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IN THIS ISSUE
Practicing Philanthropy AS A SERVANT LEADER By. Dr. Kreslyn Kelley-Ellis
Rethinking Referrals by Kevin Pendergrass
7 TIPS
to Including Philantrhopy in your Corporate Culture
BUILDING STRONG TEAMS By Vicki Morris
DECEMBER 2020
A Publication of Face To Face Marketing, LLC
Marketing & Design
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Vicki Morris
Vicki Morris Sharon Heinz | Accountant President & CEO
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Dr. Kreslyn Kelley-Ellis Dr. Kreslyn Kelley-Ellis
Jay Newkirk
Certified Human Capital & Leadership Coach Dr. Kreslyn grew up in Huntsville,
Kevin Pendergrass
AL,
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Vico Magistretti
a Note
Let’s have a fresher look at this “be intentional” concept. Being in business is hard work. It’s the hardest thing I have ever done professionally. There is no clocking out. You are the decision maker. Things go great or horrible all based on the decisions you make. The directions you choose, have consequences for your team and your clients. Here’s another definition l found about being intentional:When you are intentional, you choose to make decisions and take action on what’s really important to you. You are deliberate about setting a goal to achieve a specific outcome or result in the future. Remember when you were on the playground during recess? There was always a group of girls jumping rope. And there were also a few girls doing Double Dutch! I always wanted to be good at double Dutch. I stood on the
side and watched the girls on the right turning the ropes, rhythmically. I saw the girl on the left also turning her ropes. I knew I had to feel the pace and the cadence before I could jump in. If I jumped in too early or too late I would trip and fall, and cause myself a huge embarrassment. So, I knew my goal, I studied the process, and figured out my entry process. Success! I continued studying and got good enough to be a second jumper, I could jump on one leg, and even turn around while jumping!! I had a goal, I studied the process and developed an actionable plan. With practice, and iterations, I was successful. So, to bring this story home, and back to being intentional about our businesses; have a plan, know the steps, and keep working until you achieve the desired result. Research, iterate, test, practice, and learn what gets you closer to your goals. If there is something you want to do
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The power of intention is the power to manifest, to create, to live a life of unlimited abundance, and to attract into your life the right people at the right moments. -Wayne Dyer research to see if others have charted the same or similar course, study their paths, and use the information you learned to formulate an actionable plan that gets you to your goal. Have an accountability plan or process. I told my family what I wanted to do, and described to them what they would experience as they tasted when I made. Find peers that will hold you accountable. Or find someone who has obtained a level you have your sights set on. Have a plan to help you stay on track with your goals. Write your goals down, give them a timeline and a deadline. Define the action items necessary to reach the goals. Write this down. If you need to contract a coach to help you with the accountability, then do that. Or be your own coach, and choose a trusted friend to be accountable to. Maybe someone who has similar goals. You can chart your course together. Communicate your message to yourself and the people around you. If you want to increase your business as one of your goals, your communication strategy needs to facilitate and support that goal. Your social media, website, and your email marketing strategy should all align with your new goals. Being intentional is nothing but empty words if you don’t have a written plan. The plan is worthless if you don’t put the actions into the plan. I hope that as you enter this new year in your business, you will execute with a measurable plan, deliberate actions, with predictable outcomes. This is what I’m really good at. If I can help you define your communications strategy, let me know!
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TABLE OF CONTENTS DECEMBER 2020 PAGE4 A Note from the Publisher PAGE 9 Practicing Philanthropy As a Servant Leader By Kreslyn Kelley-Ellis
PAGE 11 Tips for Defining your Unique Corporate Culture PAGE 13 7 Tips to Including Philanthropy in your Corporate Culture By Face To Face Marketing
PAGE 20 Building Strong Teams By Vicki Morris
PAGE 23 What Every Millennial & Centenial Needs to Know To Navigate Career Success By Dr. Steven Carter
PAGE 28 Personal Brand Photography by Patrice Johnson
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Dr. Kreslyn Kelley- Ellis
Being a servant leader is one of the simplest ways to foster philanthropy in the workplace. Such humanitarian efforts begin with one’s desire to promote the welfare of others. Unfortunately, many assume that philanthropic efforts mainly require giving money and, thus, miss the opportunity to supply an even greater gift, the gift of empathy. People all around the world fear social contact with others and feel more divided from friends and families over political preferences than ever before in their lifetime. What greater moment than now could leaders serve others by offering compassion and a listening ear? Both empathy and listening are elements of servant leadership that allow followers to witness humility in their leader. By utilizing such skills, leaders do not give up their role as the one in command nor give others permission to usurp their authority. Instead, they transmute personal power to the empowerment of others. Giving followers’ voice and allowing them a safe place to speak their truth to power is a valuable gift to offer your team during these times. In the words of Robert K. Greenleaf, the father of servant leadership, “the best leaders are servants first”.
