John Ploetz Bloggin

Our lives are built on expectations. Everything we do on a day to day basis is in response to our expectations. We have expectations about everything, from people, to places to things. Based on our expectations, when we do something, we believe a certain chain of events will occur. But how reasonable are our expectations? And can we really measure the reasonableness of our expectations? There are some things to think about when weighing how reasonable our expectations are:

The focus of our expectations isn’t just limited to us individually. We have expectations of others as well. We need to understand the limitations of the expectations we have of others. Our control over others is extremely limited.
We may have an expectation that we can control others’ actions, but in reality we have no control over others’ actions.
When we’re just dealing with ourselves we can be pretty assured of what will ultimately happen. However, we never move in an isolated vacuum. Keep in mind that our expectations are just that, expectations, be prepared that they may need to change. Be open to changing expectations.
Don’t get hung up on how you expect others might respond. Worrying about other people’s responses becomes a needless waste of energy. When we throw others into the equation the variables become many and the outcomes almost infinite. We can’t plan for infinite outcomes.
When we interact with someone, don’t automatically expect them to respond in the same way we would. Many times we are at a loss when someone does something totally different then what we would do. Bottom line is we need to accept the fact that people won’t always respond in the manner we anticipate.
Instead of being resentful or getting upset when our expectations aren’t met, we should focus our energy on understanding why the expectation wasn’t met. Again focus on weighing whether or not the expectations were reasonable. If not, why not.
When a person’s response doesn’t meet our expectations don’t take it personally. Expectations shouldn’t be etched in stone give them room to grow and change.
Do stay unemotional and rational with expectations. Expectations should be treated as a tool we can use, not a character flaw that we should latch onto at all costs.
We should set expectations based on actual facts. We can dream, but know that difference between reality and dreams. Stay grounded in reality when setting expectations.
Base expectations on the most likely outcome, but realize that probability isn’t the same as certainty.

We all have expectations. But expectations shouldn’t take control of our lives. We need to continually assess whether our expectations are reasonable, that we use them as a tool to reduce our stress, and let them help us predict the outcomes of situations. If that’s not happening we need to reassess the reasonableness of our expectations.

John Ploetz

26 Feb, 2014

John Ploetz Bloggin

An old coworker I knew used to say you have to be a good enough salesman to sell sand to an ocean. I never understood what an ocean needed with more sand? In fact it really misses the point. The goal isn’t to sell something to someone that they don’t need, the key is in assessing what the needs are for that customer and then tailor making the sales experience to meet the customer’s needs. You become a better sales person by better understanding your customer and what they need and how you can deliver. You aren’t forcing your product down their throat but you are educating your customer. Think about these steps when crafting a sales experience for you customer.

As a sales person you need to take the time to get educated about your customers needs. Get background on your customer. Understand how they need to use your product. Understand what expectations they have in using the product.
You need to know what your product can and can’t do. Know the limitations of your product. Don’t tell a customer your product can do something that it isn’t made to do or is beyond the product’s limitations.
Take time to explain to the customer why they need your product. Never assume a customer understands what your product can do and how it works. Ask questions, give your customer a hands on demonstration and let the customer tell you in their own words what they think the product does. That way you can determine where there might be any misunderstandings about what your product really does and how it works.
Educate the customer about your product. Whether it’s you or support staff that have the proper training on product use, make sure enough training is provided so that the customer is comfortable using the product. Always follow up with the customer to make sure the product is meeting their expectations.
You need to be able to anticipate future needs of your customer. Try to anticipate future needs. While you can’t anticipate every need, think about how your product might help your customer in the near future. This becomes an added sales tool and helps your customer understand the added advantage of your product. In other words it doesn’t just meet his or her current needs it can meet future needs.

Remember to work through this process with any sale and you will maintain many satisfied customers. Selling is all about customer satisfaction and customer satisfaction is all about the customer knowing and understanding what they purchased. Don’t settle on being a salesperson when you can be a sales educator.

John Ploetz

19 Feb, 2014

John Ploetz Bloggin

A positive management style is one that:

fosters personal employee growth;
promotes the timely meeting of production goals; and
furthers the short and long term company strategic goals.

What management style do you bring to the table and does it meet those ultimate goals. Here are some management styles I’ve run into; think about which management goals they meet.

The micro manager. Employees can’t do anything without a sign off approval by their manager. Manager knows exactly what the employee is doing at all times. Manager rarely lets employees think for themselves. Manager sets limited parameters within which employee can complete tasks.
The overly concerned manager. Manager blurs personal and business boundaries. More concerned with fostering air of likability with employee than with defining a healthy manager managee relationship.
The “I’m too busy to help you” manager. Is easily disorganized or distracted by personal or business matters. Can’t find time to train, or oversee employees because they’re too wrapped up in their own issues.
The fear manager. This manager rules with an iron fist; threatens employees subtly or openly with public humiliation, demotion or the possibility of being fired.
The “I’m not going to give you any important tasks so you can show people that you’re better than me” manager. Retains all the interesting and difficult projects so that he or she can ultimately take credit; uses control to maintain his or her importance within the company.
The “hide the ball” manager. Manager needs to keep control of the important pieces to maintain status and importance; won’t disclose the big picture; keeps details of all facets of projects to him or herself; maintains importance through being the information hub. Usually doesn’t want others’ feedback. “We’ve always done it this way” is good enough.
The “I can’t wait for you to figure it out how so I’ll do it for you” manager. Impatient and unwilling to train or explain. Winds up doing the difficult pieces of a project or a difficult project all together. Limits the difficulty of tasks delegated to employees under his or her supervision.
The “I want to mentor you” manager. Helps employees develop their skills, pushes employees just enough outside their comfort zone to add new skills. Hopes an employee doesn’t take their job one day, but is still willing to take that chance.
The self centered manager. Is wrapped up in own importance; motivated by own need to move up the corporate ladder. Success is defined by individual success.
The well rounded manager. Patient; willing to train; willing to explain; comfortable with their own abilities; enjoys seeing success in other employees and the company as a whole; positive and self assured.

Think about your management style. Are you comfortable enough with your own capabilities to get the most out of your employees? Do you focus on meeting production goals and the company’s strategic goals? Remember, by getting employees to be the best at what they do, you help yourself to be more successful and have more time to do the things in your job you most like to do.