7 Highly Effective Habits that Make a Successful CEO

CEOs are overwhelmed with responsibilities. Needless to say, from managing the company, its resources, its manpower and markets … to ensuring optimal returns on investments made, CEOs have their hands full.

In order to be able to manage all these tasks with equal efficiency and ensure the best output from himself and his team, the CEO must cultivate and nurture some effective habits.

In the first part of this two-part article, I have listed below 7 habits of highly effective CEOs, recommended by experts:

1. Respect your customer
The Customer is King is an old adage. But it is still gold. If you do not talk with respect about your customer, you will not be best positioned to deliver the products or services to your customer’s satisfaction. Moreover, standing in the shoes of the customer will give you the buyer’s point of view toward your products and services. It will help you improve your products and services and price them correctly.

2. Never say anything negative
Remember, every thing that the CEO does or every word that he utters is watched with interest by the rest of the company. Even if you yourself may be disappointed with certain things, performances, people, clients or any other issue, refrain from voicing negative thoughts. The CEO’s role as the captain of the ship is to steer the ship toward the targeted destination. You must encourage your team to embrace the “positive” journey and play their roles with equal enthusiasm and confidence.

3. Pay the highest attention to customer service
Let’s face it, no matter what business you are in, it is highly competitive. One of the best ways to score over your competitors is by offering world class customer service. Everyone says they have great customer service, so saying it is not a differentiator. DOING IT is!! You must deliver a perfect customer experience every time. A delighted customer is a returning customer. If you can cause your customer to feel special and to deliver to them a customer experience that is remarkable, then you will win their loyalty and their references.

4. Cultivate the art of listening
A patient CEO with a good listening ear is a successful CEO. As a CEO, people tend to get carried away by the authority and power of the position and stop listening to others. This can be a very costly mistake. Good salesmen listen four times more that they talk. So do good CEOs. Listen carefully to your employees, your customers and your stakeholders. Find out what their needs are, and then fulfill them. It’s really that simple.
5. Under promise and over deliver
Most customers are sick and tired of their supplier or vendor not delivering on promises. Make “under promise and over deliver” part of your culture. If you become the company customers can count on, you’ll have customers for life. Remember, encouragement is not to be confused with building castles in the air. As a CEO your responsibilities lies in encouraging your team to over deliver and achieve the targeted goals. And it should not happen that you project an outlook that is uncertain or promise a result that is difficult to deliver. This will only lead to fear, frustration and distrust among your employees and customers.

6. Respond to the customer immediately
Don’t keep customers waiting for replies to their queries or waiting to be attended to. Research has shown that a severely unhappy customer will tell an average of 17 people. While a satisfied customer can generate more business for you, a dissatisfied or ignored customer can drive away business faster than you can imagine. Treat customers with respect and attend to their issues as your highest priority.

7. Aim for zero defect
* in Marketing
* in Manufacturing
* in Customer Service

… So that you can deliver a flawless product/service.

Cultivate the culture of producing zero defect products/services in your company. If you manufacture bug-free products or deliver zero-defect services, your marketing team too will have the confidence to push toward flawless presentations and marketing campaigns. Similarly, ensure that your customer service is without loopholes. All together when you have a foolproof product/service, supported by zero-defect marketing and customer service, you can be certain that you are on the right track.

A CEO has just as much to learn and improve upon as any other employee. Cultivating these effective habits is one such learning process. For people at the top, the most common problem they face is lack of honest and practical guidance. The best way to learn about how to identify the problem areas in your company and find solutions is by discussing and analyzing your problems with other CEOs.

Join a successful CEO Group where as a CEO you will get practical, tested ideas and solutions from people who have been in similar positions as you. In terms of CEO coaching, a CEO Group works best as it allows CEOs, presidents and general managers to put their heads together and find solutions to problems their fellow members are facing. Join a CEO Group in Atlanta or any other city that has a thriving CEO coaching culture.