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Being a servant is not always easy, but its rewards are astounding. After all, scholars have associated servant leadership with ethical decision making and positive outcomes in the workplace. It is essential, however, that leaders’ efforts are genuine, because philanthropic endeavors without the right motives are not very noble. Any rich person can give money; but, giving up one’s wealth of power to empathize with hurting people, who may have worldviews that oppose your own, is giving at its best. These times require our service!
Dr. Kreslyn Kelley-Ellis Human Capital & Leadership Coach
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TIPS FOR DEFINING YOUR UNIQUE CORPORATE CULTURE BY JAY NEWKIRK JAY NEWKIRK BUSINESS CONSULTING
A lot of people and blogs and articles talk about “corporate culture.” Is it just a buzzword, or are people actually living it? I’m not here to tell you to make game rooms and incorporate
That said, here are my top tips for developing a
flexible hours and work-from-home
collaborative and successful corporate culture:
Fridays into your culture, if that’s not what you’re actually about. I am here
Know who you are and
to tell you the little-known secret
where you’re going.
about a truly successful corporate culture that keeps your employees happy, engaged, and loving to come to work: sincerity.
Have well-thought-out vision and mission statements and share them with your staff. Remember that your organization’s culture is a reflection of “who you are,” including your values, your focus, and your life’s ultimate
If YOU believe in and truly want a corporate culture built on collaboration and shared objectives, others will, too. If you’re just putting in the latest shiny object, but the spirit of collaboration, authenticity, and respect isn’t there, your employees (and customers!) will know that you don’t actually care about them and where they are going.
objectives—your dreams. In other words, you can’t build a corporate culture that’s not an extension of your beliefs and your personal desire for how the world views you. In fact, that is a very important point for creating your organization’s culture. Consider how you perceive the world perceives you, the world being your employees, your customers, your banker, your competition, etc.
Ask yourself what you hope the world sees when looking at you. That is the beginning of creating “your org’s culture” and the central “tip.” The culture grows and is sustained by: Thoughtful recruiting Continual reminders and motivational opportunities, including discussing the importance of the company’s culture and revisiting it with the staff, sharing that it “defines who we are.”
If you believe in and truly want a corporate culture built on collaboration and shared objectives, others will, too.
And, ultimately, having a clear corporate ultimate objective and knowing that the culture will be the “fuel” to get you there resulting in everyone achieving their personal dreams. A caution here is important. You can’t just talk about culture and having a positive and exciting place to work if you don’t actually want it, believe it, and live it. Without sincerity, people can see through you and will know that your discussion of corporate culture is just talk with no action. As a result, people will lose trust in you, if they ever gave it in the first place. Remember, as Simon Sinek says, “A team is not a group of people who work together. A team is a group of people who trust each other.”
7 TIPS TO TO
C C H A R A B E G V N G CH HA AR RIIITTTA AB BLLLE EG GIIIV VIIIN NG G INCLUDING PHILANTHROPY IN YOUR CORPORATE CULTURE
Corporate philanthropy -- whether it's volunteering in the community, supporting causes close to you or making donations to charitable causes -- can have major benefits for a company. By developing and fostering a culture of giving back, businesses can not only build a strong sense of community, but they can also become more attractive for younger generations of employees who are very keen on seeing their organizations involved in charitable work.
7 TIPS
TO INCLUDE PHILANTHROPY IN YOUR CORPORATE CULTURE
To help inspire your company toward change, try out one or several of these seven tips to help build a culture of corporate philanthropy.
01
CREATE TEAM BUILDING VOLUNTEER PROJECTS Turning volunteering projects into teambuilding opportunities will not only enable the organization to do something good for others, reflecting its culture, but also will bring team members closer together.
