Executive Coach | The CEO Institute

Unexpected Recognition

7 years ago 0 0 1252

Sometimes, we do what we do because it is important to us, it makes a difference, or is part of our ‘bigger game’. We don’t directly seek recognition (however, we always seek appropriate feedback!). Then – out of the blue – you are recognised for what you have been doing and it allows you to take stock, and enjoy the realisation that what you do really is making a difference to others. This happened recently to me.  I have been offering presentations to CEO level syndicates for the last couple of years.  I find them highly stimulating in that the level you have to perform at (in terms of content, engagement and delivery) is exceptionally high just to be invited to present.  Further, I find it is is great forum to develop and discuss models and frameworks for making complex ideas around people, psychology and business really relevant for high

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Business Development Excellence

7 years ago 0 0 1996

How do you, and your organisation, approach business development?  That is, how do you work to grow your business? Are you a ‘shotgun marketer’?  Spray your marketing efforts in a wide arc hoping to ‘wing’ a few customers and bring them to ground? Or are you a replay marketer?  Do what you have always done? Or maybe a ‘shiny things’ marketer?  Are you the type that was the first on Facebook, Twitter and any other ‘shiny new’ marketing idea? Business Development is something that is a necessity in any business.  Whether you are a local pizza shop selling to the neighbourhood, or a major corporate selling around the globe, the way that you think about business development will have a massive impact on the success of your business. Working with many organisations across a spectrum of industries on business development, it has become clear that there are lots of areas

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you get what you deserve

Leading Customer Service Excellence

8 years ago 0 0 2998

Leading Customer Excellence Sometimes common themes emerge which run through the work you are doing.  At the moment, there seems to be a deep need for engagement, for resilience and excellence in customer service. Perhaps they all stem from the same place – the environment that business exists in is tough – there are competitors, the customer has high expectations and the landscape is often changing through technology, regulatory change or economic pressure. We know that customers have access to unlimited information, often an overwhelming range of options and know their ‘power’ in dealing with organisations.  This makes the point of customer interface critical – we have to provide an excellence in experience which allows them to remain engaged and want to be our customer. How do we, as leaders, help our front line people consistently deliver great customer service?  This is one of the things I have been working

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Transacting or creating real value as a sales and marketing strategy?

8 years ago 0 0 1456

Recently, I have been bombarded with ‘push’ marketing emails from some people who have obviously attended a seminar on ‘building and converting lists’ as their main sales and marketing strategy.  They are not talking with me, they are simply shouting AT me.   It makes me wonder how little time have they really put in to deciding that I am the sort of personthat they can flog to me and charge me for. It reminds me that there is a transactional approach –  or a ‘bigger game’ approach – of dealing with your customers: 1. The transaction model. In this model, the organisation has something specific to sell.  They go out and find customers that may want to buy it.  They trade – or more precisely, they transact.  Only the act of exchange brings value to both parties and the customer only serves as a recipient of the good or service for the

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