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August 12, 2014

Written by Bob Meyer, Editor of BarterNews

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From the desk of Bob Meyer... 08/12/2014

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Strategy For Becoming A Chosen Supplier

Let's face it, owners of small growing businesses often find themselves multitasking — trying to do several things at once. And being overloaded, they may appear to have a chip on their shoulder. 
 
So when seeking to do business with these owners, realize they are deeply involved in their company's day-to-day operations, which become a continual problem-solving challenge for them. And because they're such busy people, they may resent a supplier's sales attempts. Yet no one depends more on their suppliers to help them succeed than small businesses.
 
You can get your foot in the door by overcoming the objections that a small business prospect is likely to have simply by answering the following questions pro-actively.
 
1) Who are you? If you're a newcomer or a little-known entity, address this concern head-on by presenting your qualifications. They need to know they can trust you.
 
2) How will you save me time? Convincing them you can save them time is often the greatest benefit you can offer.
 
3) How will you help me save or make more money? Small business owners are in it for the money, as well as for the freedom to call their own shots. Demonstrate savings and profit increases. (Do you see where barter can play an important part in your sales presentation?)
 
4) Is this for a business like mine? Your message needs to be targeted. Speak to specific industries, addressing their individual needs.
 
5) Can you prove it? Be sure your promises are believable, and back them with supporting evidence.
 
6) What's the catch? Small businesses are always concerned about trust.
 
7) Why should I buy now? A small company's resources are limited. But strong incentives can overcome the objection that you're a new supplier asking a small company to change the way it does business.
 
8) No cash involved, how does that work? Introduce them to barter; then use the competitive close by offering to work with them on a barter basis. Telling them, "You don't have to pay me in cash," is the most powerful closing there is!
 
Astute marketers understand that behind a small business owner's gruff or skeptical exterior is a hard-working person looking for reliable products and services that not only will help make a company profitable, but fulfill a dream!
 
Open your thinking to their particular perspective, and you'll open a path to new prospects and substantially increasing your sales.


Ways To Spot Future Trends Early

Read classified advertising, observing which firms are hiring and what kinds of jobs are in short supply.

  • Where are the long lines? Back orders?
  • What are people reading? What are the best-selling books, magazines and newspapers?
  • Where are the shortages?
  • Follow the financial pages. Look for common stocks selling at higher than average price-earnings multiples.
  • What are the comic strips saying?
  • Where and what are the most popular seminars?
  • Who's losing ... having going-out-of-business sales and filing bankruptcy?
  • Check vehicle registrations for types, prices, etc.
  • Study display advertising.
  • Watch crime statistics.
  • Look at mail-order catalogs.
  • Visit trade shows and read trade magazines. Visit shows outside your industry.
  • Travel. Watch and listen.

You can add a dozen other indicators that are unique to your field. But you need to keep the blinders off, in order to stay in touch with the big picture.

 


BarterNews.com — World's Largest Depository Of Barter Information

Hundreds of valuable articles, techniques, and strategies are found in the following various barter categories:


(The Barter Categories are found on the horizontal bar at the top - 3rd button from right.)

Money-Making Reports Available From BarterNews


Leaders Produce Both Happy People & Bottom-Line Results

By Dr. Tasha Eurich

Why won't my employees just do what I tell them? Why am I struggling to motivate my team? Why aren't they giving me the performance I need? 
 
If any of these questions sound familiar to you, you're not alone.

You were probably promoted because you're a competent technical professional. You know how to build a bridge, negotiate a deal, or justify a capital expenditure. But whether you're a middle manager or a CEO, your technical skills usually won't help you be a better leader.
 
Yet effective leadership has an undeniable business value. In one study, Jack Zenger and colleagues (How Extraordinary Leaders Double Profits) examined the best (top 10%) and worst (bottom 10%) leaders at a large commercial bank. On average, the worst leaders' departments experienced net losses of $1.2 million, while the best leaders boasted profits of $4.5 million.
 
Sink Or Swim Is Not A Plan
 
As any disgruntled employee will attest, exceptional leadership isn't commonplace. One recent Center for Creative Leadership study reveals that up to 50% of managers are ineffective. And sadly, your company probably isn't doing much to help you. First, they probably use the wrong criteria to select leaders by focusing on technical, rather than leadership, skills. Second, most invest precious little to develop leaders, and training is often an isolated, one-size-fits-all event. Without follow-up, 90% of information from training programs disappears after three months!
 
