LNB #053: Help! I Neede Someone!
Like Nobody's Business
I remember seeing the Beatles' movie, Help! when I was a kid. Love
the lyrics, which are so brilliant: (Help) I need somebody (Help)
Not just anybody (Help) You know I need someone (Help) When I was
younger, so much younger than today I never needed anybody's help
in any way But now these days are gone I'm not so self assured Now
I find I've changed my mind I've opened up the doors Help me if you
...
read more
I remember seeing the Beatles' movie, Help! when I was a kid. Love
the lyrics, which are so brilliant: (Help) I need somebody (Help)
Not just anybody (Help) You know I need someone (Help) When I was
younger, so much younger than today I never needed anybody's help
in any way But now these days are gone I'm not so self assured Now
I find I've changed my mind I've opened up the doors Help me if you
can, I'm feeling down And I do appreciate you being 'round Help me
get my feet back on the ground Won't you please, please help me I
can almost hear the strains of this song on the phone when
prospects call me to ask, sometimes convolutedly, for help ("I
really don't need help, but if I did, what could you do for me?").
Where I see businesses get into trouble is knowing when to ask for
information and when to pay for it. According to the SBA,
businesses fail for several reasons, chief of which are lack of
planning, capital and other resources. In this biz environment,
operating without the key information needed is almost criminal,
given the massive amounts of information available on the Net.
Michael Gerber, author of the The E-Myth Revisited, spoke of
"working on your business, not in it," staying out of the tactical
weeds and into the strategic mission and vision. To do this, Gerber
spoke of the importance of creating systems that tied directly into
those strategic aims. Burning daylight poring over website after
website, looking for information defies our ability to be strategic
and our ability to get the most out of our time. The Wild Hunt for
information, particularly when you need it to be right and you need
it right now, can be the greatest of all cul de sacs. This week, we
hear from Jim Patton of J Patton Consulting and his Prepaid Legal
affiliation. What Jim offers is a business service that, for a
monthly fee, allows members to pose real-life problems to legal,
accounting and other professionals and get real life answers. One
example he gave was the business owner who needed to let an
employee go. That owner posted the question in the service and got
back a checklist for terminations that allowed him to stay fair,
square and legal. Be sure to grab a copy of a copy of The Dip as
well. _____________ FOR MORE INFORMATION, TO JOIN THE DISCUSSION
FORUM, LISTEN AGAIN OR READ SHOW NOTES Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less
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Latest Episodes for this Channel
Sat June 07 2008
I remember seeing the Beatles' movie, Help! when I was a kid. Love
the lyrics, which are so brilliant: (Help) I need somebody (Help)
Not just anybody ...
read more
I remember seeing the Beatles' movie, Help! when I was a kid. Love
the lyrics, which are so brilliant: (Help) I need somebody (Help)
Not just anybody (Help) You know I need someone (Help) When I was
younger, so much younger than today I never needed anybody's help
in any way But now these days are gone I'm not so self assured Now
I find I've changed my mind I've opened up the doors Help me if you
...
read more
I remember seeing the Beatles' movie, Help! when I was a kid. Love
the lyrics, which are so brilliant: (Help) I need somebody (Help)
Not just anybody (Help) You know I need someone (Help) When I was
younger, so much younger than today I never needed anybody's help
in any way But now these days are gone I'm not so self assured Now
I find I've changed my mind I've opened up the doors Help me if you
can, I'm feeling down And I do appreciate you being 'round Help me
get my feet back on the ground Won't you please, please help me I
can almost hear the strains of this song on the phone when
prospects call me to ask, sometimes convolutedly, for help ("I
really don't need help, but if I did, what could you do for me?").
Where I see businesses get into trouble is knowing when to ask for
information and when to pay for it. According to the SBA,
businesses fail for several reasons, chief of which are lack of
planning, capital and other resources. In this biz environment,
operating without the key information needed is almost criminal,
given the massive amounts of information available on the Net.