02
ENDORSE ETHICAL LABOR PRACTICES True corporate philanthropy should actually start from within by endorsing ethical labor practices,
03
PARTNER WITH A CHARITY For ongoing opportunities to become involved in charitable actions, companies could partner with a dedicated organization. These partnerships showcase the business's commitment to giving back to the community.
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7 TIPS 04
TO INCLUDE PHILANTHROPY IN YOUR CORPORATE CULTURE
VOLUNTEER YOUR SERVICES Money and goods aside, businesses can also develop their philanthropy culture by offering some of their services free of charge, ideally to organizations involved in charity work.
05
PROMOTE DONATION OF GOODS If you don't feel comfortable to encourage your employees to donate money, but something that most everyone can get involved in is the donation of goods
06
OFFER TIME OFF A great way companies can support their employees to invest time in philanthropic efforts is by offering them volunteer time off.
07
MATCH EMPLOYEE DONATIONS If you do want to encourage employee donations, many companies match donation amounts. Allocate at least $1,000 giving per employee and invite employees to share with the team why they chose that charity.
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Congratulations, you are ready to begin adding people to your team. You’ve done an excellent job of building your business,and setting the standards for a quality work product for your clients. They know you are going to deliver what they want, when they want it and it will be at a quality level that they are excited about. At this point, you should have already created a detailed job description, have your company handbook, and your corporate policies and procedures manual. These are some basics that need to be in place before you consider bringing new or additional team members. This will save you a lot of time and energy if you have this in place to start. Let’s assume you have all this in place; now we want to focus on finding that jewel of a person that is the perfect fit for you and your organization!! These are a few tips I found extremely useful as I expanded my team this year.
Get to know the people that are applying for your position: Any resume submitted should have their social media pages linked, in particular FB and LI. If it’s not linked, I would most definitely look them up before inviting them for an interview. This is a person that could potentially represent you and your company. You need to know more about them as a person, their personality, their character, etc to make sure this could be as good a fit as their resume may indicate. Sift through this list and select the questions that would yield the answers you want to know.Another great strategy for the interview, is to ask candidates to tell you about a time when: They were a team lead for a company project. How did that go, what went well, what did you learn from that experience They did not meet expectations for a previous manager. What happened, and how did they handle it You want them to tell you relevant stories that can reveal their character. Prepare a candidate rating sheet that you can record quick observations immediately before and after the interview. Their resume, cover letter and application should be stapled to this so that all their relevant information is in one place, physical and digital copies.
Things like: On time arrival Professionally appropriate attire Do they prove to be credible, interview and resume seem to match up Did they bring all requested documents to interview Do they appear to be a person of integrity Immediate issues noticed or revealed Immediate positives noticed or revealed Perceived leadership ability (110 scale) Perceived teachable spirit (110 scale) Perceived work ethic (1-10 scale)
Ask the candidate job specific questions that can help you determine their skill level. If the resume says they are skilled at photo editing, for example, ask what programs do they use. They should mention ADOBE LightRoom and Photoshop Now ask them to walk you through the first few things they do when making edits to an image If they know what they are talking about, this should be very basic and they should be able to walk you through the controls on the right side of the screen and how they use them
Ask candidates to do a DiSC or other personality assessment prior to the second interview. Have them send you a copy of the results before you schedule the second interview. Be willing to share your DiSC assessment report with the candidate once an offer is extended. It is really important that your team knows how you think, act and behave and what motivates you. At this point you are looking for people that fit your needs. They should not be a replica of you, but rather a complement to you. Think of it like a jigsaw puzzle. You need pieces that fit together to create the whole & are made up of a blend of different personalities & characteristics. Look for a balance of personal attributes & professional skills which are complementary to yours & other team members. Ask trusted co-workers, other team members, or a friend to evaluate the person before you extend an offer. Remember, you may be so overwhelmed from the current workload that you are so excited to get some help, there may be red flags from the candidate that you just miss. If you can blindly trust this person, go with their assessment. They know you and can help you avoid an unpleasant situation down the road. Don’t inadvertently bring in a bad apple!!
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WHAT EVERY MILLENNIAL & CENTENNIAL NEED TO KNOW TO NAVIGATE CAREER SUCCESS By Dr. Steven D. Carter Today’s Millennial and Centennial generations make up a combined 40% of the work force according to the PEW Research Center analysis of U.S. census data (56 million Millennials and 9 million Centennials).
