All posts tagged: Strategy

Are You Hiring Sales Architects?

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Many companies have focused on hiring either hunters or farmers, depending on the current needs within their sales organizations. The problem with this strategy is that those who are good at hunting down new business are not as good, or do even harmful things, when they attempt to develop more business (farming) within existing accounts.

That’s where the Sales Architect comes in to the picture. These individuals are highly proficient at both hunting and farming. This video tells you more about this profile.

Scott WintripAre You Hiring Sales Architects?
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The Alternative to Strategic Planning

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Scott's Monday Morning MessageLike a computer with a well functioning operating system, companies that perform exceptionally well year after year have a well planned Renewable Operating System (ROS). Better than a strategic plan, an ROS creates a better way of doing business with speed, agility, and reduced effort, similar to the powerful processors in today’s technical devices.

The first step I initiate with every leader with whom I work to create an ROS starts with the current “code.” Just like rewriting an entire software program is overly labor intensive and often unnecessary, rewriting how a company does business is often a complete waste of time and resources. Instead, one of four actions, based upon the current circumstances, is the quick and nimble way to go from here to an even more profitable there:

Reboot: A solid plan for running the business was in place, but wasn’t followed. A reboot allows for a fresh chance to work the plan from beginning to end, while also evolving it into an ROS that eliminates the need for future reboots.

Reset: Parts of the previous plan weren’t followed, requiring only a reset on those portions of the plan. Without having to completely start over, momentum continues as the missing elements are integrated into a better, more sustainable operating system.

Reconfigure: The last plan was worked correctly, consistently, and completely, but the result didn’t meet expectations. Without overwriting the entire system, only the elements of the plan that were causing the shortfall need to be reconfigured when developing the ROS.

Redesign: There was no plan and, no surprise, nothing good has come of that. Redesign allows for learning from this oversight, creating an ROS for moving forward based upon what was learned in the process.

Rather than relying on a strategic plan for next year that may end up in the bottom of a drawer, program a fresh approach based upon where you’re at today. By having an operating system that benefits from the lessons of previous successes and failures, you can plan for an even better future.

Scott WintripThe Alternative to Strategic Planning
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Play Big and Go Home

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Scott's Monday Morning MessageIt’s all too easy to play the game their way. Following their rules, their pricing, their way of doing business. They are the customers, your competition, the majority of the market, and playing their game doesn’t serve most firms very well.

If you’re really satisfied with playing the game their way stop reading, because this post is not for you. For the rest of you, here’s how you play the game your way:

Identify five ways you could play bigger, then pick the easiest to get started.

This could include:

  • Setting your price and sticking to your price.
  • Creating a better process and sticking to your process.
  • Inventing new ways of adding value.
  • Finding areas of your business that you can streamline, reducing effort and freeing up people and resources.
  • Letting go of buyers or candidates who waste your time, energy, or effort.

Whoever said “play big or go home” must not have been in staffing and recruitment. By playing big, or even bigger than you’ve ever imagined possible, you can go home more satisfied, with customers better served, happier candidates, and your life richer and more meaningful.

So play big and go home because it’s your way, your rules, and your way of doing business, unless you make a conscious choice to play by their rules instead of your own.

Scott WintripPlay Big and Go Home
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Why Strategies Fail

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Whoever said that “a failuScott's Monday Morning Messagere to plan is a plan to fail” didn’t understand planning. Unless mentally impaired, no one actually plans to fail; what really happens is they fail to take into consideration the one element that kills the chances of any plan succeeding—emotion.

Logic makes people think while it’s emotion that makes them act. All variations of planning, be they strategic plans, project plans, or broader business plans are exercises in logic. Done right, they make perfect sense, and then are deployed by imperfect beings. Good planning always fails when the emotions of leaders and staff prompt them to act based upon those emotions, even when that’s contrary to the plan. For example, how many times has there been a plan to do better at holding people accountable, even firing them faster when warranted. Yet, the emotions that come up when faced with this reality hamper, delay, or even justify why these best laid plans are not followed.

The fourth quarter is the most common time that staffing firms, recruitment agencies, and business of all kinds engage in the yearly strategic planning exercise. This year, account for and include in the plan the fact that emotions are going to come into play many times in the coming year. The joy that you experience, as a result of adequately addressing this element in your planning, will have you experiencing joyful results that will, in no way, hamper any of your plans.

