....a bad penny always turns up

BAD PENNY -- The phrase usually is heard in this country (U.S.) as 'A bad penny always turns up,' meaning that a no-good person can be counted upon to come back again and again. The expression was originally English and the unit of currency referred to was the shilling.

“A bad penny always turns up” is a very old proverb that dates back to at least the mid-18th century and is probably much older. The general sense of the phrase is, as the Oxford English Dictionary puts it, “the predictable, and often unwanted, return of a disreputable or prodigal person after some absence, or (more generally) to the continual recurrence of someone or something.” A “bad penny” is a person whose presence is unwelcome on any occasion, but whom fate perversely employs to torment you by making said person appear (“turn up”) repeatedly, often at the worst possible times.

The nephew who appears only at family weddings, funerals and holiday dinners, never invited but always mysteriously materializing at your elbow and asking for a loan, is the classic “bad penny.” Former romantic flames can also be counted as “bad pennies” if fortune (or fanaticism) dictates too many accidental reunions (“Don’t stalk him! If you turn up like a bad penny every time he leaves the house, he’ll think you’re a bunny boiler,” Cosmo Girl, 2004). (“Bunny boiler,” of course, is a reference to the behavior of the character played by Glenn Close in the 1987 film “Fatal Attraction.”)

A “penny” to us here in the US is a coin worth one cent (from the Latin “centum,” one hundred), or 1/100th of a dollar. The origins of “penny” are uncertain, but it’s a very old word with relatives in many languages, and may have come from a root meaning “pledge.”

Pennies today are viewed as nearly worthless   by many people, but when the term “bad penny” first appeared in the 18th century, pennies were serious money. This made them ripe targets for counterfeiters, and to reach into your pocket or purse and discover that you had ended up with such a counterfeit coin, a “bad” penny, was a depressing and annoying experience.

The only recourse available if you were stuck with a “bad penny” was to try to spend it as quickly as possible and hope that an inattentive shopkeeper would take it. But because everyone was trying to unload their “bad pennies” this way, according to the common wisdom of the time, your odds of encountering one, or even the very same one you had gotten rid of a week earlier, were quite high. Thus “bad penny” became an idiom meaning “an unwanted thing that keeps showing up.”

Oh no, bad news for Pinocchio! I was 'yet again' awarded one of your precious client projects that I am sure you thought was 'yours to begin with.'

This time I took it away from the Barista Boy...guess you could call me your bad penny, eh? Thanks for the business. Your team's lack of closing skills has made this an excellent year for me...and for that I must take the time to say thank you.

...“Is there any way you can go lower?”

The Sausage Vendor said he bought his sausages for a buck, and sells them for $.95. When challenged as to how he would make money, he said, “No problem, I’ll make it up in volume.”

Business owners focus on Revenue when they should be focused on Profit. If they focused on Profit, they would raise their prices more often.

The old saying is wrong – “If you’re worrying about sales, profits will take care of themselves”.

Neither Revenue nor Sales are a good place to focus financially – we need to focus on profit (actually cash flow, but that’s another story.)

What barriers do you encounter in communicating your pricing to potential clients?

Competition, market conditions, aging industry, complex service, fear, not understanding how to price? Probably a little of most of the above. When we aren’t sold on our pricing, what does that communicate to the potential client? It communicates that all of the above (competition, market, fear, etc.) are all good reasons not to buy my product or service from me. The best way to create pricing problems is to not believe in our own pricing.

A caterer friend gave his “best, lowest” price to a potential client, skimmed of any “excess” profit, and the client’s response was “Is there any way you can go lower?” When we aren’t confident in our prices, we mentally set up shop in a place that attracts bottom-feeders like the guy above. Getting a lot of pushback on your prices? It’s possible its because your prices are too low!

Joel Spolsky is the co-founder and CEO of Fog Creek Software, said “I often meet people at parties and conferences who are starting companies, and they will invariably ask me, “Say, Joel, do you have any advice for start-ups? Since I know next to nothing about these people or their businesses, or even their industries, I usually just say, “Yes! You should raise all your prices!”

And we both have a good laugh, ha ha ha, then the founder ignores me. But my advice was most likely right. That’s because almost every start-up I have ever seen has set its prices too low.