In the 2nd part of this article, I will highlight some more highly effective habits of CEOs.

About the Author

Tom Bordon is a freelance writer who has extensively written about CEO peer groups in Atlanta and executive business coaching. His articles focus on guiding CEOs, COOs and top level executives in making new business strategies, selling a business and exit planning.

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About the Author

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The 7 Principles of Effective Construction Partnering

Many organizations and industry associations now endorse construction partnering and as a result, conducting partnering sessions have become a standard practice for many projects. Large construction projects are complex – there is more at stake, more players, representing more diverse backgrounds, more information along with new technologies that have dramatically changed both the speed and the methodology of our work. Effective partnering from the very beginning is the key to success; to ensure that projects are of outstanding quality, delivered on time, on budget and with maximum collaboration and minimum conflict.
But, effective partnering is more than just showing up for the preconstruction partnering session at the beginning of a project. It requires a different approach and mindset through the life cycle of the project.

How good is your partnering? Use the following seven principles of partnering as a checklist to hold yourself and your team accountable to being a better partner.

1. Commit to partnering. Before you can partner effectively, your project team needs to fully commit to a partnering approach. Assess your organization’s partnering capability and address any gaps. Bring the project team together and discuss why you need to partner and with whom. Review past experiences of partnering and decide how you can improve your approach. Partnering will not happen just because you think it’s a good idea. Your entire team needs to be committed to the concept and its process. It is important that the team learns and understands the partnering skills necessary to be effective.

2. Commit to achieving mutual project goals. Before the first shovels break ground, make sure that you have defined mutual project goals, success metrics and have a clear understanding of how you will work (and work well) together. These initial agreements may change during the course of the project, but it’s critical to ensure that your partnership is based on real understanding – not false assumptions. When everyone on the team has a shared understanding and commitment to the key goals of the project, then these goals are much more likely to be accomplished.

3. Ensure early, broad and deep involvement. One mistake that shows up often is to keep the partnering responsibility confined to just one or two individuals. For your team to derive all the benefits of partnering, your relationships need to be at all levels and begin very early in the life of a project. There should be broad responsibility for creating and maintaining a successful partnering culture. This will build a better understanding among partners, improve information sharing and potentially identify other opportunities for future partnering.

4. Define clear rules of engagement. To work together effectively, teams need to have a consistent understanding of the roles and responsibilities of each team member and a clear definition of how to work together. Blurred responsibilities can lead to power struggles, conflict, duplicated effort or gapping holes. The way to gain velocity is to be clear about what you want to achieve and who is going to do it.

5. Encourage open and honest communication. Good communication is the foundation of partnering. Good communications means that there are no hidden alliances, no subterranean conflicts and no big surprises on the project. There will be differences in your partnership – risks, expectations, processes, culture, priorities, and personalities. Success will depend on your ability to listen to each other, be aware and respect differences, accept the things you cannot change and focus on where there are winning value propositions for all sides.

6. Follow up and measure progress. Partnering should be an important component of regular project meetings. Use these meetings to check in on partnering concerns, ideas and the progress of the partnership. Consider what is working in the partnership and what is not. Check your progress against mutual goals and metrics. Learn from your successes and mistakes. Taking time to acknowledge your successes on a regular basis is a great way to refuel your partnership.

7. Commit to working together and avoiding the blame game. Problems are inevitable on a complex project, and it is rare that any one individual or one company is entirely responsible when things go wrong. It is easy to get caught up in conflict and in “winning,” and as a consequence not get the issue resolved and end up damaging your relationships. Shift your thinking from blame to healthy curiosity. Blame is about judging, curiosity is about understanding the problem at depth to get a clear picture of what the real issues are.

About the Author

By Doris Kovic, Partnering Facilitator. Blue Cove Partnering. 2010 All Rights Reserved.
You are free to use this article in whole or in part, as long as you include the attribution below. Please also notify me where the material will appear.

