Dal LaMagna: Raising Eyebrows: A Failed Entrepreneur Finally Gets It Right - Author interview

Successful entrepreneur, political activist, small business adviser, film maker, and founder of Tweezerman, Dal LaMagna, was kind enough to take the time to answer a few questions about his inspirational and practical entrepreneurship guide book Raising Eyebrows: A Failed Entrepreneur Finally Gets it Right.

Dal LaMagna shares his inspiration, his misfortunes, his mistakes, and his triumphs in building a successful company in the beauty industry. He also points to his conviction and commitment to responsible capitalism.







What was the background to writing this book Raising Eyebrows: A Failed Entrepreneur Finally Gets it Right?

Dal LaMagna: Ten years after I had graduated from the Harvard Business School I could not afford to attend the 10th Year Reunion. Frank Suttell a classmate and friend had announced to the class that I had cause its average income to drop $80. I only made $2,500 that year - painting and odd jobs. I had failed at numerous attempts to start a business. I assumed I suffered from some tragic flaw and left Venice Beach California, where I was living, and returned to Long Island, New York to live (for free) with my mother and younger sister. As an exercise I wrote up a chronology of all my business failure. I thought it could be a book. I called it Failing To Get Ahead. When I finished it 300 pages later I realized that people would not be very interested in a tale of woe unless there was a success at the end. I shelved the book. Twenty-five years later after I sold Tweezerman for millions I decided to finish the book. That took another six years.

You founded a successful company called Tweezerman. How did you get that idea for a business?

Dal LaMagna: One day my backside was covered with splinters. Read the book if you want to know how that happened. I was looking between my legs in a mirror, at my butt. I had a tweezers in one hand and a needle in the other trying to take them out. I couldn't even get one. I thought if the tweezers were itself a needle I would easily grab the splinters. I went to the drug store in town to buy one. They didn't have them. Nor did the local hardware store. I was at the end of my rope living in Venice Beach, California and - see above - moved back to live with my mom. I borrowed my sister's bike and found a job at an electronic company located in the neighboring Industrial park. The workers were picking up capacitors and diodes with needle pointed tweezers. They looked exactly how I imagined they should to work as splinter tweezers. I bought several from the purchasing director; packaged them as splinter tweezers; and that launched the business.

As an entrepreneur, what lessons have you learned about creating a successful start up business?

Dal LaMagna: Find something you can do with the money you have or can easily get. Focus on on idea. Don't expect to make a million dollars overnight. Don't overreach. If your friends think your idea is stupid, they are probably right. Don't spend any money on your business unless you are forced to. Buy things used. You can find anything you need - almost - on Craigslist. Don't fear failure. Get over it. Fear success - make sure you want the life you will have when you succeed.

All growing businesses need employees. What advice do you have for employers in creating people policies?

Dal LaMagna: Pay attention to your gut feeling when you are hiring people. Remember they will be in your life every day. If they don't click with you don't hire them. The first person you will hire is your assistant. They must be organized. I followed my candidates to their car and if their car was a mess I didn't hire them. When you do hire them have a trial period of at least one month - meaning you can let them go for any reason during the first month. Take care of your employees and they will take care of you. I empowered my employees. if you want to hear more go to www.askDal.com.



Dal LaMagna (photo left)

Many business people experience difficulty with debt, revenue, and cash flow. How can a business person better manage their money and finance their company without a crippling debt load?

Dal LaMagna: Keep track of all your expenses. I now use Quickbooks for my record keeping. Run profit and loss statements every month. Remember, there are three basic functions you need to finance - the product or service, selling it, and running the company. Balance your spending among these three things. Don't buy anything new. Don't build infrastructure until you have to - e.g. run your business from your house or garage until you get it running.

Have you got a few do's that every entrepreneur should consider adding to their business policy?

Dal LaMagna: Do write down all your agreements with everyone you are engaging in your business. Tell the truth. Be patient.

Are them some don't's that business people should avoid doing; or stop doing?

Dal LaMagna: Don't exploit anyone. The Law of Karma will bite you back. Don't fire people unless a second person in your company (assuming you have more than one) agrees. Don't gamble. Running an expensive ad to see how it might work is a gamble.

Capitalism has taken a few lumps in recent years, as many business models have failed, workers have been displaced by off-shoring, bad management has been rewarded, and bailouts have become the standard. How can a business person be a responsible capitalist today?

Dal LaMagna: Take care of your employee=, your customers, your vendors, and shareholders and they will take care of you. Give your employees a share of the profits yearly (I gave 5%); make them part owners (at the end mine owned 20%). Give 5% of your profits to charities that you and your employees select. Pay a living wage. Provide health insurance (if you can't afford full blown insurance, have a policy with a high deductible, so employees are covered for catastrophe.

What is one piece of advice you would give to any current or would be entrepreneur?

Dal LaMagna: Read my book Raising Eyebrows: A Failed Entrepreneur Finally Gets it Right.

What is next for Dal LaMagna?

Dal LaMagna: I am working as a small business responsible capitalist activist. I am a trustee and major funder of BGI Bainbridge Graduate Institute, a graduate school awarding MBA's in sustainable business. Recently, I became a managing part of IceStone a Brooklyn based manufacturing company that make counter tops out of recycled glass and cement.

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My book review of Raising Eyebrows: A Failed Entrepreneur Finally Gets it Right by Dal LaMagna.

Tags: Raising Eyebrows: A Failed Entrepreneur Finally Gets it Right, Dal LaMagna, responsible capitalism, business author interviews.

Richard H. Axelrod: Terms of Engagement - Author interview

Leading authority on change management, and founder and principal of the Axelrod Group, Inc., Richard H. Axelrod, was kind enough to take the time to answer a few questions about the second edition of his seminal classic book Terms of Engagement, Second Edition: New Ways of Leading and Changing Organizations.

Richard H. Axelrod describes the problems associated with traditional change management techniques, and offers a fresh alternative approach that is inclusive, engaging, and effective.

Thanks to Richard H. Axelrod for his time, and for his thoughtful and informative responses to the questions. They are greatly appreciated.

What was the background to writing this book Terms of Engagement?

Richard H. Axelrod: I interviewed dozens of leaders, OD and HR Professionals, in for profit and not for profit organizations along with experts in the field of organizational change. I combined that information with more than 30 years of teaching and consulting experience.

What do you mean by employee engagement within companies?

Richard H. Axelrod: Engaged people put their wholehearted self behind the task at hand. Engaged organizations are those where the majority of people put their energy and commitment into the work.

Why is it so critical today for companies to engage their employees?

Richard H. Axelrod: Engaged employees are more productive, provide better customer service, develop customer loyalty, have fewer accidents, the list goes on and on. In today’s world your employees are the key differentiator between you and your competition.

How does engagement differ from other concepts of change management?

Richard H. Axelrod: You can have change management that ignores engagement. This is what I call the Old Change Management. You can have change management where engagement is the cornerstone. I call this the New Change Management. The New Change Management involves significant numbers of people in the change process early and often. In these processes people know their voice counts, they are connected to the purpose, and they work together to get things done.



Dick Axelrod (photo left)

You describe in the book how breakthrough research into neuroscience supports the concept of engagement?

Richard H. Axelrod: Author David Rock, Your Brain at Work, identifies two basic human responses, we move away from threats and toward rewards. When threatened the collaborative, innovative part of the brain shuts down, when we are in the reward state the collaborative innovative part of the brain lights up. Rock considers engagement as a reward state. This reward state occurs as you are included in the decision making process, when have a sense of where things are headed, where you have the autonomy to make decisions, where you are connected to others, and when you perceive what is happening as fair. Interestingly these are all factors in a high engagement change process.

