Perception isn't the only thing that commands reality...

I will go out on a limb and assume almost everyone has heard the saying "Perception is reality".

Simply put, this reminds us that the reality of something can be highly influenced by people's perceptions, and that reality is more than just something absolute — Sure perception and reality are aligned when looking at what will happen if you fall off a ladder... but what about the success of your current politician; what is the reality of that?

Hmmmm, this is about to become more of a philosophically charged segue than I anticipated but I think I can head it off before we go down a deep dark bunny hole — As much as perception can command reality, so can expectation. There you have it, not the smoothest transition, but a transition none the less.

Expectation: A case in point — 

A meeting is held and it is decided that someone will finish a task by Friday. An expectation is created.

Because very few things exist in isolation, the task will allow further things to be done on the following Monday, which in turn will allow for activity on the Tuesday, Wednesday, et cetera... all of which is built on what was to be done the previous Friday. More often than not, advanced preparation is taking place in anticipation of the expectation; real work is being done and reality is being created due to this expectation. If the Friday task is completed then reality continues, but if it is not, reality is compromised and generally people aren't happy.

This is a very simple and linear example, and although we know the real world meanders much more, I don't think this makes the point any less valid. 

Expectations, once created are very real, and once created, need to be met. If they are not met, more often than not there are negative consequences that are also very real; another reality that expectations command I suppose. Theoretically speaking all expectations can be influenced, but in reality there are some you will have influence on, while others are thrust on you and influence is unlikely. 

For those expectations thrust on you —

• Understand if you have any influence on the expectations (and if so, try to influence them).
• Understand the objectives behind the expectations.
• Understand the expectations in detail, including the context and the timeframes involved.
• Ensure you discuss and review resources needed.
• Clearly understand the impact of not meeting expectations.
• Work really, really hard to meet the expectations you have been given.

For those expectations you can influence see above, as well as —

• Engage in the development of the expectations... don't miss the opportunity to influence and even set expectations.
• Remember Murphy's Law... work a "hedge" into any schedules and deadlines because you never know what will happen.
• Remember the very popular motto, "Under promise, and over deliver".

And remember, if you are the one asked to set the date for the expectation, whatever you do, don't miss it — That is just adding insult to injury,

iamgpe

I always like when someone suggests, "I won't be able to do it".

The other day I was in the middle of something and overheard someone say, "He won't be able to finish it tonight" — I was so energized by it!

And here comes the context...

I have acquired some property and building anything permanent is a few years off; in the meantime I want to set up a "Glamping" site so we can enjoy the call of nature in relative comfort, as well as have many of the amenities that make up modern life.

Glamping /ˈglæmpɪŋ/ :

noun: a form of camping in which participants enjoy physical comforts associated with more luxurious types of holiday.  Word Origin — blend of glamorous + camping.

This will involve a large festival tent, queen sized bed, a wood stove, bathroom facilities (including a shower with hot water), an outdoor kitchen and sitting area, as well as available solar power. The only thing that will be lacking is running water  — I suppose I will have to rough it.

As with everything you have to start at the beginning, and in this case the beginning is a platform for the festival tent to rest on. In this particular case the whole thing is meant to be semi- permanent, so the plan is to make the platform out of nine 6' by 6' sections, bolt them together, and put decking on top... this offers the option of dismantling the platform to move at a later date — It was a conscious decision to compromise some stability for portability. I needed 54 (2" x 4" x 6') pieces of pressure treated wood, a bunch of wood screws, a chop saw, and a drill to build what would make up the frame of the 324 square foot platform. Each section would consist of two 2" x 4" x 6' pieces and four 2" x 4" x 69" pieces (3" cut off a 6' piece).

The assembly process started at about six o'clock on a Friday night.