The attribution should read: By Doris Kovic, Blue Cove Partnering. http://www.bluecovepartnering.com.

If you are in or aspire to be in women CEO positions, you undoubtedly understand the importance of being seen as a strong leader. And strong leadership is often defined by the executive presence that you display in meetings, at programs and in interactions and conversations with others. Especially with those on your leadership team, important vendors, employees and other key stakeholders.

Unfortunately, women leaders are often at a disadvantage when compared to men when it comes to executive presence. Even the definition of ‘executive presence” can be vague and vary according to one’s experience. Whether fair or not, success in women CEO Roles requires a woman leader to have plenty of it.

But not everyone can stand out in a crowd and ooze executive presence. Does that mean that you have to give up? No absolutely not. So what can women leaders do if they don’t feel that they have enough of it?

Can those in women CEO settings who feel limited in this characteristic develop more of it to be successful? We believe the answer is yes. Even if you are like others in women CEO roles, who may never demonstrate executive presence like Donald Trump, Jack Welch or other well-known leaders, you can with certain strategies and practice, develop enough of it to achieve your goals.

One of the participants in our recent roundtable events, Kathleen Cashman, President of Cashman Consulting illustrated this to the group. She discussed a tool that she has seen used to help those in women CEO roles increase the executive presence they need in order to achieve their business goals and professional aspirations. She calls it the Power of Nine.

Per Cashman, the Power of Nine involves a systematized approach to networking with the right people who can help you develop executive presence. It essentially focuses on planned interaction with nine people who are broken into three subgroups based upon their expertise or functional experience.

The first group is composed of three people who you recognize as having major influence in your organization, industry or in your community. Those who have established a strong track record of success and are perceived as very successful role models to just about everyone.

The second group is comprised of people who are at similar levels to you. Your peers or colleagues who are at the same career stages and positions within your organization.

The third and last group consists of those in staff positions who deal across functional boundaries within organizations.

Once who have identified individuals in each group, you need to get their agreement and buy-in to help you as you will be asking for a fair amount of their time. Your next step is to develop a calendar that enables you to schedule weekly calls which each of the nine people on your list. This may require you to have several interactions and follow-ups each day. Or you may have to designate a large block of time on a certain day to talk with them. Either way, those in women CEO roles must make the time to do it.

This scheduling process will give those in women CEO roles the benefit of engaging in a regular conversation with the people who are most likely to help you improve your confidence to create the executive presence you need to accomplish your objectives. The conversation should not be about the weather but on serious topics that are important to you and your business.

By regular interactions and discussions with those who will provide honest feedback and construction criticism, you will learn how to conduct yourself, what to say, how to present and how to develop other characteristic that define executive presence in the eyes of others.

This will not happen overnight; but with committed practice as well as the ability to receive and incorporate suggestions over a period of time, those in women CEO role you will start to feel more confident and begin to demonstrate increased executive presence.

About the Author

For those in or who aspire to women CEO positions should find these nine people to help them develop or increase the executive presence required to achieve their objectives.

Wayne Tarken is a coach, adviser and seasoned business leaders to women in business. He helps them achieve their business goals and professional aspirations. He has spent many hours researching and trying to find ways to help them be more successful. He has seen all of the mistakes that women can make. Why not learn from their experiences and mistakes?

He created this short article to help you improve your results and get what you want. Take his expert advice and get ready to reach your goals- CEO Women’s Club. http://www.CEOWomensClub.com

Removing stress in a team is just one way of helping people to become their best and reach their potential. Very often stress is misunderstood or the causes of stress maybe misdiagnosed. In this article I describe one of the most common causes of stress that very often people fail to identify: themselves.

Introduction
This tool that I want to share with you is one that I use with my clients all the time. It is a model taken specifically from the area of psychology called Cognitive Behavioural Therapy (CBT) and has been applied to Neuro-Linguistic Programming. It is called the ABC model and I use it to help my clients understand the true causes of most of their problems doesn’t lie with their environment, the people in their lives or external events. Very often the cause of much stress and pressure that they put themselves under comes from their own thinking.