If the research and business evidence demonstrates the productive and quality aspects of engagement, why are some companies so reluctant to embrace engagement?

Richard H. Axelrod: There are many myths that surround engagement. Some are; it takes too long, only the experts have the knowledge to create solutions, leaders will lose control, productivity will go down instead of up, and self-interest will take over. These are myths and are not true, but the extent to which leaders believes these myths they are reluctant to embrace engagement. For others it’s just a value system. They do not believe that engagement works, is helpful, or the way they want to lead, despite the evidence. .

How can organizational leaders begin the transformation of the company to one based on engagement?

Richard H. Axelrod: There are lots of places to start. You can start with what we call every day engagement conversations and find out what is important to people in your organization and then help to make that happen. You can focus on your meetings and stop having dull, boring, time wasting meetings and begin to have meetings that are so engaging that no one looks at their Blackberry. You can find an important business issue that if people were engaged in its success would make a difference. You can design jobs based on autonomy, feedback and challenge. Any one of these strategies will work; you have to figure out which one makes sense for your company.

You describe four key activities for managers to consider with engagement. What are those four key elements and why are they so important?

Richard H. Axelrod: There are four principles to consider when it comes to engagement. Widen the Circle of Involvement, Connect People to Each Other, Create Communities for Action, and Promote Fairness. These principles are important because they create a way of working that builds a foundation for engagement. When you Widen the Circle, you not only get support you get better solutions as diverse opinions are added to the conversation. When you connect people to each other you build relationships in the organization that help the work go smoothly. When people connect to each other and to the task at hand, they put energy behind what needs to be done. When you build Communities For Action, you have a group of people who have the will to make something happen, and promoting fairness provides a sense of safety and wellbeing.

What happens should engagement fail and what could cause engagement initiatives to derail?

Richard H. Axelrod: When engagement fails you create a lot of organizational damage. People’s hopes are dashed and cynicism prevails. Engagement fails, when leadership administers engagement surveys and fails to involve employees in addressing the issues identified in the survey, It fails when company statements talk about the importance of people, and you are devalued on a daily basis.

How can an organization be designed from day one to include engagement as a core value?

Richard H. Axelrod: You can begin by designing work with engagement in mind, creating jobs that have meaning, autonomy, feedback, and challenge built it. You can create a compelling purpose for your organization, one that everyone wants to support. Companies that have a purpose of giving back to the communities in which they work, or doing good in the world, will do better than companies whose purpose is just to produce product. You can make sure that people have a voice in issues that impact them. You can choose leaders who are honest, who believe in transparency, and who are willing to trust their employees.

What is the first step a leader should take in a company toward engagement throughout the organization?

Richard H. Axelrod: There are several places you can start. It is important to find out what works for you and your organization. The first thing to remember is the engagement is a choice. You choose to engage with others and they choose to engage with you. Engagement is not a plug and play activity. You can start by eliminating time wasting, energy draining meetings and begin to think of meetings of engagement opportunities. When you have an important change initiative, involve people early and often, and make sure their voice counts. You can conduct dialogues to find out what people care about in your organization and why. Then, put those goals on a par with your regular business goals. You can talk about what is important to you and why you are willing to put your own time and energy behind what needs to be done.

What is next for Dick Axelrod?

Richard H. Axelrod: I feel another book coming on.

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My book review of Terms of Engagement, Second Edition: New Ways of Leading and Changing Organizations by Richard H. Axelrod.

Tags: Terms of Engagement, Second Edition: New Ways of Leading and Changing Organizations, Richard H, Axelrod, change management strategies, business author interviews.

Garrett Miller: Hire On A WHIM - Author interview

Keynote speaker, workplace productivity coach, and President and CEO of CoTria - Productivity Training, Garrett Miller, was kind enough to take the time to answer a few questions about the refreshing and ethics based book Hire On a WHIM: The Four Qualities That Make for Great Employees.

Garrett Miller describes the four part WHIM hiring technique, based on selecting employees who display the most positive character traits.

Thanks to Garrett Miller for his time, and for the very informative and comprehensive responses. They are greatly appreciated.



What was the background to writing this book Hire On a WHIM: The Four Qualities That Make for Great Employees?

Garrett Miller: Three years ago after a series of discussions with managers who decried the perils of hiring new college graduates I began to think about my great experiences I had with hiring college graduates. How could managers in the same company, hiring for the same type of positions have such different experiences hiring the same pool of candidates? As I examined my hires and the qualities that made them so successful I began to see several threads that united them. Each of my hires, regardless of age or work experience possessed four qualities.

I coupled this with the recognition and feedback I had received from peers and managers and felt I had something unique and important to share.

What does the acronym WHIM stand for and why is it an important concept for hiring the right person for the position?

Garrett Miller: WHIM was the result of finally identifying the threads, playing with synonyms and arriving at WHIM. The acronym WHIM stands for Work Ethic, Humility, Integrity and Maturity. These qualities are unique because these are the building blocks for any great employee and the reason you must hire all four is because no matter how talented you are as a manager, you can not teach these. One manager stated that these qualities are part of someone’s DNA.

How does the WHIM principle differ from the standard hiring model?

Garrett Miller: Many of the current models focus in on abilities and skills and while these are important they don’t define a great employee. For example someone may have the ability to perform a task but they may be missing one or more of these qualities. The current battery of questions on most interview forms may ask similar questions or touch on these qualities but they don’t focus on them.

WHIM’s approach takes these four qualities and places a spotlight on them. I believe they are non-negotiable and all four must be hired.

How has the traditional hiring process failed to find the right applicants and indeed has selected the wrong person due to preconceived ideas?

Garrett Miller: One of the ironies of traditional hiring is that they do get it right sometimes, but they don’t know why or how to repeat it over and over again. If you don’t know what or why you are looking for certain qualities I’m certain you can’t get excellent results consistently. The beauty of WHIM is it simplicity and because it is simple it is easy to repeat.

One of the keys to hiring correctly addressed in the book is knowing that every hiring manager brings their thoughts, experiences and biases into the interview. Some of these biases are based on fact and are valid and some are not. Some common biases are what school a candidate attended, their accent, the way they dress, GPA or major just to name a few. We must examine our biases and prejudices and challenge them.

I have known managers that only hired athletes because the hiring manager was an athlete and found great value in the virtues of committed athletes. What is missing in this scenario is that the hiring manager may have chosen athletics for one reason and the candidates she is interviewing might have chosen athletics for a whole host of different reasons. What happens in this scenario is that not only are you passing over qualified candidates but you may be hiring candidates based on flawed assumptions.



Garrett Miller (photo left)

How can prospective employees demonstrate a solid work ethic in a resume and later in the interview?

Garrett Miller: Work ethic is displayed in many different areas on a resume. Display and communicate consistent involvement. Look for jobs, clubs and experiences that require commitment and demonstrate dedication. Being heavily involved in charities is a good sign of commitment, anyone who has worked with a charity knows the time commitment involved. I recommend hiring managers look at a candidate’s past five years and evaluate whether they have been busy outside of work or school? Can they jungle multiple responsibilities and still perform at a high level?

During an interview I look for those that have a ‘blue collar’ work ethic. Demonstrate that you are not afraid of hard work, have examples to show this. I also look for candidates who believe certain work is ‘below’ them? I look and listen for candidates who have a servant’s mentality. Do they ask, what can the company do for me, or are they asking and seeking what they can do for my organization?

