Building a Winning Business

An Intertech Course

Intertech Open House 2012

IntertechInstructors Who Consult, Consultants Who Teach

Training• Training through hands-on,

real world business examples.

• Our site, your site, or live online – globally.

• Agile/Scrum, Citrix, VMware, Oracle, IBM, Microsoft, Java/Open Source, and web and mobile technologies.

Consulting Design and develop software

that powers businesses and governments of all sizes.

On-site consulting, outsourcing, and mentoring.

Agile, .NET, Java, SQL Server, mobile development including iPhone and Android platforms and more….

Our Company Over 35 awards for growth,

innovation and workplace best practices.

99.7% satisfaction score from our consulting and training customers.

Yearly “Best Places to Work” winner in Minnesota.

Building a Winning Sales

Agenda

Hiring

Leadership

Projects

Negotiation

Communication

Tom Salonek

• Intertech Founder

• Past instructor, UST Management Center

• Executive education at Harvard and MIT, undergrad UST

HIRING

Recruiting

• Always be hiring

• Solid performers are never desperate

• Build a virtual bench

Interviewing

• Candidates on best behavior

• Consistent process

• Consistent questions

Recruiting

• Market to your talent like customers

• Walk them thru why you’re the choice

• Complete Guide to a Career with Intertech

Recruiting

Poor Performer Resume

• Short employment (12-18 months)

• Math doesn’t work (Top 3%)

• Previous bosses are not reference-able

S: Top 3%

Top Performer Resume

• Long employment

• Leaves job because recruited by former manager

• The math on comp works and happy to verify with W2’s

Interviewing

• Examples of bad reasons someone for joining a new firm:

• Vacation time

• Dental plan

• Commute

Outside Assessment

• Three places you don’t see someone’s real personality: First date, church, a job interview

• Use an assessment

• Create a benchmark

Outside Assessment

Interviewing

• Be picky

• Do the math

• Employed without gaps

• Get succinct answers

• Give specifics when asked

• Direct

• All bosses reference-able (except current)

• Check out the book: TopGrading

LEADERSHIP

Leadership, A Way of Thinking

• How we think and what we do

• “We become what we think about.” –Earl Nightingale

• “Adversity doesn’t build character. It reveals it.”

Leadership, A Way of Acting

• Take blame for mistakes

• “Great leaders look in a mirror when there is a mistake and look out a window when there is a success.” –Jim Collins

• Give away credit

• Create an environment where mistakes are O.K.

• “If you do nothing, you’ll make no mistakes.” –Ted Salonek

S: Truck

Leadership, The 7 Roles of a Leader

1. Plan organizational goals

2. Align individuals with the goals of the firm and hold them accountable

3. Solve problems

4. Delegate

5. Give praise

6. Give corrective feedback

7. Treat people with care

Check out Dale Carnegie’s books on management.

Vision

• What’s your long-term plan?

• How do your people fit into your plan?

• If you can’t answer this, don’t expect your people to

Values and Culture

• Culture is defined by your values

• They should be points of difference

• If you don’t know it, don’t expect others to know it…

Values and Culture

• How are you different in a way that matters to your customers

• There’s a lot of noise

• Clear differentiation

• If you can’t explain it, don’t expect them to

PROJECTS

Projects: Define the Problem

• An IBM study found well-defined objectives are the #1 factor in successful projects.

• Good project definition includes:

• A project plan defining the vision, Critical Success Factors, and areas of responsibility.

• Clear requirements

• A sprint plan stating who, when, what, and related interdependencies

• A risk plan defining what might go wrong and what to do if it does

Projects: Huddles

• Keeps communication consistent

• Stand, limit to 15 minutes max

• Each team member shares an update and “stuck items”

• A “daily number” measures the overall health

• Six consecutive data points in any direction are a trend

• Encouraging sharing stuck items, enables the slaying of monsters while they’re small

• Huddles should cascade

Projects: Think First to Work Smart

• Ask, “What could be done today that would have the greatest impact on the future of the project?”

• Keep meetings, including daily huddles, focused

• In meetings, encouraging decision makers to make decisions if all are in the room

• Don’t have “crunch time” = “business as usual.”

• There is no silver bullet

Projects: The End Game

• Keep the team focused: turn off e-/v-mail notifications

• Beyond huddles, cancel all nonessential meetings

• Keep the work in a known state (in software, daily builds)

• As you near completion, “Does this problem need to be fixed?”

• If a date slip, don’t exchange one bad date for another

• Celebrate success… “A soldier will fight long and hard for a piece of colored ribbon." –Napoleon

NEGOTIATION

Good Negotiators

• Always ask for something in return if they give a concession

• Have concessions get smaller as deal gets closer

• Define their outcome before starting

Good Negotiators

• Start higher (or lower, depending on your side)

• Focus on value

• Give concessions that are not just $$$’s

Good Negotiators

• Follow thru on consequences

• Don’t paint themselves into corners

COMMUNICATION

Giving Praise

• Let them relive the win… “How’d you do that?”

• Hand-written note > Praising in person > Sending an email

Giving Praise

1. Be specific

2. Acknowledge they went out of their way

3. Stay what it personally means to you

Communicating Touchy Subjects

• A study by Harris/Osborne in the 1970s found:

• 7% of communication happens with words

• 38% of messages are gleaned through perceptions of voice, including tone, rate, and inflection;

• 55% of communication happens through face and body language.

• Email is read using the tone of the reader not the writer

• Discuss sensitive things face-to-face

Communicating Bad News

• Giving someone a choice when there’s bad news to communicate

• Even if the choice is between two equally disagreeable scenarios

• Choice gives a sense of control

Extend Wins, Cut Losses

• A study on human behavior gave participants the option to:

Win $10 once — or— Win $5 twice

• They overwhelmingly preferred to win $5 twice. In the same study, participants were given the choice to:

Lose $10 once — or— Lose $5 twice

• They preferred losing $10 once

Summary

• Be selective in hiring

• Leading is how we think and what we do

• Negotiate win/win

• In projects, clearly define the problemand focus on focus

• Communicate strategically

FREE BOOK: BUILDING A WINNING BUSINESS

Building a Winning Sales

Thank You!

Tom Salonek

Intertech, Inc.

651-288-7000

tsalonek@intertech.com

Building a Winning Business

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