An Example
Consider the following real life example. John’s boss asks him when is the report that he been working on going to be ready. John immediately starts to feel under pressure and rather than snap at his boss he grumbles to himself “Why is he always doing this to me? Doesn’t he know I’m working as fast as I can? Who does he think he is? It’s not fair he always picks on me”. John now feels a few familiar emotions that he might package up and call stress. These emotions may be anger, resentment, feelings of injustice or sadness to name a few. If we were to sit down and talk with John what do you think he would consider to be the source of his “negative” emotions? That’s right, more than likely he would see his boss as the problem.

The Model
Now let’s look at this from a different perspective while describing the ABC model. (The ABC model comes from the work of an American psychologist Dr Albert Ellis and is described in greater detail in most books on CBT.)

The “A” stands for activating event and in this case it is when the boss asks John when the report would be ready, a perfectly reasonable request if delivered appropriately.

The “B” stands for the beliefs or thoughts that John has immediately after the request. Why is he always doing this to me?

The “C” is then the consequent emotion which practitioners and researchers of CBT belief arise as a result of the thoughts that John tells himself.

So the chain of events is that A is followed by B is followed by C. Now often the thoughts may happen very quickly, so quickly in fact that they may go unnoticed and John is left thinking that the cause of his “negative” emotions were his boss. This line of thought is also a trap for John because the more he thinks like this the more “negative” emotions will be created which leads to more unresourceful beliefs. This is what can be termed a vicious cycle of events that can quickly spiral out of control. Research has demonstrated that our emotions can be controlled by our thinking, so what we need to do is to think differently in order to experience different emotions. If we can stop then reverse the vicious cycle we can end up with a virtuous cycle instead that will lead to clearer and more resourceful thinking. To do this we add “D” and “E” to the ABC model.

The Change
“D” is about disputing or questioning your unresourceful thinking and “E” stands for the effective result that arises from taking the time for the internal discussion. In the example above John has the belief that his boss is always doing that to him. The word always is a generalisation so John could start disputing whether this is actually always the case and is his boss actually picking on him? If John continues to believe that he is a victim his behaviours and emotions will be that of a victim and this will only perpetuate the cycle for John if other potential bullies or persecutors identify John as an easy target or a whipping boy

An Exercise to Change Your Life and then Your Team

This exercise can be life changing for you and that is no overstatement. Once you begin to change your thinking and feeling your behaviours will naturally and automatically start to change. This is the secret that underlies most successful behaviour change. So, start to identify for yourself what emotions you experience on a daily basis that you may like to start feeling less. People may call these “negative” emotions and that is why I have highlighted the work negative. To me the emotion really isn’t negative – it’s just an emotion, neither negative nor positive, but often we want to feel these negative emotions less often than the positive ones. For instance do you find yourself being angry, sad, depressed, anxious, stressed, resentful or whatever. Ask yourself are these emotions really useful for you? If not then start to become better at spotting the thinking that precedes them and the events that started the thinking. Maybe you could start an ABC diary that can capture the events, the beliefs or thinking and the emotions that follow. Once you have started to identify the ABC then start to dispute and question your thinking that leads the “negative” emotions, you may then start to have new and more resourceful thoughts that can lead to “positive” emotions.

Once you have started to master this change for yourself, if your team hasn’t already started to change because of your changes, then you can start to coach them to become better at identifying and changing their thinking.

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About the Author

Mark Buchan, one of the UKs top performance coaches, shares his secret with you on his website http://www.howtocoachyourteam.com.

To have a free introductory coaching session with Mark go to his executive coaching
site. Just send him an email requesting your free introductory session.

As you advance through your university education or work career you will probably have too start to give presentations. For many the thought is terrifying but as an undergraduate at university or graduate in the workplace, this is a skill you will need to acquire.