Scott WintripWhy Strategies Fail
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Mom Was Wrong

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Scott's Monday Morning MessageIn an accusatorial tone, many mothers have said things like, “If your friends jumped off a cliff, would you do it too?” The insinuation is that real friends don’t encourage you to take risks. From my experience a true friend, or even just someone who has your best interests in mind, will ask you take to huge leaps, even giving you a shove from time to time.

Scott's FreefallTaking leaps is top of mind as I jumped, just a few hours prior to writing this, out of a perfectly good airplane. I did so because some of my dearest friends encouraged me to join them. After watching the video of my first skydive, I’m now reliving the rush of the 8000′, 60-second freefall, followed by the beauty of the peaceful 5500′ glide to our landing spot, safely sliding to a stop in the soft, warm grass. Would I do it again? When are we leaving?!?

That is the power of true friendships and supportive relationships—they are the people who often suggest taking leaps you might otherwise avoid.

I’m betting there’s a leap you’ve wanted to take for the benefit of your company, but something has held you back. It could be fear, believing you’re too busy, or some other reason, legitimate or not. Why you haven’t taken this leap really doesn’t matter.

As a leader, it’s your job to take leaps that you believe will create better circumstances for your organization. This could be changing the type of recruiting you do, the markets you serve, or how you deliver your services. Maybe you’ve always wanted to dramatically increase margins or fees, reduce the amount of time it takes to fill orders, or even innovate how buyers of staffing and recruiting acquire their talent.

Whatever the leap may be, doing it alone is often the problem. It can be lonely at the top, including at 13,500′ in an airplane, which is why I went with trusted friends and hired Paul, my instructor. The same is true for leaders in staffing—taking chances and choosing to follow through on calculated risks is always easier with support. This is why many of my clients have retained me as their advisor for years and often even more than a decade. Whether it’s hiring someone or lining up colleagues you already trust, leaders need unbiased people to be of support and, occasionally, give them a healthy shove.

While most moms have the best interests of their kids in mind, telling them not to take leaps with trusted friends is not one of their best pieces of advice. Good thing us grownups no longer have to follow all of moms’ directions.


GAINThis week on GAIN:

There’s a big difference between doing deals and Doing the Deal. Not only does Doing the Deal get you better results, it creates lasting relationships with clients and candidates. This Weekly GAIN video shows you the three simple steps to take. Read more

Scott WintripMom Was Wrong
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It’s a Small, Big World After All

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Scott's Monday Morning MessageWhile going global would be a prudent measure for many reading this, learning from global patterns is the next best thing. Trends don’t last and, as a result, are not reliable indicators of actual market conditions and emerging opportunities. Patterns, on the other hand, are virtually infallible barometers as they demonstrate the momentum of where things will continue to flow.

Last week, I spent time in London with a number of clients I advise while also meeting with prospects, colleagues, and officials from the US Embassy and Canadian High Commission. In comparing patterns in the UK and Europe with those of my clients in North and South America and APAC, the following four patterns are of utmost relevance:

1. Margins and profits across the globe are rising at the fastest levels ever.

Companies that are providing innovative value, both tangible and intangible, are seeing significant expansion of profits, regardless of location. Even markets that have seen recessionary conditions persist the longest, including the UK and Australia, have a growing number of companies with rapidly expanding profitability.

This week on GAIN, I’ll be revealing the Value Blueprint, which details more on what these companies are doing differently.

2. Talent rules and will for years to come.

Regardless of any future changes to economic conditions, acquiring and retaining talent will be the top differentiator that impacts outcomes. Companies that are relying too heavily on reactive recruitment methods are already seeing declines in market share and net profits. Conversely, those demonstrating a pattern of active and anticipatory recruiting, called Revolutionary Recruiting and Retention, are deepening their reach with current and new buyers.

3. Niche doesn’t always mean niche.

Focusing on an industry or market sector, such as IT, Oil & Gas, or financial services, isn’t being a niche player. Those that go an inch wide and mile deep within these and other industries are improving faster than their competitors in all aspects of their financials. This is true of SME’s and larger corporations throughout the world.

4. The Knowledge-Action Divide is shrinking in the most profitable companies.

Call it execution, accountabilities, or the Nike (Just do it!); leaders who are holding people to an unwavering, no excuses form of responsibility are the darlings of the business world. By practicing Radical Accountability, they accomplish this without any heavy-handedness or micro-management. Their companies are achieving substantially better results along with industry leading retention.

Patterns persist while trends come and go. While it may be trendy to go with the latest in fashion, following trends in business is a surefire way to quickly go out of corporate style. As the song goes, “there’s so much that we share that it’s time that we’re aware” of the patterns and what they tell us about what to do next.

