasner.

Tags: Marketing in the Moment: The Practical Guide to Using Web 3.0 Marketing to Reach Your Customers First, Michael Tasner, Web 3.0 marketing strategies, business author interviews.

Phil Simon: The Age of the Platform - Author interview

Technology consultant and speaker Phil Simon was kind enough to take the time to answer a few questions about his fourth book project The Age of the Platform.

Phil Simon describes how he is utilizing a unique fund raising technique using Kickstarter, how he is bypassing the constraints of traditional publishing, and his ideas for marketing the new title.

Thanks to Phil Simon for his time and for his interesting and thoughtful responses to the questions. They are greatly appreciated.







What was the background to writing The Age of the Platform?

Phil Simon: I thought about two things. First, I thought about how I transformed my own small business over the last three years. I have diversified and moved into many different lines of business since 2008. Second, if I had to work for a large company, which one(s) would it be? I have always had great admiration for Amazon, Apple, Facebook, and Google. I looked at what they were doing—and why they were so successful. I realized that companies of any size can learn a great deal from them.

What topics does The Age of the Platform cover and what makes it different from other books in the field?

Phil Simon: The Age of the Platform is, to my knowledge, unlike any book out there. Sure, many books have been written about Amazon, Apple, Facebook, and Google—and I’ve read quite a few of them. I unaware of one, however, that looks at these companies in the context of the platforms they have built. What’s more, the book looks at the different planks they have built—and how new platforms such as FourSquare, Twitter, LinkedIn, and Force.com are using the platforms as a new business model.

Is this more than simply another book to add to the already existing small library of books on social media?

Phil Simon: I’m so glad that you asked that question. This is by no means another “me-too” social media book. I actually think that the book is much more like The Long Tail by Chris Anderson in the sense that it defines an entirely different way of doing business. No longer are companies taking the “buy you or crush you” approach. They are embracing mutually beneficial partnerships—and reaping the rewards in the process.

You are facing some challenges in writing this book. What are some of these challenges you are meeting?

Phil Simon: I had signed with a literary agent in the hopes of finding a publisher that would get this book out quickly. Interest from traditional publishers was strong, but they all said that they would put the book out in the spring or summer of 2012. I’m unwilling to wait that long for several reasons. Most important, Amazon, Apple, Facebook, Google and other platforms change far too often these days. This book needs to come out—and soon. So I’ve started a project on Kickstarter to ensure that that happens. I did the same thing with my third book and was pleased with the results.

How has this book pointed out some of the weaknesses of the traditional book publishing model?

Phil Simon: Well, the book itself isn’t really about the publishing industry, although I mention how Amazon and Apple have had success in books on a number of fronts. Traditional book publishing is far too slow these days. People want to read and learn as soon as possible-and it’s easier than ever to circumvent old-school gatekeepers. More and more books are coming out faster and faster. Many publishers are clinging to antiquated methods. They’re less and less relevant these days.

You have expressed concern about the control of the book and the final book product. What are these concerns on your part?

Phil Simon: Well, many people don’t understand that when authors sign contracts with publishers, the latter has final cut. If they don’t like the direction of the book, they can change it. They can dilute the message. Suggestions to improve the book are one thing; but corralling the central theme of the book to make it more “mainstream” increases the risk that the book will not be unique and great. I believe that I have written a great book and I don’t want elements changed for the sake of making it more palatable on some term.

You have arrived at a unique funding solution to bring the control of the book back into your own hands. How does this funding solution work?

Phil Simon: As I did with my previous book, I am using Kickstarter to raise funds and, more important, awareness. After I raise $7,500, people submit payment via Amazon.com. I then send them copies of the book—both physical and electronic.

Should you reach your funding targets, how do you plan to spend the available funds?

Phil Simon: Many self-published books look unprofessional. Mine won’t. The New Small is a case in point. It turned out great. To make that happen, I needed to hire professionals: a cover designer, an editor, a production person, and a proofreader. I’ll also build the site www.theageoftheplatform.com and spend money on public relations.

How do you plan to keep marketing the book to maintain and increase marketing momentum?

Phil Simon: Well, I have a big mouth. People like you are also going to help. Kickstarter does more than allow me to fund the book. I use crowdsource elements like cover design and interior production. I want people to feel like they’re involved in the process of making the book a reality. That should help keep momentum going after the book’s released.

How can people get involved in your book publishing funding initiative?

Phil Simon: It’s easy. Go here.

What is next for Phil Simon?

Phil Simon: I’m turning one of my client’s blogs into a book through my publishing company. That book will be out in October of 2011. I’m also moving to Las Vegas, NV from New Jersey.

