In the past decade, these terms have slipped in under the radar and become part of the customer service lexicon. Most owners are unaware that they are even being used, or worse, that they have a negative effect. But the use of these terms can exacerbate an already prickly situation. Your customers will notice and may be offended.

The term that especially rubs customers the wrong way is “I want you to do this for me.” It implies that the person doing the asking, your employee, wants to make their job easier and that the customer is the problem. It’s like saying, “If only you would just do what I need you to do, then my job would go easier.” It also conveys the idea, “The ease of my job is more important than what you want or need.” This selfish and arrogant expression is unfortunately becoming common place in situations especially where the customer is trapped, like technical support, customer service, and the medical profession. In these situations, the customer must deal with your employee when, all the while, they are treated like they are expendable, and they are the problem.

Doesn’t “And now, what I want you to do for me is…” sound like you are ordering the customer/client/patient around when you should be grateful they gave you their business and their time?

After a string of “Now-what-I-want-you-to-do-for-me’s”, all your customer hears is “I want – for me”! Do they think you put them first? No! Does it put them on the defensive? Yes! Are they more likely or less likely to recommend you? Less likely! Then why allow this term to be used by your people in the first place? This is something you can quickly stop that will improve your business immediately. You need not let all the work your production, marketing and salespeople put into making your customers feel important be spoiled by a selfish and off-putting term that you can stop.

Why not change the vocabulary of your service people by starting with their mentality? Perhaps they think they will get paid and have a good job even if they use selfish and demanding language. If so, start by asking them if they know where their paychecks come from. The customer is the correct answer. Explain the value of a return customer, a customer advocate, and yes, even a complaining customer, to their job security. Offer alternatives like, “How can I help you?”, and “Let me help you,” or “Would you please,” and of course, “Thank you!” Discover with your employees how many ways they can get a customer’s cooperation in the solution they are looking for that send a kind, soothing, respectful, and appreciative message.

When your customer calls on your company for service, that’s your opportunity to shine! This is a touchy moment where your reputation can go either way. You are judged more by how you do when things are challenging than when everything is smooth sailing. So take advantage of this great opportunity to demonstrate with your choice of words how much you appreciate your customers!

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post Terms That Can Hurt Your Business and Undo Your Good Will appeared first on The Barefoot Spirit.

Growth is the key to survival for any new startup. But be careful. Your sales team will do exactly what you pay them to do! If you pay by the hour, then you are giving them the message that you pay for attendance. They will put in the time but not necessarily do the job you need them to do. The alternatives require some serious thought: If you pay a guaranteed flat rate plus commission, how big is the guarantee? What is the commission based on? And what are the levels and how are they set? Can these levels be achieved at any cost, because if they can, your sales team will spend as much as necessary to make sales, thereby reducing your overall profitability.

So you need a system that rewards for sales, growth and profitability.

This may sound simple, but it’s not. Your salespeople must be provided with last year’s sales figures. They have to be aware of the cost of sales. And they should understand the cost of goods of each of the products your company sells. Although they have no control over the cost of goods, they can increase profitability by offering discounts on products that have a lower cost of goods, rather than discount products that have a higher cost of goods.

We built our system over a period of years of trial and error. First, all sides had to agree on the term, what was being measured, when, and why. We started by providing a small base salary that would basically cover their bills.

Every territory was different and had to be treated differently when analyzing sales. In each, we used the sales for each month last year and the cost of those sales per case. That became our baseline to compare to this month’s sales figures. We then determined profitability per case in that territory.

But some argued it wasn’t fair because of special market dynamics that created one-time anomalies. So we calculated a 3-month average, using the previous month, the same month, plus the following month of the previous year. This became our new baseline for sales this month this year.

Now we needed a plan that would reward for growth, which was sales greater than the baseline. We paid commission on each case sold that exceeded last year’s 3-month baseline.

Then, if in any given month, sales exceeded the baseline by a pre-agreed upon amount, say 25%, the commission would double on all cases back to the baseline. And if sales exceeded the baseline by 50%, all cases over the baseline were worth 3 times as much in commissions.

So the same case could be worth one, two, or three times the commission if the salesperson hit the various plateaus. Our salespeople naturally would push for the next highest plateau every month!