Of the three business owner Profiles – Market Focused, Systems Focused, and Product Focused, the Market Focused entrepreneur is most likely to have good pricing, and the Product Focused craftsperson will have the worst.

The problem – the overwhelming number of businesses are started by Product Focused craftspeople. (The Systems Focused manager loves accounting-driven pricing that ignores all market conditions; they also start the fewest businesses.)

What makes for the most profitable company? One that focuses on providing VALUE, not COST! Lower prices is not value, it is simply lower prices (and may communicate less value).

FIND VALUE OUTSIDE OF PRICE! If relationships are equal, there are only two other buying questions – 1) How much does it cost? (price question), or 2) Can you do it? (value question). If you’re getting the “How much does it cost?” question too often, you’re not focused on adding value or you’re not confident in the extra value you’re delivering. Either one will lose you clients much more than your pricing itself.

What does having slightly higher prices communicate to the customer? We are confident in how our product performs.

How do we get confidence?

1. Understand the value to your clients. Ask them – why do you buy from me? What are you buying that you don’t think I even know I’m selling? It’s the best question you’ll ever ask them.

2. Stop thinking about how YOU think you perform (internal/craftsmen view), start pricing based on how you benefit them (see #1 above.)

3. Get some support – have somebody hold your feet to the fire on WHEN you will raise your prices.

Raising your prices is usually the fastest way to create new PROFIT. If you’re already covering all your costs, then every penny of higher prices falls directly to the bottom line. Want to make more money in less time? This is one of the best ways to do it.

...2010 Fantasy Champion

Told you this was going to be the result. Enough said. Winner!

...cue the violins

For many of us, Week 16 represents our Fantasy League's championship game. Both of my teams from two different leagues…are ‘ready to rumble’ in the big game. The end of the line. Where winners are crowned and losers obsess over their lineup errors for the next six months.

Losers!..Losers…I will win, I am confident of it. Mostly because of my superior intellect (and Michael Vick). C’mon Michael! You proved you can kill dogs…now go do it on the field. (I cannot stand the fact that he did that to dogs, but he has paid his debt to society).

But just because it's your last matchup of the season doesn't mean it's time to rest. Chances are you didn't breeze your way to the finals with your feet up and your finger off the mouse (like I did). In fact, being that this is the last game of the season win or lose several players on your roster doesn’t hold the same appeal as before. And unlike the previous weeks, knowing which players you're going up against before your game is important, and it could impact how you maneuver your lineup.

First things first: Set your lineup in advance. That determines who you'll likely start -- and subsequently determines who on your roster is expendable. Do you have two DSTs when you only need one? Been carrying an injured player hoping to get him back in time for this game? Got a dud wasting space on your bench? Anyone who you know you're not starting, and more importantly, don't think will help your opponent, is not worth owning. For instance, if you own Drew Brees and David Garrard, and your title-game rival this week has Michael Vick, then Garrard is a dead spot in your lineup. You don't need him, so drop him. Remember; don't cut anyone your fellow owner would consider picking up and starting himself.

Or just kiss your ass goodbye now…because I have Vick.

What do you do with this newfound space? If it were any week but this week, you'd claim the hottest players off of waivers. But this week it's not a bad idea to steal players your opponent might consider starting. For instance, let's say your Week 16 nemesis limped into the title game with Adrian Peterson on his or her team. Peterson was a surprise inactive in Week 15 and could easily find himself ruled out again on Sunday night. If your opponent doesn't have Toby Gerhart, he'd be a guy to target as well as any other good rushers on waivers. I'd recommend doing the same thing if you're going up against Arian Foster this week (which I am unfortunately) -- he was dinged last week and the Texans aren't playing for anything. Perhaps Derrick Ward will pick up a start against the Broncos in place of Foster. That’s why I grabbed Ward this morning off waivers.

What if your opponent is loaded and doesn't need to make a roster move? In that case it's all about maximizing your roster with good talent and eliminating the waste. You might even speculate on a second option for a starter who you're not 100 percent sure on. Let's say you've been disappointed with Dwayne Bowe's stats lately and while you'll probably start him in Week 16 vs. Tennessee, maybe you want to have another option. In that case you could pick up a receiver and drop that second DST or kicker. There's always room for improvement.