When the interview has ended clean up after yourself, again this shows someone who is used to doing the small stuff and is considerate of others. During the interview make sure you communicate how many hours you dedicated to various activities. Don’t assume that your interviewer will know or will ask if it was full time or that an activity just took a few hours a week. If you are someone who has successfully juggled multiple activities and jobs highlight that as a virtue.

How can a job applicant show the interviewer that they possess real integrity and will do the right thing even in a difficult situation?

Garrett Miller: You will notice that what makes these four qualities indispensable is that they are intertwined so if you hire three of the qualities and not the forth in affect you are probably getting a diluted version of at least one additional quality. Integrity is a good example of this. One of my favorite areas to demonstrate integrity is a student who has received a poor grade or an employee who may have received a poor review. Never make excuses when asked about these situations and why it is everyone else’s fault but yours. Integrity enables a candidate to say, “Listen I wasn’t given that C- in Calculus, I earned it. I didn’t like the class, it was 8am M,W,F. The reason I earned the poor grade is because I dropped the ball it was my bad.” This is great opportunity to then share what you learned from that experience and how you have applied those lessons.

I have found that interviewers appreciate those who make mistakes and then learn from them because that is life. If I bring someone on to my team that makes excuses then I will hear those excuses until they leave my team. Take responsibility! As you can see it also takes a mature person to see the value of mistakes and be confident enough to tell the truth and embrace these learning opportunities.

Maturity is often considered difficult to assess. How can this quality be discerned in an interviewee?

Garrett Miller: The example I used when assessing integrity is a great example as well but when the interviewer is assessing maturity they are looking and listening to is how you respond. Are you comfortable talking about your mistakes or only about the mistakes of others? Another question interviewers love to ask is, what event or events helped make you the person you are today? Many times I will hear something sad or very difficult but what comes next is the key, how did you react to the event? Is there a seed of bitterness or anger and that this event is the reason why you haven’t achieved more or were kept back? Maturity is seen when someone can speak of a difficult even and say “You know Garrett, it was a very difficult time for me and I wouldn’t wish it upon my worst enemy but I’ve become a stronger person because of it.” These types of discussions are great opportunities to demonstrate maturity.

How can humility be defined in terms that point to the right applicant for the job?

Garrett Miller: I’ve defined humility as “The ability and willingness to be taught.” Have you ever tried to teach someone that knows everything? Ay Carumba! The equivalent is the classic example of a guy who doesn’t stop to ask directions when he is lost. Though we can laugh about that scenario, what happens in business when an employee doesn’t stop or won’t ask for directions when he or she is lost? Those who don’t seek direction in the workplace are a detriment to progress and productivity.

Humility is one of the most important traits of a leader, it is not a sign of weakness but a sign of strength.

Garrett Miller: I encourage interviewers to look for examples of when candidates sought out help or times when they did not seek it. How did they react in both of those situations and why did they or didn’t they seek help?

What are some warning signs that the WHIM qualities are not present in the applicant?

Garrett Miller: I listen for people who are easily offended. People who have fragile egos often lack maturity and humility. I look for gaps or short stints on their resume. There may be legitimate reasons but I will explore those. If I ask a question like, “Can you share with me a time that you were rebuked, disappointed or failed at something” and I hear “I can’t think of any”, then I am very cautious.

If there is any lying or slight of hand in the information they provide then they are out of bounds. Corporations are loosing millions of dollars because colleagues who lack integrity.

How can utilizing the WHIM hiring procedure prevent breaches of ethics, bad management decisions that cause harm to customers, employees, and even the solvency of the company itself?

Garrett Miller: I love this question because it brings us back to where we started. Hiring ability and skills is not enough. There is more to what makes up a great employee. When you hire these four qualities there are no guarantees, but you are more likely to have an employee who embodies these qualities and will behave in a way not because it is corporate policy but because that is who they are. I know an individual who cost a Fortune 100 company over a billion dollars because they lacked integrity and humility. They are the person who told a little white lie when it was convenient but who also resisted coaching because they knew it all. Years later the little white lies catch up and so does the law.

Having a culture that possesses these qualities begins by recognizing them and then hiring them with each new candidate. These qualities invigorate a company and will improve how employees see themselves and the organization they work for.

What is the future of non-negotiable WHIM concepts in the hiring process for human resource professionals?

Garrett Miller: We have developed a Hire on a WHIM seminar based on the book. The course has received rave reviews. The most common feedback is “I wish I had this course years ago.” When we hire a poor candidate it is painful for everyone involved. It is painful for the hiring manager who now has to coach this employee up or out. It’s painful for the employee as they feel the pressure to improve, change or else. It’s painful for fellow colleagues who see this going on and finally it’s a huge drain on HR resources which instead of pouring their energies into initiatives that should be driving engagement they are putting out fires and helping managers deal with ‘issues.’

When managers finish our course they truly understand how to uncover these concepts and they know what to listen and look for. The most rewarding feedback is when I hear from clients like I did last week from a VP of sales who sent me an email stating simply that “WHIM is working” and “They are seeing the quality of their hires improve.” And that he is also using WHIM when evaluating management hires.

Wow – that is so humbling for me, but a joy knowing that company cultures are changing for the better.

What is next for Garrett Miller?

Garrett Miller: My amazing family, running my productivity training company, speaking, teaching and writing keeps me real busy.

My next book is in a similar space. It is geared towards the college student who is trying to find their way. I’ve found that many of the graduating seniors are trying to find their calling and purpose after graduating, that is too late. This book is designed to help them find their skills, strengths, likes and dislikes during these valuable years. This will help make their college experiences more valuable and focused and will have them ready to hit the working world running instead of entering it and searching for their niche.

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My book review of Hire On a WHIM: The Four Qualities That Make for Great Employees by Garret Miller, with Jim Thrasher

Tags: Hire On a WHIM: The Four Qualities That Make for Great Employees, Garret Miller, Jim Thrasher, personnel hiring strategies, business author interviews.

Toni Yancey: Instant Recess - Author interview

Professor in the Department of Health Services and Co-Director of UCLA Kaiser Permanente Center for Health Equity at the School of Public Health at the University of California, Los Angeles, Toni Yancey, MD, MPH, in her inspirational and health transformational book Instant Recess: Building a Fit Nation 10 Minutes at a Time.

Toni Yanceypresents a compelling case that a lack of physical activity is costing employers and the community money, time, and lost production due to the sedentary lifestyle of employees and the general public.

Thanks to Toni Yancey, MD, MPH for her time, and for her tremendous and comprehensive responses to the questions. They are greatly appreciated.

What was the background to writing this book Instant Recess: Building a Fit Nation 10 Minutes at a Time?

Toni Yancey: I've been working on promoting physical activity in a variety of population groups for the past two decades, and have become increasingly frustrated by the lack of progress. The idea of incorporating brief bouts of physical activity into daily routine seems to resonate with people across different sectors and groups, and addresses the major obstacles to regular participation, for example, association with obligation or exertion vs. fun or stress relief, perceived or actual lack of discretionary time or money, no strong biological drive like hunger to prompt being active, concerns about messing up hair and make-up, distaste for gyms or sports, or lack of fitness or movement skills.

I want to catalyze the activity movement most in the field recognize is necessary, and need to extend and expand the dialogue about these issues beyond the public health field. When I began working with professional athletes on this, I came up with the mission of making prolonged sitting as socially unacceptable as smoking, or driving and drinking. For this reason, I targeted the book, stylistically, to sophisticated lay audiences, although the scientific grounding is there for health professionals and scholars.