We also kept a close eye on their cost of sales and would reward them for savings in this area, or penalize them for increased costs. This kept them mindful of the costs and use of marketing materials, sales trips, distributors’ incentives and other costs required to make sales. Our sales staff became very resourceful and frugal!

Finally we were paying for sales, growth and profitability. Within two years of implementing this plan, we became one of the fastest growing wine brands in the country. It was well worth the effort! Now, with the proper compensation plan in effect, you too can watch your sales, growth, and profitability soar!

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post Base Compensation on Sales, Growth, and Profitability appeared first on The Barefoot Spirit.

Aspiring entrepreneurs often ask us what the most important factor is in building a successful business. They ask, “How can I keep and grow my customer base? Is it cornering a narrow niche where you’re the only game in town? Is it providing outstanding value for money? Is it a slick package and a compelling slogan? Is it a cute and memorable logo?”

It’s certainly all those things, but one factor stands out above all else. It is the deal breaker when it’s missing and the glue that bonds customers to your company when it’s demonstrated. It’s doing what you say or imply you are going to do, and what you are expected to do. It’s meeting deadlines, covering bases, and looking out for your customer. It living up to your warranties and solving customer problems with your product or service. It’s called integrity.

And what happens when you make a mistake that hurts your customer? You immediately admit to it and make amends. You show them how you learned from the mistake and what steps you have taken to prevent its reoccurrence. We often say, “People don’t remember how you do when things go smoothly but how you do when times are tough!”

Yes, it can be costly to live up to your promises. Once we had to write a check for $5,000 to a major supermarket because we made a mistake on a back label that was scanning through its cash registers at half the price than it should have. The buyer was unaware of the mistake and what it was costing him. He was surprised that we brought it to his attention and instantly made it right. He was reassured when we showed him how it happened and how it would never happen again. At that point, he knew he could trust us. Soon after, he expanded our line in all his stores.

We’ve learned that normal inadequacies, weaknesses, and imperfections are more easily forgiven when we are reliable. It is the most highly valued attribute in business. Sometimes our quotes to clients were too low, but we honored those quotes at a loss to us. Why? Because we said we would and our customer expected it. Our word is our bond.

Through this we learned the importance of understanding our customers’ expectations and all the hidden costs that will be expected of us, and took all this into account before we made our quotes.

The same thing goes with employment. If your boss finds you to be dependable and reliable, he or she will be more likely to tolerate a slower learning curve or the occasional foul-up.  When we hire people the first thing we look for is integrity. We know we can generally teach them the skills they lack – if we can trust them.

When we hire a service or buy a product we look for the same quality. We know there are going to be mishaps but we want to know how a business has treated their customers in the past. What does their customer service look like?  Do they honor their guarantees? Do they deliver on time? Are they reliable?

When building a relationship, integrity trumps everything!

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post Integrity Trumps Everything appeared first on The Barefoot Spirit.

Earlier this week we were honored to be keynote speakers at the 2014 International Council on Small Business – World Conference on Entrepreneurship. Each year the conference brings together the best minds in entrepreneurial thinking and education from around the world.

With the collective recognition that entrepreneurship is the key to world financial health and prosperity, in over a five-day period close to a thousand academic and business leaders addressed a series of cutting-edge topics designed to increase the number of successful entrepreneurs worldwide. They gathered this year in Dublin, Ireland to share best practices and innovative approaches to teaching entrepreneurship.

During one of the sessions we particularly enjoyed, the question was asked, “At what age should students begin learning techniques for entrepreneurial thinking?” The four-person panel was made up of two professors and two successful entrepreneurs from four countries including Jordan, Pakistan, UK, and Ireland. All agreed that entrepreneurial education should begin much earlier than at college level. In fact, they suggested that the mindset could be taught as early as ages 8 through 13.

So what is the entrepreneurial mindset they are advocating? It’s not necessarily promoting entrepreneurship itself as much as it is promoting the kind of thinking necessary to choose it as an alternative form of employment. This choice requires both a level of confidence and risk tolerance. It requires a level of resourcefulness and innovation that enables the entrepreneur to mitigate risk, and to recognize and seize opportunities. By encouraging creativity and problem solving in grammar school, our youth will be better prepared to make decisions about their choices in the future.

