How to build business relationships that last
In project-based work like ours, a strong start is critical because the customer may be slightly uneasy having just made a significant buying decision.
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How to update your client in 30 seconds or less
“The Elevator Test” refers to when your top customer (or boss or board member) walks into an elevator that you are on and asks, “So, how is everything going?” You have approximately 30 seconds to say something meaningful that the person can take away with him or her, which is roughly the time of a typical TV advertisement or news feature.
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Jot it down! Why note taking is critical to your success
There are a couple of other good reasons to take notes. Taking notes during a meeting is respectful. It tells the person speaking or presenting that you are actually interested in what they have to say. It also forces you to listen more intently to the actual points being made.
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The subtle problem of a disorderly work area
“Broken windows” of various sorts are common in most businesses from obvious work flow clutter to less obvious errors or inconsistent formats in a presentation, spelling mistakes in a memo, etc.
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Where is your focus?
In most businesses there are many opportunities that require attention but with limited time and resources management must focus their energies on the critical few.
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Loyalty matters
Loyalty tends to be stronger to those closer to you or with whom you share some kind of common objective.
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So, what do you suggest we do about it?
In our world, information obstacles are common on a project. The information we need is rarely in the form that we need it and is often difficult to access.
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Business problem solving 101
Business problem solving requires clear structured thinking. This is the basis of this Maxim. Being clear and logical requires the consistent application of MECE.
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Why sharing information is often the best idea
This maxim refers to the natural tendency of people to try to decide whether something is important enough to let their manager know about it.
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