Michael Gerber, author of the The E-Myth Revisited, spoke of
"working on your business, not in it," staying out of the tactical
weeds and into the strategic mission and vision. To do this, Gerber
spoke of the importance of creating systems that tied directly into
those strategic aims. Burning daylight poring over website after
website, looking for information defies our ability to be strategic
and our ability to get the most out of our time. The Wild Hunt for
information, particularly when you need it to be right and you need
it right now, can be the greatest of all cul de sacs. This week, we
hear from Jim Patton of J Patton Consulting and his Prepaid Legal
affiliation. What Jim offers is a business service that, for a
monthly fee, allows members to pose real-life problems to legal,
accounting and other professionals and get real life answers. One
example he gave was the business owner who needed to let an
employee go. That owner posted the question in the service and got
back a checklist for terminations that allowed him to stay fair,
square and legal. Be sure to grab a copy of a copy of The Dip as
well. _____________ FOR MORE INFORMATION, TO JOIN THE DISCUSSION
FORUM, LISTEN AGAIN OR READ SHOW NOTES Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less
Sat May 10 2008
This week, we cover ways to think your way through quitting.
Knowing the answers to the key questions for your business or
accountability, you can fig...
read more
This week, we cover ways to think your way through quitting.
Knowing the answers to the key questions for your business or
accountability, you can figure out pretty quickly what you should
be saying "yes" or "no" to. To remind you, in Seth Godin's book,
The Dip, he describes three key conditions when we get stopped: The
dip: where the break in your action is so deep and wide that you
can't move ou...
read more
This week, we cover ways to think your way through quitting.
Knowing the answers to the key questions for your business or
accountability, you can figure out pretty quickly what you should
be saying "yes" or "no" to. To remind you, in Seth Godin's book,
The Dip, he describes three key conditions when we get stopped: The
dip: where the break in your action is so deep and wide that you
can't move out of it with the resources you're expending. Kind of
like the straight-A highschooler who never really had to expend
herself...until she got a snootful of Calculus 115. The cul de sac
(or dead-end): staying here will keep you from doing something that
will work for you and it will never, ever change. His suggestion?
Get out as quickly as possible. Remember, the analogy of the kid on
the Big Wheel? It was cute the first few times around, and then it
never seemed to stop. The cliff: you can keep this going for quite
a while, but it runs out of gas and leaves you on the side of the
road with no options. Kind of like smoking, that doesn't seem to
really hurt anything--that is, until the doc gives you That Look,
you know the one. Be sure to grab a copy of this little book. I'll
be chatting about it for a few more 'casts. _____________ FOR MORE
INFORMATION, TO JOIN THE DISCUSSION FORUM, LISTEN AGAIN OR READ
SHOW NOTES Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less
Fri April 18 2008
Marketing guru, Seth Godin's book, The Dip, forms the basis for
this podcast (and several more to come). Seth describes three key
conditions when we g...
read more
Marketing guru, Seth Godin's book, The Dip, forms the basis for
this podcast (and several more to come). Seth describes three key
conditions when we get stopped: The dip: where the break in your
action is so deep and wide that you can't move out of it with the
resources you're expending. Kind of like the straight-A
highschooler who never really had to expend herself...until she got
a snootful of C...
read more
Marketing guru, Seth Godin's book, The Dip, forms the basis for
this podcast (and several more to come). Seth describes three key
conditions when we get stopped: The dip: where the break in your
action is so deep and wide that you can't move out of it with the
resources you're expending. Kind of like the straight-A
highschooler who never really had to expend herself...until she got
a snootful of Calculus 115. The cul de sac (or dead-end): staying
here will keep you from doing something that will work for you and
it will never, ever change. His suggestion? Get out as quickly as
possible. Remember, the analogy of the kid on the Big Wheel? It was
cute the first few times around, and then it never seemed to stop.
The cliff: you can keep this going for quite a while, but it runs
out of gas and leaves you on the side of the road with no options.
Kind of like smoking, that doesn't seem to really hurt
anything--that is, until the doc gives you That Look, you know the
one. Be sure to grab a copy of this little book. I'll be chatting
about it for a few more 'casts. _____________ FOR MORE INFORMATION,
TO JOIN THE DISCUSSION FORUM, LISTEN AGAIN OR READ SHOW NOTES
Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less
Fri November 02 2007
Leverage... Cutting edge... Scalable... ...and the list goes on.