M
entorship gives your career a leg up. You probably already have a good education and several years of work experience. Good for you but so does everyone else. In that framework, a mentorship can appear as if you are seeking advantages not available to others but that is not what mentorships have to be about.
Everyone in your circle of influence benefits when you receive mentoring. Today’s Millennial and Centennial generations make up a combined 40% of the work force according to the PEW Research Center analysis of U.S. Census data (56 million Millennials and 9 million Centennials). That’s 65 million people facing the same work force challenges as you. For analytical and statistical purposes, the PEW Research Center defines the Millennial generation as people born between 1981 and 1996.
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Today, the oldest Millennials have reached maturity in the workplace at age 38. At age 23, the younger Millennials are just beginning their career growth. The Centennial generation begins in 1997 with the oldest now beginning to navigate career paths at age 22. As Ms. Samantha Johnson, a centennial currently in the workforce, elucidates the experiences of these generations, “One of the major challenges is employers wanting both a fresh set of eyes and knowledgeable work experience at the same time and from the same person — almost a contradiction in expectations.” Providing a fresh point of view and knowledgeable work experience is not an easy accomplishment on your own. This is where mentorships bring value to your career. Different Mentorship types are powerful relationships for providing you the business and life tips needed to navigate today’s competitive and unpredictable job market.
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PEER-TO-PEER MENTORSHIPS THAT WORK TODAY Your immediate thoughts might be about mentors with a significant age difference and many more years of experience. These do exist and are the most common. But these are not the only types of mentor/mentee relationships. Peer-to-peer mentorships are also valuable for today’s work environment. Two key attributes of mentorship are experience and emotional intelligence. Neither of these is the exclusive providence of older mentors. Your immediate peers’ experiences as early technology adopters is often more valuable than an older mentor’s tribal knowledge of how things used to be done. Peer-to-peer mentorship is about you and trusted peers sharing in each other’s success as well as warning each other about what doesn’t work. This can create “reverse” mentorships where the Millennial generation finds value from the Centennial generation. Certainly, the technological and philosophical gaps between the younger generations are not nearly as wide as the gaps with the Baby Boomer generation. This is key to why peer-to-peer mentorships work well between two or more Millennial peers as well as between Millennial to Centennial peers.
These are your contemporaries. They are not your boss nor your subordinate. Peer mentorships are particularly valuable when you’re embarking on a new project or taking on new responsibilities. It could be within an organization that you have worked in for several years or one that you joined yesterday or even if you’re striking out on your own as an entrepreneur. Seek out a reciprocal and collaborative relationship. Peer-to-peer mentors introduce you to key players — including those easily recognized as leaders and the less visible individuals managing the organization. This is about teamwork when everyone involved is working towards common goals. You should never compromise your responsibility to mentor your peers when you possess the answers they need. continued on page 26
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Peer-to-peer mentorship is a type of networking but it often becomes much more important when you operate outside of the scope of the day-to-today work environment. Networking offers insights and contacts external to your limited sphere of influence. Network mentoring is not an exercise in collecting the most business cards. A good network mentorship has six or seven active participants. One person’s mentorship network is not exactly the same as another’s network. It’s through your own well-cultivated network that you reach out to dozens of others with whom your mentors are connected (on an as-needed-basis). One important aspect of network mentorships comes with cross-cultural mentoring. This is how you truly grow beyond your years by expanding upon existing knowledge.
TRADITIONAL MENTORSHIPS ARE ALSO VALUE ADDED
Gaining experience-based insights from multiple peers compounds the experiences you have to draw upon.
It’s up to you to engage powerful people around you. They won’t seek you out on their own.
All of this exposure adds exponentially to your experience and emotional intelligence. Emotional intelligence is about maturity and understanding the reality of your environment , whether it is good or bad. It enables a more precise sharing of your reality with others as well as a better perception of theirs . Trust and honesty are the expected outputs of emotional intelligence.
If you are fortunate, you may gain the attention of a self-appointed mentor. This may be an informal mentor relationship or develop into a formal mentorship. These relationships often begin with a senior manager showing an interest in your career growth. He or she may point out opportunities for you to pursue or give advice on handling difficult situations. When you continue seeking this person’s point of view and advice, it can lead to better employment opportunities, promotions, and/or career development. Some senior managers prefer doing this without establishing a formal mentorship involving written steps, plans, and goals.