Something that's been bothering me all season: How come everyone on the bus in Atlanta bops their head to the rhythm of the music except Arthur Blank in that commercial? Blank has certainly seen things from the dark side. Just three years ago, the franchise was in shambles. Star quarterback Michael Vick headed off to prison for running a dogfighting ring (did I mention I don't care right now?)... Coach Bobby Petrino abandoned the team for the University of Arkansas after just 13 games.

The Falcons started over — new quarterback, new coach, new general manager — but those who thought it would take years to bounce back were way off the mark.  The Falcons (11-2) have already gotten a third consecutive winning mark out of the way, setting their sights on much loftier goals. (Oh, did I mention I have Michael Turner as well?). It pays to be brilliant.

Just remember, it's go-for-broke week. You worked hard to get to this point, so don't stop fighting now.

Or…hand me the trophy now before you get whipped….see ya in the winner's circle. Cue the violins!

...can you generate customer loyalty?

That may be one of the toughest questions your organization has to answer. A consumer might be completely satisfied with a brand, but does that mean she won't jump at a chance to save money, become more efficient, etc?

It can be hard to stay loyal when there are many options available, and simply providing world class customer satisfaction is no longer enough.

Walker Information Inc. recently polled consumers on the topic of loyalty. Their research indicated "there's still a yawning gap between the percentage of people who say they're satisfied with a business and those who consider themselves 'loyal' to that business-intent on maintaining the relationship and continuing it into the future. Many companies have figured out how to deliver satisfaction, but they've not yet figured out how to earn loyalty anywhere near those levels."

With increased competition, and focuses on cost, all companies must continually exceed their client's expectations and focus on building long-term, profitable relationships. Delivering results, at a fair price and with the right level of attention has never been more important or challenging.

Every company spends a huge amount of time and resources on retention. I once worked for a company that each month, we implemented new strategies to 'save' customers from switching to other companies, all while trying to balance profitability and customer satisfaction. The one thing we failed to do was to prepare for our customers' future needs. Most of the time, when we were at the point of trying to retain them, it was already too late.

Anticipating those customers' needs lets them know that you care about their business, and you want them to reach their goal. Instead of focusing on how to simply retain, companies need to think about building rock-solid relationships that have customers wanting to do business with them over their competitors.

Is your company focused on meeting customers' future needs?

..next-5 steps to getting there...

...ahhh, the joy of a salesman...

If you stop any sales person on the street and ask them if they are good at what they do, chances are, they will all say “yes!”

But ask their manager, marketing department, customer service area, human resources department (or any other function of the firm), and chances are the answer is “no.” The difference in defining sales competence is a matter of perspective.

So what is ..."sales?"  A competent sales person has the ability to move into any organization and gain the trust of the decision-makers. They work to create a situation where buying can occur within an ethical environment at a fair price. They have the knowledge to speak to a CEO, the front-line manager, or the newest employee about what issues and challenges they face. Most of all they strive to increase their knowledge, skill, and motivation so they can be the best at what they do.

Well I personally think that "sales" is actually the wrong term for the profession. It's really about 'service.'  Customer service is one area where small companies can outshine their competitors and cultivate intense loyalty among regular customers. But exceptional customer service goes beyond mere politeness into nuanced relationship building.

Why are customer relations so important, particularly for small companies?

Service is a real differentiator, no matter the size of the organization. Small companies particularly need to differentiate themselves because they don't have the advertising and exposure that larger firms do. One of the best ways to differentiate in your relationships with customers is to focus more on listening than on talking.

Companies sometimes are so anxious to sell their services that they do way too much talking. The only way you can meet or exceed customer needs is really listening—not just to what they're telling you, but to get beyond that and understand their unstated needs. Once you do that, not only will you have a better connection, you'll be able to exceed their expectations.

When people feel listened to, valued, and important to a company, it's rare. That's because great service and effective communication are more than a set of skills. It's a mind-set of respect and accountability where you do what you say you're going to do for the customer. If every associate in your firm models that mind-set, you'll create a great experience for everyone.

Is excellent customer service really that rare?

