Essential Reading! Get my 3rd book: Eat Their Lunch “The first ever playbook for B2B salespeople on how to win clients and customers who are already being serviced by your competition.” Buy Now My Teenage SelfYou know you really are an asshole sometimes. Your Mom is raising four kids by herself and you can really be a selfish, little bastard. Start helping her, damn it.Remember to thank the good people at the restaurant later on in life. They gave you a job and fed you. Working fulltime at the age of thirteen is going to do more to help you succeed than almost anything else. Yes, even just washing dishes is going to form your character.Identify and get close to people with a way bigger vision of themselves than anything you are comfortable with. Your vision is way too small. Stunted, really.Later on, you are going to love a really nice suit and a really great tie. No. Really. Stop laughing.Don’t listen to people who tell you street smarts trump book smarts. Don’t listen to people who tell you book smarts trump street smarts. These things aren’t mutually exclusive, and combined they are more powerful than either alone. Go to school.My Early 20’s SelfGet out of bed before the sun comes up and get busy. The fastest way to win is to hustle. Don’t hang out at night partying with your friends. Do the work that matters instead.Talent by itself isn’t enough. Confidence and marketing provide a surer, straighter path to success. Double down on the marketing and promotion.Did you ever do anything about that whole “school” thing we talked about?You are a leader when you decide to be, not when someone gives you permission. Just start leading.Uh, dude, you might want to get those headaches checked out at some point. It could be something serious. Just sayin.My Late 20’s SelfLife isn’t a race. Take your time. You can accomplish a lot AND enjoy the experience at the same time. You don’t get go back over this ground again.Write down everything, every story. You are going to wish you could recall all the places, the faces, the names, and the lessons later on.Damn, boy! That wife is yours is something special! Don’t botch it up!My 30’s SelfLook, people have been having babies for a three and half million years. You aren’t going to screw it up worse than anyone else has . . . I hope.Twins. Really? Well now isn’t that going to be interesting?Your work and your job aren’t the same thing. Don’t confuse them. Spend more time doing your work than doing your job. You don’t know what I am saying? Well, think about it until you figure it out.Don’t be so damn judgmental. Everybody is dealing with their own pain, their own fears, and their own life. Who made you their judge?You can’t pay people to not have to lead them or manage them. It doesn’t work that way.My Early 40’s SelfGet started. Don’t wait for permission. Share what you know with people who need it.More margin! More margin!You only have these little people in your house for a few more years. Love them and prepare them to be healthy, happy grown ups. Make your mark, man!Your TurnWhat would you tell your younger self?
I had an interesting conversation with Hank Barnes last week. We were discussing competitive displacements, a euphemism for stealing clients from your competitors, and the conversation turned to client priorities. Part of displacing your competitor may also include displacing other priorities. Your client may want to change, need to change, and have every intention of eventually doing so, but yet they push that initiative into the future.Make It Strategic: There is a reason that you should start at Level 4, strategic outcomes in client conversations. The more strategic the outcome, the more important it is. The more important an initiative is to producing the strategic outcomes your client’s need, the more it is imperative that they take action. To make your opportunity more compelling, you need to tie it tightly to what is already compelling. How does what you are proposing to help your client with even greater outcomes?Increase the Delta: The larger the difference between the client’s current results and the results they need, the more likely it gets done. But looking at cost savings is only one measure of value, and perhaps not the most interesting. How the savings can be used to invest in their other priorities may make the delta more compelling. More still, if your client’s results are poor in one area, the time and energy being exerted to work around issues should be being put towards the more strategic outcomes.Critical Path: If there is a way you can make your opportunity part of the critical path to results, you can increase the probability of crowding out other initiatives that aren’t tied to the client’s most important projects and initiatives. If you can show how their results would be diminished by moving forward before making the changes you are recommending, you can increase the need to move your opportunity forward.None of this is easy. It likely means you need to have big conversations with your client’s leadership team to discuss priorities. You also must be able to position your opportunity as something strategic, something essential to their future success. It is, however, necessary and important to create a compelling reason to displace your competitor—and to displace other priorities. Get the Free eBook! Learn how to sell without a sales manager. Download my free eBook! You need to make sales. You need help now. We’ve got you covered. This eBook will help you Seize Your Sales Destiny, with or without a manager. Download Now
As previously reported by Folio: sister pub Audience Development, the new Publisher’s Statement requires publishers to report the number of unique browsers or devices accessing their digital magazines, as well as total visits and average visit duration. The reports will also call for greater detail on print and digital magazine subscriptions and single-copy sales.“This looks at the Web, apps and things like that as well as more frequent reporting of online metrics,” he says. “As the board discussed it more, they recognized how complex some of the issues are and opted to essentially defer implementing some of these things for at least a few more months until there’s a chance for some of the groups to look at things more closely and gain a little more consensus within the industry.”Determining how best to track and measure digital publications, not just on the subscription sales side but on the engagement side as well when it comes to how individuals are reading digital editions sits at the core of the deferment.“The publishing part of our industry feels that information is not fully and widely available and that it’s probably a little too soon to have ABC audit and report that,” says Lulofs. “Publishers shared that point of view with our board, and on the other side of the table you’ve got advertisers and ad agencies that are stepping up demands for more of that information. There’s room for debate and discussion, and I think the board felt it might be premature to codify those requirements in ABC rules. There will be a broader meeting early this fall and the board and ABC will reach out to the MPA, the 4As and the ANA and get all of those groups together to talk out the issues.”ABC’s board approved a brand refresh that will fall in line with the evolving media landscape. While Lulofs couldn’t provide many specifics, he did say that the fall membership vote on the issue would help determine “if it’s still the right brand for the next phase of the organization.”The ABC board will increase audit rates and other fees by 3 percent before 2013. When asked why the group is increasing these rates, Lulofs simply pointed to timing.“It applies to all of our media divisions and it’s the first rate increase in 5 years,” he says. “We’ve been able to hold fees and costs in control for a long time during a difficult economic period.” The Audit Bureau of Circulations (ABC) is making strategic changes to its reporting requirements and will be raising fees by 3 percent before the end of the year.ABC’s board voted to defer implementation of a new publisher’s statement that would have expanded how consumer magazines report metrics for digital publications, and those that require larger magazines to report issue-by-issue data through ABC’s Rapid Report tool until new digital reporting requirements have been vetted further.“There were a number of announcements that came out of our March board meeting that spoke to what we call our vision task force that has been working in the magazine side of our business,” says Neal Lulofs, EVP of communications & strategic planning, GM ABC Interactive. “It has been publishers, advertisers and ad agencies and they outlined a broad vision for where we would be moving with regard to auditing and reporting, especially in the digital realm. It encompassed reporting broader digital metrics within ABC audit reports.”