A formal mentorship arrangement with someone in a senior position where you work or external to your immediate work place has tremendous value. The first thing to realize is that more senior leaders aren’t likely to seek you out for a mentoring arrangement. If a successful leader invests time and effort into helping someone, he or she expects the mentee to want the relationship. Mentors want to expend time, effort, and energy with someone showing ambition and a serious interest in setting and achieving goals. Usually, senior leaders have an expectation for you to take the first step by asking if they are available as a mentor.
Senior mentors make good sounding boards, provide second opinions, and support you emotionally during tough times. Through introductions to other senior leaders and by endorsing you, mentors strengthen your voice in a roomful of more seasoned and experienced professionals. The relationship and the broader business experience provide a competitive edge otherwise unavailable. Senior mentors don’t have to be up on the latest trends or technology — you’ve have other sources for that. Their role is helping you assimilate and grow within the organizational culture or business environment.
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Among the business experience insights senior leaders offer are:· Business acumen Conflict management Effective communication Flexibility to adapt to environment and people Evaluating innovation Internal and external accountability How to benefit from performance appraisals
You should seek a mentor external to your industry who has consistently achieved the type of results that you want to achieve. Or, you may seek insight towards a major career change. Often a good mentor external to your industry is a person who has successfully changed careers and even industries themselves — often more than once.
Finding a mentor starts with you understanding what you want from the relationship. It’s not likely the CEO of a major company will immediately accept you as a mentee. The mentor you want is likely two or three levels above you. You should not be a direct report to your mentor because conflicts and ulterior motives are a natural part of the relationship with your boss. Your job is about supporting your boss rather than him or her supporting your ambitions. You should seek a mentor providing neutral and constructive feedback that benefits you without impacting them. Consider what your career needs today as well as the future demands of the organization or business environment. Many people change mentors as their careers progress but each mentorship commitment needs to be of adequate length to achieve meaningful results. A good fit can also be someone who introduces you to others that have the better answers. Also, decide on the approach for which you are most likely to respond, such as a sounding board or “tough-love”. Looking within your own company is a good start but also consider what outsiders have to offer.
MENTORSHIPS OUTSIDE OF YOUR INDUSTRY
When you are new to a job, staying within your industry is usually the wisest decision. However, when you reach a career crossroad or feel it’s time for a career change, a much different approach may be appropriate. Also, consider that if you reach career stagnation and require assistance, you may need to find a mentor for help breaking through that barrier.
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There are many possible reasons to look outside of your industry. It could be as simple as looking for a solution to a particular problem or as complicated as changing the culture of the organization. Seeking support or outside of your comfort zone, your culture, and industry ignites new ideas, insights, and opens new opportunities that would otherwise never be known. It culd be exactly what you need to be a more well-rounded and experienced professional. Mentorship arrangements are a useful tool because countless entrepreneurs and professionals find this to be the best path to career success. Mentorships offer perspective and insights to your career trajectory. They are especially beneficial early on and at the midpoint of your career. Whether your career is on a fast-track or struggling, there are always mentors willing and qualified to bolster your progress. A good mentors relationship has been known to achieve more than grad school, natural ability, nepotism, and even plain old good luck.
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t r PHOTOGRAPHY a P ne PERSONAL BRAND
O
BY PATRICE JOHNSON
FACE TO FACE MARKETING
Personal brand photography is the art of using high-quality images to tell the story of your brand. Using photos to market and advertise your brand not only positions you as an expert in your field but it gives your clients and audience a more authentic brand experience. Whether you’re a coach, online entrepreneur, influencer or peaker, beautiful, professional photography can really take your branding to the next level.
You should consider a personal branding session: *If you own any kind of business. *If you are the face of your brand and it is important for people to connect with you. *If you wish to take your business to the next level by stepping up your visual branding.
Is a personal branding session right for you? How do you know if you need a personal branding session?
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*If you want your ads to look fresh, polished and professional.
