How often have you seen this scenario? A company sends a top employee to training, then expects that employee to come back and train the rest of the team for success. Does it work? For low-end skills, like running the cash register or using a new e-mail application, sure it works. For high-end skills that involve attribute and attitude changes, it often falls short. The top employee reaps the benefits of the training, while the rest of the team promptly forget the training summary and go back to business as usual.

The other side of the issue is that trainers are generally prepared above and beyond the average learner. They have demonstrated course capabilities and communication skills that often cannot be replicated by those who attend the training a single time. They know when to stop and reflect on key points and when to move forward. A training summary often veers from the learning path, a path proven through methodology and practice.

Let’s look at an alternative. A company sends the whole team to training. They all participate in the lectures, activities, object lessons, and role playing. They all com back and discuss the training at regular meetings over the next several months. The training impacts the culture and the whole team is raised to a new level.

Do you think the second scenario is just wishful thinking? Think again. Wilson Learning research shows that peer involvement can increase learning effectiveness by as much as 33 percent. When peers receive training along with structured reinforcement activities, the training is more likely to have a sustained effect long-term performance improvement. And isn’t that what we’re after.

Make a lasting investment by investing in a whole team. Make all your team members winners. Top performers will most likely still be top performers, but the whole team will begin performing at higher levels.

For more information on training that creates lasting, profit-building change, click here.

If you don’t need any new business leads, stop reading. Or better yet, comment on this post and tell me what business you’re in. The truth in business today is that most of us need leads. We network for them, we market for them, heck, sometimes we’ll even beg for them. But, the secret about leads is in the old Billy Joel song – it’s a matter of trust. When you are trusted, you are referred.

All the network groups will tell you that to get leads, you need to give leads. That’s not necessarily true. It does make networking groups look more successful, but it won’t necessarily generate leads.

All your networking is for not if you don’t establish a report of trust with people. All the parties you host, all the degrees you display don’t mean anything compared to the trust people feel they can place in you. The reason trust plays such a big part in referral leads is that people don’t want to send their friends to someone who might not deliver what they promise.

Establishing trust isn’t really as hard as you might think. It’s not nearly as hard as regaining it. First impressions count. What you wear, what you say and how you treat everybody you meet, will immediately establish a level of trust from those around you.

Dress to Fit In
If the people you are meeting dress in khakis and golf shirts, don’t show up in an Armani suit. Likewise, don’t show up in jeans and a t-shirt. You are not there to show your style and independent nature. Nor are you their to fluff your ego with a display of break away style. I like to gauge my dress to be at or just one step above the level of formality I expect at an event or meeting. Leave the cuff-links or the cut-offs for another venue. Fit in and look professional; wow them with your expertise.

Be Specific
Your 30 second elevator introduction may be honed to grab the widest possible audience. You may believe that casting a big net will give you options on the kinds of jobs you accept. Think again. If people don’t understand right away what you really do, they will not feel comfortable referring a lead, because they won’t know if you can deliver.

For instance, I might be tempted to to say “I’m Bob Shawgo, and I brand companies on the internet.” It’s a wide net, right. Every company needs a web presence, right. The problem is, the other person doesn’t know if I build web sites, run internet ad campaigns, or sell banner ads. A more specific introduction might be, “I’m Bob Shawgo, and I define paths for marketing and sales success and train people on how they can develop increasing marketing and sales results.” It’s specific and concise.

A clear introduction of what you do sets the stage for talking specifically about some of your successes and expressing your clear desire that you want to help others succeed. This is where your lead giving comes into place. You give leads as a demonstration that you are interested in the success of others. People want to know that you will follow through and help their friends succeed.

Everyone is Important
Dave Barry once wrote that “someone who is nice to
you but rude to the waiter is not a nice person.” Treat everyone as though they were your biggest customer – yes, even the waiter. Treat them well not because they may someday be a customer – that’s ridiculous and self-serving. Treat them that way because they are human beings. And trust will be placed where trust is merited.

