Locking Customers in


Winners care about their clients’ businesses. They take specific steps to become more intimately involved. They share information and knowledge and pass on leads. They are always on the look out for ways of ‘adding value’ or helping customers to solve their problems.

 

They lock out competitors by integrating their own systems and processes with those of their customers. They may become involved in joint planning and the development of their client’s services. Relationships they forge grow into formal partnerships with joint and mutual objectives, shared rewards and savings, commitments to specific and measurable performance improvements, open book accounting and simple, quick, low-level dispute resolution procedures.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Eyesight, Mindsight, Winners, Losers, Dreams, and … Success


A great life always begins with a dream—a vision. Each person has two kinds of vision: Eyesight and mindsight. Eyesight tells us what objects are around us. Eyesight forms pictures of trees, people, buildings, mountains, water, stars, and other physical, tangible things. Eyesight is physical.

Mindset is different from eyesight. Mindset is the power to see not what is but what can be when human intelligence is applied. Mindset is the power to dream. Mindset forms pictures of the future – the home we want, the family relationship we desire, the income we will enjoy, vacations we want to take, or our wealth at some point in time.

Eyesight is strictly physical and sees only reality. Mindsight reveals what is not yet real nor tangible. How we choose to use our mindset to dream determines our success (achievement, influence, and satisfaction), our wealth (income, net worth, and physical well-being), and our happiness (respect, joy, and commitment).

People differ little in eyesight. At a very early age, all children using eyesight can clearly distinguish objects, such as people, buildings, stars, and water. But people differ enormously in mindsight or mental images of what is not yet real or tangible. A great majority of people see spending a life in a mediocre, modest-paying job. In the social department, their mindsight sees little joy but lots of boredom and big problems. And in the home department, they see, at best, only an ordinary, dull, problem-plagued existence.

On the other hand, a few success-directed dreamers see the future as filled with challenge. They see work as a road to advancement and prestige, and to large rewards. Creative dreamers see social relationships as encouraging, as stimulating, and as fun. In their home department, they see excitement, adventure, and happiness. They choose to dream of a good and great life.

Whether we spend life winning or losing depends on how we use our mindsight—what we choose to see or to dream. Each of us has the power to make this life a heaven or a hell, depending on how we choose to dream about it. Those who see life as heaven are the winners; those who view life as hell are losers.

Some believe luck or chance determines their destiny. These people think that fortunes, success, and the good life depend on the roll of the dice, on the spin of a wheel, or on a randomly selected number in a gamble.

Wishing is different from dreaming. Wishing is passive and inactive. Wishing is an idle pastime with no brains or effort behind it. But dreaming is backed up with an action plan to produce results. Anyone can wish. But a dreamer takes action on what he or she wants.

You can divide people you know into two categories: The winners and losers. Winners are active dreamers working to convert their dream into positive, tangible accomplishments. Losers are inactive faultfinders who believe the system is against them and luck or fate determines what will happen. Losers are cynical. Losers are pessimists. Losers are selfish—not my job; why should I help; nobody ever did anything for me. Losers want something for nothing.

Winners are people of good will. Winners are generous. Winners know “there’s no free lunch,” “Sacrifice means investing in the future.”

People who dream big think, “Regardless of how good or bad the situation is now, it will get even better. It always does. They bank on a great future.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Change and Transformation Losers


Losers adopt a combination of attitudes, approaches and priorities, from a limited vision and a short-term and internal orientation, through cutting corners, to attempts to protect corporate interests, and this locks them into a ‘spiral of descent’. The almost inevitable outcome of their actions and inaction is a struggle to remain viable as a supplier of low-margin commodity work.

Losers become reactive and defensive, get lost in complexity of labyrinthine proportions and the more activities they engage in to break free, the more they become entangled. They introduce changes for changes’ sake. They become neutralized by their lack of imagination and entangled in barbed wire created by their own words and actions. The trick they try to play is to retire or to move on at a high point.

Losers in the battle to become and remain competitive:

·        are ‘in their own space’ and relatively oblivious to the needs of others; they do not anticipate and remain unaware of significant external developments and pressing requirements to change;

  • lack self-confidence and self-worth and hold back, they are different, can be indicative and find it difficult to commit themselves;
  • do not have a compelling rationale and purpose; they are not unique, special or even distinctive;
  • are not noticed by people, they are grey and dull, and hence fail to stand out or have an impact;
  • copy and follow others; they do not innovate or differentiate  themselves from their competitors;
  • respond to events; they react to incoming approaches and invitations to tender;
  • do not prioritize and focus; they fail to address what is important as a result of being distracted by trivia;
  • hoard information and hold on to the reigns of power; they are reluctant to delegate and to trust and involve others;
  • remunerate people according to their seniority and status in the management hierarchy;
  • are driven by internal personal goals and corporate targets rather than by customer requirements;
  • play other people’s games rather than live on their own terms; they become pawns on other people’s chessboards;
  • adopt standard approaches and are rigid and inflexible;
  • follow fashions and have a penchant for fads;
  • search for panaceas and single solutions;
  • define their capabilities in terms of the tangible assets they own and the people they employ;
  • are consumers rather than producers of knowledge, understanding  and intellectual capital;
  • respond unimaginatively and mechanically to business opportunities;
  • rely on traditional ‘hard-self’ techniques and undertake win-lose negotiations;
  • make little effort to learn from either their experience or that of others;
  • hold back and stay aloof; they avoid personal commitments, partnering  arrangements and inter-organizational links;
  • are selfish in relationships and put the minimum of effort into maintaining them;
  • use their customers to achieve their own short-term objectives;
  • are cautious and half hearted in their approach to e-business;
  • mouth generalizations and they indulge in self-deception and spin;
  • live for the moment; they have short time horizons;
  • do little to keep competitors out of their key accounts;
  • leave the building of customer relationships to specialist sales staff;
  • ignore organizations that are supplied by competitors;
  • prize their freedom and independence, they prefer to operate alone;
  • attempt to protect their interests with small print and avoid the assumption and sharing of risks;
  • are secretive and defensive; they build internal and external barriers to create a hard shell;
  • offer other employees general training and development that is viewed as a cost;
  • fail to equip their people to win new business, create new offerings or build customer relationships;
  • are complacent and set in their ways; they are reluctant to think, question and learn;
  • confuse the roles of owner-shareholder, manager and director;
  • fail to distinguish between operational matters and strategic issues;
  • become typecast and locked into certain roles; they tend to end up as commodity suppliers.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact http://www.asifjmir.com

The Driver for Speed


The time culture can impose unrealistic deadlines upon those who are charged with the responsibility for delivering improvements. When a supply chain is involved, the single company may be no more able to achieve a tangible impact upon the external environment that it can deliver all the value that is sought by a final customer. When others are involved, there is likely to be bargaining and negotiation.

Today’s craze can be tomorrow’s memory. Too many managers assume that trends will continue longer than subsequently turns out to be the case. With many environmental and social policies taking many years to have a significant impact, companies face a dilemma similar to that encountered by those seeking to change attitudes and behavior. By the time the outcomes initially sought have been achieved, the requirement may have changed. Will there be a backlash when people count the costs? Will they become bored? Will certain lobbies go the way of the skateboard as people become more aware of the lack of achievement in relation to fundamental problems?

Winners assemble a comprehensive, complementary and coordinated set of initiatives, embracing all the parties involved, that are likely to have a significant impact upon an environmental or social issue. They achieve a significant change of attitude, because all the varios change elements that are necessary have been put in place.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.