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How a Personal Branding Session is Different Than a Head shot Session
Personal branding photography is a relatively new aspect of visual branding, with savvy business owners jumping on board to take their branding to the next level. A personal branding photography session differs from a typical head shot / portrait session in several ways. With head shots, the focus is simply you, usually shot from the waist up. Head shots are incorporated into personal branding sessions, but we don’t stop there. We delve deep into not just who you are visually, but telling the story of what you do and why you do it via detail shots, lifestyle shots, photos of you in action, you with your products, etc. The possibilities are endless, and each session is customized to best reflect the type of business you run and the message you wish to convey about your brand through images. So, is a personal brand photography session for you? We say it’s something you and your brand can’t afford not to do!
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A GOOD CORPORATE PHILANTHROPY PROGRAM can resonate with your customers more deeply than any well thought out marketing campaign. PROMOTING YOUR PHILANTHROPIC AFFILIATIONS and investments shows you are working toward being a good corporate citizen and makes customers feel better about choosing to buy your products and services.
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How are you getting your customers and clients? This is a question I ask just about everyone I meet in business. The typical answer to this question is something to the effect of “word of mouth and referrals.” Many networking groups center around the idea of referrals, referrals, referrals. The idea is simple. Meet enough people, get enough people to like you, have those people refer you, and then, voila, you become a success story. While in theory this sounds good, I want to challenge this “conventional wisdom.” In a series of articles, I am going to lay forth reasons as to why I believe we should rethink the way we salespeople view referrals. What I am going to say has helped me and I hope it will ultimately help you in sales and in your business.
Let me be clear from the onset. I love referrals. I can never get enough of them. They are wonderful and I am thankful anytime sometime refers me. Therefore, I am not saying that referrals are bad. However, relying on referrals is not a business plan. Receiving referrals is nice, but referral receiving isn’t a marketing or sales strategy. If you are under the impression that relying on referrals is the (predominant) way to grow your business, then I hope to challenge your thinking and get you to see why you must approach referrals differently.
Why we should rethink referrals. Are you tired of simply counting “likes?” Are you ready to start counting orders? Are you ready to start making money, and not just “connections?” If so, we can help you with that. Let us help you connect the disconnect in your business! One of my favorite singing groups of all time (and the best technical singers ever in my opinion) is Boyz II Men. One of their hit songs back in 1994 was “Water Runs Dry.” While they were referring to a love relationship, I want to apply this phrase to marketing. Most companies don’t fail or struggle because of a lack of service or product. They struggle because of a lack of sales. Their “water runs dry” so to say. In this article, I want to discuss the first reason why we should rethink the way we view referrals. If you are primarily relying on referrals in your business, then chances are you are either failing or struggling. I know, I know. There are those people out there who live by referrals and die by referrals. They have made their business predominantly by referrals. I won’t deny that this sometimes can happen. But I believe this is the exception to the rule and usually doesn’t happen. If you have somehow managed to thrive by relying only (or mostly) on referrals, then consider yourself in the minority. However, if you are like the majority of salespeople and you realize that you need more than referrals, then please read on. So, what is the first “negative” or “problem” with referrals?
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Referrals are limited in number. What happens when the water runs dry and you no longer have referrals? Once you have gone through your list of family and friends and their family and friends, then what? You could always join a referral group, but you will still run into the same problem. This is why referral groups tend to be very transit in nature. In fact, a referral group I was once a part of had only a 20% renewal rate for membership from year to year. This means that 80% of people in the group realized after one year that they didn’t have the number of referrals they needed for it to be worth their while to be a part of the group. Referrals are limited in quality. While everybody I know may also know 600 people, the chances of many (or any) of those 600 people being a quality referral are not very high. When I use the word “quality,” I am not speaking in terms of the worth of the individual; but rather, is the person an actual "referral” for my business, product, and my business qualifications? Just because someone knows me doesn’t mean they need my services. Just because somebody knows me and needs my services doesn’t mean they will be able to use me.
Just because somebody knows me, needs my services, and is able to use me doesn’t mean they will want to use me. Just because somebody knows me, needs my services, is able to use me, and wants to use me still doesn’t necessarily mean I want them as a client. See how the cycle works? Sometimes, you may even find yourself wasting time (and money) by dealing with unqualified referrals. Referrals are limited in their consistency. Today you may have a referral, and tomorrow you may not. There is no consistency when you are (predominantly) relying on referrals as your “business plan.” There are no objective calculations, data, or gauges to be able to create consistency when relying on referrals. Once again, I want to qualify here. I am speaking in regards to those who predominantly rely on referrals as a business plan. So, in conclusion, don't let "the water run dry" in your business.
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