If you’re running around trying to find and develop leads, stop and consider how you are building trust and what you could do better. Then go out and deliver.

So much of business is built around things. A company banks its future on a hot new product. Product management is the hub of manufacturing, distribution, and retail. Large companies drive out small companies with the promise of saving money. Advertising links happiness to cars, houses, and things to fill up our houses and empty our wallets.

Product Centricis

Early in my career as a marketing consultant, one of the first things I used to do was look at the product line, immediately followed by a look at the cash-flow and debt load of the company. In other words, conventional business practice had taught me that marketing was all about what you wanted to sell and how much money you had to sell it. Then I would do consumer research to justify my ideas about repackaging, branding, and advertising the product.

The problem with this way of doing business was that sometimes it worked and sometimes it didn’t. A hit or miss approach can be good if you have a lot turns at bat. But in the bottom of the ninth, striking out often equals losing.

Another problem with focusing on products, is that some genius is always building a better mouse trap. We see it played out over and over again. An entrepreneur invents some nifty widget, packages it, and throws it out on the marketplace only to get stepped over by a newer, better widget. Product-centric companies spend all their time playing leap frog – fun, but tiring.

The business world is rife with books that advise following this exact model. Search for books on amazon.com using the keyword “innovate.” At the time I wrote this I found over 12,000 listings. That’s a whole lot of leap frog instruction.

In his best-selling book Purple Cow, Seth Godin cheerleads innovation, encouraging companies to spend more on finding the next big idea. Sounds simple. However, more circumspect research by Booz Allen Hamilton revealed a different story about innovation as a recipe for success.

“There is no easy way to achieve sustained innovation success-you can’t spend your way to prosperity,” said Booz Allen Vice President Barry Jaruzelski. “Successful innovation demands careful coordination and orchestration both internally and externally.”

Don’t get me wrong. Product innovation is important, and some of the books are absolutely brilliant. Innovation is one of the hallmarks of American business success. It is also very much like a lightening strike. The problem arises, as many of these authors point out, when you try to force lightening to strike in the same place twice. Building the biggest lighting rod is expensive, and even then, odds are that the lightening will still strike somewhere else. I strongly advocate building lightening rods – keep investing in innovation as part of doing business. Innovation and product management only become a problem – a destabilizing factor – when they are the central focus of a business.

When all eyes are on the product, businesses miss what matters most. Of course, you know what that is.

The whale can live without those ... for a while.

Lots of marketing and sales people try finger pointing. The best finger pointer may stay about two months longer – to enjoy 60 days of scrutiny in a company on the verge of collapse. The fact is, marketing and sales need each other. Sure, the occasional marketing superstar can get by with sales force of newbie order takers, just like a sales genius can get by with marketing team of college interns. Most companies, however, need competencies in both camps to reach revenue looking like success.

So how do you move your sales and marketing teams from the cutting edge to the leading edge? How do you make them so valuable individually and collectively that a CEO would sooner give up her annual bonus than touch one penny of sales and marketing compensation? The answer probably isn’t that hard to figure out. Companies have been doing it for decades. Well, they’ve been doing it half way – sort of like only plugging half the holes in a bucket at a time.

Companies have, for decades, sent salespeople to training and marketing people to conferences. Both approaches are great, until they try to work together. They have different playbooks, different expectations. They haven’t learned a common language and rallied around a common goal. The sales people see marketing as a support to their vital revenue function. The marketing people see sales as a mouthpiece for their latest campaign. Each group is much more than what they seem.

Training needs to bring them both groups to the same methods and goals. It needs to build competencies, knowledge, and skills in their respective disciplines, while at the same time reinforcing the team approach. The offensive tackle and the wide receiver have very different jobs and different skills (not to mention different physiques), but they work from the same playbook to move the team down the field. In practice, they don’t do all the same drills, but they have an intimate understanding of the other man’s job.

Bring your team together, train them to be the best at what they do and the best support for what the other guy does. Build a playbook the whole team can work from.