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My book review of The New Small: How a New Breed of Small Businesses Is Harnessing the Power of Emerging Technologies by Phil Simon.

Tags: The Age of the Platform, Phil Simon, emerging technology, business author interviews.

Julie Steelman: The Effortless Yes - Author interview

Accomplished sales professional and entrepreneur Julie Steelman, was kind enough to take the time to answer a few questions about her no nonsense and practical sales idea packed book The Effortless Yes: Demystifying the Selling Process and Discover: Your Selling Archetype, Your Natural Asking Style, Your Bankability.

Julie Steelman describes how many entrepreneurs, including women business owners, dislike and even fear selling, and shares straight forward and effective ways to sell successfully.

Thanks to Julie Steelman for her time, and for her very comprehensive and extremely informative responses to the questions. They are greatly appreciated.

What was the background to writing this book The Effortless Yes: Demystifying the Selling Process and Discover: Your Selling Archetype, Your Natural Asking Style, Your Bankability?

Julie Steelman: The reason I wrote this book is because I was appalled at how many self-employed people, entrepreneurs, experts, small business owners, and coaches were barely breaking even and were feeling very disempowered. They all started their businesses because they felt called to help make a difference in their customers' lives. Yet, they struggled with turning their passionate endeavors into a profit; or worse, they began feeling very lost because they weren't making the impact they wanted to.

It moved me and broke my heart at the same time. I knew I could help and had to. This powerful group of people could be ushering in a new, conscious business era, but that won't happen unless they are financially successful. Thus, the writing was on the wall that they needed sales help and they needed it in a form that would allow them to naturally serve their customers and their mission without diminishing their spirit.

One the key themes of your book is how entrepreneurs are averse to selling. Why are so many entrepreneurs so afraid or uninterested in sales?

Julie Steelman: I think so many entrepreneurs are averse to selling because they were a mistreated buyer one too many times. They feel awful and awkward about selling because they have had a very negative experience of salespeople who didn't care about them and only wanted to fulfill their agenda--not the customer's needs. So, as soon as they step into the saleperson's role, they think they become just like those negative role models they associate with selling. The funny thing is, that is far from the truth.

This is why the whole practice of selling gets dicey for entrepreneurs. They feel as if they are getting ensnared in the sales-versus-soul trap. Most entrepreneurs got into business because they wanted to make a difference in the world, but as soon as it's time to ask the customer for the sale, entrepreneurs think they are compromising their gifts. So instead, they do nothing and wish, wait, want, and hope for that customer to call who is ready to buy and requires no interaction from them. In short, avoiding the sales process makes many entrepreneurs feel safer. That is nice, but it isn't bankable and won't pay the bills.

What causes this stomach knot inducing fear of sales on the part of otherwise fearless entrepreneurs?

Julie Steelman: Great question. I think this happens to fearless entrepreneurs because they are selling something very personal to them. It is their baby and they don't want to subject themselves to rejection or hear that their life's work is less than appealing in any way. So, they totally avoid talking about it with their customers and forfeit their divine right to live abundantly. But there is a fix for this, and it's in my book. It's called "Claiming Your Sweet Spot."

I show entrepreneurs how to go through a short exercise that helps them define, claim, and celebrate what they do that's so great, different, valuable, compelling, useful, masterful, unique, and so on. Once you can do this, you stand in unwavering confidence about the value you offer and are immune to any rejection. In fact, claiming the sweet spot is the BEST way to eliminate sales phobia for anyone.

The thing is, customers don't know what we know and if they did, they would do business with us immediately. But who is going to explain the benefits to them if we don't?



Julie Steelman (photo left)

Why should entrepreneurs consider sales an opportunity rather than a problem?

Julie Steelman: Simply because without any customers there isn't any mission to fulfill, any difference to make, or any way to create a business that is financially supportive. Said another way, it is very painful to have all of these great products and services that provide so much value, but no one is getting any of the benefits because no one is using or buying anything. It's been said that sales is about being of service. That is a very true statement. When you are willing to help your customers make the right buying decisions (selling), you are actually being of service to them. If not, then a disservice was done to the customer. The customer misses out on the value they could have gotten, and the reluctant seller has withheld that opportunity from their customer.

You suggest that entrepreneurs start a conversation to boost sales. What do you mean by that?

