Sign & Digital Graphics

May '18

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S I G N & D I G I T A L G R A P H I C S • May 2018 • 71 RUNNING THE BUSINESS Trust Me? In business, it's crucial to know who you can trust Vince DiCecco is a business training and development consultant and owner of the Acworth, Georgia-based business, Your Personal Business Trainer, Inc. He has been sculpting his sales, marketing and training techniques since 1979, and he has shared innovative and practical ideas on business management excellence for two Fortune 200 companies, the U.S. Coast Guard, and in seminars at past NBM Shows. Since 2003, he has been serving small- to mid-sized com- panies in their efforts to strive for sustained growth and market dominance. Contact him via email at vince@ypbt. com or visit his company website, www.ypbt.com. B Y V I N C E D I C E C C O Make it Your Business You are thinking of sharing your files with your sales force with the idea of having them make more informed decisions about prospecting, pricing and territory management. You are keenly aware that many of your competitors have been trying to lure away your accomplished sales representatives with lofty salaries and generous bonus packages. How do you feel about making available such sensitive market intelligence to people who—while they could really benefit from it—may leave and use the information to sell against you? The Paradox of Trust Have you ever heard someone say, "I will initially trust any- one, until they give me a reason not to?" What a bunch of hooey! About the only beings that trust unconditionally from the outset are infants and golden retrievers. And from the very first time either baby or puppy becomes the victim of misplaced trust, they will hesitate in extending that level of trust to anybody from that point forward. Sure, we would all like to think in altruistic terms, but the reality is that others must first earn our trust rather than being given it automatically. Carole Dudley and Dr. Colleen Cooper, organizational development consultants, have studied and lec- tured on the phenomenon of building trust in the workplace. They believe trust is the foundation of a healthy business environment. Conversely, the lack of trust is like a cancer that permeates the workplace causing productivity to deteriorate and people to suffer. The power of trust is pervasive, yet invisible. No one definition can describe it, but everyone knows when it is, or is not, present at a particular company. Understanding the "Trust Triangle" Dudley and Cooper have developed a model that illustrates the relationship between trust and people's behavior. That model is called the Trust Triangle. A triangle is used not simply because it's a convenient way to deal with three separate elements, but to demonstrate the extent to which the individual elements in such an arrangement are equally important, equally interdependent. In Situation 1, you may have gone with your gut feeling and dictated the higher price for your new product. Treating your staff as internal customers, you may have tried to "sell" them on the idea of launching the product at the higher price, leaving the possibility open to adjusting it after a few months if sales do not meet forecast. Listening to your inner wisdom in this way is an example of having a high degree of self-trust. I s workplace trust an issue? Imagine yourself in the fol- lowing three situations and consider what you would do or how you would feel: Situation 1: You own a digital graphics shop and you're introducing a new item that, by all indications, will be a "sure- fire hit." It satisfies many of the desires of your customers and resolves many of the complaints you've heard about similar products. Your intuition tells you to price the product higher than what is currently in the marketplace for similar products because of its superior quality. In addition, you believe your competitors have "left money on the table" by selling at low prices while the product's demand is high. However, your sales staff strongly disagrees. They want you to price it at or below the market average in order to ensure a successful product launch. What do you do? Situation 2: You've literally outgrown your present busi- ness location and plan to move to a larger one in four to six months. If you would ever seriously consider moving, now would be the time. You've discovered a much larger facility that is a 40-minute drive away and the price is a steal. Everything about the place is perfect with the exception of its distance from the majority of your employees' homes. The commute will add over an hour of driving time each day for most of your key personnel. When and how do you handle disclosing or discussing your intentions to relocate to the new facility with your multi-talented workforce, suspecting that many of them may quit to find jobs closer to their homes? Situation 3: You have developed a comprehensive cus- tomer database, complete with names of key contacts, sales history, customer demographics and profit data. To date, only you and your sales manager have access to the information.

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