Without organizational support, leaders wanting to improve are left to their own devices. But when they search on Amazon.com for "leadership books," they're assaulted with more than 100,000 options! No wonder leadership feels so complex and impossible.
 
Luckily, there's good news. Though psychologists used to believe leaders were "born," recent research tells a much different story — leadership is an acquirable skill. Recently, a study by Richard Arvey at Singapore's NUS Business School revealed that a whopping 70% of leadership is learned. That means anyone can learn to become an effective leader.
 
Two Behaviors All Leaders Must Master
 
For decades, scientists have known everything we need to know about how successful leaders behave. It's like finding your TV remote tucked under a couch cushion after hours of searching elsewhere: The secrets to leadership really have been here all along.
 
In 1945, a group Ohio State University researchers set out to disprove the notion that leadership was an inborn personality trait. With 70 International Harvester Company foremen as their subjects, they discovered that leadership effectiveness was related to the presence of two independent behaviors.
 
First, effective leaders showed consideration, displaying support, compassion, and friendliness to their team. Second, they initiated structure. They clearly defined the role each employee played and drove their performance.
 
The best leaders are able to move to the middle, focusing on people and results. These bankable leaders create prosperity in the form of achievement, health, happiness and wealth for themselves, their team, and their organization. Think of the best manager you've ever had. He or she might have been a walking contradiction, achieving all of these things at once:
 
⇒Care for and understand team members AND set aggressive performance targets. 
 
Help team members succeed AND expect responsibility for successes and failures.
 
Provide recognition AND push continuous improvement.
 
Help you enjoy your job AND ensure everyone maximally contributes.
 
Three Actions For Becoming More Bankable
 
1.  Gather the Facts
Just like you can't start a weight-loss program without getting on a scale, you must begin your journey by learning the truth about yourself. We're often the worst evaluators of our behavior. You may have placed yourself in the middle of the continuum, believing you place an equal emphasis on People and Results. However, your team might say, "Are you kidding? You're a total slave driver!" Use your resources and gather the facts, whether it's through an assessment or via feedback in the form of conversations.
 
2.  Be Laser-Focused
For executive teams, research by Paul Leinwand and Cesare Mainardi of Booz & Company shows that as their quantity of goals increases, revenue declines. Similarly, leaders often choose too many development goals. Give yourself the greatest chance for victory by developing one thing at a time. It is far better to make progress in one area than to make little or none in five!
 
3.  Practice Daily
It's likely that you've had a development plan before, one that gathered dust in a drawer. You were probably engaging in Delusional Development: the futile hope that just by wanting to get better at something and knowing enough to be dangerous, you'll show improvement. The amount of deliberate practice you choose will be proportionate to your improvement. The journey to leadership is like learning a violin concerto: You have to learn the concepts (reading music) and behaviors (playing the violin). Then you practice every day to create beautiful music.
 
Bankable Leadership Happens Day By Day
 
From music to science to athletics, people with average talent have achieved extraordinary things. Scientists used to think that superior athletes achieved greatness because of biological differences. But we now know that the best marathon runners, for example, simply train more in the weeks leading up to the marathon.
 
The same is true for exceptional leaders. That's why the "I just wasn't born to be a leader" excuse doesn't hold water. A person may not want to be a leader, which is entirely different. But with focus and commitment, anyone can become a more effective leader. The daily commitment it requires isn't always sexy, but will make you a more bankable leader ... guaranteed.
 

An executive coach, speaker, leadership master, contributor to Huffington Post, and author, Dr. Tasha Eurich is the author of the book, Bankable Leadership: Happy People, Bottom Line Results, and the Power to Deliver Both.  She also helps organizations succeed by improving the effectiveness of their leaders and teams. Dr. Eurich passionately pairs her scientific grounding in human behavior with a practical approach to solving some of today's most common leadership challenges.
 
Her decade-long career has spanned roles as an external consultant and a direct report to both CEOs and human resources executives. The majority of Dr. Eurich's work has been with executives in large Fortune 500 organizations. She has an M.S. and Ph.D. in Industrial-Organizational Psychology from Colorado State University and serves on the faculty at the Center for Creative Leadership.
 

Dr. Eurich has been featured in The New York Times and Forbes, as well as published articles in Chief Learning Officer Magazine and The Journal of Business and Psychology among many others. In 2013, she was honored as one of Denver Business Journal's "40 under 40," for rising stars in business.


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Is your barter company's listing up-to-date?

To keep your listing current is very easy. See the links below to (A) update any changes to your company's listing, such as new location, phone number, web site or other information, and (B) if your company has not been listed.

Here's how to get on board:

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