The mere thought can throw you into such a tizzy you end up worrying and fretting and wasting time instead of sitting down and getting going. You must be confident and believe in yourself and your ability to give a presentation. Fear is simply a drain and will often lead you to get ready and organised.

Don’t think about the occasion; think about the piece of work you are producing. That will get you started. A presentation needs planning and preparation. If you do this, it will come together and you’ll already feel more confident.

Make sure you know how long you have and if you need to allow time fir questions and answers at the end. Over-running looks unimpressive and sends out the message you are disorganised. Too short and it seems like you can’t be bothered. Read through your words, aloud and time yourself. It will build your confidence as well as help your timings.

You really need to use some sort of visual aid as well. As we are in the 21st century, power point or similar is probably best. But don’t fall into the trap of putting your whole talk on PowerPoint. Keep the frames short and use short statements or bullet points. It is a useful aide memoir for you if you lose track.

Make sure the slides are readable at the back by using a large font size and leaving lots of white space between lines. Don’t use incredibly detailed diagrams, unless they are absolutely essential.

An obvious point but one that is easy to overlook is to have your talk flow in a logical fashion. Don’t go off at tangents, you’ll just confuse people.

Everyone has to work hard at what they do and learn skills through practice and repetition. Giving a presentation is no different. Know your subject, write it clearly and practise saying it aloud several times. You’ll soon be filled with confidence and come across as totally in control.

About the Author

Geoff Jones is a freelance writer who has written on the web for nearly 10 years. Why not visit his latest website to read about black bedroom furniture and cheap bedroom furniture.

Those in women CEO roles or others types of positions often seek out the advice and support of mentors to help deal with the many different challenges of being in business and leadership roles. This is especially true when they are faced with difficult challenges with negotiations, key stakeholder interactions, assignments, personnel decisions and career advice.

Mentoring is important because it provides a unique and objective view of the situation that a leader might be facing. Honesty and trust can be the rarest of commodities in organizations. And those in women CEO roles know that in order to be successful, you need to be open to receive and act upon honest feedback and constructive criticism.

A mentor is a great way to have your own guide and support for almost all of your business activities. It can be very lonely in leadership positions especially for leaders in women CEO roles where the incentives for some subordinates is often to tell you what they think you want to hear instead of what you really should hear.

Mentors, calling upon their experiences in similar situations can help those in women CEO positions make better decisions and avoid costly mistakes. They can help you avoid and get around the challenges and roadblocks that may derail many other women.

But can you find a mentor online or through the Yellow Pages. Probably not. And what would you do in a critical situation if you needed one but didn’t have one? Possibly struggle and potentially make a wrong decision. So the best advice for those in women CEO roles is that now seems like the best time to develop mentors that can help you, your business and your career.

Sometimes we interact with people and a strong mentor/mentee relationship prospers. Other times it has to be developed like any other project. To accomplish this we recommend these five steps:

1. Start by performing a self assessment in order to determine WHY you need a mentor. What situations have you gone through where some support and advice could have helped? What situations are you facing in the future where women CEO mentors could help?

2. Then determine how a mentor can help you achieve your goals. How could they help you find solutions to tough business challenges? What would be the characteristics, background and attributes of the right mentor? How have they helped others in women CEO roles? Don’t expect this to happen overnight. You will need to proactively interact with others to flush out and determine how they could be helpful to you. What could they give you that you are not getting now?

3. Thirdly, you will need to start searching to find the right person. Start by looking at the mentors you’ve had in the past. Look at those who have been helpful to others. How about other leaders in women CEO jobs? Have conversations will lots of experienced leaders. Ask them questions that could give you an indication of their background and expertise. Assess how they might be able to help you with the questions above.

4. When you have assessed and found a potential mentor, you now need to start building a mentoring relationship with them. Start slow and begin to focus on things that are important to you in women CEO positions. Ask for their advice. As you begin to show more trust and open up they will return this trust to you. Then your conversations can be authentic, candid and helpful. You can start leveraging their advice and support to avoid costly mistake and make better decisions.