Yes, it really is. Despite the fact that many companies tout their focus on service in advertising, the research shows that overall customer satisfaction is declining. A global benchmarking study looked at showed a reduction in customer service satisfaction from 82% to 68% in the last year alone. Additional studies show that 68% of customers leave a business relationship because of a perceived attitude of indifference on the part of the company. It's not that the associates are actually indifferent—it's the perception that they are.

So a customer may get what she needs from the company, but if it was delivered with indifference, that interaction still won't leave a positive impression. Similarly, 63% of consumers said the last time they stopped doing business with a company it was partly or wholly due to a poor customer service experience. Another very similar study showed that two out of three consumers said they'd stop buying from a company if they had just one bad customer service experience.

Those are dramatic numbers. What accounts for them?

One factor is that customers are not as easily satisfied as they used to be. They have much higher expectations for service as they face far greater demands in their own lives. Another factor is that companies themselves aren't quite sure how to deliver great service. They think they're doing enough by talking about it in a company policy manual or telling their associates to do it. But you can't just put it in a document and assume it's going to get done.

What constitutes excellent service—how do you measure it?

Customers want to feel they have a relationship with a firm. They want to make a connection and feel important. If a customer brings up a complaint, how is it handled? Is your company representative spouting information, citing policies and procedures—or is he genuinely interested in helping? Just listening to a complaint, instead of cutting it off, will increase the chances of maintaining that customer's loyalty.

Some entrepreneurs don't realize they need to make connections with their clients, and that they need to do that with courtesy, empathy, and professionalism. The poor "salesperson" just tries to stay ahead of the sales "quota" ....and service is the name of the game!

...."it's just a day in the life of an Interior Designer"

An interior designer is responsible for the interior design, decoration, and functionality of a client’s space, whether the space is commercial, industrial, or residential. Interior designers work closely with architects and clients to determine the structure of a space, the needs of the occupants, and the style that best suits both.

The position is a combination of engineer and artist, and it takes a unique type of mind to handle both of those concepts well. Interior designers have to be good with more than color, fabric, and furniture; interior designers must know materials, have budgeting skills, communicate well, and oversee the ordering, installation, and maintenance of all objects that define a space.

They also have to know about electrical capacity, safety, and construction. This broader range of required knowledge distinguishes them from 'interior decorators.' Interior designers have to be able to work with contractors, other vendors and clients alike, planning and implementing all aesthetic and functional decisions, from faucet handles to miles of carpeting —and all this usually must be done within a fixed budget (and often in a hurry).

Interior designers are hired for their expertise in a variety of styles and approaches, not merely their own personal vision. Therefore, they have to be able to balance their own tastes and their clients’ tastes—and be willing to put their clients’ tastes first. This requirement can be frustrating at first for many who enter the profession. Interior designers are often asked to begin their planning before construction of a space is finished; this means that they must be good at scheduling and comfortable reading blueprints.

This element of the job comes as a surprise to many new interior designers, who expect to have less of an administrative and technical role and more of a role in influencing the overall feel and appearance of a space. Those who thrive in the industry say this ability to balance the practical with the aesthetic is crucial to being a successful interior designer. Interior design is hard work, but those who do it well find the work very satisfying.

I have learned a lot in the last year from one designer in particular, here in Portland...congrats on a well deserved project! You are one of the best I have worked with in the past 20 years. Again...great job!! I watched as you controlled your client while providing excellent answers to the same question...over and over. Your demeanor and expertise actually 'disarmed' the client and literally "won" the business for us. I am proud to work with you on this project.

I know you would just say, "It's just a day in the life of an Interior Designer."

...what a Barista Boy can't teach you

With the growing number of corporations adopting teaming strategies, the workplace is rapidly evolving. Bringing people together is only half of the collaboration equation.

The physical environment must support the group by providing the right tools for effective problem solving, strategic planning and brainstorming. Which factors should you consider when designing a team space?

Casual Collaboration:  The environment must be designed to foster interaction. Casual meetings at the coffee machine, photocopier or even the washroom result in spontaneous creativity. As companies recognize the importance of these impromptu water-cooler meetings, architects and space planners must respond accordingly and encourage these interactions with facility design. Although environment alone cannot guarantee the brightest ideas, workspace design does have a measurable impact on team productivity.