Many people believe that physical fitness is their own choice, but you write that a fit population benefits the entire community. What do you mean by that?

Toni Yancey: Freedom of choice is illusory, when most of the environment conspires to chain us to our desks or couches. Though most people pay lip service to the importance of regular physical activity--and likely believe that it would be beneficial to them, fewer than 5% of adults actually meet minimum recommendations, especially in communities with little park space, absent or poorly maintained sidewalks, lack of safety, and few appealing vistas like trees, mountains or beaches.

Even in predominantly affluent communities like the West Side of Los Angeles, nearly a third of the population is sedentary--getting less than 10 minutes per week of continuous moderate to vigorous activity. Activity levels have plummeted during the past few decades and it's not because people suddenly value physical activity less--it used to be necessary to meet our basic survival needs. The individual costs of sedentariness are clear cut--diabetes, obesity, heart disease, stroke, depression, back pain--but the larger societal costs are tremendous in terms of lost productivity and high workers' comp and health care costs.

If private business and government spent less on these costs associated with obesity and sedentariness, they would be more competitive globally, in less of a budgetary crisis and have higher longevity and quality of life across the population.

The level of physical fitness in the population has declined, along with lower levels of activity in general. Can this situation be reversed for the benefit of the community?

Toni Yancey: Of course it can be reversed! I argue in the book that we have to stop focusing so much on motivating individuals, and rather, convince leaders already motivated to achieve their organizational objectives that Instant Recess breaks and other "push" or "opt-out" practices and policies that make the active choice the easy or default choice and the inactive choice more difficult or inconvenient (ex: auto-free zones around schools and workplaces, walking meetings, making stairs more convenient and accessible than elevators for the non-disabled).



Toni Yancey (photo left)

One of the central themes of the book is that good physical fitness enhances the bottom line. What do you mean by that?

Toni Yancey: Physical activity not only enhances the health of the individual, but also improves productivity through higher morale, less "presenteeism" (being in your seat but not performing at optimal levels) and absenteeism, less employee attrition (saving recruitment and training costs), and, ultimately, lower health care costs. Brief bouts of structurally integrated activity (on paid time or woven into the regular conduct of business) are easy to implement, with minimal upfront investment and, because they deliver a small amount of activity to a large proportion of people with the most sedentary the most likely to participate and benefit, a high return on investment

Should companies consider adding fitness programs to their daily organizational routines to achieve these benefits?

Toni Yancey: Absolutely! Fitness programs run the gamut from minimal investment (exercise breaks at certain times of day or in long meetings, restricting nearby parking or employee drop-off) to comprehensive wellness initiatives. Obviously the greatest gains are associated with the greatest investments, but that's usually only possible for large companies. Any company can implement Instant Recess breaks, even if they don't have dedicated wellness staff or facilities. Thus, Instant Recess and other "push" or "opt-out" practices and policies deliver a greater return on investment, particularly in the short run, when benefits must be demonstrated to maintain the investment.

Will companies add what you call ‘Instant Recess’ when they discover the financial, personnel, and competitive advantages of doing so?

Toni Yancey: I certainly hope so! It's been my experience that certain leaders ("early adopters") who are always on the lookout for such an advantage are persuaded by the documented benefits and the minimal upfront investment (start-up costs).

Are companies making the move toward more physical activity in the workplace now?

Toni Yancey: The growing awareness of the obesity epidemic and its consequences for employers is creating an opening to get more of them involved. However, my concern is that if they don't adopt the kinds of policies and practices that are most effective, they'll drop them and label the whole approach as unworkable. I recently gave a talk for the National Business Group on Health's obesity initiative, and heard from several people there that the interest is high and growing, but the strategies they've traditionally implemented (ex: fitness facilities on site, lunchtime walking clubs, before- or after-work exercise classes) are not working.

Is the entire concept of workplace fitness based on having the leadership of the organization on board, or must individuals within the company take the initiative themselves?

Toni Yancey: This is a top-down and bottom-up process. Individual employees who are not highly placed in the organizational hierarchy will find it difficult to implement these policies and practices without upper management support. At the same time, if the rank and file aren't included from the beginning to build their investment and ownership, fitness activities will fall by the wayside--they'll be "on the books" but not actually operating, like the poor compliance with state physical education mandates in schools.

What is the first step a company should take toward incorporating ‘Instant Recess’ and better physical fitness into their organizations?

Toni Yancey: Identify one or a few departments or divisions with individuals who'll be likely to be excited by the opportunity and readily get on board. My experience is there are two key types of these program champions--someone who's into fitness, for example, a former athlete, fitness instructor, or dancer, and someone who's entrenched in the company rank and file and who others look to for guidance as a peer (if Mary Lou's doing it, then it must be OK).

If there's an employee wellness advisory committee, solicit their buy-in. Market and promote a launch date for a few weeks before the start, and make sure that the bosses make a visible commitment through their participation--doesn't have to be every day or even every week, but if the boss is conspicuously absent even when s/he is in town, that will clearly communicate a low priority. And, in human capital management terms, Instant Recess participation is a great way for the C-suite to directly connect with the average Joe or Jane in a way that's not artificial, demonstrating themselves to be "regular people," creating camaraderie and engendering loyalty.

What is next for Toni Yancey?

Toni Yancey: I've got my hands full with this mission of increasing fitness population-wide for at least a generation! The First Lady is aiming to get it done within a generation and I'm pulling out all the stops to help her as a member of the Board of Directors of the non-partisan Partnership for a Healthier America, supporting her Let's Move campaign.

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My book review of Instant Recess: Building a Fit Nation 10 Minutes at a Time by Toni Yancey.

Tags: Instant Recess: Building a Fit Nation 10 Minutes at a Time, Toni Yancey, MD, MPH, organizational physical fitness benefits, business author interviews.

Nathan Segal: Secrets of Profitable Freelance Writing - Author interview

Successful freelance writer and editor Nathan Segal, was kind enough to take the time and answer a few questions about his very practical and information packed book Secrets of Profitable Freelance Writing.

Nathan Segal describes his proven techniques for landing those choice magazine writing assignments, creating effective internet content, and for making a living as an independent freelance writer.

Thanks to Nathan Segal for his time, and for his very informative and comprehensive responses to the questions. They are greatly appreciated.

What was the background to writing this book Secrets of Profitable Freelance Writing?

Nathan Segal: It largely came about from hanging out on forums. What I kept hearing were complaints from writers about the content sites and the low rate of pay. I was appalled by what I heard and decided to do something about it. The result was my book.

So many freelance writers struggle with finding writing assignments. Why is this the case and what are they doing wrong?

Nathan Segal: The number one reason is they don’t know how to market themselves.

More often than not, they wind up on the writing sites where they get paid a pittance for their articles. Other times they wind up on job boards where they’re in a bidding competition with other writers for work. And in that case it’s about who can underbid who, so even if you get a contract, it’s only for a few dollars per article. It’s hard work and you don’t make any decent money.

How can freelance writers better research writing opportunities?

Nathan Segal: By understanding how to search for work. There are two major methods:

1. • Keyword research

2. • And using online directories.

The internet provides a wealth of research opportunities. How can freelancers find magazines seeking their writing?

Nathan Segal: By understanding how to search and what keywords to use. I offer an extensive list of search terms in my book. As above, here’s an example: paying American magazines. That will give you access to a huge number of resources.

With directories, the process is easier because you have access to a database with listings of many magazines. Two that I recommend are:

http://www.freelancewriting.com and the Gale’s directories. You can get free access to the directories here:

http://www.nypl.org/collections/articles-databases/gales-ready-reference-shelf



Nathan Segal (photo left)

Can a freelancer also use the same techniques to become a telecommuter for a company?