It’s a world of laughter, a world of tears
It’s a world of hopes and a world of fears
There’s so much that we share that it’s time we’re aware
It’s a small world after all

– Lyrics from Disney’s “It’s a Small World”

Scott WintripIt’s a Small, Big World After All
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Putting Lipstick on a Pig and Calling It Innovation

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Hundreds of leaders in the staffing and recruiting industry heard panelists and speakers talk about “innovative” ideas last week at the Executive Forum in San Diego. In a number of instances, what was said was no different than putting lipstick on a pig and saying she’s a contender for Miss Universe. The reality is that many so called innovations are nothing more than old ideas regurgitated in a different way.

This observation is not a criticism of the event, which was outstanding, or the ideas that were shared, as many were prudent or even incredibly wise. Leaders benefit from reminders of what works, which I refer to as sustainable practices, and methods that stand out for their ability to improve the way work is done, which are true best practices. Labeling something as innovative, when it’s not, is careless, at best, and reckless when those hearing it blindly use it, thinking they’re about to reinvent the wheel.

Why does this happen? Innovation in staffing and recruiting isn’t easy, especially since everyone has access to the same product. The day we gain the ability to manufacture cyborg temps, contractors, and direct hire candidates will be the day when true ease of innovation begins.

So, do you just give up on innovation or just fake it by applying a bit more lipstick to the pig? Of course not. Innovation not only exists, it’s flourishing at companies that apply the Innovation Equation:

Good or Great
PLUS Irresistible Value
MINUS Labor and Complexity
EQUALS Sustainable Innovation

True innovation entails starting with an aspect of your business that customers see as good or great, not what is sub-par or out of your wheelhouse. Next, you find a way to add value they find irresistible while also reducing your labor intensity and process complexity. Do that, and you’ve transformed what many people see as a business that’s hard or even impossible to innovate.

What’s this look like on the street? Recent examples include a client I advised to add value that prompted procurement in three different companies to enthusiastically choose to spend lots more money. Another was a service innovation a global client that guarantees customers they’ll want to hire the first person presented every single time (I call this the One and Done Promise and it’s been kept 79 out of 80 times in just the past few months).

Reminders of sound business practices are great and should be talked about often. But these should never be treated as innovation. Doing so risks complacency and lulls people into be satisfied with kissing the pig.


NEW OPPORTUNITY – GAIN with Scott Wintrip
People in the staffing and recruiting industry have often said they’d love to keep me in their desk drawer, allowing them to open it anytime they need advice or support. While I’ve yet to find a big enough desk to fit into, I have developed a new membership offering that gives you top drawer access to my expertise when and how you need it. Learn more

Scott WintripPutting Lipstick on a Pig and Calling It Innovation
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Reboot, Reset, Reconfigure, Redesign – A Way of Life for the New Year

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As a former Windows user (and very happy Mac guy today), I remember those dreaded blue screens of death. It was inevitable that a few times each month my system would lock up and I’d have to hit the reset button, frequently losing at least the last few paragraphs I’d typed.

I’ve often thought it would be useful if humans had a reset button behind one ear to reboot our brains as we experience the equivalent of the blue screen. With one press, we could start over, interrupting thoughts, words, or actions that are counterproductive or even harmful.

Since we don’t come equipped from the factory with such a device, I offer the following aftermarket alternative. When your personal or professional outcome is not what’s desired, engage one of four options:

Reboot: A solid plan is in place, but wasn’t followed. A reboot allows for a fresh chance to work the plan from beginning to end.

Reset: Parts of the plan weren’t followed, requiring only a reset on those portions of the plan. Without having to completely start over, momentum continues as the missing elements are integrated into the working plan.

Reconfigure: The plan was worked correctly, consistently, and completely, but the result is not meeting expectations. Without overwriting the entire system, only the elements of the plan that are contributing to the issue need to be reconfigured.

Redesign: There was no plan and, no surprise, nothing good has come of that. Redesign allows for learning from this oversight, creating a plan for moving forward based upon what was learned in the process.

The new year is a great opportunity to keep what works and change or leave behind the rest. Reboot, Reset, Reconfigure, Redesign allows us to transform blue screens of death into nimble operating systems that create better results.

Final days to sign up for the start of Open More Door, Close More Deals. This new weekly video series begins the week of January 6th. Learn more

Scott WintripReboot, Reset, Reconfigure, Redesign – A Way of Life for the New Year
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