Variety – the Space of Life:  Variety is key when designing team space. Making both closed and open meeting spaces available is necessary to support different work styles. Dedicated office areas can double as meeting spaces for smaller groups. Larger, private areas like war rooms or project rooms are also needed. To maximize the benefits of collaborative work, finding suitable meeting spaces should be effortless. Diversity in room size, layout and design will ensure team members will always have an appropriate meeting space.

Collaborative Communication:  Sharing visual information is often an important component of team communication. Concepts are acknowledged and validated, which reinforces the individual, causes cohesion within the team and creates team spirit! Effective team spaces must be equipped with the tools to display the group's concepts, solutions and ideas.

The Right Tools:  What types of tools can be used to effectively capture information in team spaces? Flipcharts, dry-erase marker boards and notepads have been used in the past, but organizations are recognizing the limitations of such equipment. We are seeing Fortune 500 companies planning meeting spaces that include productivity tools to help team members manage the information generated during group collaboration. With products such as electronic and interactive whiteboards, teams can capture ideas directly to a computer for printing, e-mailing or saving. As companies recognize that time spent in meetings is actually a corporate investment, they will seek ways to effectively record all that transpires in team sessions. Keeping a record of all the notes coming out a meeting is invaluable.

Flexibility:  A group space should be flexible enough that a team can adapt the space when necessary. Open team space and adequate connectivity provide the flexibility for reconfiguration. Designers need to consider telecommunication and IT infrastructure as part of the design-build process. Non-territorial workspace with appropriate connectivity allows teams to pick up and plug in. Teams should have access to voice mail, e-mail, fax and networked information wherever they decide to meet. Consulting with information technology professionals throughout the design process results in flexible spaces that support natural fusion and fission common in work teams. All of the "Big 5" accounting firms are currently using such alternative officing strategies with telecommunications, software – and countless other industries are following the movement toward free-address space.

Designing a true team space is more than simply erecting four walls and throwing in a flipchart. Take a holistic approach by considering space availability, diversity, connectivity and flexibility to create an ideal environment which support the two-heads-are-better-than-one theory. With well-thought out space planning, corporations are experiencing increased productivity, faster product cycles and heightened employee morale.

Now isn't that better than a cup of Joe?...or as the kids say today a Raspberry Mocha Chip Frappuccino- Espresso Macchiato- Triple Tazo Citrus and Cream- Gingerbread Latte Grande? (nonfat of course)...

Tips & Warnings (if working with a Barista)

• Don't mumble
• Slow down, (I may not have made your drink before, or I may be new)
• Your Barista is not an idiot, but he is human
• Don't be jerk if your barista makes a mistake: things happen and nobody is perfect
• Some stores do not train their baristas as well as others. (Keep this in mind when traveling)

This method of ordering is for Starbucks only, though it will probably work just fine at most other family establishments.....

.....2 out of 3 ain't bad!

No doubt you've been on the receiving end of lousy customer service a time or two. You've come to a company with questions only to be told by some sterile voice to press this or click that until you arrive full circle to your starting place with no help at all. Or, worse, you've reached some bored CSR (Customer Service Representative) who calls you by name but delivers only the infamous phrase, "I am sorry, but there is nothing I can do."

Now you are on the other side of the equation. You own a business or you manage a department or you are now in sales and you want your customers to be happy, to come back for more products or services, and to tell others wonderful things about your company. What do you do?

Whatever it is that your company does, no matter how you do it, you make a promise to each and every customer that darkens your virtual door. You enter into a contract, even if the terms aren't explicitly stated. The consumer pays you something, and you promise to provide a product or a service. There are pledges of quality and quickness. Customer service involves living up to your word on these matters, but it really gets to shine when something goes wrong.

Here's the thing. Mistakes are opportunities -- golden ones. Here's why. Studies show that a satisfied customer will tell 2-3 people about his experience with your company. A dissatisfied consumer will share their lament with 8-10 people and some will push that number to twenty.

But here's the opportunity. An unhappy customer will become a loyal consumer if you fix his complaint and do it quickly. Eighty percent (80%) of these folks will come back to you if you've treated them fairly. That percentage rises to the upper 90s if you respond immediately. Every day you have the chance to transform your mistakes into returning customers -- the kind who will tell other people good things about you. Imagine that.