Nathan Segal: Yes and no. They still need to search, though they would be using different keywords to search. In this case, they would use keyword phrases like: writing jobs, technical writing jobs or writing gigs. Some sites to look at are SimplyHired.com, or Craigslist.

Can the many writing sites on the internet help to build a reputation as a writer?

Nathan Segal: Yes. You use those sites to write content. Then when it’s published, you refer to that content in your query letters. This helps to establish credibility.

Why should freelancers be familiar with technical concepts like screen captures and the various web photo formats?

Nathan Segal: Depending on who you write for, you need to know how to save files. As an example, if you write for a print publication, you’ll probably want to save those screen captures as a TIFF file. If you write for the web, you’ll want to save them as JPEG or GIF. Generally, I use JPEG for full color images and the GIF format for text, line art and dialog boxes. Also, for a print publication, the resolution would be around 300 dpi (dots per inch) for good quality. For the web, it’s different. A good resolution would be 96 ppi (pixels per inch) for the PC and 100 ppi for the Macintosh.

You are a strong proponent in creating content through interviews. Can interviews be used for revenue and re=purposed for other uses including reputation building?

Nathan Segal: Absolutely. This was one of my main tasks when I was a columnist at Streaming Media World. I used interviews all the time. Also, for a novice writer, interviews are one of the easiest and most enjoyable ways of breaking into freelance writing.

I did this in two different ways, telephone and email interviews. Telephone interviews offer a lot of spontaneity and can be quite a bit of fun. The down side is having to transcribe them later. In contrast, the email interview allows the interviewee to take time with their answers. It’s also great for me as a writer because I can edit one of those in about 15-20 minutes, then it’s ready to post.

Many freelance writers have expressed concerns about how to write a good query letter. What makes for a great query letter that gets assignments?

Nathan Segal: In my experience, there are a couple of really important things. First off, never write an article in advance of the query. If you do so and the editor doesn’t like it, you’ve wasted your time.

Secondly, when you write a letter list three article topics and write a short summary of what you have in mind – no more than a few sentences. The idea is to capture the editor’s attention. Also, by writing three topics, you stand a better chance of getting an assignment.

Why should writers get to know the editor and how can a great editor help a writer succeed?

Nathan Segal: The editor is ultimately your best friend, though many writers don’t know that. Many writers are afraid of the editor; other writers hate editors because the editor changes their copy .

The reality is that a good editor can show you how to write really well. The editor can also shape your writing career. In one case, I worked with an editor by the name of David Tanaka. David showed me that my greatest strength was as a “how-to” writer. The result is this interview and my book.

Despite often long experience with freelancing, many writers are still unsure how magazines pay for work. How does a magazine pay for writing?

Nathan Segal: In one of three ways: by the page, by the word and by assignment.

As for when you get paid, again, there are three ways: On acceptance, on submission and on publication. Of these two options, I recommend the first two. Unless you have a good cash flow, don't work for a magazine that pays on publication, because you could be waiting for a long time. In one case I wound up waiting for nine months and I still hadn't been paid.

How can a writer increase their income to make freelancing a full time business?

Nathan Segal: Develop a client base of several magazines that you write for, all at the same time, or in rotation. This is how I did it.

Coming up with story ideas is often a challenge for freelancers. How can a writer generate more story and article ideas?

Nathan Segal: Study back issues of the magazine for article ideas. That’s the easiest way. Also, read the author’s guidelines to see what their favorite topics are, then see if you can come up with a new approach. Contrary to what you might believe, similar topics come up and it’s in the way that you write them that determines a new approach and fresh content.

What is the first step a freelance writer take toward becoming a success?

Nathan Segal: Decide on what you want to write. Use a mind map.

What is next for Nathan Segal?

Nathan Segal: Transitioning into being a mentor and coach. I’m also taking my marketing knowledge and am creating a video series. Eventually I’d like to give some workshops, as well.

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My book review of Secrets of Profitable Freelance Writing by Nathan Segal.

My Blog Business Success internet radio interview with Nathan Segal. Blog Business Success hosted on BlogTalkRadio.

Tags: Secrets of Profitable Freelance Writing, Nathan Segal, successful freelance writing business, business author interviews.

Paul R. Lawrence: Driven To Lead - Author interview

Wallace Brett Donham Professor of Organizational Behavior, Emeritus at Harvard Business School Paul R. Lawrence, was kind enough to take the time to answer a few questions about his brilliant and provocative book Driven to Lead: Good, Bad, and Misguided Leadership.

Paul R. Lawrence turns that question around and describes what he considers good leadership, and that there is indeed the potential for bad leadership, but that condition is not a necessity that people must endure.

Thanks to Paul R. Lawrence for his time, and for his thoughtful and fascinating responses the questions. They are greatly appreciated.

What was the background to writing this book Driven to Lead: Good, Bad, and Misguided Leadership?

Paul R. Lawrence: During my entire career I have been disturbed by our lack of a more adequate theory of human behavior that could serve as a foundation for a better theory of leadership. When I hit mandatory retirement from the classroom, I decided to focus my energies on this issue.

You apply what you describe as the four basic drives to the concept of leadership. What are those four drives, and how do they affect leadership?

Paul R. Lawrence: According to my research, the four drives that influence leadership decision making (each one serving as an equal component of good leadership) are:

• The drive to acquire—to get what we need or value, ranging from food, shelter, and offspring to knowledge and pleasure.
• The drive to defend—to protect what we need or value, including our company’s market share and reputation.
• The drive to bond—to form long-term, trusting, and caring relationships that may provide but are not limited to mutual benefit. These include relationships with coworkers, customers, suppliers, and investors.
• The drive to comprehend—to make sense of the world and ourselves via the likes of forecasting, inventing, and problem-solving.

Individuals accomplish as much as they do while getting along as well as they do by constantly juggling these four drives, balancing a need to get what they want with a need to get the support and cooperation of their fellow human beings.




Paul R. Lawrence (photo left)

You write that leadership is not external to the person but rather takes place right inside the brain. What is the implication on leadership of that discovery?

Paul R. Lawrence: Leadership is both internal and external. It starts with an external event that calls for a leadership response. It then moves internally to our ‘leadership brain’ that engages in a complex analysis and choice process. It then moves external, as leaders act on their decision.

You point out that if the drives are out of balance that leadership will fail. What do you mean by that?

Paul R. Lawrence: I argue that, when leaders emphasize just one or two drives, the results, over time, will fall far short of optimal. Research done in 300 of the Fortune 500 firms strongly supports this hypothesis.

How have the different forms of leadership had an impact on the history of corporations and business?

Paul R. Lawrence: As the book subtitle indicates, the book addresses good, bad and misguided leadership as important forms, defines them, and provides numerous historical examples of each form. The historical costs of bad and misguided leadership have been enormous.

With your study of leadership as a basis, how can business leadership in America be changed for the better?

Paul R. Lawrence: A good place to start is in the way we train business leaders. Current training practices are by no means all off-track, but they can be more systematic and consistent in training for good leadership while largely eliminating the practices contributing to bad and misguided leadership.

You make the controversial statement that the current worldwide recession was created deliberately by a few Wall Street bankers. What do you mean by that?

Paul R. Lawrence: I mean exactly what you cite in your question. All of Chapter 9 is devoted to answering your question and the Chapter’s title provides a strong clue to the explanation, “A Worldwide Swindle: By Banking Leaders-w/o-Conscience?”