Just remember however, that this relationship can’t be forced. If you don’t feel the right chemistry or you are not getting what you need, then continue to look until you find the right fit in a mentor.

5. Lastly you will need a mentoring checklist – a list of steps to guide you in the process from determining what you need, what attributes a CEO mentors should have, finding and connecting with the right one and then building the relationship. This should not be an ad-hoc process. It needs to be thought-out and executed like any other strategy or program.

And remember that you can have different mentors for many areas of your life; your work, avocation, family, etc. Many in women CEO jobs can have three – four different ones

Just keep in mind that no mentor can help you if you don’t have one in place before you need them. Your goal is to get started now so you have one when the need arises. From our experiences working with hundreds of leaders, the most successful leaders in or other roles have a group of mentors who they count on to help them get superior results.

About the Author

Click here! Women CEO roles require the support and feedback from others to avoid costly mistakes and make better decisions. Mentors can help. Follow these five secrets to find mentors to help you

Wayne Tarken is a coach, adviser and seasoned business leaders to women in business. He helps them achieve their business goals and professional aspirations. He has spent many hours researching and trying to find ways to help them be more successful. He has seen all of the mistakes that women can make. Why not learn from their experiences and mistakes?

He created this short article to help you improve your results and get what you want. Take his expert advice and get ready to reach your goals – http://www.CEOWomensClub.com

Leaders and Followers

Everyone knows how the world consists of leaders and followers. The ratio of which would seemingly be the few leading the various, filtering down over the echelons of control. Leaders would certainly seem a fundamental area of any society, whether via government, business, education etc. The hierarchy of societies ever since the days of antiquity, have shaped our world.

From inspirational leaders of liberation and freedom, to despotic tyrants, leadership has long been formidable force, using the opportunity for good or evil. As Lord Acton famously said to the Bishop Creighton:

“Power tends to corrupt, and absolute power corrupts absolutely.”

Upon this foundation it is of high importance that leadership, as well as the control that goes with it, is instilled having a foundation of morality and equality. Working upon these core foundations, the teaching of communicative skills with other people through leadership coaching, and especially inside a group context, is definitely important.

Any hierarchical system would of course seem paradoxical to equality, but perhaps true equality cannot exist during the current socioeconomic state which the vast majority of the earth human population lives within. Having said this it is by no means a reason not to ever continue with the ever necessary going after true equality amongst the complete human race. Any blatant inequality, especially the obscene levels of which still exist amongst the ‘developed’ and undeveloped worlds, is without question utterly intolerable.

A call to arms, a rally cry to all who value their world, their fate, lead, if you can, if your formed for it, as without a doubt lots of people are, then accomplish that, lead yourselves the ones that will follow you into a better future with ideals based on equal harmony for all those, a global where individual welfare is prized above pecuniary gain and proliferation.

About the Author

I am a big fan of leadership and how the role has changed over the years. I also like to read and write about sheds and garden buildings.

Research has shown that there are four main characteristics that admired leaders show on a consistent basis. For our purposes, an admired leader is one that is willingly followed by others. By focusing on these four characteristics, you will increase your ability to lead others. This is true for top executives as well as entry level positions.

The first characteristic is Honesty. This is the cornerstone of all behaviors shown by an effective leader. Without unprecedented honesty, the kind that makes you stand up and take notice, there cannot be effective leadership. This is not an easy task to master. You must choose your words carefully as well as the situation in which you bring up difficult issues.

Next is Competency. A leader that is highly honest but also incompetent will go nowhere. They have to know what they are doing to instill confidence in those that are choosing to follow. One of the best ways to work on this characteristic is to find a mentor that you highly regard and develop a relationship with them to better your skills.