As you can appreciate the first couple of sections took time to assemble as we worked out optimizing the process; overall it wasn't a difficult activity but rather repetitive and definitely tedious. As my helpers began to fade into the background and as talk of having dinner started, I overheard someone utter the words, "He won't be able to finish it tonight". Ultimately, after a quick dinner, I found myself alone in the garage finishing the remaining sections. By ten o'clock all nine sections were complete, the person who suggested that I wouldn't be able to finish all the sections was long gone, and I was now ahead of schedule; attaching the nine sections the next day would be a relaxing activity.

Was any of this difficult? Not really, but it was an exercise in advanced planning, having the right tools, and the desire to get it done. What was said became the motivator to "get it done ahead of schedule".   

In the end, my little project offered up the components for getting something done —

• Planning (this includes a time and event schedule).
• The right tools (or resources).
• The desire to do it. 
• The motivation to get it done.

It seems motivation is the fuel that makes something happen, and for me, when someone suggests, "I can't do something", it seems to be motivation of the high-octane variety.

Don't ask me why.

iamgpe

Sales versus Marketing... a narrative that is getting old.

The other day I was trying to explain the Sales and Marketing function to a friend who is a hard core "finance guy"; as I went about doing so, I couldn't help but flippantly say —

"When things are going well (meaning revenue) Sales gets the credit; when things aren't going so well Marketing gets the blame" 

We both laughed... but surprisingly not that hard.

I could not help but think of a conversation between a seasoned commercial leader and a marketing manager where I heard the manager say, "I understand what you are saying from a sales perspective but marketing is different, and we are going to do this..." As I was listening to the marketing manager I actually screamed in my head, "No, no... nooooo. The commercial leader is correct, and you are not different... focus on the customer, the customer's needs, and work together to generate revenue!" 

I should point out why I have earned the right to have an opinion on this topic. My career (30 years and counting) has been in both Sales and Marketing (almost 50-50), and I have received my fair share of credit and blame; for right or for wrong, I feel I have some insight worth considering. Academically, marketing is the business discipline that encompasses "Product", "Price", "Place" and "Promotion" (The 4 Ps); within the "Promotional Mix" is the sales channel... and make no mistake, this channel is extremely important — Why you may ask? It's because sales is one of very few groups in business that has an intimate and personal understanding of the customer, and is able to communicate complicated messages to generate revenue.   

And for anyone who doesn't think revenue is king, you should go ask any investor(s) you have to offer some insight regarding this point.

In my mind, the only thing that is different between Sales and Marketing is the levers available to each group, and maybe the degrees of separation their activities can be from revenue generation. The objectives of Sales and Marketing are the same — Engage with the customer, offer the appropriate product(s) and/or service(s) to meet the customer's need(s), and generate revenue. I very much appreciate the complexity to do all of this, but in the end it does boil down to this.

Many years ago a Sales Leader* was at a marketing retreat and was asked to speak about the relationship between Sales and Marketing. He was elegant, insightful, complimented his marketing partners, and offered insights on the sales team. At one point he compared sales to a "brochure" that talked back, had opinions, and offered ideas. He went on to say that some in marketing see themselves as "the great orchestrators of all things marketing, and frankly don't like rebuttal from one of their channels". He very eloquently suggested that this was the wrong perspective and that the sales team was a wealth of customer insight and ideas, and it's crucial to work together for success. Besides he went on to ask, "Don't we all have the same objective to engage with customers, offer the appropriate product(s) and/or service(s) to meet the customer's need(s), and generate revenue?" Fifteen years later his perspective still resonates for me —The narrative should always be Sales and Marketing.

So if your narrative is Sales versus Marketing, I strongly suggest you work to change this because no one wins when there is a dysfunctional relationship between Sales and Marketing, It's hard enough to generate revenue at the best of times.. just ask anyone in either Sales or Marketing. And if you're asking how to go about changing the narrative, I suggest you start with Sales and Marketing Leadership because in the end this is a leadership issue... on both sides. 

Let's not even get into those finance people who ask us about our latest expense report.

iamgpe

* His title was Sales Leader but in reality he was just a Great Leader... full stop.