Private Eyes Inc.



In this issue    
7 Most Powerful Sales Tools
Success Depends on Your Team: Tap the Potential
8 Rules For Creating A Passionate Work Culture

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June 2012  

Message from Our President, Sandra James   

 Sandra Black and White Standing

As the summer season approaches we are experiencing an increase in productivity as the warm weather makes it appearance!  June is going to be a very eventful month!


Private Eyes, Inc. will be participating at the Premier Breakthroughs Conference.  Breakthroughs is a knowledge sharing event devoted to bringing people, ideas, and innovations together to transform healthcare.  For full conference information click here.


Premier Breakthroughs Conference

Opryland Hotel and Convention Center

Nashville, TN

June 5th-8th

Come visit us at booth #1039!


Later in the month, Private Eyes, Inc. along side will be attending the WBENC 2012 National Conference & Business Fair.  WBENC's Roadmap to 2020 - a groundbreaking plan promising increased value to corporate and government entities - will provide the foundation of the 2012 conference. For full conference information click here.


WBENC 2012 National Conference & Business Fair

Orange County Convention Center

Orlando, FL

June 19th-21st

Come visit us at booth #817!


Please feel free to stop by our booths and say hello.  We would love to see you!



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7 Most Powerful Sales Tools

The world is inundated with sales tools: worksheets, playbooks, sales scripts, software, brochures, and so forth. But all of those sales tools put together are insignificant if you don't have the intellectual and emotional tools that truly create success.


Here are seven sales "tools" you need to develop:


1. Patience


If you're patient, you let customers decide at their own speed.  You realize that nobody ever got a plant to grow faster by pulling at the leaves of a seedling. If you lack patience, you'll be frustrated whenever things take longer than you'd like. Customers will sense your frustration and hesitate to buy.


2. Commitment


If you're truly committed to both your customer's success and your own success, you'll do whatever it takes (within legal and ethical bounds) to get the job done. You'll banish all thoughts of ever giving up. If you lack commitment, you'll consistently fail to follow through-and will often drop the ball at the worst possible moment.


3. Enthusiasm


Enthusiasm is contagious: If you're enthusiastic about yourself, your firm and your product, your customers will "pick up" your enthusiasm and believe in your ability to improve their lives.  If you lack enthusiasm, however, you'll always find yourself surrounded by naysayers and endless "objections."


For the Full Article: click here 



Success Depends on Your Team: Tap the Potential

Wise leaders look at what an employee can do rather than what he cannot do.


When Alan Mulally became CEO of Ford Motor Company in September 2006, it was expected among senior executives that some, if not many, would lose their jobs. Mulally was an outsider, hired from Boeing for his expertise in turning around big organizations.


But according to Bryce Hoffman's riveting account, American Icon: Alan Mulally and the Fight to Save Ford Motor Company, the newly appointed CEO did just the opposite. He chose to keep nearly all the top leaders despite being warned by some on the board as well as inside the company that infighting might cripple turnaround efforts.


Mulally was not disheartened, nor did he opt to hire many from the outside like himself. He dug down into the ranks to discover new talent that had been under-utilized. He also realized that some of these folks simply needed a new opportunity and, if sufficiently motivated, they would rise to the challenge. And they did. Today Ford is sharply back in the black and is considered the most respected automaker in the world.


The lesson for leaders who evaluate people--that is, every leader--is to adopt a "glass half full" versus a "glass half empty" attitude. Sometimes, as happened at Ford, employees become beaten up by the system and they stop trying, or at least stop thinking creatively, and acting courageously. They go through the motions. It therefore falls to the leader to "wake them up" to tap into their potential.


Mulally's story is not limited to executives just like himself. All leaders have an opportunity to mine the talent of their organizations.


An executive who is evaluating talent should ask three questions about the individual:


1.    Does this person have the skills to do the job?


Most importantly, a staffer must be competent and fluent in the discipline he is being asked to manage. Competency is not simply a matter of knowing how to do the job now, but also how to do it when the job evolves into new responsibilities.


2.    What has been holding him back from achieving?


This question gets at roadblocks. Often people have been held down, or mismanaged in such a way that they have yet to prove themselves. Their skills have been sidelined due to an inept boss or simply a lack of opportunity. It is important to explore this question deeply to decide if the candidate has what it takes to undertake new responsibilities.


For the Full Article: click here    


8 Rules For Creating A Passionate Work Culture

In this article, Paul Avofs explains the value and importance of hiring and keeping employees that are passionate about their jobs and why:

Several years ago I was in the Thomson Building in Toronto. I went down the hall to the small kitchen to get myself a cup of coffee. Ken Thomson was there, making himself some instant soup. At the time, he was the ninth-richest man in the world, worth approximately $19.6 billion. Enough, certainly, to afford a nice lunch. I looked at the soup he was stirring. "It suits me just fine," he said, smiling.


Thomson understood value. Neighbors reported seeing him leave his local grocery store with jumbo packages of tissues that were on sale. He bought off-the-rack suits and had his old shoes resoled. Yet he had no difficulty paying almost $76 million for a painting (for Peter Paul Rubens's Massacre of the Innocents, in 2002). He sought value, whether it was in business, art, or groceries.


In 1976, Thomson inherited a $500-million business empire that was built on newspapers, publishing, travel agencies, and oil. By the time he died, in 2006, his empire had grown to $25 billion.


He left both a financial legacy and an art legacy, but his most lasting legacy might be the culture he created. Geoffrey Beattie, who worked closely with him, said that Ken wasn't a business genius. His success came from being a principled investor and from surrounding himself with good people and staying loyal to them. In return he earned their loyalty.


For the long-term viability of any enterprise, Thomson understood that you needed a viable corporate culture. It, too, had to be long-term. So he cultivated good people and kept them. Thomson worked with honest and competent business managers and gave them his long-term commitment and support. From these modest principles, an empire grew.


Thomson created a culture that extended out from him and has lived after him. Here are eight rules for creating the right conditions for a culture that reflects your creed:


1. Hire the right people


Hire for passion and commitment first, experience second, and credentials third. There is no shortage of impressive CVs out there, but you should try to find people who are interested in the same things you are. You don't want to be simply a stepping stone on an employee's journey toward his or her own (very different) passion. Asking the right questions is key: What do you love about your chosen career? What inspires you? What courses in school did you dread? You want to get a sense of what the potential employee believes.


2. Communicate


Once you have the right people, you need to sit down regularly with them and discuss what is going well and what isn't. It's critical to take note of your victories, but it's just as important to analyze your losses. A fertile culture is one that recognizes when things don't work and adjusts to rectify the problem. As well, people need to feel safe and trusted, to understand that they can speak freely without fear of repercussion.


The art of communication tends to put the stress on talking, but listening is equally important. Great cultures grow around people who listen, not just to each other or to their clients and stakeholders. It's also important to listen to what's happening outside your walls. What is the market saying? What is the zeitgeist? What developments, trends, and calamities are going on?



For the full article: click here  

Sandra James
President, CEO
Private Eyes, Inc.