Authority to resolve problems is what your front-line people need to keep your customers happy. Companies that don't trust their CSRs or sales people engender fear in the employees that becomes an unwillingness to provide the "on-the-spot" solutions that create loyal customers. "I'll have to check with my supervisor", is a formula for disaster. There is a high correlation between excellent customer service ratings, a solid bottom line, and employee loyalty. Build these strengths into your structure. Teach your CSRs to say, "I can fix that," and give them the authority to do it. They won't give the store away. They will deliver profits.

Service that goes beyond expectations. If you've made a mistake, fix it, and then provide a perk for the customer-something that says, "I'm sorry," and, "I care". When all is said and done and the dust has settled, follow up with the customer. "How did we do?" "Is there something else you need?" Chances are you'll get another order on the spot.

A forum that gives a voice to the silent customer. Fewer than 10% of dissatisfied customers actually complain to a company, but they do complain to each other. They'll tell other people what you did wrong, even if they never tell you. Remember the statistics, and give these people every opportunity to tell you how you're doing. What you don't know can certainly hurt your company. Call them. Send them an e-mail. Write them a letter. Ask them if they're happy and what they need from you. Much of this will lead to more requests for your services or products.

Now, none of this takes into account the occasional customer that is rude, irate, and unreasonable. They're out there and despite what you've been told, they are not always right. But this is true, they are always human and chances are they will cool off and get their wits about them when they realize that you are listening, that you can help them, and that you care. Most customers will respond favorably to good manners.

Price and value weigh heavily in the minds of consumers, especially in tough economic times. Many consumers say companies haven't done enough to improve their approach to service in this economy. But it gets tougher to 'beat everyone's price....have the highest qualiity product....and provide the best customer service.'
 
Can we say...best 2 out of 3?

New shoes fit just fine!

Run your race, not someone else's

“Two men were walking in a forest, when they suddenly saw a savage, hungry-looking bear. One of the men quickly put on a pair of running shoes. The other guy exclaimed, “You idiot! You can’t run faster than a bear …”

To which the first guy replied, “But I don’t have to run faster than the bear, I only have to run faster than you!”

I have heard that little story told to get the wrong point across (especially from a former boss of mine). Usually the person relating the story uses it as a spring board to convey some point along these lines. “If you want to be successful,

Tracy, you must outrun your competition. No. He was missing the bigger picture.

I caught myself falling into that line of thinking at my last job. Things have been nuts this year (ok…ok….watch the news for 5 minutes and see doom and gloom). We’ve all been scrambling just to keep our heads above water. But you know what? I woke up and realized one day…”Is this the best I can be?”….”Being surrounded by people that are so worried about the competition…so worried about the economy….…..so worried about what is being said about them in the marketplace…..”

Run your race, not someone else's.

My new thinking…..”Truly successful people don’t keep their eyes on everyone else’s progress. They keep their eyes on their own lane.” If you measure your success relative to how everyone else is doing you’ll probably end up far below your potential. I will be running my own race from now on.

We all have seeds of greatness planted within us. Those precious seeds will ultimately come to fruition when we maximize our potential. And we can’t maximize our potential when we are focused on how poorly people around us are doing.

Run your race, not someone else's.

Rather than simply trying to outrun the next guy, take a close look at which track you are on. Too many people have spent their entire lives climbing the ladder of success only to find they had it leaning against the wrong wall. MAKE SURE you get your ladder against the right wall…..mine wasn’t for years.

Ask yourself…are you running the best race for you? Or are you running someone else’s race better than they are?

Run your race, not someone else's.

Take the time to find the best race for you to run. Then don’t let yourself get distracted by how “others” are running the race you were meant to run. Run your race to the absolute best of your ability.

Now…excuse me while I lace-up my new pair of running shoes……

Watch what the 'cabbie' does....

QUESTION: What could a simple cab ride have to do with becoming a better sales professional?

ANSWER: Almost everything!