Julie Steelman: What I mean by that is to get the listener--the prospective buyer--to take down their defense wall and give you permission to tell them more about your product or service. Selling isn't something you do "to" someone. Selling is something you do "with" someone. It is a dialog, a back-and-forth conversation in which you are the leader. If you spill the juicy beans about what you do and never draw the listener into the conversation, it becomes one-sided and awkward very fast. In my book, there is an entire section that presents normal and natural ways to start a conversation. It is much easier than most people think. In fact, everyone reading this starts conversations all the time.

How can an entrepreneur be inspirational and heartfelt in the sales process?

Julie Steelman: This is an easy fix. They can be inspirational and heartfelt during the sales process by treating the customer and everything they say with honor and respect. Additionally, telling the truth about their own story and what led them to create their product or service makes things human between buyer and seller. Selling is truly about connecting with your customers so you can tune in to what they do and don't say--and then respond accordingly.

While being helpful, caring, and service-oriented is the heart of sales, why is this concept so hard for many entrepreneurs to discover?

Julie Steelman: Whew...I truly think this goes back to the idea that "money is the root of all evil." And lots of people have translated that to mean, "When I ask for money, it means the sacredness of what I do is tarnished or diminished." This is much more of a money mindset question than it is a sales question. In my opinion, I think it has turned into an excuse not to ask for the money so the seller can avoid any perceived rejection. Money is just as spiritual as our nature. It is the means through which we can measure giving and receiving. That is just how it works in our society today. The way to solve this dilemma is to understand exactly how your product or service translates into value for your customer. Once you acknowledge the value you are offering, you can feel deserving of the money you accept for it.

How can entrepreneurs become better at understanding the true needs of the buyer?

Julie Steelman: Simple. Listen to the buyer with a quiet mind and focus on the heart center. I call it "Intuitive Listening," and I describe how to do it in the book. When your mind is quiet, you can listen with all of your senses, and then your inner guidance, which is usually accurate, will prompt you what to do and say. This is one of the most powerful skills any entrepreneur could learn.

When the inner nagging voice is loud, then the seller has no way to truly connect with the customer, beyond the words. Customers want to know their potential business partners "get them" or have their back. They won't believe you too much if there is no connection. Intuitive listening is how you make that bond happen.

You describe a concept you call claiming your sweet spot. What do you mean by that?

Julie Steelman: I mean zeroing in on that special thing you do or offer that results in the change or transformation of the customer. What is that "thing" that actually gives the customer more of what they want? And how do you give them that? It is a very personal and intrinsic thing. But when you can identify what that is, then your distinct offerings and their potential to be lucrative become instantly obvious. Selling from your sweet spot allows you to say "what I do best is" or "My product's best feature is."

You describe three common sales mistakes. What are these mistakes and how can they be avoided?

Julie Steelman: Ha ha! There are more than three but these pretty much sum up why most people barely break even.

1. Winging it and not putting together a sales plan. How can you get to where you want to go if you don't know where that is? I believe a sales plan is much more than a way to watch your numbers go up or down. I believe it is a big intention you set, letting the universe know how serious you are about generating money. I go through how to create a sales plan in detail in the book. You can start by deciding you are going to do whatever it takes (with honor and integrity) to make more than you need. Write down the amount of money you want to keep and add your expenses to that number. Voila! That is your new sales goal.

2. Not asking for the business. Some people do a great job of educating their customer and they spend lots of time doing it. But then they wonder why their efforts don't result in a sale or cash in the bank. It's because you didn't take the most important step and ask your customer if they are ready to sign up. I provide many scripts in the book so everyone can find a way to do this that suits them perfectly. My suggestion is to recap key parts of the conversation and then ask if they are ready to partner together.

3. Setting the wrong price. This is where you set prices based on what will get you out of having to sell instead of setting prices based on the value the customer gets. I see this happen way too often and have been guilty of it myself. People always ask me, "What price would make it easy for them to buy?" Wrong question. The question is, what price reflects the true value they get and you deserve?

How can an irresistible sales presentation be formulated and put into action?

Julie Steelman: There are five components that make a pitch irresistible, which I detail in my book. But one of the most important ones is to make sure to tell the listener a short and compelling sentence about what you do and how they can benefit. Then ask them if that sounds interesting, on target, or would they like to hear more. It removes the listener's permission barrier and now they are ready to listen with both ears!

How can social media enhance the sales process?

Julie Steelman: Social media is such a great gift to all of us running our own businesses. We don't have to pay for expensive advertising that doesn't work. Instead, we get to go out on the social web and talk directly to our customers. The most effective and efficient way to use social media that I have found is to invoke dialog with your tribe. Get them talking and then respond to the things they bring up. Not only will they feel as if you helped them, but everyone else watching reads it too.