When did our business communication stop being authentic and start
being a frantic ra...
read more
Leverage... Cutting edge... Scalable... ...and the list goes on.
When did our business communication stop being authentic and start
being a frantic race to leverage robust world-class business intel
that offers flexible, yet scalable, capabilities to help achieve (I
really wanted to say "leverage" again) potential and future
stakeholder value? Use language that is clear and check in to make
sure t...
read more
Leverage... Cutting edge... Scalable... ...and the list goes on.
When did our business communication stop being authentic and start
being a frantic race to leverage robust world-class business intel
that offers flexible, yet scalable, capabilities to help achieve (I
really wanted to say "leverage" again) potential and future
stakeholder value? Use language that is clear and check in to make
sure that your intended meaning is coming across. _____________ FOR
MORE INFORMATION, TO JOIN THE DISCUSSION FORUM, LISTEN AGAIN OR
READ SHOW NOTES Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less
Mon September 10 2007
This is a short work week due to the Labor Day Holiday. People are
slammed, trying to get work done and the children back to
school...and everything e...
read more
This is a short work week due to the Labor Day Holiday. People are
slammed, trying to get work done and the children back to
school...and everything else. Someone said their short week felt
more like a punishment requiring them to work even longer hours.
Conversations have turned to the mythic Work-Life Balance. Where
did this come from? This term was coined around 1986. Men and women
of color and...
read more
This is a short work week due to the Labor Day Holiday. People are
slammed, trying to get work done and the children back to
school...and everything else. Someone said their short week felt
more like a punishment requiring them to work even longer hours.
Conversations have turned to the mythic Work-Life Balance. Where
did this come from? This term was coined around 1986. Men and women
of color and white women had begun making serious inroads into the
professional workforce. The country had been experiencing a
depressed economy and people were working longer hours to try to
get ahead. Added to this, workforce reductions caused people to
work even longer hours. Workers balked at complaining over the
extended work weeks for fear that they'd wind up on the chopping
block. There was a heady mix of increased worker productivity,
advances in technology, stepped-up globalization, and more people
in the workplace that went into the RIF brew. I remember taking a
group of managers off into the "wilderness" (Oconomowoc, Wisconsin)
to meet in groups and discuss our personal mission statements.
Sounds nice, but the gathered managers and key employees were left
wondering: How do achieve that much vaunted "balance" when my
evaluation depends on producing results (no matter how long I have
to work to get them). Added to the mix is the trend for performance
management systems to include evaluation of a worker's work-life
balance. Now, I had been in HR for a number of years and I know I
didn't have a solid explanation of WLB. As it turned out, no one
else did. Seemed kind of pointless. How you think gives an insight
to how you work? Even though I'm trained in behavioural science,
I'm not a fan of extensive testing in the workplace--mostly because
I'm not sure that those tests are valid (measures someting worth
measuring) or reliable (consistent application of the measure over
time). Taken in broad strokes, humans tend to think and solve
problems in two dynamic ways (there are others, but just hang on:
we're embarking on a little chat here): linear or serial thinking
and non-linear or parallel thinking. In a serial world, a person
handles one problem set through to completion. Ask them to take on
several projects and you'd be spitting into the wind. Parallel or
non-linear thinking and problem solving tends to see people working
on several projects at the same time (or moving from project to
project). In most companies, we make space for only one kind of
thinking: care to guess which one? Does it work? Now, I've met
those people who thrive on the energy and drama of a packed
schedule. You may like to run from pillar to post with your hair on
fire, trailing paper, taking on the cellphone and sliding into a
parking space at the gym in just enough time for yoga. You may like
being up in the wee hours checking email and crafting a question
for your LinkedIn Q&A forum. If that works for you: God love
you. Keep on keeping on. There really is no need to force change on
a person whose personal system is working. Where we get into
trouble is when it no longer serves us: That's when it's time to
consider other options and develop other habits. _____________ FOR
MORE INFORMATION, TO JOIN THE DISCUSSION FORUM, LISTEN AGAIN OR
READ SHOW NOTES Lalita Amos
http://www.TotalTeamSolutions.com/podcast/podcasting.htm
http://totalteam.blogspot.com 214 615 6505, 3895 for questions or
comments
read less