Interestingly, the United States was held up repeatedly as a great model that encourages young students to consider self-employment as a valid alternative to becoming an employee. The international group credited that advantage in part to the proliferation of pro-entrepreneurial media in the US. From the television show Shark Tank to magazines such as Inc., Entrepreneur, and Fast Company, entrepreneurs are elevated to rock star status.  They are looked up to for overcoming adversity and achieving success with innovative and disrupting approaches to new goods and services.

The panelists suggested that in the absence of that type of entrepreneurial culture, most students would never consider entrepreneurship as a valid alternative unless it was introduced to them in grade school. They went so far as to say that in most countries, younger students were being groomed by default as employees exclusively. Ironically most employers would rather hire employees with entrepreneurial thinking, employees that understood the business process, and employees who had empathy for the plight of their employer as a risk taker.

We agree with the panelists and believe that creative thinking, resourcefulness, and problem-solving techniques should be taught in grammar school. We think that understanding the business process at an early age can open young eyes to the possibilities all around them and give them the ability to recognize an opportunity when it presents itself – and the confidence to pursue it. Additionally, these skills are essentials for a superior employee. There’s no down side to broaching the subject of entrepreneurship early and often. We wish the attendees of 2014 ICSB World Conference on Entrepreneurship the fortitude to make this goal a reality worldwide.

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post At What Age Should Entrepreneurial Thinking Be Taught? appeared first on The Barefoot Spirit.

Too many folks come out of the academic environment where there “work” is constantly graded and corrected. Their teachers are the “safety net.” But now that you have landed that job, you have to make a conscious effort to operate without constant hand-holding. Here are some questions you should be asking to become indispensable in your job:

1.Why am I doing this? Understand the reasons behind every aspect of your job. Don’t just do it because that’s what you have to do to get paid. When you truly get why your job is essential to the customer experience and why that experience results in all the money that the company makes (including your compensation), you will have the clarity of purpose necessary to become dependable. If you don’t understand this critical relationship ask questions until you do.

2. What am I doing? Don’t just look at the cookie cutter aspects of your job. Understand the big picture including the timing restraints, the scope of the responsibility, and the routines you must adhere to in order to keep things from getting by you. If you do it once and it requires constant updating, don’t let your boss have to constantly remind you to update it on a regular basis. You’re boss wants to know that you understand the total responsibility and own it.

3. Is my work correct? When your boss has to check your work all the time, they can get the idea that you can’t be depended upon. Read your own work before you send it in. Look for errors and omissions. We know it’s difficult and no one is perfect. We have found tons of mistakes in our own work when we read it over a few times. Did you cover all the bases? Is it thorough? Did you read the entire request? Are you proud of your work?

4. What needs to be done on a regular basis? Are there items that need to be updated routinely? When you first find out about them, make a checklist right then. Maybe you need a calendar reminder. Some items may need updating as they come in rather than on a calendar basis. If your boss has to remind you of an overlooked part of your job, start a checklist right then. By developing the discipline to know what these items are and recognize them as part of your job, you will become more indispensable to your company.

5. Can you improve the process? Once you understand the job and have been doing it for a while, you will be more likely to see short cuts and other efficiencies that make the job easier and more reliable. The next time you want to blame somebody else for a screw up, ask yourself what you can do in your own backyard to make the situation least likely to reoccur. Suggest and offer new written procedures, checklists and sign-off sheets. Your boss and the whole company will appreciate it.

Most bosses don’t have the time to micromanage you. They want to depend on your work to be thorough and correct. They want to rely on you to take ownership of your job and be responsible for dependable, quality performance. Once that happens, you are more likely to gain responsibility, promotion, security and raises.

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post Advance in Your Job by Checking Your Own Work appeared first on The Barefoot Spirit.

Attitude.What’s important is that you learn the company and the job – fast. They are making a big investment in you by taking someone away from their job and losing that productivity to show you the ropes and educate you about your new position. So, start with some mental housecleaning. Don’t try to justify your misconceptions with arguments about why you thought this or that. It’s not important. And similarly, don’t just parrot “got it” to everything they say because you think they expect you to instantly get it. They don’t, and as a matter of fact they will have more respect for you if you ask questions.

Big Picture. Look and listen for how your job fits in to the business process. Who is the customer? How do they buy your company’s products and services, how does your company produce them, and how does their money get to your paycheck? How does your job help make that happen? If they don’t tell you, ask. Understanding the big picture will make you much more valuable to the company.