How can structures of trust that benefit all be put into place in companies?

Paul R. Lawrence: Structures of trust can be created throughout an organization when its leaders exemplify and enforce trust building norms and avoid trust-busting behavior. Darwin stated that the innate human moral sense or conscience is, by far, the most important difference between humans and all lesser animals. Practicing the specific behavioral norms (discussed in Chapter 3), that follow from our innate conscience and the four drives, provides the road toward structures of trust.

How can modern business leadership be improved through a more complete understanding of how the brain itself affects leadership?

Paul R. Lawrence: Education has to be the answer. This education will, of course, be on-the-job as well as in-the- classroom. All of us not only need to understand how our brains are designed to provide good leadership, to ourselve3s first and then to others, but we also need to practice this leadership process, over and over, in different contexts, to hone our leadership skills. We have inherited, through a long evolutionary process, a brain with excellent leadership potential, but we can all learn to use it better—for better leadership results.

What is next for Paul Lawrence?

Paul R. Lawrence: I am, finally, looking forward to retirement.

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My book review of Driven to Lead: Good, Bad, and Misguided Leadership by Paul R. Lawrence.

Tags: Driven to Lead: Good, Bad, and Misguided Leadership, Paul R. Lawrence, leadership studies, business author interviews.

Louis E. V. Nevaer: Managing Hispanic and Latino Employees - Author interview

Acclaimed Hispanic consumer and employment analyst, and director of Hispanic Economics, Louis E. V. Nevaer, was kind enough to take the time answer a few questions about his groundbreaking and insightful book Managing Hispanic and Latino Employees: A Guide to Hiring, Training, Motivating, Supervising, and Supporting the Fastest Growing Workforce Group.

Louis E. V. Nevaer describes how Hispanic employees are making an enormous impact on workplaces, and shares his advice with non-Hispanic employers to better support and manage this increasingly important and dynamic group of employees.

Thanks to Louis E. V. Nevaer for his time, and for his very comprehensive and informative responses. They are greatly appreciated.

What was the background to writing this book Managing Hispanic and Latino Employees: A Guide to Hiring, Training, Motivating, Supervising, and Supporting the Fastest Growing Workforce Group?

Louis Nevaer: This book was the natural result of the issues raised in HR AND THE NEW HISPANIC WORKFORCE. After the success of that book, which was directed at Human Resources managers and practitioners, several editors asked, “What about guidance for non-Hispanic managers outside of Human Resources?” This book was in response to that question.

How important a factor is the Latino and Hispanic employee group to business today and in the future?

Louis Nevaer: Demographics. Hispanics are the only significant domestic group (Caucasians, African-Americans, Hispanics, Asians) that has a positive birth rates. African-Americans are a stable demographic, non-Hispanic whites are declining in number, and fertility rates among Asians is also dropping. That means that of the U.S.-born residents of the country, only Hispanics are increasing in number, and when you consider that more than 60% of all immigration (legal or otherwise) to the U.S. is from Latin America, the numbers speak for themselves: We are witnessing a demographic process in which half the workforce will be Hispanic/Latino by mid-century.

The last time the nation lived through anything like this was in the post-War era, when women entered the workforce, and went from being about 12% of the workforce population to today, when they are half of all workers.

Why do so many employers have problems with working with and supervising Hispanic and Latino employees?

Louis Nevaer: It is a combination of language and cultural nuances. In many instance phrases are not fully understood, or the meaning of words are not grasped. This linguistic barrier is seen more often among hourly employees, many of whom are recent immigrants, or for whom English is not spoken at home. More important, however, are the cultural differences and nuances between Hispanic Culture and, for lack of a more apt description, “Anglo-Saxon” society – which, for our purposes, includes American-born blacks.

Some critics reduce this to a “Catholic” versus a “Protestant” clash, but it is really more a case of the subtle ways of looking at the world. For example, in Hispanic society one is taught that one way to show respect is to be demure, slightly bow your head and look down. This stands in sharp contrast in “Anglo-Saxon” society where one is taught to stand at attention and look someone directly in the eye. In the workplace, a non-Hispanic manager will complain that his Latino employees don’t make eye contact when he is speaking with them. What a Latino thinks is being respectful is interpreted by the non-Hispanic manager as being evasive.

Another example stems from cultural values. For Latin immigrants – and many Hispanics – Thanksgiving as a holiday means very little, if anything. It’s fair to say that Thanksgiving is the most important secular holiday in the United States, but to Hispanics, it’s not their own, it holds very little cultural resonance, and they could take it or leave it. But December 12, the Virgin of Guadalupe Day, rivals Christmas to many U.S. Hispanics – but this day means nothing to most Americans, especially in secular terms. (Conflicts with one client were amended when the option was given in which Hispanic employees could trade working on Thanksgiving Day in exchange for having December 12 off.) It’s possible to write a book about these cultural differences that at times create friction, or give mixed signals.



Louis E. V. Nevaer (photo left)

Are there cultural differences within the Latino and Hispanic cultures that are often completely the opposite of the mainstream business culture?

Louis Nevaer: Of course, and this is especially true when you consider when equals meet. By this I mean, what happens when Americans travel to Latin America and meet with their counterparts? My firm conducted a survey to hear what complaints or observations non-Hispanic American executives had about their Latin American counterparts. Male executives in Mexico City wear too much cologne and dress too formally. Female executives from Argentina and Caracas dress too flashy and wear too much makeup. Male executives from Buenos Aires wear their hair too long, and female executives from Santiago dress as if they were at a funeral. Everyone in Latin America stands too close to each other. Female executives insist on kissing each other at the start of meetings, and male executives make Americans feel uncomfortable if they move as if they want to conclude a meeting with a hug. Latin Americans smoke too much, and there is too much alcohol at business lunches.

Latin Americans arrive at meetings thinking they can spend the first twenty minutes catching up on their families, and they believe that having a business dinner at 10 p.m. is “normal.” And when asked what they found most “distracting” about, say, Latinas in the U.S., here are some observations: They wear too much make up. Their clothes are too flashy for the business world. Their accessories – whether it is your perfume or your choice of jewelry – are distracting. They stand too close to others, are too “touchy-feely,” and look like you spend more time thinking about striking a pose than striking a deal. It all comes down to the Anglo-Saxon preference for business-directed approach over the Hispanic relationship-directed way of doing things.

What influences have caused cultural differences within the Hispanic and Latino communities?

The most important division within the Hispanic identity is the fact that U.S.-born Latinos are “losing” their “Hispanic” sensibilities. U.S.-born Latinos are certainly aware of the linguistic challenges they encounter – they’re forgetting Spanish! And this creates a tremendous rift between Hispanics who are fluent in business Spanish and U.S. Latinos who converse in “Spanglish.” This creates two problems. Among Hispanics, there is discrimination: It becomes difficult to build a strong bond with someone whom you cannot fully communicate with as you would like.

The other, more serious consequence, of course, is that if U.S. Latinos are not conversant in business Spanish, this limits their career opportunities. One of the most difficult things I have to do is to be straightforward and tell someone that their language skills are inadequate. At first they are offended, and many times there is anger. (This is especially the case when a firm, out of frustration that their U.S.-born Latino staff does not have the language skills for international business, and they hire a Latin American immigrant for a managerial position. The complaint emerges: Why should I, who was born in this country, have to report to someone who’s an immigrant? Why was I passed over for a promotion and they went out and recruited someone from some other country? Because this other person knows how to say, “To Whom It May Concern” in proper Spanish.)