My wife and I love to travel. Back in the ‘day’ when you could actually have several pieces of luggage when you traveled…on one of our trips we decided to take an ‘extra’ bag (total of 3) and my golf clubs. Today that idea has been thrown out of the window due to the increases in airline travel expenses (don’t get me started on that subject)…Anyway, our cab pulls up and the driver gets out, walks around to the trunk, takes one look at our 3 pieces of luggage and my clubs… and just grunts at me. Immediately I feel like I’ve done something to offend him. I feel weird and I just started my vacation…..bad sign.

Feeling guilty, I helped him wrestle my bags into a trunk that is already jam-packed (where did all of this other stuff come from?). He slams the trunk lid shut as I sink into the back seat feeling embarrassed that I actually have luggage. I feel like crap…and I didn’t do anything wrong.  What could be learned from this? What can I learn to make me a better salesperson? (As I ride...I think, what the hell is wrong with this jerk? This is your job....this is what you do for a living....instead of enjoying my ride with the anticipation of time away from work....my “wheels” was turning....learn Tracy...learn from this!)

#1: Make people like you

We all have bad days. I understand that. But when you’re dealing with customers, you need to put on your game face. I don’t know this cab drivers exact circumstance, but how difficult would it have been to offer a warm greeting? A simple smile would have gone a long way. Very few people go to work every day trying to be unlikable, but do your customers really like you? Do they feel good about themselves when you are around?

If you find yourself alienating customers in the first three minutes, I suggest you find another line of work.

As we pull out of the airport I tell the cabbie that I need to go to our hotel. He simply nods and rolls down the windows as we head towards the freeway. As we hit the open road, I quickly discover that this driver has one foot planted on the accelerator and the other on the brake. Smooth is definitely not a word in his driving vocabulary. I had actually thought about buying a soda in the airport, it’s a good thing I didn’t because I would be wearing most of it by now. I can almost feel my stomach becoming upset. (Learn from this!! Don't let him ruin your day).

#2: Hone your skills

Too many sales reps believe that their selling skills are better than they really are. When was the last time someone gave you honest feedback on your sales skills? A better question; when was the last time you asked for feedback? I honestly believe that this cabbie thought he was a good driver. After all, why become a cab driver if you can’t drive? Truth be known, his skills were awful. How are yours?

As we continue our journey I notice the inside of his cab looks like something out of a horror movie. Don’t get me wrong, I’m not expecting a room at the Hilton, but I do believe you can throw out trash, sweep out dirt and wipe “drool” and fingerprints off of the windows! And what is that smell? Seriously...what is that smell?

#3: Take pride!!!

Take a hard look at your email signature, voicemail greeting, hand-written notes and all other customer touch points. Are your quotes easy to understand? Do your invoices make sense or do you need a law degree to decipher? It’s easy to get complacent, challenge yourself to step-up and find the “drool” in your organization and your personal "game."

Twenty minutes outside of the airport the cab driver turns to me and asks me if I know where the hotel is located. He says he’s not sure exactly where it is….I am thinking….”what an idiot.” (Of all the other cabs...I got this one....I would actually walk at this point...if I didn't have 3 pieces of luggage and my golf clubs).....(Think Tracy.....what else?)

#4: Be knowledgeable

If I knew how to get there, I could have just rented a car. If we were going to get lost, I would have preferred to get lost before getting on the freeway. Selling professionals need to be knowledgeable about their products, customers, market, industry and competition. We are the resource that our customers look to for advice. It is our responsibility to know where we are.

If you’re not knowledgeable, don’t take someone for a ride!

We finally figure out where we’re going but the cab grinds to a crawl as traffic starts getting heavy. It’s a warm, humid day so I ask if we could roll up the windows and turn on the air. Without a missing a beat (or turning his head) I’m told “no.” I understand you burn more gas running the AC, but I’m guessing my tip will more than compensate. Now I find myself trapped in a dirty, hot (smelly) cab that is being driven a grouch who really isn’t very good with directions. (What's the moral to the story Tracy?)

#5: Take care of the customer!

Cab drivers get tips, sales reps get commissions. There are more similarities than differences in how these two professions get compensated. If your livelihood depends on customers (and your job does), then you, your manager and your organization need to be committed to taking care of them.

And by the way…. I DID NOT tip the cabbie for this ride. Stop giving tips when people don't deserve it. I subscribe to the 'don't tip' for shitty service rule....maybe if you were paid commission....you would understand. A "tip" is not going to help this guy!