Social media is the start to the conversation with your customers. It works in your favor to develop the age-old "know, like, and trust" model. But there is a slim chance you will close a deal on social media. Watch for that moment when your customer's interest peaks, and then invite them to talk offline. That is how you will turn that intensive social media time investment into money in the bank.

You suggest getting rid of the cold call. Why do you not recommend this age-old sales practice?

Julie Steelman: I say nix cold calling because it doesn't work and most sellers loathe doing it. So, no matter how you slice it, sales are commonly made using that technique. My suggestion is to warm it up by doing research on your customer. Find some common ground and tie that into your reason for calling. It acts like an instant bonding moment and the customer is much more accepting and willing to hear what you have to say. With a little bit of extra thought, anyone can find a comfortable way to start a conversation over the phone. Keep in mind everything you say is about the customer and not about you. Avoid using the word "I" too much.

Research the top 5-10 customers you want to do business with, and jot down something you can really relate to about each one. Now, make a note of what you believe their top challenges are and how your offerings could help them, and craft an opening line based on that information. When you finally call them, explain why your companies have great synergy and discuss what you can do for them.

Is there a better way to overcome objections than the usual canned responses?

Julie Steelman: Yes, yes, and yes! Canned responses don't work. Remember we talked at the beginning about customers wanting to feel like the seller cares about them? As soon as you say something that doesn't ring true or that doesn't come from the heart, the customer instantly decides you are not trustworthy. I believe there is no such thing as "no." An objection means the buyer is thinking about doing business with me and they have encountered a speed bump while trying to make a decision. It is my job to uncover the source of that hurdle. And once I do, it is most likely a misunderstanding, misinformation, or I didn't explain the benefit well enough. You have to know what is causing the objection so you can overcome it. Just ask more questions and gently probe a little deeper.

Are there special benefits and challenges in your approach for women entrepreneurs?

Julie Steelman: Yes, absolutely. My approach puts heart back into the basic business transaction. And when women can stay in their heart while they sell, they not only feel they are making a difference, they tap into their natural instincts and build a partnership. What woman doesn't thrive when she can sit elbow-to-elbow with her customer and problem solve?

Engaging this way allows women to make use of their caretaking DNA and connect more deeply with their customer. It is natural, then, that a sale will be made.

What is the first step an entrepreneur should take to become effortless at sales?

Julie Steelman: Make a whole-body decision that what you have to offer is valuable enough to your customer that they would be ecstatically happy to pay you for the result. Then start taking action as though that were true.

What is next for Julie Steelman?

Julie Steelman: Thanks for asking! What is next for me is a speaking tour and another book about creating long- lasting bankability! Stay tuned!

* * * * *

Julie Steelman has generated more than $100 million in sales during her 30-year sales career using her unique "heart-based" selling approach. She is author of a new book, The Effortless Yes: Get the Sales You Want and Make All You'll Ever Need (Franklin-Green Publishing, 2011, www.EffortlessYes.com), featuring a 7-step approach that helps sales-averse entrepreneurs create profits by learning a new way to sell that's pleasurable and easy.

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My book review of The Effortless Yes: Demystifying the Selling Process and Discover: Your Selling Archetype, Your Natural Asking Style, Your Bankability by Julie Steelman.

Tags: The Effortless Yes: Demystifying the Selling Process and Discover: Your Selling Archetype, Your Natural Asking Style, Your Bankability, Julie Steelman, entrepreneurship sales, business author interviews.

Margaret Heffernan: Willful Blindness - Author interview

Entrepreneur, CEO, writer, and keynote speaker Margaret Heffernan, was kind enough to take the time to answer a few questions about her insightful and thought provoking book Willful Blindness: Why We Ignore the Obvious at Our Peril.

Margaret Heffernan describes the concept of willful blindness, or looking the other way, through a combination of the latest brain research and business, social, cultural, and personal anecdotes, providing a fascinating window on this very human way of seeing and behaving in a complex world.

Thanks to Margaret Heffernan for her time, and for her very informative and comprehensive responses to the questions. They are greatly appreciated.

What was the background to writing this book Willful Blindness: Why We Ignore the Obvious at Our Peril?

Margaret Heffernan: I was commissioned to write 2 plays for the BBC about Enron (I'm one of the few playwrights who can read a balance sheet and earnings statement!) So I was reading the judge's instruction to the jury in the trial of Ken Lay and Jeffrey Skilling. And Judge Lake instructed the jury on the concept of willful blindness, according to which, if there are things you could know and should know, but somehow managed not to know, the law still deems you responsible.