The fact that U.S. Latinos are a minority in the “Anglo-Saxon” mainstream, English-speaking society in the U.S. means that they are acculturating and assimilating in ways that create barriers. It is natural to the conflicts that emerge when one group of people (U.S. Hispanics) are living in a diaspora.

When many employers think of Hispanic and Latino employees, they often think of them as a homogeneous group. Is that really the case or is there a large amount of diversity within the Latino and Hispanic communities?

Louis Nevaer: There is as much “diversity” within the “Hispanic” identity as there is within a “European” identity. We say “European,” but then we know there’s a big difference between a European from Germany and a European from Italy. Similarly, there’s a world of difference from a Hispanic of, say, Mexican ancestry and one from Cuba. Not only are we talking about, in comparing Mexican Hispanics and Cuban Hispanics, in language, culture, and history, but in this case in racial makeup. Cubans are more in line with American society: Europeans and Africans coming or being brought over to the New World, forging a society of white, black and mixed race (mulatto) peoples.

Mexico, on the other hand, is a totally different experience racially: Europeans intermingling with First Peoples (Native Americans), and with Africans almost absent. The differences are physically so stark that consider this: A Cuban who manages to get to Mexico, and makes it to the U.S. border can walk across, say, “I’m Cuban and I want asylum,” and U.S. officials almost instantly know if this is true. On the other hand, a Mexican who crosses the border and tries to pretend to be a Cuban, will, almost as instantly, be found out. The differences are that stark among various Hispanic groups.

How can companies better attract and retain the best Hispanic employees?

Louis Nevaer: The answer is simple: The ability to be “in-culture,” which means sensitive to the values and concerns of Hispanic, Latino and Latin employees. Word gets around, and fast. Consider the classic case study on why American Airlines was successful in Miami, while Delta Airlines floundered. American Airlines acquired the routes to Latin America from Eastern Airlines, and Delta had the routes from Pan American World Airways. It was how American Airlines saw the nature of their Miami hub – a Latin American outpost in the U.S. – that made the difference. Delta Airlines, culturally oblivious to the nature of Hispanic society, got just about everything wrong, and had to shut down that hub. It all had to with one company’s ability to attract and retain a superior Hispanic workforce, while Delta was not.

Should employers consider different employee evaluations and appraisals that are more culturally sensitive?

Louis Nevaer: Yes and no. Yes, when it comes to understanding the relationships within a department and the dynamics of a working team. No, when it comes to deliverables and job results. There’s no “sliding scale” in terms of business output and success. But morale, group cohesion and the organic dynamics of an office, a department, a division or a company has to reflect how a balance is struck. Think of it this way: It’s still a struggle to strike a balance between men and women in the workplace. How does one overcome gender issues – what one gender finds innocuous another finds offensive? How can a workplace function without similar conflicts or complaints emerging between Hispanic and non-Hispanic employees?

What opportunities does hiring more Hispanic employees provide to a company?

Louis Nevaer: The opportunity to be in sync with the nation’s demographics. I’m convinced that when the U.S. Census Bureau begins to disclose its findings from the 2010 census that people will be surprised at how rapidly the U.S. is becoming a Hispanic nation. In terms of numbers, purchasing power, dispersion throughout the U.S. and cultural presence, it is, as some critics point out, like the colonization of this country. The U.S. recently displaced Spain to become the second-largest Spanish-speaking country in the world. Hiring more Hispanic/Latino/Latin employees gives a company a competitive advantage as the U.S. becomes a bilingual consumer economy.

What is the future of Hispanic and Latino employees in the employment world, especially as more Hispanic employees enter management?

Louis Nevaer: In the short term, there will be more conflicts between Hispanic and non-Hispanic employees (management and non-management alike). There is also a backlash, much the same way we see a backlash in society in general. If you reflect on the hostility that informs the question of “immigration” currently, it’s driven by fear. On a very basic gut level, “Anglo-Saxon” mainstream society feels “violated” that the notion of what is “American” – the Pilgrims, the Founding Fathers, the Declaration of Independence, the Anglo-Saxon Protestant values – is threatened. The “narrative” of “American” society is seen as being undermined by the arrival of people who do not share that history, or are even aware of it.

If you ask a Mexican immigrant to the U.S. to name one of the Founding Fathers, well, you might as well be asking a certain former governor from Alaska! But the future is, in the long term, is driven by demographics: To see what the future holds, visit the maternity ward at your nearest hospital, and see names of the newborn babies. In 20 years from today, these are the ones who will be thinking about ruling the world, just like you did when you were 20.

What is the first step an employer should take when considering expansion of the company's Hispanic and Latino workforce?

Louis Nevaer: They should read my book, of course. But in a more serious note, they should understand that there is no monolithic “Hispanic” identity, so they have to ask several questions: Where are we located? Which are the Hispanic/Latin/Latino employees in this market? Are they “Caribbean” or “Mexican” Hispanics? Are they immigrants? What are the cultural nuances that define their identity? Is this community immigrant, acculturated or assimilated? Think of it this way: If you were expanding your “European” workforce – well, there’s a huge difference between a European from France and a European from Greece and a European from Norway. It’s that diverse, the Hispanic identity.

What is next for Louis Nevaer?

Louis Nevaer: Apart from speaking to businesses about diversity and managing Hispanics in the workplace, there are two other books. First, a follow up book to this one! I’m under contract to write a book directed for Latinas, and how they can advance their careers. I’m delighted to be working with Rose Guilbault, the former Editorial Director for the ABC-affiliate in the San Francisco market, and the current Vice President of Corporate Communications for AAA of northern California. Rose is a pioneering Latina, who has broken through gender barriers and opened many “firsts” for Hispanics. This exciting, simply because Latinas are more likely to become managers than Hispanic males.

At the same time, as one of your questions posed – What drives a wedge among Hispanics? – I’m also working on a book for Hispanic. The Top Ten Lies Hispanics Believe about the U.S. will answer many of the questions and observations that Hispanics, Latinos and Latins find about the greater, mainstream “Anglo-Saxon” society in which they live.

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My book review of Managing Hispanic and Latino Employees: A Guide to Hiring, Training, Motivating, Supervising, and Supporting the Fastest Growing Workforce Group by Louis E. V. Nevaer

Tags: Managing Hispanic and Latino Employees: A Guide to Hiring, Training, Motivating, Supervising, and Supporting the Fastest Growing Workforce Group, Louis E. V. Nevaer, managing employment diversity, business author interviews.

Gil Effron: How To Give Your Business An Extreme Marketing Makeover - Author interview

Renowned marketer, and President and CEO of Strategies For Growth, Gil Effron, was kind enough to take the time to answer a few questions about his very practical and business changing book How to Give Your Business an Extreme Marketing Makeover.

Gil Effron describes the process and the business mindset changes necessary to turn an ordinary business into an extraordinary, industry leading company.

Thanks to Gil Effron for his time, and for his tremendous, and very comprehensive responses to the questions. They are both greatly appreciated.





What was the background to writing this book How to Give Your Business an Extreme Marketing Makeover?

Gil Effron: I’ve been in business for 35 years, most of those years as a provider of marketing services. Where each of us is today is always the sum total of our entire experiences. So my lifetime of experience working with businesses of all sizes, shapes, and industrial categories is my best credential.

When the bubble burst two years ago, my clients––and the business owners I spoke with––were facing major difficulties. Marketing budgets disappeared. It was a matter of life or death, and survival. I had to help them find ways of working smarter, not harder.