Concepts.It’s more than just what and how, it’s why. Your ability to learn the concept behind the lessons you are taught is the key to making better decisions. Your ability to extrapolate will prepare you to apply the concept to a new situation. Don’t be afraid to ask questions.

Notes. Don’t try to remember everything that is said. Write it down. There is so much to learn at first, you can’t absorb it all verbally. Ask for info graphics, and if they don’t have them, make your own. Review your notes and make a list of new questions. When they see you taking notes they will have more confidence that you are serious.

Documents. Every job has a slew of documents from manuals to forms, policies and procedures, job descriptions to contract clauses and checklists. Get to know all of them, how to use them, and why they exist.

Command. Ask for an organization chart and study the chain of command to get a picture of your company’s organization.  Learn the outside companies and vendors your company depends on to conduct business. Learn who you will be working with and what their requirements are. Understand what approvals are required that effect your job and the lead times required.

Culture. Find out what is allowed and what isn’t. Learn how you are expected to dress. What permissions you are granted? Does your company have fun or is it more serious? Are mistakes frowned upon or seen as an opportunity to improve procedures? Are suggestions welcomed, and in what areas and through whom? Find out who can best answer your questions about history, management style, expectations and limitations.

Ownership. Don’t just attend work, own your job! Be responsible for its effective and dependable operation. Don’t let your boss have to tell you about something you’ve neglected. Don’t make excuses for mistakes or point fingers. If one doesn’t exist, make a list of all the reoccurring deadlines that happen during the year. Don’t depend on your boss to check your work. Check your own work. Do the maximum, not the minimum.

The orientation and training period is a two-way street. They tell you about the job and you ask questions. Good luck!

The post How to Get a Job in Today’s Market – Part 4: Orientation and Training appeared first on The Barefoot Spirit.

Basically, they want to know if they will get a return on their investment in time, money, training, and the diminished production during your training period. Remember, they also have to take a seasoned employee away from their job to focus on your training. So they are under a great deal of pressure to hire the best candidate.

They know that résumés can be professionally written and tailored to specific jobs, but when you interview in person, they are seeing the “real deal.” Here are some tips that might help you land that job:

Research. Find out all you can about the company you are applying with – who they are, what they do, who is their competition, how long they’ve been around, and what their goals are. Research their reputation and how they earned it. Understand how they make profits. Talk to former and current employees. The more you know the better prepared you will be.

Getting There. Make sure you know exactly where the interview is taking place. Understand the best way to get there and, if you are driving, where to park. Showing up three to five minutes early will make a good impression.

Appearance. Be sure you are clean and well-groomed. Dress professionally according to the standards of the company and the position for which you are interviewing. Colognes, perfumes, and excessive make-up will distract from what you have to say.

Posture. Smile and walk with a sense of earnestness. Stand and sit up straight. Make eye contact. Keep your head up. By leaning slightly forward you convey an interest in your interviewer. Don’t cross your arms or legs, as this looks defensive. Project an image of confidence and openness. Your body language speaks louder than your words.

Show respect. Don’t just take their card American style and jam it in your pocket. Take a tip from the Japanese and read every word, and then make eye contact with an acknowledging nod and a smile. If you have multiple interviewers, leave the cards out on the table in front of you and arrange them according to where the interviewers are sitting so you will know their names – and do use their names when you address them. Remember to shut off you phone before you walk in.

Their Questions. Expect questions about your résumé, especially if you left a job in less than one year or had six months or more without work. Also expect questions about your professional long-term goals, what you liked and didn’t like about you past employers, and what your greatest accomplishments and challenges were. Give them examples of how you accepted responsibility and didn’t blame others, made improvements in your last company, met deadlines with a sense of urgency, and were a team player.

Your Questions. That’s right, you should have questions for them too. Some suggestions are: What are the opportunities for advancement? Where will the company be in five years? What kind of orientation and training are offered? This shows you are anticipating long-term employment with them.

Volunteered Information. They are naturally concerned about your stability. Although there are certain questions they may not ask, anything you volunteer that indicates stability would be to your advantage, such as you just purchased a house or have family in the area.

These are some of the things we looked for in an interview. We hope this inside information will help you land the right job!    

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post How to Get a Job in Today’s Market – Part 3: The Interview appeared first on The Barefoot Spirit.