Forward-focused is the next characteristic that must be displayed. The leaders need the ability to look into the future and plan for what is yet to be known. This is a challenging premise, but one that can be honed over time. Ask yourself, “where do we need to be in six months, eighteen months and 3 years”? Work backwards from where you want to be in order to develop a plan for the future.

Finally, we have Inspiring. An effective leader must possess the ability to inspire others to act. Action equals results and that is what business depends on for success. One does not have to be the perfect public speaker to be inspiring. You can use several approaches such as video clips, excerpts from books or articles or simply have a consistent positive attitude.

By focusing your development plan on these four areas, you will find your enhance leadership skills in a relatively short period of time.

About the Author

Thomas Raney is the owner of the public speaking and leadership development company, Ascension Advocates, Inc. He has over 15 years of management experience working with teams creating enjoyable, healthy and productive work environments. Thomas is a Certified Facilitator for The Leadership Challenge seminar, seasoned speaker and also consults with businesses on a case by case basis. Check for availability at http://www.ascensionadvocates.com

Are you searching for a powerful business motivational speaker for your next event? This report can help you determine the correct speaker to bring in.

Let’s cut to the brass and tacks: you’ve got a company to run. That means the bottom line is important. Sure, you need somebody who can motivate, inspire, persuade, and all that excellent stuff, but overall, you need someone who will increase earnings by fostering better employee performance.

With that being said, business motivational speakers are large-scale strategists and coaches. These folks offer an review of their own experience and share what they’ve seen do the job in their subject of expertise. By doing this, they can assist your company embrace a piece of their attitude and style of thinking. They can improve the business by providing info and effective messages of motivation, leadership, and enlightenment.

Nonetheless, you can’t simply grab anybody off the streets who calls himself or herself as a professional speaker. One option is to shell out the big-bucks and select a high-profile company speaker for your event. This can be really worth it to a lot of groups as the celebrity-draw alone can be really worth the added ticket sales, attendance, and buzz around an event.

For a lot groups, they are searching for the greatest bang for their buck and desire someone who can deliver a wallop of a speech and not break the bank. Here are some tips on how to choose the best business motivational speaker for your event.

Business Motivational Speaker Tip #1: Consider Your Marketing Materials

If you’ve been a meeting planner for any amount of time, you have probably received the marketing materials of motivational speakers who would prefer to speak at your event. Go through them and use this quite straightforward filter:

“Does this individual bug me?”

If there’s something concerning their approach that bothers you, toss ‘em! This is your time to NOT be nice and weed out the no-go’s. Give a phone call or send an inquiry email to individuals which remain, and put the procedure on repeat. If they bug you in their response, get rid of ‘em!!

Business Motivational Speaker Tip #2:Ask for suggestions from dependable sources.

You’ve got quite a few individuals who have been in your shoes prior toyou. Ask colleagues or people in your position in other companies for their recommendations. You might quickly keep away from a catastrophe with this approach… and similarly you might locate your dream-speaker with simply a couple of short telephone phone calls.

Business Motivational Speaker Tip #3: Get help from a speakers bureaus.

Getting in touch with a reliable speakers’ bureau can be a real delight if you work with the right company. These folks can assist you with just about everything concerning your event.

These folks’ll give you a number of speakers you can pick from who they represent, and then the bureau could take a cut of the speaker’s fee. Once you strategy them, make sure that you comprehend what you want to accomplish by holding your event. Any first rate bureau should make the entire process clean and simple.

Know before you consider this option, however, that they are commission-based, so they’re going to naturally try and charge you the most that they can; they’re in business to generate cash as well. Some meeting planners have had far better luck with prices when they’ve performed their own speaker searches. It should be noted that it’s sleazy to get all the data you need from a bureau and then bypass the bureau by reserving the speaker directly. This is not only unprofessional but it leads to troubles between bureaus and speakers.

About the Author

Bring motivational speaker John Beede to your next event and your audience will thank you and you’ll look like a hero! You can watch one of his motivational speaker videos by clicking the link.