I’m highly analytical to begin with. That led me to look at a business or organization’s approach to marketing differently. In doing so, my first step was to eliminate marketing activities that were not pulling their own weight. Next, I needed to understand what challenges the organization––and especially the sales department––was facing. This led me to explore the organization’s current sales process––what was working and what wasn’t.

Once I understood those two elements, it was easier for me to choreograph a marketing approach that directly and specifically supported the sales process.

Those ultimately became the first three steps of my Extreme Marketing Makeover process.

Why do so many companies require an extreme marketing makeover?

Gil Effron: For one thing, marketing wears out. It loses its effectiveness. It does so because the world is constantly changing.

Secondly, throughout the years, businesses implement a number of marketing strategies and programs. Some stick around long after they lose their effectiveness. They become part of the culture, “because we’ve always done it that way.”

Add to that that businesses usually don’t quantify the effectiveness of individual marketing elements, and I contend they really don’t know what they have, what’s working, and what individual marketing elements are doing to support their mission.
In other words, they don’t calculate return on investment for individual marketing elements. They literally don’t know what they have, and they don’t look to see if it’s actually supporting their sales efforts.

As I reflect back on the clients I’ve worked with throughout the years and think about what was wrong, I now know that many problems occurred simply because marketing was not in tune with the sales process and it did not adequately support the sales process.



Gil Effron (photo left)

How can a business person tell if their company needs a marketing makeover?

Gil Effron: I look for several things. If a website isn’t accurately representing what the business is today, that’s a real red flag. If the company’s client attraction process is not working as well as it used to, that’s a sign that something needs to change. If there are “brick walls” or points of constraint in the sales process that seem to bring everything to a dead halt (such as when a prospect hears the price for the first time and the transaction slows or stops), it’s clear that there is a problem and a problem always indicates that there’s a better way.

Businesspeople also need to look at client retention. If a business is not retaining clients or customers, they need to figure out why. Any of these point to the need for a marketing makeover.

Will the process of an extreme marketing makeover work for every business and why?

Gil Effron: Yes. I firmly believe that it will work for any business or organization regardless of industry, location, or size of business.

The reason I say that with such conviction is that every business or organization has a process of generating revenue. Wherever there is a process, I know the process can be improved, simplified, shortened, and streamlined. A better process will always bring about better results.

You describe something called a marketing inventory. What do you mean by that?

Gil Effron: Early in my book, I talk about a television program called What Not To Wear. It runs on the TLC network. The program deals with fashion and each episode features a man or, most often, a woman who could improve their outward appearance. The hosts of the show go into the closet and throw out what doesn’t work.

The marketing inventory is much the same. However, we don’t throw away things haphazardly. In the marketing inventory, it’s important to identify every marketing activity. We want to know what marketing is working and what isn’t, and then to quantify the value or return on investment of every marketing activity.

Many businesses are committed to marketing and advertising activities that they have long forgotten about or that are no longer effective. If a marketing activity isn’t pulling its weight, out it goes. But the first step––the inventory––tells us what’s there.

How can better marketing work with what you call an ideal sales process?

Gil Effron: There are five steps in the Extreme Marketing Makeover process. The first is the marketing inventory. The second is an analysis of the existing sales process. I start at the beginning––at client attraction––and work all the way to the end, to maximizing lifetime value.

The third step is to create a new, ideal sales process that is shorter and more effective. Once that new ideal sales process is in place, I identify specific points within the sales process that could be directly supported by what I call “good marketing.” And I define good marketing as any activity that speeds, shortens, streamlines, or favorably influences the outcome of the sales process.

When people think about marketing, they often focus on the client attraction process. But marketing materials or messages can be strategically placed anywhere along that sales process continuum. When a salesperson shows a prospect a flyer with a time-sensitive offer at some point prior to presenting the price, that’s effective marketing and it’s supporting the sales process. Better marketing doesn’t need to be fancy or expensive. It needs to be supportive of moving the transaction ahead to a successful conclusion.

Why are so many business people reluctant to change their marketing system, whether it's effective or not?

Gil Effron: This is like asking why are humans always human?

I think each of us becomes very comfortable with the people, places, and things in our world. We may contemplate a change. But we know what we have, and even though it might not be the best, we live with it.

People hold onto stocks too long and sell at a loss. People think about divorcing their spouse for years before it happens. Marketing is no different. We’re used to it. We’ve always done it that way. It’s uncomfortable to change.

Why should a marketer consider the lifetime value of a customer?

Gil Effron: The cost of acquiring a new customer or client is extremely high. Existing customers and clients know us. They know what they can count on. When they’re happy, they stick around. They buy more. They tell their friends and business associates. They become our ambassadors. The longer a business can hold onto a customer or client, the more valuable that customer is, and the more they contribute to that business and success.

For example, if someone walks into a shoe store and buys a pair of shoes, the store makes a profit. If that customer never returns, they’ve still made their profit. But if the store can keep that customer coming back so that he buys two pair of shoes each year and brings his family and friends, and remains a loyal customer for three or four or five years, it really adds up.

Also, if businesses are not able to keep customers and clients, it’s a sign that they’re doing something wrong. It’s too much work to find new customers only to bring them into a situation where they disappear after their first experience with a company.

How can a businessperson determine the best marketing activity for a specific job?

Gil Effron: While creating the ideal process, I’ll ask, “What could we do earlier in the sales process that would speed, shorten, or simplify reaching this point while at the same time maximizing overall efficiency and increasing the effectiveness of the entire sales process?”

Most of the answers to this question result in marketing solutions or activities that are really very simple, logical, and ultimately inexpensive to implement.

For example, a handout describing a good-better-best pricing option early in the sales presentation could be extremely supportive of moving the transaction forward and dealing with points of constraint relating to price. A pop-up window attached to a shopping cart that says, “purchase $100 today and we pay the shipping” may be just the incentive the customer needs to jump from the $70 purchase they were going to make to a larger sale.

The point that I want to make is that marketing doesn’t need to be slick or glitzy. It just needs to be functional and relevant. Everything should be tried, tested and tweaked so that it can be made better.

What is the first step that a businessperson should take to assess their current marketing program for effectiveness?

Gil Effron: Well, of course I’m tempted to say buy the book or purchase the Do-It-Yourself Marketing Makeover Mini-Course. Both walk a businessperson through that process.

But, while they’re waiting for the book or mini-course to arrive, every businessperson should go into their marketing closet and take an inventory. They should look at every marketing activity they do––no matter how seemingly insignificant. Then, they should calculate a return on investment, if they can. If it can’t be equated directly to dollars or sales, the simple question is, “If I stopped doing this, would it have a negative impact on my business?” If the answer is no, the marketing initiative can be tossed out with no harm. In general, chances are if it can’t be quantified, it probably isn’t doing much for the business.

So, every business should take a look at what they have. They need to be sure to look in those dark corners of the marketing closet where they keep the skeletons.

What is next for Gil Effron?

Gil Effron: Two things. First, I know that there are elements within the Extreme Marketing Makeover process that could be very helpful for start-up businesses. Not only could I help them avoid making mistakes, but I could also help them create a marketing approach that––from the outset––would be more effective. So I need to address that need.

Second, I make a claim in the book that the process works for any business, any size, in any industry. I’d like to prove that beyond a shadow of a doubt by consolidating dozens or hundreds of case studies that describe how businesses and organizations treated themselves to an extreme marketing makeover, and then prospered as a result. This would be an ideal training tool.

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My book review of How to Give Your Business an Extreme Marketing Makeover by Gil Effron.

Tags: How to Give Your Business an Extreme Marketing Makeover, Gil Effron, improved marketing strategies, business author interviews.