The concept is applied most frequently in drug trafficking cases: if a friend gives you a suitcase to take across the border and, when opened, it is found to contain drugs, you are held responsible. You could have known and should have known and that's enough. I thought this should send chills down the spines of most CEOs. And it made me think of the very many instances of willful blindness in our corporate and private lives.

What are some examples of willful blindness in action?

Margaret Heffernan: I write extensively about the 2005 accident at BP's Texas City refinery. There are years of consultants' reports, prior to 2005, saying the place is unsafe. Employees are on record as saying "When I come to work, I wonder if today is the day I will die." Yet the executives claim to have had no knowledge of the dangerous conditions of the plant.

I also write about Libby, Montana which was poisoned with asbestosis. Although people in the town had been dying young for years, many of the townspeople resolutely refused to ask any questions about these deaths -- even though the asbestos mine had long since closed down.

I also write about the banking crisis which pundits said came as a bolt from the blue - when in fact all kinds of people, many of them perfectly ordinary citizens, had warned of it for several years.

Ditto mortgage fraud. The Iraq war. Bernard Madoff. WorldCom fraud. And so on.

Why do people actually prefer willful blindness to facing the reality of the situation?

Margaret Heffernan: People often safer when they turn away from the issues they don't want to face. The horrible irony is that this ostrich-like behavior in fact places them in greater danger, as they just give the problem time to get worse. Employees consistently believe that they have only two choices: shut up or risk losing their jobs. In reality there are far more choices than this, but they don't know how to surface them. And they often feel they're being good soldiers by keeping their mouths shut -- when in fact, every leader depends utterly on the workforce surfacing critical issues. But it takes a very great deal before employees understand and believe this.



Margaret Heffernan (photo left)

How does willful blindness develop and take root in a person?

Margaret Heffernan: There are positive aspects to willful blindness. When you say nothing about the spot on your neighbor's tie, or the fact that her lawn is overgrown, that oils the wheels of social life. In the Blitz in London during the Second World War, dancing and going to parties sustained morale far better than agonizing over the mortality rate might have done. And of course few of us confront the issue of our own mortality each day! So it may start as a survival mechanism - but mis-applied, or over-applied, becomes a risk in itself.

What are some of the dangers posed by being willfully blind to circumstances, events, and people?

When you don't open your credit card bill, when you decide you don't have time for the medical check up, the dangers are personal.

Margaret Heffernan: But when you are in an organization that won't tolerate dissent, that prizes loyalty and conformity above critical thinking, you put entire organizations at risk. The complexity of vast organizations often makes it impossible for anyone to see from one end of a transaction to another. Out-sourcing introduces such vast physical and cultural distances between operations that no one managing them really knows what is going on. (See the case of SIGG water bottles or Apple's shock over working conditions at the Foxcomm factory where its iPhone was made.) I argue also that over-paying individuals - blinding them with money - makes companies less engaged socially. Our willful blindness to pollution, global warming, over-population puts everything at risk.

The gravest challenges we face aren't created by things we don't know about but things we do perceive but turn a blind eye to. The problem isn't that we can't see these problems but that we don't want to look at them.

Are there situations where a person may even be required to be willfully blind to what is happening around them?

Margaret Heffernan: As above for positive aspects. But also in many organizations, when fraud occurs, employees may feel (and sometimes - but only sometimes - are right) that if they say anything, they'll lose their jobs. Clearly Lynn Brewer at Enron felt this. Walt Pavlo at WorldCom felt that he had to turn a blind eye to the accounting malfeasance around him. And it is clear that many people in the mortgage and banking industries knew that mortgages were being mis-sold, that there was widespread fraud and high risks of defaults but that their managements wanted them to ignore this.

What is the first step a person should take to avoid the affliction of willful blindness?

Margaret Heffernan: Check the facts. Consult with colleagues. Build coalitions. And remember: what you do matters.

Are there some techniques that can be employed to end willful blindness for a person?

Margaret Heffernan: Yes. Seek disconfirmation: have friends who try to prove you wrong! Develop an appreciation for conflict done well. Construct hypotheses and test them. Build organizations where dissent is positive.

What is next for Margaret Heffernan?

Margaret Heffernan: I was very struck, examining the housing and mortgage crisis, that the competitive marketplace didn't work the way it is supposed to. Instead of competition creating diversity of products, it produced vast, dangerous conformity. I think that's very interesting and am looking into why and how that occurs. It is not at all what economists expect.

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My book review of Willful Blindness: Why We Ignore the Obvious at Our Peril by Margaret Heffernan.

Tags: Willful Blindness: Why We Ignore the Obvious at Our Peril, Margaret Heffernan, cultural psychology, business author interviews.

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